7CO02 People management and development strategies for performance

People management and development strategies for performance are critical because engaged and motivated employees are more likely to be productive and deliver better results.

It is critical to have people management and development strategies in place to create an effective and efficient workplace. Organizations that do not have a plan in place can quickly become bogged down with inefficient processes and low morale. Organizations can improve communication, maximize productivity, and increase employee satisfaction by taking the time to develop a solid people management strategy.

Task 1

AC 1.1 Explain the major objectives of people practice and the ways achieving these may benefit employers and employees.

People practices’ primary goals are to attract, retain, and develop employees. Employers can create a workplace that is more conducive to employee productivity and engagement by aligning these practices with the organization’s strategy and culture. As a result, organizational performance may improve. Aligning people practices with organizational strategy and culture has numerous advantages, including:

• Improved employee productivity and engagement – Aligning people practices with organizational strategy and culture can result in a more productive and engaging work environment. Employees who feel valued and appreciated at work are more likely to be productive and engaged. This has the potential to improve organizational performance.
• Improved organizational performance – When employees are more productive and engaged, organizations benefit from higher performance. Aligning people practices with strategy and culture can assist in the development of a high-performing organization.
• Increased employee retention – Organizations that align their people practices with strategy and culture are more likely to retain employees. Employees who feel valued and appreciated are less likely to quit their jobs. This can result in lower costs for recruiting and training new employees.
• Improved employee attraction – Organizations that align their people practices with their strategy and culture are more likely to attract new employees. Candidates who perceive an organization to be values-driven and supportive of employee development are more likely to apply for jobs there.

AC 1.2 Explain the advantages associated with aligning people management policies with organisational strategy and risk.

When management policies are aligned with organizational strategy and risk, the company can make better decisions because it can see how each decision affects the overall picture.

Furthermore, this alignment ensures that employees understand the company’s goals and objectives, as well as why they are important, which can motivate employees to do their best work. When policies are aligned, the risk is reduced because employees are aware of and understand the risks associated with their jobs. As a result, they are more likely to take precautionary measures.

Finally, when management policies are consistent with organizational strategy and risk, it communicates to employees that the company is serious about its goals and takes risks seriously. This can aid in the development of trust between employees and management.

AC 1.3 Evaluate ways in which organisations integrate people management practice within their culture, brand and values.

Different approaches are used by organizations to integrate people management practices into their culture, brand, and values. Among the most common approaches are:

1. Employees are informed about the organization’s culture, brand, and values through induction programs, training programs, and employee communications.
2. Incorporating the culture, brand, and values of the organization into job descriptions, person specifications, and recruitment and selection processes.
3. Using rewards and recognition programs, employee engagement initiatives, and performance management processes, encourage employees to live the organization’s culture, brand, and values.
4. Incorporating the company’s culture, brand, and values into HR policies and procedures.
5. Surveys, focus groups, and interviews are used to assess the impact of the organization’s culture, brand, and values on employees.

6. Reviewing and updating the organization’s culture, brand, and values in response to changes in the external environment, strategy, and employee feedback.

AC 1.4 Critically evaluate models of systemic thinking and how they underpin the interconnective nature of people practice work.

Systemic thinking is a way of thinking in which systems are viewed as interacting and interdependent elements rather than as isolated entities. This method has proven to be especially beneficial in fields such as ecology, psychology, education, and organizational studies.

There are several models of systemic thinking, each with its own distinct perspective on how systems interact. The the’systemic view,’ which sees system elements interacting to produce patterns and structures, is one popular model. The ‘interactionist view,’ which emphasizes the importance of social interactions in system processes, is another popular model.

Whatever systemic thinking model you choose, keep in mind that people are at the heart of all systems. People create and maintain systems, and they are also impacted by them. As a result, any attempt to understand or change a system must consider the people who are involved in it.

