[Harry Michael]

Developing leaders and managers is a critical aspect of organizational success. There are various approaches that organizations can take to achieve this, including classroom training, on-the-job learning, coaching and mentoring, action learning, and leadership development programmes. Each approach has its own strengths and weaknesses and can be tailored to meet the specific needs and goals of the organization (Sousa and Rocha, 2019). The choice of approach will depend on the desired outcomes, available resources, and the organizational culture.

1. Classroom training: This approach involves delivering theoretical and practical knowledge in a structured setting, typically led by an experienced trainer. Classroom training can provide a foundation of knowledge and skills, but may not be as effective in building practical experience.
2. On-the-job learning: This approach involves providing leaders and managers with real-world experience, allowing them to apply their knowledge and skills in real-life situations. On-the-job learning can be an effective way to build practical experience, but may not provide a comprehensive understanding of leadership and management principles.
3. Coaching and mentoring: This approach involves pairing leaders and managers with experienced mentors who can provide guidance and support (Moldoveanu and Narayandas, 2019). Coaching and mentoring can be an effective way to build practical experience, but may be limited in scope and not provide a comprehensive understanding of leadership and management principles.
4. Action learning: This approach involves leaders and managers working on real-life projects and challenges, allowing them to develop their skills in a practical, hands-on environment. Action learning can provide a comprehensive understanding of leadership and management principles, but may be limited by the scope of the projects available.
5. Leadership development programmes: This approach involves delivering a comprehensive and integrated leadership and management development programme, combining classroom training, on-the-job learning, coaching and mentoring, and action learning. This approach can provide a comprehensive understanding of leadership and management principles and build practical experience, but may be more resource-intensive than other approaches.

In conclusion, organizations have a range of options for developing their leaders and managers. The best approach will depend on the specific needs and goals of the organization, and may involve a combination of different approaches. Ultimately, a successful leadership and management development programme should provide a comprehensive understanding of leadership and management principles and build practical experience, and should be tailored to meet the specific needs and goals of the organization.

References

Moldoveanu, M. and Narayandas, D., 2019. The future of leadership development. Harvard business review, 97(2), pp.40-48.

Sousa, M.J. and Rocha, Á., 2019. Leadership styles and skills developed through game-based learning. Journal of Business Research, 94, pp.360-366.

[Harry Michael]

Leadership and management development programmes play a critical role in shaping the skills and knowledge of individuals to help organizations achieve their goals. To ensure their success, it is important to implement effective methods. These may include defining clear goals and objectives, involving all stakeholders, selecting the right participants, using a variety of learning methods, providing ongoing support and follow-up, and continuously evaluating and improving the programme. By taking these steps, organizations can cultivate a strong pipeline of leaders and managers and drive ongoing success.

1. Define clear goals and objectives: It is important to have a clear understanding of what the programme aims to achieve and what the desired outcomes are. This will help to focus the efforts of participants and facilitators, and measure the success of the programme.
2. Involve all stakeholders: Engaging key stakeholders in the design and delivery of the programme ensures that their needs and perspectives are taken into account. This can include managers, employees, and other relevant parties.
3. Select the right participants: Selecting participants who are eager to learn, have potential for growth and are in need of development is crucial (Vrchota et al. 2020). This will ensure that the programme is well-received and that the participants are motivated to take advantage of the opportunities presented.
4. Use a variety of learning methods: Incorporating different learning methods such as classroom training, coaching, mentoring, and experiential learning will provide a more well-rounded experience for participants. This can help to engage different learning styles and encourage retention of knowledge and skills.
5. Provide ongoing support and follow-up: The success of a leadership and management development programme does not end with its completion (Purwanto, 2020). Ongoing support and follow-up are essential to reinforce the learning, provide opportunities to apply the knowledge and skills, and to ensure long-term success.
6. Evaluate and continuously improve: Regularly evaluating the programme, collecting feedback from participants and stakeholders, and making improvements will help to ensure its ongoing success and effectiveness.

