3RTO Resourcing Talent unit Assignment Example

3RTO Resourcing Talent unit Answers

Identify 3 organisational benefits of resourcing and retaining a diverse workforce

Innovation and creativity, productivity and attracting the best talents are among the major benefits that come along with resourcing and retaining a diverse workforce in an organization. Research reveals that monotonous business ideas derail the achievement of the set organizational goals (Catanzaro, Moore and Marshall, 2010). To enhance the achievement process, the diverse workforce comes along with different ideas that help to handle organizational tasks in more efficient manner.  This is a clear indication that with innovation and creativity, new ideas generated impact productivity in a positive manner. It is through the input of different minds that handling of a given task becomes easy thus meeting the set target and working beyond them becomes possible in the organization. Best talents in most instances accept job offered by organizations that employ the diversified work strategy in their employment process. Employing the best talent brings in best business ideas in the organization which aids in realizing the set goals.

3RTOC

Produce an induction plan for the successful candidate of the recruitment and selection process you worked through in 3RTO Practical Assignment A, which identifies the essential areas to be covered, with a 12-week timeline and the managers, staff and other stakeholders who should be involved in the process.

Induction plan

The induction plan has to be done to every employee, and the template above provides the activities that have to be carried out by the new employee and the management in ensuring that the employee learns and gets to understand their roles and responsibilities. Review of the plan is an important aspect taken by the HR in ensuring that they understand the progress of the new employees. In cases of difficulties, the employee may go through training and development programmes.

4DEPA

Describe 3 activities/tasks that a Practitioner will undertake at either Band 1 or 2 in your chosen Professional Area and the skills that they will need to undertake these activities/tasks.

The Human Resource manager in the profession has to take charge in undertaking the Band skills that are performed to enhance performance. They include personal leadership, which involves leading oneself to them becoming good examples to their followers, leading others, an important activity that is related to the management of others while motivating and inspiring them to perform tasks. The other band activity is Leading Issues, which relates with the Human resources designing and delivery of services, and the planning done by the human resources to enhance development. The other task is related to the delivering of value by the practitioner, and finally, making sure that the HR practitioners take charge in managing the teams, as well as the resources, budgets, and the finances.

The HR practitioner should have knowledge the tasks and how they plan to enhance changes within an organisation. This means that they should well understand their roles in creating a pathway to development. In addition, the band activities are meant to ensure that the behaviours set for the band levels are important to enhancing professionalism for the human resource practitioners. The contribution of the HR in carrying out these band activities is enhanced by the services they provide towards enhancing organisational success.

Explain why Insights, strategy and solutions and Leading HR sit at the heart of the HR and L&D profession

The insight, strategy, and solutions and leading sit at the heart of HR and L&D profession because in the HR Map, they are applicable within the whole of the HR professionalism. They are considered to be the heart of HR because they also applicable to all stages of career from Band 1 to Band 4. They are also applicable in the internal organisation, and while working with other professions such as contractors and consultants.

These are important aspects that enhance understanding of organisational contexts and how they impact the future of the organisation towards meeting the organisational needs. As a leader, the HR takes role in supporting the organisation to support maximum development and achievement of organisational goals. In the HR Map, the HR professions design intervention measures to shaping skills, culture, performance and behaviour, all with the intention to enhance planning and management (Noe et al., 2017).

4DEPB

Three (3) methods of communication to respond to your internal customer’s needs, and for each method explain its advantages and disadvantages

The three methods of communication include verbal, written, and visual communication. Verbal communication involves exchanging information using the word of mouth. This can be done by using telephone or even radio, as long as someone is speaking. The advantages are that it is easy to converse and understand each other well while using verbal communication.  The disadvantage is that it is easy to forget. Written communication is the second form of communication and it involves transferring information using written documents such as letters, emails, and company reports. Customers get more information from this type of communication. The advantage is that it provides proof, and covers a wide range of information. People rarely forget what they read, and this is a great advantage. The disadvantages are that it may take time before the information reaches to the customers, and it is expensive. Visual communication uses drawing, television, and smartphones. The advantage is that it is easier to understand and disadvantage is that it is expensive.