Systemic thinking can help you understand how different people practices interact with each other and how they can be aligned with organizational strategy and culture in the context of people management and development. It can also assist you in identifying potential areas of conflict or tension between various people practices and developing strategies to address these issues.

Task 2

AC 2.1 Examine the merits of different models of people practice management, linking them with effective business performance

There are various models of people practice management, each with its own set of advantages. Organizations should consider their specific needs and objectives, as well as how the model can help them achieve these when choosing a model. Among the most popular models are:

1. The Performance Management Model

The Performance Management Model is a framework that assists organizations in establishing clear goals and objectives, as well as identifying and tracking key indicators that indicate whether these goals and objectives have been met. This model also emphasizes the value of feedback and regular reviews to keep employees informed of their progress and performance.

2. The Competency-Based Model

The Competency-Based Model is a framework that assists organizations in identifying the key skills and behaviours needed for success in a specific role. This model then describes how to develop these skills and behaviours through training and development programs.

3. The Resource-Based Model

The Resource-Based Model is a framework that emphasizes human resources as a critical organizational resource. This model emphasizes the importance of investing in employee development as well as carefully managing employee relations.

4. The Engagement Model

The Engagement Model is a framework that emphasizes how important it is for employees to feel engaged with their work. This model outlines how businesses can foster an environment in which employees are motivated and committed to their jobs.

5. The Talent Management Model

The Talent Management Model is a framework that focuses on attracting, developing, and retaining talented employees. This model outlines how businesses can identify and develop key talent within their workforce.

AC 2.2 Critically evaluate research that links people management practice in organisations with improved employer outcomes.

There is a substantial body of research linking people management practices in organizations to improved employer outcomes, such as increased productivity and profitability. One reason for this is that employees are more likely to be engaged in their work and put forth their best effort when they feel valued and respected by their managers.

Setting clear expectations, providing feedback and coaching, and creating an environment where employees feel comfortable taking risks and speaking up are all components of a good people management strategy. When these things are done well, it leads to a more positive work culture in which employees are invested in the organization’s success. And that’s great news for everyone.

AC 2.3 Critically evaluate best practice, contingency and resource-based approaches to the development of people management practices.

There are three approaches to developing people management practices: best practices, contingency planning, and resource-based planning. Each has advantages and disadvantages, and organizations must carefully consider which is best suited to their specific needs.

Best practice approaches emphasize the importance of adhering to tried-and-true methods and procedures to achieve successful results. One advantage of this approach is that it can lead to more consistent results. It can, however, be rigid and not always applicable to the specific circumstances of an organization.

Contingency planning acknowledges that different organizations face different circumstances, necessitating different people management practices. This flexibility can be advantageous, but it can also lead to a lack of standardisation and make comparing results across organizations difficult.

Resource-based approaches concentrate on the unique resources available to an organization and how these can be used to improve people management practices. This approach can be very effective in making the best use of available resources, but it may struggle to adapt to changing circumstances.

Organizations need to carefully consider which of these approaches is best suited to their requirements. Although best practices are not always applicable, they can lead to greater consistency in results. Contingency approaches are adaptable, but they can make comparing results difficult. Resource-based approaches are effective at making the best use of available resources, but they may be incapable of adapting to changing circumstances.

AC 2.4 Explain how high-performance work practices are associated with positive organisational and employee outcomes.

High-performance work practices (HPWPs) are those that have been shown to improve organizational and employee outcomes through research and/or practical experience. HPWPs are classified into three types: those that focus on the individual employee (for example, training and development opportunities), those that focus on the team or unit (for example, team-building exercises), and those that focus on the organization as a whole (such as communication and consultation).

There is a substantial body of evidence indicating that HPWPs benefit both organizations and employees. HPWPs have been shown in studies to improve financial performance, productivity, turnover, and customer satisfaction in organizations. Employees have reported increased job satisfaction, motivation, and work-life balance as a result of HPWPs.

Task 3

AC 3.1 Discuss major areas of responsibility in people management work in organisations.