In conclusion, leadership and management development programmes are crucial in developing the skills and knowledge of individuals and contributing to the success of an organization. By defining clear goals and objectives, involving all stakeholders, selecting the right participants, using a variety of learning methods, providing ongoing support and follow-up, and continuously evaluating and improving, the success of these programmes can be ensured.

References

Purwanto, A., 2020. The role of job satisfaction in the relationship between transformational leadership, knowledge management, work environment and performance. Solid State Technology.

Vrchota, J. et al. 2020. Critical success factors of the project management in relation to industry 4.0 for sustainability of projects. Sustainability, 13(1), p.281

[Harry Michael]

The following are some of the different ways of gathering and presenting reward intelligence:

1. Surveys: Surveys are a useful way to gather information about reward practices and preferences within an organization. Surveys can be designed to collect data on a wide range of topics, including employee satisfaction with their current rewards, preferences for types of rewards, and the perceived value of different rewards.
2. Market benchmarking: Market benchmarking involves comparing an organization’s rewards practices and compensation levels to those of similar organizations in the same industry or geographic area (Cappa et al. 2019). This information can be gathered from publicly available sources, such as industry reports, or through direct contact with other organizations.
3. Employee focus groups: Employee focus groups are a useful way to gather information about reward practices and preferences within an organization. During these sessions, employees are invited to discuss their views and opinions on a range of rewards-related topics.
4. Data analysis: Data analysis is a key component of reward intelligence gathering (Bıyık et al. 2022). By analysing compensation and benefits data, organizations can gain insights into their rewards practices, including the distribution of rewards and the impact of different rewards on employee engagement and motivation.
5. Presentation of findings: The findings of reward intelligence gathering efforts should be presented in a clear and concise manner, using a combination of visual aids, such as graphs and charts, and written summaries. The presentation should be designed to be easily accessible and understandable to all stakeholders, including employees, managers, and senior executives.

The key to success is to use a combination of these methods to gather a comprehensive picture of reward practices and preferences, and to present the findings in a clear and actionable manner that supports the development of effective compensation and benefits strategies.

References

Bıyık, E. et al. 2022. Learning reward functions from diverse sources of human feedback: Optimally integrating demonstrations and preferences. The International Journal of Robotics Research, 41(1), pp.45-67.

Cappa, F., Rosso, F. and Hayes, D., 2019. Monetary and social rewards for crowdsourcing. Sustainability, 11(10), p.2834.

[Harry Michael]

Measuring the success of these programs is essential to determine their impact and effectiveness, and to identify areas for improvement. The following are some key indicators of success for leadership and management development programs:

1. Improved employee engagement: A successful leadership and management development program should result in increased employee engagement, motivation, and commitment (Vrchota et al., 2020). This can be measured through employee surveys or engagement metrics, such as absenteeism and turnover rates.
2. Enhanced performance: Effective leadership and management development programs should lead to improved organizational performance, such as increased productivity, improved customer satisfaction, and higher levels of innovation.
3. Improved leadership skills: A successful leadership and management development program should result in an improvement in leadership skills, such as effective communication, problem-solving, and decision-making (Purwanto, 2020). This can be measured through 360-degree feedback assessments, performance appraisals, or self-assessments.
4. Increased employee development: A successful leadership and management development program should result in increased employee development and career progression. This can be measured through employee promotions, job satisfaction surveys, or the uptake of further training and development opportunities.
5. Return on investment: Ultimately, a successful leadership and management development program should deliver a positive return on investment (ROI) for the organization. This can be measured through the impact on business performance, employee engagement and development, and the cost of the program compared to the benefits it delivers.

The success of leadership and management development programs can be measured through a combination of objective and subjective indicators, including improved employee engagement and performance, enhanced leadership skills, increased employee development, and a positive return on investment. By monitoring these indicators, organizations can gain a better understanding of the impact of their leadership and management development programs and make informed decisions about how to enhance their effectiveness in the future.