4DEPC

Individually undertake a self-assessment against a specification of the knowledge, skills and behaviours required of an HR or L&D practitioner, identifying your own strengths and any gaps in your current level of knowledge and skills. You could use the CIPD Profession Map available at http://www.cipd.co.uk/cipd-hr-profession/profession-map/ for this, and/or another specification such as your own organisation’s CPD framework.

The HR practitioners relate with specific skills, knowledge, and behaviours set in the HR profession Map, and they have significant impact in shaping the performance and future of the organisation. These are important aspects that enhance the degree to which organisations perform better in order to make a difference.

My personal strengths are that in all career bands, I am good in enhancing organisational development, where I systematically engage in the process of organising people and tasks in order to enhance maximisation of the organisation performance. I am good in coordinating people and thus I consider this to be an important skill in enhancing my HR professionalism. I also focus on promoting employee engagement, an important aspect that greatly influences the various issues that enhance employee motivation and commitment to working towards enhancing organisation performance. Employee engagement promotes relationships among organisational workers, and also enhances promotion in the means through which the employees get to value their colleagues and help them to achieving their career and organisational goals. I am certain that I have the knowledge needed towards ensuring that people working in different parts of the organisation get to work together with the intention to complete their assigned tasks, help others in completing the tasks when necessary, and finally securing an environment where they explore the important aspects that enhance business performances.

In driving organisational performance, I consider myself to have great strength in resource and talent planning. This is a professional area that has been enhanced by the decisive thinker behaviour. I am able to make the right decisions with regards to the selection of the talented employees who work towards ensuring that they promote the organisational goals. In planning for this, I strategically think of the most important tasks that have to be completed, and at the same time select the kind of personnel who would work towards making sure that they effectively accomplish those tasks. I have been able to effectively promote these behaviours in HR professionalism because I have a role model whom I emulate, especially when relating to promotion of HR to enhancing organisation success.

3PRMB

Highlight the components of performance management systems

Components serve as parts of a performance management that are expected to be effective. Some of these components include performance planning. This part comprise of employee goal setting as well as objective setting. This means that employee not only attends to the tasks assigned to them, on the contrary, the employees have a defining goal that directs their way of handling any given assignment. Objective setting on the other hand allow the organization to understand what is expected of it. This means that effective strategies that are directed to realization of the set objectives will be implemented and made effective (Palma and Price, 2009).

On-going performance communications another integral part of performance management system. This component aims at ensuring a continuous communication between all persons within the organization to ensure achievement of the set organization. Through monitoring, performance is compared against standards and elements which give insights on areas that require amendments.  It is through this part that proper monitoring of the performance minimize the errors thus achieving the set goals is well enhanced.

Data gathering, observation and documentation are the third part of performance management system. In developing the capacities to perform, employee developmental needs are well analysed and addressed. Such developments include training, offering employees assignments that can result to realization of new ideas, improving work process among others. The developments lead to good performance and improve job related skills/knowledge.

Performance appraisal meeting and performance diagnosis and coaching are the final parts of PMS. Performance appraisal meeting is concerned with rating while the performance diagnosis and coaching is primarily concerned with rewarding. Rating employee performance allows the organization to understand whether there are improvements or not. It is through rating that best performers are noted. Rewarding comes along with achieved performance.  It is through rating that the best performers are noted and the rewarding strategies implemented applied on them (Mone and London, 2018).

Outline 2 motivational theories and explain how they can be used in performance management systems.