People management work in organizations involves several key areas of responsibility. These are some examples:

• Selection and recruitment
• Induction and education
• Management of development and performance
• Reward and acknowledgement
• Employee interactions

Each of these areas is significant in its own right, and they must all be managed effectively for the organization to reach its full potential.

AC 3.2 Evaluate current developments in the fields of resourcing and performance management.

There has been a lot of recent progress in the fields of human resource management and performance management. Many businesses are now using big data analytics to identify and assess talent in terms of resourcing. This assists them in identifying the best candidates for specific roles as well as forecasting future skill requirements.

In terms of performance management, many businesses are now utilizing systems that track employee performance using real-time data. This enables managers to quickly provide feedback and make changes, as well as identify potential problems before they become too serious. Overall, these advancements should assist businesses in becoming more efficient and productive.

AC 3.3 Evaluate current developments in the fields of learning and development and organisational design and development.

Many recent developments in the field of learning and development have occurred. The rise of digital learning tools and platforms has been one of the most significant. These enable employees to learn at their own pace and on their schedule, which can be extremely beneficial for busy professionals.

Another notable advancement has been the increased use of gamification in learning and development. This entails incorporating game-like elements into learning activities to make them more engaging and enjoyable. This method of teaching new concepts and skills can be very effective.

Changes in organizational design and development have also occurred recently. The rise of agile working practices has been one of the most significant. These enable organizations to be more adaptable and responsive to change, which can be extremely beneficial in a volatile business environment.

Overall, recent advancements in learning and development, as well as organizational design and development, can be extremely beneficial to organizations. They can help employees become more effective and productive, as well as organizations become more agile and responsive to change.

AC 3.4 Evaluate current developments in the fields of employment relations, employee engagement and diversity and inclusion.

The current state of employment relations is centred on the issue of employee engagement. Employee engagement emerged in response to the challenges that organizations face in managing their workforce. Employee engagement is a measure of how committed and involved employees are in their work. It is a significant determinant of organizational performance and productivity. Organizations with high levels of employee engagement are more likely to achieve their business objectives.

The issue of workplace discrimination is central to current developments in the field of diversity and inclusion. Workplace discrimination is a type of prejudice or discrimination that takes place at work. It can take many forms, including race, gender, age, and disability. Discrimination in the workplace can harm an individual’s career development and prospects, as well as their mental and physical health. It can also lead to absenteeism and decreased productivity at work.

Task 4

AC 4.1 Examine the merits of the various ways in which people practice activities are organised, structured and evaluated in different organisational settings.

People management and development activities can be structured, organized, and evaluated in a variety of ways within organizations. Human resources (HR) departmental structures, line manager responsibility, self-managed teams, and human capital management (HCM) systems are some of the more common approaches. Each approach has advantages and disadvantages, and it is critical for organizations to choose the approach that best fits their culture, values, and business needs.

The traditional model for organizing people management and development activities is the HR departmental model. HR professionals are in charge of all aspects of employee relations in this model, from recruitment and selection to training and development. This model can be very effective in large organizations where HR departments have access to a pool of specialized knowledge. It can, however, be rigid and slow to respond to changes in the business environment.

The line manager responsibility model is becoming more common in businesses of all sizes. Line managers are responsible for managing their own team members in this model, with assistance from HR professionals as needed. Because line managers are closer to the front lines of operations, this model can be more responsive to changes in the business environment. It can, however, place an additional burden on line managers who may lack the necessary skills and knowledge to effectively manage their team members.

Self-managed teams are becoming more popular in organizations that value employee empowerment and autonomy. Employee teams are responsible for managing their own work in this model, with assistance from HR professionals as needed. This model has the potential to significantly increase employee engagement and creativity. However, it can also cause issues if team members lack the necessary skills and knowledge to manage their work effectively.

AC 4.2 Critically assess the nature of professionalism in people practice and the role of the CIPD.