References

Purwanto, A., 2020. The role of job satisfaction in the relationship between transformational leadership, knowledge management, work environment and performance. Solid State Technology.

Vrchota, J. et al. 2020. Critical success factors of the project management in relation to industry 4.0 for the sustainability of projects. Sustainability, 13(1), p.281.

[Harry Michael]

People practices play a critical role in supporting and aligning with wider organizational and people strategies. These practices can include talent management, culture and engagement, diversity and inclusion, performance management, and reward and recognition. By connecting these practices with the organization’s wider goals, it helps to create a supportive work environment that drives employee engagement and contributes to overall business success. For example, a strong people culture can drive engagement and motivation, while diversity and inclusion initiatives can foster creativity and innovation. Additionally, performance management and reward and recognition practices can motivate employees and support their development.

1. Talent Management: People practices such as recruitment, onboarding, and training programs help attract, retain and develop the talent necessary to achieve organizational goals (Taylor and Woodhams, 2022). By aligning these practices with the organization’s talent strategy, it ensures that the right people are in place to deliver on the organization’s objectives.
2. Culture and Engagement: A strong people culture that value employees and promotes their well-being is crucial for overall organizational success. People practices such as employee engagement surveys, flexible working arrangements and health and well-being initiatives, can help create a positive workplace culture and engage employees, which ultimately drives productivity and business performance.
3. Diversity and Inclusion: Organizations with diverse and inclusive cultures tend to have higher levels of engagement, innovation, and creativity. People practices such as diversity and inclusion initiatives, unconscious bias training and equal opportunity programs help create an inclusive work environment that values and respects all employees, regardless of their background.
4. Performance Management: Performance management practices, such as setting performance objectives, conducting performance appraisals, and providing feedback and coaching, can help employees to develop their skills and contribute to the organization’s success. By aligning performance management practices with the organization’s wider people and business strategies, it ensures that employees are able to deliver on the organization’s objectives.
5. Reward and Recognition: Reward and recognition practices, such as performance-related pay, bonuses and promotions, can help motivate employees and drive performance (Dwyer, 2012). By linking reward and recognition practices with the organization’s wider people and business strategies, it helps to ensure that employees are motivated and engaged in delivering on the organization’s objectives.

In conclusion, people practices are essential for supporting and aligning with wider organizational and people strategies. By connecting these practices with the organization’s wider goals, it helps to create a supportive and inclusive work environment that drives employee engagement and business performance.

References

Dwyer, J., 2012. Communication for Business and the Professions: Strategies and Skills. Pearson Higher Education AU.

Taylor, S. and Woodhams, C., 2022. Human resource management: People and organisations. Kogan Page Publishers.

[Harry Michael]

According to the Chartered Institute of Personnel and Development (CIPD), there are several key causes of employee grievances. These include:

1. Communication: Poor communication or lack of transparency from management can lead to misunderstandings and dissatisfaction among employees.
2. Poor management: Employees can become disgruntled with their immediate supervisor if they are perceived as unfair, unapproachable, or overly critical.
3. Workload and pressure: Overloading employees with too much work or unreasonable deadlines can cause stress and frustration (Obiekwe and Eke, 2019).
4. Lack of opportunities for growth and development: Employees want to feel valued and have a sense of purpose in their work. When they don’t feel like they are learning, growing, or being recognized for their contributions, they may become disengaged.
5. Pay and benefits: Employees who feel that they are not being paid fairly or receiving adequate benefits may become disgruntled and look for alternative employment.
6. Health and safety: An unsafe or unhealthy workplace can contribute to employee grievances, particularly if the employer is not taking adequate measures to address the issue.
7. Discrimination: Employees who feel they are being treated unfairly or harassed on the basis of race, gender, age, or other personal characteristics may raise a grievance.