Maslow needs hierarchy

Consideration of the basic needs of employee is the main message expressed in this theory. This is a clear indication that if this theory is well implemented in the performance management system, effectiveness in achieving the set organizational goals and maintaining a good relationship with employee can be realized. Employee basics addressed by Maslow include psychological well-being, belonging, esteem and safety (Sanjeev and Surya, 2016). The fact that PMS aims at ensuring proper flow of operation through consideration of employees need, this theory can therefore be enhance the development , and rewarding component of PMS in a great manner. This is attributed to the fact that managers can come up with training strategies and rewarding strategies in advance after consideration of the basic need of the employer as stated in this theory. Maslow theory can also aid the managers in coming up with proper safety measure which will win the attention of the employee. This is regardless of the set safety law.  The consideration of Maslow theory can therefore be considered as powerful strategy of ensuring an effective performance management system in an organization.

Hertzberg’s Two-Factor Theory

Hertzberg’s Two-Factor Theory is another theory that can help in ensuring an effective performance management system (Sanjeev and Surya, 2016). This theory concentrates on motivation and hygiene. Based on the fact that PMS aims at ensuring efficiency in achieving the set organizational goal calls for implementation of this theories argument to effect the realization process.  Receiving recognition for good efforts is well defined in rating and rewarding components of PMS. This is a clear indication that if the managers go an extra mile in ensuring consistency of the rewarding strategies, employees can be able to enjoy work which automatically impacts their performance. Salary, benefits and relationships serves as the major component of the hygiene factor under this theory. This means that comprehensive salaries and benefit programs in PMS can be based under this factor. The use of this theory will therefore give an organization a chance to remain competitive as the happy employees will express their loyalty towards the organization. Basically, the use of this theory in PMS will definitely give the managers a chance to plan nicely on ways to motivate their employee thus retaining them and attracting more talents which will serve as a competitive advantage.

3MERA

Describe 4 factors, 2 internal and 2 external, which impact on the employment relationship.  

Internal factors

Resources

Employee need to have the right tools while attending their assigned tasks. This therefore means that the organization must ensure availability of adequate resource required by employees in delivering to the demand of the organizational tasks.  The right tools and ample time to handle a given assignment improves the relationship of the employer and employee and positive results serves as the end result (Juhdi et al., 2010). In this respect, training the employees and ensuring that the task given are in line with what the employees are employed for therefore remains as the key to achieving strong relationships between the employer and the employee.

Employee engagement

The impact of employee engagement in the general achievement of the set organizational goals cannot be ignored.  To this effect the need to involve employees in promoting the company’s brand is the key to winning their loyalty. The process of product development calls intervention of different parties to ensure introduction of a quality brand. To this effect a continuous employee engagement will automatically make them fell as part of the organizations operations and vice versa.  Again, motivation requires continuous boost which calls for employment of acknowledging comments, rewards and advancements for best performance. With such a strategy, proper employment relationships between the employer and employee will automatically be, maintained.

External Factors

Workplace Demographics; work/life balance

It is noted that the current generation of workers comprises of various generations. This is a clear indication that failure to understand and interpreted each generations demand and expectations will automatically lead to poor employment relationships. Out of the five generations of workforce, millennial serves as the most complicated whose demand for work balance cannot be ignored (Martin, 2012). This calls for consideration of their work/life balance which automatically affects the organizations financial positions.  The flexibility required by this generation of workforce requires employment of the right working strategies to ensure that organizations do not experience any negative effect.

Economic factors

Stable economy impacts the organizations operations positively while the unstable economy derails the potentials of an organization in overcoming the competitive pressures. This indicates that with unstable economy, one organization may be able to operate while others are hamstrung. Through suggestive selling, organization enjoys great profits which may be affected by economic instabilities. Consideration of the effects of product pricing in relation to the remuneration packages is also very crucial. This helps in understanding whether the prices are rising faster than the package which can automatically affects the employment relationships in a great manner.

Explain to the employer why it is important to determine the employment status of the individuals working at the park

The employer should determine the employment status because this helps in understanding the different individual rights that the employees have. The employer has to take responsibility because he/she is the person liable for the employment rights. When the individuals learn of their employment status, they would be able to know whether they are workers or employees of the park. Legally, employees work under the binding contract of employment, which is different from the workers, who work for another party. The contract under employment laws for the employees has to written and signed, but for the worker, the contract may be verbal or writing, and the worker has to person the work personally (Noe et al., 2017).