The Chartered Institute of Personnel and Development (CIPD) is an HR and people development professional body. Because of the nature of professionalism in people practice, HR professionals must uphold the CIPD values of championing better work and working lives, promoting a greater understanding of the profession, acting with integrity and fairness, and being open, honest, and accountable.

The CIPD has an ethics and professional conduct code to which all members must adhere. This code establishes the standards of behaviour expected of CIPD members and Registered Students to preserve the profession’s reputation.

The CIPD’s role is to assist its members in upholding these professional standards and to provide guidance on how to do so. The CIPD also encourages its members’ professional development so that they can keep their knowledge and skills up to date.

AC 4.3 Analyse the advantages of partnering with customers to understand their current and future needs from a people practice perspective.

From a people practice standpoint, there are numerous benefits to collaborating with customers to understand their current and future needs. The most obvious benefit is that it can assist organizations in becoming more responsive to customer needs, which can lead to increased customer satisfaction and loyalty. Other potential advantages of working with customers include:

• enhanced understanding of customer needs and expectations
• a greater understanding of customer trends and behaviours
• increased cross-selling and upselling opportunities
• Increased brand awareness and reputation
• Relationships with existing customers have been strengthened.

In today’s competitive business environment, any advantage over competitors is worth pursuing. Collaboration with customers to understand their needs from a people practice standpoint is one way for organizations to gain a competitive advantage.

AC 4.4 Assess the value of facilitation, coaching and mentoring, and consulting in different people practice contexts.

Facilitation, coaching and mentoring, and consulting can all be beneficial in various people practice contexts. Each of these interventions has distinct advantages and disadvantages that should be considered when deciding which approach is best for a specific situation or individual.

The provision of support and guidance to a group or team to help them achieve their goals is referred to as facilitation. Coaching is a one-on-one conversation in which the coach assists the client in exploring her goals, resources, and obstacles to identify what needs to change for her to achieve those goals.

Mentoring entails pairing an experienced person with a less experienced person to provide guidance and support as the less experienced person learns new skills. Outside experts typically provide advice to an organization or individual on a specific issue through consulting.

Each of these interventions has advantages and disadvantages, and the appropriateness of each will be determined by the specific context and goals. However, all three approaches can be useful in assisting people to reach their full potential.

AC 4.5 Critically evaluate how data analytics and technological developments present practical and ethical challenges for people professionals.

People professionals’ roles are constantly changing in response to changes in the business landscape. The increased use of data analytics and technology in the workplace has been one of the most significant recent developments. While these tools can significantly improve efficiency and productivity, they also present many challenges for human resource professionals.

On the one hand, data analytics can be used to support evidence-based decision-making around talent management and development. This can help organisations to identify potential issues early and intervene before they become serious problems. However, there is also a risk that data analytics could be used to make decisions about people without their knowledge or consent. This could lead to unfairness and discrimination, as well as undermining trust between employees and employers.

Another challenge posed by data analytics is the possibility of it being used to spy on employees. Employers, for example, could use data from email and internet usage to monitor and track employee behaviour and performance. While this could be used to identify and address issues early on, it could also invade employees’ privacy and foster a distrustful culture.

The way we work is also changing as a result of technology, with more people working remotely or under flexible conditions. Numerous advantages, including improved work-life balance and increased productivity, may result from this. However, it can also make it more challenging for human resources specialists to lead and assist staff. For instance, it may be more difficult to forge bonds of trust with staff members who work in different offices.

Professionals in the human resources field must be up to date on the most recent advances in data analytics and technology to manage these challenges effectively. They must also take the initiative to put policies and practices in place that safeguard employees’ privacy and guarantee fair treatment.

Reference

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Gifford, J. and Young, J. (2021) Employee engagement and motivation, available from https://www.cipd.co.uk/knowledge/fundamentals/relations/engagement/factsheet

Maxwell, G. (2021) Employee turnover and retention, available from https://www.cipd.co.uk/knowledge/strategy/resourcing/turnover-retention-factsheet

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