To address these issues and prevent employee grievances, organizations should prioritize open and effective communication, fair and transparent management practices, a healthy work-life balance, opportunities for growth and development, and a fair and competitive compensation package (Rachitha, 2019). Additionally, it’s important for organizations to have clear policies and procedures in place to deal with grievances and to provide training and support to managers on how to handle these situations. Addressing employee grievances is crucial to maintaining a positive and productive workplace culture. By understanding and addressing the key causes of employee grievances, organizations can foster a more engaged and motivated workforce.

References

Obiekwe, O. and Eke, N.U., 2019. Impact of employee grievance management on organizational performance. International Journal of Economics and Business Management, 5(1), pp.1-10.

Rachitha, D., 2019. A Study on Impact of Employee Grievance Management on Employee Productivity. Seshadripuram Journal of Social Sciences (SJSS), p.140.

[Harry Michael]

Employment regulation is a set of laws and policies that govern the relationship between employers and employees in the workplace. The aims and objectives of employment regulation are to ensure that workers are treated fairly, that working condition are safe and healthy, and hat employees are able to perform their jobs effectively. One of the main aims of employment regulation is to protect the rights of workers. This includes ensuring that workers are paid fairly, are not subjected to discrimination or harassment, and are able to work in safe and healthy conditions (HSE, 2020). Regulations such as the National Minimum Wage Act and the Equality Act can help to ensure that workers are treated fairly, and are protected from exploitation and mistreatment. Another key objective of employment regulation is to promote efficiency and productivity in the workplace. Regulations such as the Working Time Regulations help to ensure that workers are able to take adequate rest breaks and have sufficient time off work to recharge, which can help to improve their performance and overall well-being. In addition, employment regulation plays an important role in protecting the public from unsafe or unhealthy working conditions.

Regulations such as the Health and Safety at Work Act set out the responsibilities of employers to provide safe working environment for their employees, and to take reasonable steps to prevent accidents and illness in the workplace (Factorial HR, 2022). Nevertheless, employment regulation can also have some drawbacks. For example, the cost of compliance with employment regulations can be high, particularly for small and medium-sized businesses. This can put pressure on companies to reduce their workforce, or to outsource work to countries with lower regulatory standards, which can have negative consequences for workers. Employment regulation plays a crucial role in shaping the relationship between employers and employees and in protecting the rights of worker

References

Factorial HR, 2022. UK Employment Laws – Everything You Need to Know. [online]. Factorial HR. Available at: https://factorialhr.co.uk/blog/uk-employment-laws/

HSE, 2020. Health and Safety at Work etc Act 1974 – legislation explained. [online] Hse.gov.uk. Available at: https://www.hse.gov.uk/legislation/hswa.htm#:

[Harry Michael]

Workforce planning is a critical process for companies in the United Kingdom as it helps to ensure that they have the right number of employees with the right skills in the right number of employees with the right skills in the right place at the right time. There are a number of techniques that organisations can use to support their workforce planning efforts, each with its own strengths and weaknesses. One commonly used technique is trend analysis, which involves examining historical data to identify patterns and trends in workforce needs (Yang et al., 2017). This technique is particularly useful in organisations that have a clear understanding of their business operations and the factors that influence their workforce needs. The main strength of trend analysis is that it provides a good starting point for understanding the likely workforce requirements of an organisation in the future, based on its past performance. Nevertheless, its main weakness is that it can be difficult to accurately predict future workforce needs, especially in rapidly changing industries or businesses that are experiencing significant growth or transformation. Another technique employed in workforce planning is scenario planning, which involves considering a range of possible future scenarios and their impact on workforce needs. This approach is particularly useful for organisations that are uncertain about their future workforce needs and are looking for a way to plan for multiple possibilities (De Bruecker et al., 2015). The strength of scenario planning is that it allows organisations to consider a range of possible futures, rather than relying solely on historical data or assumptions. However, the weakness of this approach is that it can be time-consuming and complex, and may not provide a clear direction for workforce planning.  Effective workforce planning requires a good understanding of both the internal and external factors that influence workforce needs.

