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08-10-2024
To what extent do you agree with the view that it is the responsibility of the Head of the People Function to ensure that employment policies and practices always support the achievement of an organisation`s current strategic objectives?
7CO02 People Management & Development Strategies for Performance
September 2024 moderation window - Assessment Questions
Advanced Diploma in
Strategic People Management
Strategic Learning and Developmen
Question 2 (AC1.2)
To what extent do you agree with the view that it is the responsibility of the Head of the People Function to ensure that employment policies and practices always support the achievement of an organisation`s current strategic objectives? Explain how this is achieved in your organisation, or one that is familiar to you. Justify your answer.
Question 5 (AC2.1)
Examine the merits of ‘high road` and `low road` approaches to the management of performance and productivity in employing organisations. How far do you agree with the view that `high road` approaches are always preferable both for employees and employers? Justify your answer with reference to examples from your reading.
Question 12 (AC3.4)
Employment relations within the UK are turbulent with high levels of disputes and strike action. Evaluate the opportunities for and barriers to HR sustaining effective employment relationships during these turbulent times.
Question 16 (AC4.4)
Drawing upon your wider reading, assess the business case for creating a coaching culture within your own organisation, or one that is familiar to you.
Marking Guidance
Generic grade descriptors
REFER/FAIL / 1
PASS / 2
MERIT / 3
DISTINCTION / 4
Focus
Fails to address all the questions either sufficiently fully or directly.
An adequate attempt to address all the questions fully and directly.
A good attempt to address all the questions relatively well and directly.
An excellent attempt to address all the questions very well and directly.
Depth & breadth of understanding
Inadequate knowledge and understanding in respect of one or more of the questions. Limited depth and breadth of analysis.
Adequate knowledge and understanding across the questions. Satisfactory breadth and depth of analysis.
Full and solid knowledge and understanding across all the questions. Good breadth and depth of analysis.
Very full knowledge and understanding across all the questions. Excellent breadth and depth of analysis.
Strategic application & professional advice
Fails to provide appropriate or well- justified advice and/or recommendations.
Lacks a strategic approach.
Provides adequately justified advice and informed recommendations Some strategic application.
Provides solid and thoughtful advice and well-informed recommendations.
Clearly strategic in orientation.
Provides excellent advice and very well-informed recommendations.
Strategically oriented in all respects.
Research & wider reading
Limited original research and/or appropriate wider reading for the assignment. Limited or no referencing.
Evidence of sufficient research and appropriate wider reading for the assignment.
Satisfactory in-text referencing.
Evidence of significant research and thoughtful, appropriate wider reading for the assignment. A good standard of in-text referencing.
Evidence of considerable research and excellent, appropriate wider reading for the assignment. An excellent standard of in- text referencing.
Persuasiveness & originality
Limited development of persuasive and original arguments. Inadequate use of examples.
An adequate attempt to develop original arguments and to justify these persuasively. Includes appropriate examples.
Some strong original arguments are presented which are mainly justified persuasively. Good use of examples.
Mostly strong original arguments are presented and justified very persuasively. Excellent use of examples.
Presentation & language
An inadequate standard of presentation or language. The assignment is poorly written and/or poorly structured. It is not at the level required for a management presentation.
A solid standard of presentation and use of language. The structure and ideas are satisfactory for a management presentation.
A strong and professional standard of presentation and use of language. The structure and ideas are well crafted for a management presentation.
An outstanding standard of presentation and use of language. The structure and ideas are very well crafted for a management presentation.
Example Answer (Plagiarised, Do Not Copy)
Question 2 (AC1.2)
To what extent do you agree with the view that it is the responsibility of the Head of the People Function to ensure that employment policies and practices always support the achievement of an organisation`s current strategic objectives? Explain how this is achieved in your organisation, or one that is familiar to you. Justify your answer.
Answer:
I strongly agree that it is indeed the responsibility of the Head of the People Function (HoPF) to ensure that employment policies and practices are aligned with the organisation`s strategic objectives. The role of the HoPF is pivotal in bridging the gap between strategic goals and day-to-day human resource management.
Alignment with Strategic Objectives:
Strategic Integration: The HoPF ensures that employment policies, such as recruitment, performance management, and professional development, are designed to support and advance the organisation`s strategic goals. For instance, if a company’s strategic objective is to innovate and increase market share, the HoPF might implement policies that foster a culture of creativity and continuous learning.
Policy Development: Employment policies should reflect the company`s values and strategic direction. For example, a company focused on sustainability might develop policies that encourage green practices among employees and promote sustainability in recruitment processes.
Regular Review and Adaptation: The HoPF must continuously review and adapt policies in response to changes in strategic objectives. This involves conducting regular audits of existing practices and making necessary adjustments. For example, if a company shifts towards digital transformation, the HoPF might introduce new training programmes to upskill employees in digital competencies.
Practical Example:
In my current organisation, which is a leading provider in the technology sector, the HoPF has implemented several initiatives to align employment practices with our strategic objective of enhancing innovation. This includes:
Talent Acquisition: We focus on recruiting individuals with strong technical skills and innovative thinking.
Performance Management: Our appraisal system is designed to reward creativity and successful implementation of new ideas.
Learning and Development: We have established partnerships with tech institutes to provide employees with cutting-edge training.
By ensuring these practices are in place, the HoPF helps us achieve our strategic objectives while maintaining a competitive edge in the technology market.
Justification:
This alignment is crucial as it directly influences the organisation’s ability to meet its strategic goals. When employment policies are aligned with strategic objectives, the workforce is better equipped, motivated, and directed towards achieving these goals. This strategic coherence ensures that human resources are effectively leveraged to drive business success.
