Explaining the Concept of Better Working Lives and How This Can Be Designed
The concept of Better Working Lives centres on designing job roles and organisational environments that holistically enhance employee well‑being, engagement, and personal fulfilment, as articulated in the CIPD’s Good Work Index (2023c). Rather than viewing work merely as a source of income,...
Evaluating the Relationship Between Employee Voice and Organisational Performance
Employee Voice encompasses the spectrum of formal and informal mechanisms through which employees communicate ideas, concerns, and feedback to management. Formal channels include staff surveys, suggestion schemes, joint consultative committees, and union representation, while informal avenues range from open‑door policies and drop‑in sessions...
Comparing Forms of Union and Non Union Employee Representation
Employee representation is thus critical in ensuring workplace harmony, easing through change management and employee care in the case of a recent merger in the UK public sector. There are two significant variations of representation, namely trade unions and non-union employee forums,...
Differentiating Employee Involvement and Employee Participation and How They Build Relationships
Employee Involvement refers to structured processes that engage employees in organisational life primarily through consultation and feedback mechanisms, without transferring formal decision‑making authority to them. Common methods include staff surveys to elicit views on new policies, suggestion boxes positioned in communal areas, and...
Discuss processes for consulting and engaging with internal customers to understand their needs
The people function work by having a consultation process for the four-day week. ACAS (2025) guidance states that employers proposing working hours changes must consult with relevant employee representatives and employees. Consultation in Unilever requires two-way communication. This means listening to feedback,...
Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies
Vertical integration ensures people management strategies support the business’s goals for success. This is where the HR function operates as a strategic partner to drive organisational success (Armstrong and Brown, 2019). Unilever demonstrates this by linking its people practice to the company’s...
Discuss the links between the employee lifecycle and different people practice roles
The employee lifecycle is a model that describes an individual’s various stages while working with an organisation. This process starts from the initial attraction to the organisation until their exit (retirement, resignation, or dismissal) (Gürler, Polat and Özdemir, 2022). Hiring in organisations...
Assess the importance of wellbeing at work and the different factors which impact wellbeing
Well-being at work is vital for people and organisations as it creates a healthy, productive workplace. Employees feeling physically healthy, psychologically safe, and supported leads to higher engagement, better performance, and lower absence and turnover rates for the business (Suff, 2024). Research,...
Discuss models for how change is experienced
Individuals facing major organisational change experience emotions described by the Kübler-Ross change curve (Prosci, 2024). This model fits Unilever’s workplace transitions from remote working to hybrid or on-site working. Employees start with Shock or Denial (Prosci, 2024). The task force in Unilever...
Explain different approaches to managing change
Unilever can implement hybrid working using Kotter’s eight-step change model. The company must create a sense of urgency (Pollack and Pollack, 2015). Unilever’s leaders will explain why hybrid working is vital over remote. They should share data showing that full remote work...