References

De Bruecker, P. et al. 2015. Workforce planning incorporating skills: State of the art. European Journal of Operational Research, 243(1), pp.1-16.

Yang, G., Tang, W. and Zhao, R., 2017. An uncertain workforce planning problem with job satisfaction. International Journal of Machine Learning and Cybernetics, 8, pp.1681-1693.

[Harry Michael]

External factors and trends play an essential role in shaping the priorities of an organisation. In order to remain competitive and successful, organisations must be aware of an adapt to these factors and trends. Some of the most notable external factors and trends that currently impact companies include the following:

• Technological advancements: The rapid pace of technological change is having a profound impact on companies. From automation and artificial intelligence to cloud computing and the Internet of Things., businesses must stay abreast of these developments and adopt technology that can help them achieve their goals.
• Globalisation: The globalization of markets and the growth of multinational corporations is creating a more interconnected and interdependent business environment. Organisations must be able to navigate the complexities of international markets and be aware of cultural, economic, and political influences (Bombiak and Marciniuk-Kluska, 2019).
• Sustainability: The growing concern for environmental sustainability and social responsibility is driving companies to adopt more sustainable business practices. Businesses must be able to demonstrate their commitment to sustainability and take steps to reduce their impact on the environment.
• Changing workforce dynamics: The aging of the workforce and the intensifying diversity of the workforce is creating new challenges for organisations. Companies must be able to attract, retain, and develop diverse workforce that can help them achieve their goals.
• Customer demands: The growing demand for personalized and customized products and services is driving organisations to focus on delivering a high level of customer service. Businesses must be able to understand and respond to the needs and preferences of customers in order to remain competitive.

Given these external factors and trends, companies must prioritise a number of key areas in order to remain competitive and successful. Precisely, businesses must invest in technology that can help them achieve their goals, improve their operations, and remain competitive (Parida et al., 2019). Also, companies must develop a strategy for navigating the complexities of international markets and be able to compete in a global business environment. Businesses must also take steps to reduce their impact on the environment and demonstrate their commitment to sustainability. Moreover, firms must attract, retain, and develop a diverse workforce that can help them achieve their objectives, Finally, they must focus on delivering a high level of customer service and be able to respond to the needs and preferences of customers. Therefore, businesses must be aware of and adapt to these factors and trends to stay competitive and successful.

References

Bombiak, E. and Marciniuk-Kluska, A., 2019. Socially Responsible Human Resource Management as a Concept of Fostering Sustainable Organization-Building: Experiences of Young Polish Companies. Sustainability, 11(4), p.1044. Available at: http://dx.doi.org/10.3390/su11041044.

Parida, V., Sjödin, D. and Reim, W., 2019. Reviewing Literature on Digitalization, Business Model Innovation, and Sustainable Industry: Past Achievements and Future Promises. Sustainability, 11(2), p.391. Available at: http://dx.doi.org/10.3390/su11020391.

[Harry Michael]

The problem outcome frame is a framework used in human resource management to address workplace issues and conflicts. The framework is based on the idea that resolving workplace problems requires a systematic approach to understand the root cause, gather relevant information, and identify the best possible solution. The framework is founded on various steps with the first step involving defining the problem clearly. This requires HR professionals to understand the nature of the conflict, the stakeholders involved, and the impact it is having on the company (Hermanto, 2021). Once the problem is identified, the next step is to gather information. This entails undertaking of interviews with relevant stakeholders, reviewing documents and data, and conducting research to gather additional insights. The third step is to analyse the information and identify the root cause of the problem. This requires HR professionals to use a systematic approach to identify the underlying factors that are contributing to the conflict.

The fourth step is to develop possible solutions. This requires HR professionals to brainstorm possible solutions, considering both short-term and long-term implications. Finally, the fifth step is to implement the solution and evaluate its effectiveness (Asana, 2022). This involves monitoring the implementation process to ensure that it is being carried out as planned and making any necessary adjustments to improve its effectiveness.