The individuals after learning their employment status would learn on how to react in cases of dismissals, leave, and insolvency. In the same way, the workers should understand their rights in regard to the minimum wages, breaks necessary for rest, leave, and their personal protection. Employers working with the workers have limited rights when controlling the nature of work, but the employees on the other hand have the responsibility of ensuring that they work under the conditions set by the employer.

The park individuals having understood the employment status would be in a position to know exactly what their rights are, and the actions they can take in case of rights violation. Therefore when workers at the park are treated as employees and employees are treated as workers, they may decide to approach their employers, and work towards ensuring that they understand their position at the park. Failure of an employer from treating individuals with regard to their specific employment status may lead to tribunal claims, which may be expensive to the employers. Thus, the law is significant in determining the individual rights at the park and the employers should make sure that all individuals understand their employment status to avoid court cases.

3MERB

It is important to ensure that the individuals are not demotivated due to issues relating to pay. Explain two legal issues that must be considered when determining the pay levels.

In determining pay levels, the men and women should be paid equally as long as they are doing the same work. This is a legal issue that cats against discrimination. The UK sex discrimination law seeks to enhance equal pay for all and the employer must ensure no person is paid less because of their sex, and this is done to prevent inequalities in the work place. Nevertheless, the women are still being paid less than the men and this has become a complex issue that affects the performance of the female employees in organisations. However in other organisations, the employers are promoting equality to enhance good management practice, an aspect that has greatly contributed to a better pay and reward strategy in organisations.

In determining pay levels, the employers should ensure that they do not pay employees an amount below the national minimum wage. This is an important aspect that does not consider the size of the employer, as long one has employed, the pay should be above the minimum wage. In this regard, the individuals become motivated to working on the basis that they should not be paid below the minimum wage. These legal issues motivate employees to work because of the compensation gains they receive.

There is some concern that the recruitment processes are sometimes rather chaotic. Not only might this mean that the wrong people are recruited, but there is the possibility that there could be allegations of discrimination. Explain the main requirements of discrimination legislation.

Discrimination in the recruitment process has been noted for a long time in many organizations. This legislation came into effect to ensure that people are protected against discrimination while the recruitment process is employed. The protected groups under this Act are categorized by characteristics that define their exposure to discrimination during the recruitment process. Discrimination legislation stipulates that people should not be discriminated in the employment process based on age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief and sex (Fredman, 2017). The fact that this law emphasizes on equality for all, strict measures are entitled to any individual or group that practice discrimination under the aforementioned grounds.

Direct and indirect discrimination often happens in recruitment process. The discrimination legislation requires that if all parties meet the minimum requirement as per the specified job, offering the job without discrimination must be exercised. No special group participant should be denied the chance if he/she meets the minimum requirements of the specified job. The law identifies that disability is any form of physical or mental impairment in a person. Based on this definition, the law requires the organization to ensure that they offer job chances to this people and offer tasks that do not compromise their conditions further. It is noted that some of disabled people may be given complicated job tasks which they cannot manage as an indirect way of fleeing them from the organization. Based on this law, this approach is wrong. It therefore requires the employers to establish better ways of ensuring that the best candidate gets the job (Bayefsky, 2017). For instance, if among the minimum job requirement calls for consideration of a special requirement like adverse working experience, the applicant possessing the added qualification is entitled to the job which indirectly discriminates others from enjoying the position. Basically discrimination legislation emphasizes on the need to give employment chances to the most qualified.

3MERC

Finally, the employer has a question for the future. The water park has been struggling financially. If it were to make up to 10 employees redundant what process should it follow?

Due to the water park’s financial situation, the employer may decide to make some employees redundant, and this should be done in the most sensitive way because it can be really distressing to the employees. The employers have different responsibilities towards ensuring that they make the process a success, and thus should follow the correct procedures. In this regard, the first step that the employer should take would be to identify the pool for selection of the employees to be made redundant. The second step would be to select volunteers, followed by the third step that requires the employer to consult employees on the most important issues that are part of the aspects to which the redundancy process takes place. The other step is the offering of the alterative employment for the employees who are made redundant, and the final step is paying the redundancy payments.