Question 5 (AC2.1)
Examine the merits of ‘high road` and `low road` approaches to the management of performance and productivity in employing organisations. How far do you agree with the view that `high road` approaches are always preferable both for employees and employers? Justify your answer with reference to examples from your reading.
Answer:
The `high road` and `low road` approaches represent two distinct philosophies in managing performance and productivity.
High Road Approach:
Characteristics: This approach focuses on long-term investments in employee skills, well-being, and organisational culture. It emphasises quality, innovation, and employee engagement.
Merits:
Employee Development: Investments in training and career development can lead to higher job satisfaction and retention.
Organisational Innovation: A focus on quality and innovation often results in higher productivity and competitive advantage.
Example: Companies like Google and Microsoft exemplify the high road approach by offering extensive development opportunities, fostering a positive work culture, and encouraging innovation. This has led to high employee satisfaction and sustained organisational success.
Low Road Approach:
Characteristics: This approach prioritises short-term gains, often through cost-cutting measures and minimal investment in employee development. It focuses on efficiency and productivity at the expense of employee welfare.
Merits:
Cost Reduction: Immediate cost savings can be achieved through measures such as lower wages and reduced benefits.
Short-term Productivity Gains: The emphasis on efficiency can lead to immediate improvements in productivity.
Example: Retail sectors, particularly in low-wage roles, often utilise the low road approach with minimal investment in employee development and benefits.
Preference for High Road Approach:
I agree that the high road approach is generally preferable for both employees and employers, though it may not always be feasible in every context.
Justification:
Long-term Benefits: The high road approach aligns with long-term strategic goals, leading to sustained productivity and innovation. It often results in a more committed and skilled workforce.
Employee Well-being: It fosters a positive work environment and supports employee growth, which can reduce turnover and increase job satisfaction.
Organisational Performance: Companies that adopt the high road approach tend to outperform their competitors in terms of both financial performance and employee engagement.
However, it is important to recognise that the low road approach may be suitable in contexts where immediate financial constraints necessitate short-term cost control.
Question 12 (AC3.4)
Employment relations within the UK are turbulent with high levels of disputes and strike action. Evaluate the opportunities for and barriers to HR sustaining effective employment relationships during these turbulent times.
Answer:
Opportunities for Sustaining Effective Employment Relationships:
Enhanced Communication: Turbulent times present an opportunity for HR to strengthen communication channels. Regular and transparent communication can build trust and reduce misunderstandings. For example, regular town hall meetings and open forums for employee feedback can help address concerns before they escalate.
Proactive Conflict Resolution: HR can implement proactive measures to address and resolve conflicts early. Training managers in conflict resolution and mediation can help prevent disputes from escalating. For instance, introducing employee assistance programmes (EAPs) can provide support for employees facing workplace issues.
Flexibility and Adaptability: HR can use this period to introduce more flexible working arrangements and support mechanisms, which can enhance employee satisfaction and loyalty. Offering remote work options and flexible hours can help maintain morale during times of instability.
Barriers to Sustaining Effective Employment Relationships:
Increased Tension and Distrust: High levels of disputes and strike action can create an atmosphere of distrust and tension between employees and management. This can make it challenging for HR to foster positive relationships. For instance, prolonged industrial action can damage the relationship between employees and the organisation.
Resource Constraints: During turbulent times, organisations might face financial constraints that limit HR’s ability to invest in employee development and welfare programmes. Budget cuts may impact HR’s ability to effectively manage and resolve disputes.
Complexity of Legal and Regulatory Framework: Navigating the complex legal and regulatory landscape related to employment disputes can be challenging. HR must ensure compliance with legal requirements while trying to resolve disputes, which can be time-consuming and difficult.
Evaluation:
While there are significant barriers, the opportunities for HR to build and maintain effective employment relationships during turbulent times are considerable. By leveraging enhanced communication, proactive conflict resolution, and flexibility, HR can navigate the challenges and foster a more positive and productive work environment.
Question 16 (AC4.4)
Drawing upon your wider reading, assess the business case for creating a coaching culture within your own organisation, or one that is familiar to you.
Answer:
Business Case for Creating a Coaching Culture:
1. Enhanced Employee Development:
Benefit: A coaching culture promotes continuous learning and development. Employees receive personalised feedback and guidance, which helps them grow in their roles and advance their careers.
Example: In a financial services firm I am familiar with, introducing a coaching culture led to improved performance and career progression among employees. Regular coaching sessions helped employees identify and achieve their career goals.
2. Improved Performance and Productivity:
Benefit: Coaching can enhance individual and team performance by setting clear goals and providing ongoing support. This leads to increased productivity and better business outcomes.
Example: A tech company implemented a coaching culture and saw a significant increase in project completion rates and overall productivity. The personalised attention and goal-setting processes helped employees stay focused and motivated.
3. Increased Employee Engagement and Retention:
Benefit: Coaching helps employees feel valued and supported, which can boost engagement and reduce turnover. Engaged employees are more likely to stay with the company and contribute positively.
Example: In a manufacturing company, the introduction of a coaching programme resulted in higher employee satisfaction scores and lower turnover rates. Employees appreciated the investment in their personal development.
4. Better Leadership and Succession Planning:
Benefit: A coaching culture helps develop future leaders by providing them with the skills and experiences needed for leadership roles. This supports effective succession planning and organisational stability.
Example: A retail chain utilised coaching to develop high-potential employees for leadership roles, ensuring a robust succession plan and a strong leadership pipeline.
Assessment:
Creating a coaching culture is a strategic investment that offers substantial benefits, including enhanced employee development, improved performance, and increased engagement. While it requires a commitment of time and resources, the long-term advantages in terms of organisational performance and employee satisfaction justify the investment.
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