In conclusion, the Problem Outcome Frame is a useful tool for HR professionals to address workplace problems and conflicts. It provides a structured approach to understanding the root cause, gathering information, and identifying the best possible solution, thereby ensuring that the solution is effective and sustainable in the long term. By following the Problem Outcome Frame, HR professionals can effectively address workplace problems and conflicts, ensuring that solutions are effective, sustainable, and have a positive impact on the organization.

References

Asana, T. 2022, October 30. Use problem framing to help solve team inefficiencies. Retrieved from: https://asana.com/resources/problem-framing

Hermanto, A. 2021, April 26. Problem Framing: What it is and How to Write a Problem Statement. Retrieved from: https://alvinhermanto.medium.com/problem-framing-what-it-is-and-how-to-write-a-problem-statement-401720cd5a41

[Harry Michael]

Evidence-based practice refers to a decision-making approach in entities which relies on critical thinking and evidence-based research to arrive at decisions. It encompasses using the best available evidence and considering alternative approaches’ potential benefits and risks besides applying sound judgement (Young, 2022). It considers the following models;

Models of decision making

The rational Model of decision making

The Rational Model of decision-making refers to a systematic approach toward problem-solving, which encompasses analysing and weighing alternatives available for a decision. It is commonly applied in evidence-based practice. Its basis is on the assumption that the best decisions are made when organisations consider, weigh and evaluate the best decisions. The Model is inflexible ad restrictive. It also needs to consider softer decision-making aspects such as personal preferences and values. Besides, it is hard to use real-world and complex circumstances as the available evidence to make an unreliable and limited decision (Mahapatro, 2022).

The bounded rationality model

This is a decision-making approach which is applied in evidence-based practice. It asserts that decision-making has limitations in their ability to make decisions based on all available evidence, that they could instead make decisions with limited resources, and that they could be impacted by heuristics and biases (Mahapatro, 2022). Besides, it assumes that decision-makers operate in an atmosphere where they cannot fully understand their decisions’ consequences.

Application of evidence-based practice in people professional practice

Selection and recruitment

People professionals can apply evidence-based practice when selecting job candidates. Through implementing an evidence-based approach, people professionals could apply scientific methods when selecting the best candidates for the entity. The approach could encompass assessing every candidate’s skills, experience, qualifications, and job suitability through tests, interviews, and other approaches. This can assist in ensuring that the entity selects the best individuals for the job and that their decisions are evidence-based (Mahapatro, 2022). For example, Google Company uses evidence-based practice in its recruitment procedure. Google applies a rigorous interview procedure encompassing technical interviews, behavioural interviews and coding challenges. This assists them in evaluating every candidate’s suitability and skills and ensuring that they select the appropriate individual for the job.

Use of analytics to measure employees’ performance

Analytics could be applied to measuring various metrics such as productivity, retention rates and employee engagement. This data could then be applied to informing people about professional decisions, such as creating better training and development strategies r offering more employee support (Mahapatro, 2022). For example, Walmart Company applied analytics for employee performance measurement and identification of improvement areas. The data is then applied to decision information concerning employee engagement, training and development strategies.

References

Mahapatro, B. B. (2022). Human Resource Management. Available at: https://portal.belesparadisecollege.edu.et:8080/library/bitstream/123456789/253/1/24%202010.pdf

Young, J. (2022). Evidence-based practice for effective decision-making | Factsheets | CIPD. CIPD. Available at:https://www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet#gref

[Harry Michael]

The McKinsey Analysis tool

This refers to an analytical tool that organisations can use to identify and diagnose their current and potential issues, challenges and opportunities. It is applied to analyse and evaluate the external and internal elements which affect an entity’s performance. The 7S approach comprises seven categories: strategy, structure, systems, shared values, style, staff and skills. These categories are mutually reinforcing and interdependent, and each should be considered when evaluating the present and future organisation’s landscape. By evaluating each of the 7S categories, organisations could better understand their weaknesses and strengths and execute strategies for addressing any arising issues. The 7S model could be applied to identifying inconsistencies or niches between categories which could assist entities in reaching well-informed decisions to enhance their performance (KENTON, 2022). Hence, it is a helpful tool for entities to diagnose and identify their present and future opportunities, challenges and issues.