Because the issue of redundancy is very sensitive, the management at the water park should ensure that they effectively manage the issue in order to create positive impacts to the organisation. The first issue to consider is the redundancy policy put in by the water park, and this is considered in terms of the effort made by the HR in ensuring that they deliver the best options to completing the process. In addition, with the help of the HR consultant, the employer may take it upon their responsibility to prove to the employees that there is need for redundancy. This means that the employer has to clearly show the employees of the financial troubles that they experience, and do this with a lot of fairness to avoid tribunal claims. Finally, the redundancy procedure as explained should comply with the redundancy laws and the employees should be informed of the reasons behind the redundancy.

3RAIA

Analyse and interpret the data, in a narrative that explains your images, and draws conclusions.

The analysis and interpretation of data is dependent on the management’s plan to collecting data that is generated within the organisation. The importance of collecting data is to enhance organisational development as well as securing the best forms of value for the employees and people working in the organisation to enhance achievement of organisation goals. The data collected is used by the human resources to interpret different kinds of information, and this then secures a platform where the management gets to evaluate the different issues affecting the organisation success. From the data collected the human resource management systems takes advantage of analysing the information with the purpose of determining how that information can help address the various challenges identified in the organisation.

Statistically, data collected can be represented in images as graphs or charts. The image representation of the data helps in proper understanding of the information, and this then becomes the basis to which the HR is able to make assumptions on the different issues in the organisation and how they impact change. In data collection, a summary of the data is provided. This means that the average data is first obtained through calculations. The results are then provided either in percentage form or in ratios. This then enhances data representation in an image. In order to make a graph from a table for instance, the independent variable are dependent variables are placed against the x-axis and y-axis respectively. The units of measurements are put across, and data is converted on the scale. This is the right information that helps in the evaluation and analysis of data in perspectives to creating change and improved performance for the organisation.

Having analysed data, conclusions are drawn for purposes of determining the value of the results obtained. In this case, there is need to relate with the various aspects of the career bands, and how the data collected here creates significance in strategy and creating value for the organisation. For instance the data collected on determining the HR practice of employee appraisal, the management has to be keen in determining the variables so as to ensure that it is relevant and can used to enhance organisation development and success. Such data may probably not be beneficial especially when it is irrelevant and the conclusions may not create significance value. In addressing all these important issues, the HR should collect data that creates value and that enhances decision making for the overall performance of the organisation.

3RAIB

Give 2 reasons why it is necessary for an organisation to collect and record HR data.

An organisation collects data for different purposes.one of the reasons is that the data is collected for purposes of ensuring that the organisation complies with the legislative and regulatory procedures and guidelines. The government may take on the role of asking questions with regards to the number of employees working in an organisation, the payments given to them and all this is done with the purpose of determining whether the organisation does according to the law. Important issues that the government looks upon from the data records include the minimum wage given to the employees, the health and safety measures, and even the working time directive in the organisation.

The other reason why an organisation collects data is to identify with the training and performance records, which help the organisation management in making decisions on how they can effectively become productive. The management has to ensure that records of all performances by all company employees are provided. The information is meant to allow the HR in making decisions on what training they can provide to the employees in order to improve their involvement in organisation activities and duties. This would also create a learning environment in which employees can be able to reach their full potential, while at the same time engaging in the increased productivity for the organisation. These two reasons are significant in enhancing the degree to which the organisation gets to follow the laws and legal regulations, and the significance in promoting organisational development and success.

Identify the range of HR data that your organisation collects and how this supports HR practice

The organisation collects statutory data, which consist of information related to the aspects of business operations such as tax, the hours worked, the national insurance contributions and even information on other aspects such as sicknesses and the SSP. The information collected supports the HR practices by ensuring that the management gets to process information in the most fairest and lawful way. This means that in cases when information is collected, its use should be in accordance to the law, and thus the reason why the government has put on regulations.

The HR should ensure that the only information collected is relevant. There is no need to collect a lot of information that is not relevant to the needs of the organisation. In this regard, the HR will not take time to find out the right information when need be. This clearly means that the processing of information for the purpose of use by the HR would be an easy way to enhancing business development as the HR takes charge in implementing important functions such as training, recruitment, workers health, monitoring, and even employee employment status. The human resource managers through the analysis of data collected in the organisation are able to relate with the trends of how the business has been operating. This creates a platform to which the HR is able to develop the future development of the organisation. The data collected is very helpful in enhancing the setting of future goals for the organisation.

Describe the systems used for recording the data and 2 methods of how the data was stored. What are the benefits of using these systems?

The storage of data is dependent on different aspects. First, under the Data Protection Act 1998, the law states that data within an organisation should not be kept longer than the time when it is needed for use. This means that data should be kept only on the reason that it has attained a particular purpose. In most cases due to digitalisation, data is stored in computers, and under the law, the computerised systems should be covered to ensure that information is well stored. On the other basis when data is manually stored, the storage should be made with regard to the relevant system of filing, which makes it easier for the relevant persons to access it.

Data accuracy is an important aspect that greatly contributes to the success of organisational data storage. Under the same law, the employees should be given an opportunity to access data, and when data is inaccurate, the employees may opt for a tribunal. In additional, stored information should not be given to third parties, unless the employer or relevant authorities have given the permission to do so. The benefit of using computerised systems is that information can easily be accessed. Another advantage is that the HR can charge in determining areas of improvements, for purposes of ensuring that the organisation management gets to relate well with the employees. For the manual system of storage, it might take time before the information is retrieved, but on the other hand it creates job opportunities and enhances system vulnerability. Files can easily get lost, but the probability of making errors is very low compared to the computerised systems.

3SCOA

Consider 6 influences and drivers (including both internal and external factors) currently affecting your organisation. Use a tool such as PESTLE and/or SWOT.

The PESTLE analysis tool determines the external factors affecting business performance. PESTLE means the political, economic, social/cultural, technological, legal, and environmental factors that influence the functioning of the organisation. These are external factors, meaning that they cannot be controlled by the management within the firm. The political factors relate with the issues put across by the government to enhance business, sometimes the relationships between the government and other governments limit the development of the business to expanding in the international markets. The economic status of a country impact the degree to which the organisation is able to sell its products. In poor economic climates in the country, the consumers may fail to purchase the products, and the company may experience losses. When the economic status of the country is favourable, the business sales increase and this also enhances increased revenue for the business. The social or cultural aspects associate with the development of the cultural values, lifestyle, and way of life among the consumers. These are issues that limit the extent to which the organisation gets to make sales to its customers.

The technological factors are related to the changes brought about by innovations. Failure to adapt to the innovations may result to failure of the company in gaining competitive advantage over the other organisations in the same industry. Legal factors are related to the laws and regulations influencing the nature of organisational operations. There are different laws that have been in place to govern how employees are to be treated in terms of payment, use of collected data and so forth. Such legal laws should be followed to ensure that the organisation does not face tribunal. Finally the last aspect that influences the organisation is the environmental factors, which relate to proper conservation of the environment where the organisation operates. This goes hand in hand with CSR with the purpose of ensuring that the society is protected.

Identify 3 ways that your organisation might be impacted by these changes, referring to models as appropriate

In order to create changes effective for proper running of the organisation, the HR has to create changes that enhance transition and implementation. The HR has to motivate employees to adapt to the changes and create new guidelines that are meant to enhance business success. This is implementation of changes in accordance to the Lewin’s change management model, which associates with the stages of unfreezing, transition, and refreezing (Galli, 2018).