Observations analysis method

Observations are a vital method which organisations can use to recognise and diagnose current and future issues, challenges and opportunities. By observing the individuals and groups’ behaviour, organisations could acquire insight into their current performance and potential improvement. Organisations can conduct observations through interviews, surveys, focus groups and direct observation. Through direct observation, organisations could gain a deeper understanding of their employees’ present working environment and areas needing improvement (Choudhuri, 2022). For instance, by observing their employees’ associations, organisations could identify inefficient areas and areas needing improvement. Focus groups can assist organisations in gathering employee feedback and acquiring insight into what their employees feel and think concerning particular issues. This can give entities valuable information which could assist in identifying potential and current opportunities, challenges and issues. Additionally, surveys could also give entities valid data concerning their target audiences or customers, which could be applied to better understand the present market and opportunity identification.

References

Choudhuri, A. (2022). Advantages and limitations ‘Observation’ method for data collection. Your Article Library. Available at: https://www.yourarticlelibrary.com/social-research/data-collection/advantages-and-limitations-observation-method-for-data-collection/64507

KENTON, W. (2022, September 14). Understanding the McKinsey 7S model. Investopedia. Available at: https://www.investopedia.com/terms/m/mckinsey-7s-model.asp

[Harry Michael]

Performance plays a critical role in an entity’s reward approach. It reflects on a person or team’s efforts and could be applied to measure their progress towards attaining goals and general efficiency within the entity.

People performance could be used as a direct influence on the rewards that an entity gives its employees. Excellent performing teams and people are usually rewarded with incentives and bonuses, such as extra vacation time and promotions. By rewarding individuals who register exemplary performance, organisations could encourage and motivate them to continue doing their best and ensure their efforts are recognised.

Besides, performance could also be applied to inform the growth of the entity’s reward system. By evaluating their employees’ performance, entities could pinpoint improvement areas and establish incentives to motivate and enhance performance. This could include creating improved or new benefits, such as flexible operating hours and extra training or developing recognition schemes that reward employees for their dedication and hard work (Armstrong, 2021). Hence, by applying performance to inform its reward systems, organisations could ensure that their employees are rewarded and recognised for their hard work and that they strive for excellence.

Similarly, organisational performance could significantly impact an organisation’s reward system. The organisation’s performance can be measured in various ways, and the rewards given to the employees must reflect their performance.

Performance-linked rewards could be applied to motivate employees to arrive at their targets. These rewards are associated with performance objectives which the organisation has set. By providing employees rewards for meeting their targets, the entity could ensure that they are motivated to operate and attain their goals (Armstrong, 2021). This could increase productivity, increase morale and enhance general performance.

Additionally, the organisation could apply rewards to reward employees for attaining organisational objectives. This can encompass bonuses for reaching monetary targets, incentives for attaining customer satisfaction ratings or rewards for finishing the projects on time. By rewarding employees for attaining organisational objectives, the entity could encourage an excellent culture and motivate employees to go further (Armstrong, 2021). This could generate positive outcomes for the entity, boosting productivity and encouraging the employees to strive to excel. Hence, by giving performance-based rewards and rewards for attaining organisational goals, the organisation could encourage an excellence culture and motivate the employees to accomplish their targets. This could enhance the organisation’s general performance.