The McKinsey 7-S model creates an important aspect to creating change, which associates with the method of understanding the organisation depending important components in the organisation, which are identified to be rational and emotive. These components include shared values, strategy, systems, staff, skills, structure, and style. Using this model is however a complex task for the management and thus should be very keen (Galli, 2018).

The third model that impacts change in the organisation is the Kotter’s 8 step change model, where the leaders have to convince employees of the need to have the change. It follows eight steps, the first being creating urgency for change, coming up with a team; the team develops a vision, and takes the role in communicating to others on the need to impact change. This step s followed by the team’s ability to empower staff to adapting to change, creation of the team’s short term goals, and finally the team’s persistence to change (Galli, 2018).

Explain four factors that will be involved in the change process

The change process has to have positive impacts on the organisation, and this means that the most important factors should be considered to enhancing that change. First, HR has to take charge of explaining the need for change to avoid experiences of employee resistance to change. This means that the management has to involve the employees by explaining to them the need to change and significant impacts the change would bring to the organisation. The second factor to consider is the engagement of the employees. The HR should be ready to create high levels of engagement among the employees. Through this, the employees get to form a team, and it is from the team that the employees get to clarify on the roles and responsibilities that the employees would play in enhancing change. Leaders have to work with the employees to overcome the pushback and enhance change in most possible ways. This creates an opportunity for the employees and the management to get involved in the proper understanding of the issues that enhance change in the organisation.

The third factor would be to determine the nature in which the changes are implemented. The implementation process starts with the HR preparing for change with the employees. Change management also becomes an important aspect that enhances change implementation, and finally reinforcement. The aspect of communicating change is the final factor in change process, which explains the required or expected changes. This provides a platform for employees to give feedback and exchange information where necessary on how to implement change for the better running of the organisation. All these factors are significant in determining the extent to which the organisation is able to implement changes, and this then creates the foundation for business success as change is enhanced. The HR should understand that change is a complex issue and thus should be careful while dealing with it.

Explain and compare 3 different approaches your organisation could take in managing change and the approach to change management you would recommend for your own organisation.

Change management can be enhanced through training of the staff members on the need to adapt to the complexities of change. This is an attribute that enhances knowledge and skill development for purposes of ensuring that the employees get to learn how significant it is to adapt to changes that positively impact the organisation they work for. Through training, the organisation invests significant amount of time and money to enable the learners understand all the aspects of change. Another aspect of change management is communication, which is highly attributed to the positive implications that the change would bring. Communication starts way before change is implemented. The third approach would be to create a culture of change. Even though this might be challenging, the management may take charge in creating a culture that every person in the organisation can embrace. This can be enhanced by ensuring that leaders take charge of embracing change, and ensure that the people’s attitude towards change is always positive. For my own organisation, I would recommend developing a culture of change with the intention to ensure that the management takes responsibility in meeting the employees, discussing with them the necessities of enhancing change, and the impacts that this would have on the success of the company (Tyson, 2014)

3SCOB

Compare and contrast 3 different behavioural responses

The skilled influencer is one of the behaviours that demonstrate an individual’s ability to influence other people, with the support to enhancing organisation value and support. This is a behavioural characteristic that requires individuals to meet face to face, with the intention of creating value for things that need to be addressed. A HR practitioner who a skilled influencer takes charge of the decisions made towards creating an influence. However, there are negative issues associated with this aspect, and they include the possibility of having the person influence others in a negative way through manipulation. In another case, the skilled influencer may rely on previous strategies fin making eventual decisions, and this may create a negative impact to individuals and the organisation.

A personally credible behaviour is that which associates with the use of professionalism and expertise in creating organisation value. The HR practitioner with this kind of behaviour characteristic does use what he or she knows from the knowledge and skills gained from the professionalism field, and this enhances decision making. However, the disadvantage of HR practitioner with this kind of behaviour is that the HR knowledge is used in addressing all the organisational issues and their contexts. There is limited time to professional development as well as personal development, and this then means that they keep knowledge to their own selves. They therefore do not share their expertise with others, and this may be a harmful thing to the HR roles and expertise.

A decisive thinker is HR expert whose behaviour associates with the analysis of information to make quick decisions. This kind of person has the responsibility of making great insights especially when relating with the most important issues within an organisation. They review information to identify options, and these options may be the source of strategy developments that enhance change in the organisation. A decisive thinker makes recommendation from the evaluation and analysis of data. This person has limitations especially on data analysis since they sometimes make errors. They do not relate with difficult issues that require much of their attention, takes a narrow focus on their own self and the departments they work for, instead of putting their focus on the whole organisation (Tyson, 2014)

Explain the role of the HR and L&D functions in your organisation in supporting individuals during organisation change. In particular, explain 3 ways HR and L&D support individuals.

The HR and L7D supports individuals during organisation change by developing effective designs that are part of the process that enhances development of a positive mind set among the individuals who are part of the change occurring in the organisation. Through designing, the HR involves the team members involved in change development to organising the work schedules in the organisation. It is through this that the HR is able is able to create solutions to some of the possible challenges that come up during the process of change implementation and management. The delivery of learning activities is also part of the main role associated with the development and sustainability of change. The L&D does take the initiative to ensure that change is effectively implemented, and this goes on towards ensuring that the individuals learn of the important changes as they take place, and the impact that those changes have on the general organisation.

With the help of HR and L&D practitioners, the organisation can be made favourable by enhancing communication between the HR and the employees. This is an aspect that allows the stakeholders within the organisation to share information on all the most important issues that enhance change, and the significance of change in the organisation. This clearly means that questions and answers can be given to all stakeholders on explaining the significance of change in the organisation.

The HR and L&D help in creating a network of all business departments, and these are the basis to which the individuals in the different departments get to learn on how they can effectively work towards ensuring the organisational goals and objectives are attained. This clearly means that the L&D enhances creation of an insight on the basis of which every individual gets to take responsibilities of the issues that enhance change. The HR and L&D experts are the personnel who take role in supporting the management, and this also enhances the degree to which they impact training and development for the individuals to learn of the important issues that are part of the change process (Tyson, 2014).

These are the important issues that are significant in enhancing the degree to which the implementation of change is to be enhanced. Designing, communication, and networking have become the basis to which the HR and L&D practitioners work towards securing the best strategies in enhancing change implementation in the business. 

References:

Bayefsky, A. F. (2017). The Principle of Equality Ornon-Discrimination in International Law. In Equality and Non-Discrimination under International Law (pp. 71-104). Routledge.

Catanzaro, D., Moore, H., & Marshall, T. R. (2010). The impact of organizational culture on attraction and recruitment of job applicants. Journal of business and psychology, 25(4), 649-662.

Fredman, S. (2017). Disability equality: A challenge to the existing anti-discrimination paradigm?. In Disability and Equality Law (pp. 123-142). Routledge.

Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE Engineering Management Review, 46(3), 124-132.

Jonas, J. (2016). Making practical use of Maslow’s Hierarchy of Needs theory to motivate employees: a case of Masvingo Polytechnic. Journal of Management & Administration, 2016(2), 105-117.

Juhdi, N., Pa’Wan, F., Othman, N. A., & Moksin, H. (2010). Factors influencing internal and external employability of employees. Business and Economics Journal, 11, 1-10.

Martin, E. (2012). Employment relationship in the small firm: Revisiting orientations to work. International Journal of Hospitality Management, 31(4), 1318-1326.

Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.

Myers, V. L., & Dreachslin, J. L. (2007). Recruitment and retention of a diverse workforce: Challenges and opportunities. Journal of Healthcare management, 52(5), 290.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Palma, D. A., & Price, D. M. (2009). U.S. Patent No. 7,627,671. Washington, DC: U.S. Patent and Trademark Office.

Sanjeev, M. A., & Surya, A. V. (2016). Two factor theory of motivation and satisfaction: An empirical verification. Annals of Data Science, 3(2), 155-173.

Tyson, S. (2014). Essentials of human resource management. Routledge.