Reference

Armstrong, M. (2021). PERFORMANCE MANAGEMENT: KEY STRATEGIES AND PRACTICAL GUIDELINES. Apache Tomcat/8.5.47. Available at: https://117.240.231.117:8081/jspui/bitstream/123456789/437/1/performance%20management%201.pdf

[Harry Michael]

The term professional is a word applied to describe an individual with high skills in a specific area, who has had appropriate training and who conducts themselves in an acceptable way proper to the field. Professionalism is critical to workplace success since it shows job dedication and commitment. Professionalism includes qualities such as being honest, trustworthy, reliable, organised and respectful (Pattanayak, 2020). It also encompasses possessing an excellent attitude, taking responsibility, and strong communication skills.

 

What it means to be a people professional

Being a people professional means being responsible for people support and management. They are responsible for employee recruitment, training and development, employee relationship association, providing professional guidance and advice to employees and management, and promoting a positive workplace atmosphere. The CIPD Professional Map refers to a framework applied by people professionals to understand their responsibilities and roles. It offers an overview of behaviours and knowledge that people professionals require to demonstrate to be successful. This encompasses understanding regulatory and legal needs, engaging with stakeholders, driving a culture of performance, organisation and people development and supporting business culture and strategy. As a people professional, it is critical to maintaining professional values such as evidence-based decision-making, valuing others, professional integrity and inclusivity (Peters, 2020). This means that people professionals should strive to be objective and impartial during decision-making and ensure that everybody is respected and included regardless of their ability, experience and background. Besides, people professionalism encompasses a powerful understanding of the industry and organisations they operate and the ability to offer strategic support and guidance to the organisation.

 

References

Pattanayak, B. (2020). Human resource management, sixth edition. Google Books. Available at: https://books.google.co.ke/books?hl=en&lr=&id=Lif4DwAAQBAJ&oi=fnd&pg=PP1&dq=organisational+strategy-+book&ots=UYiSad4-0G&sig=bpq5dIXa6IalnC-4HwjkARzVCHY&redir_esc=y#v=onepage&q=organisational%20strategy-%20book&f=false

Peters, R., 2020. Why we call it the people profession | CIPD. [online] CIPD People Profession. Retrieved 28, January 2023 https://peopleprofession.cipd.org/insights/articles/why-people-profession#gref

[Harry Michael]

A talent pool refers to individuals with the skills and potential to occupy future job responsibilities within an entity (Billet, 2020). It is an employer’s source to draw on when an opening pops up, assisting them in quickly occupying the role with the appropriate individual.

Approaches

Learning and development initiatives

Entities could apply learning and development initiatives to build and support talent pools. The initiatives could encompass online courses, mentoring, coaching, leadership growth and on-the-job training (Billet, 2020). Each initiative has pros and cons depending on the organisation’s environment, resources and goals.

 

Mentoring

The initiative encompasses giving employees guidance and support from an expert mentor. It is advantageous as it could assist employees in gaining valuable experience and insight and could assist in identifying and developing future leaders. However, mentoring is linked with time consumption, and finding suitable mentors could be challenging (Billet, 2020). This means some organisations might need a different method to use.

 

Online courses

An organisation can build and support its talent pool by sponsoring or investing in its online courses. The courses allow employees to acquire learning at their pace and can be accessed from any location. The advantages of these courses encompass their cost-effectiveness and convenience and could be tailored to an entity’s particular learning requirements. However, online courses, like in-person training, may need more effectiveness since the employee does not get direct guidance or feedback (Billet, 2020). This might mean unaccomplished organisational goals through the method.

 

Analytical tools

These are approaches organisations could take to build and support different talent pools. The tools allow entities to gather and analyse data concerning present employees and potential hires to create efficient and effective staffing. Through analytics, organisations could acquire insights into the present and prospective employees’ experiences, competencies and skills (Joos, Burbach and Ruël, 2021). This could then be applied to creating a talent pool tailored to their particular requirements.

 

Analytical tools enable organisations to quickly identify the best talent and evaluate their experiences and skills. This allows entities to make informed hiring decisions, leading to successful and more productive staffing. Besides, the tools give organisations a better understanding of their employees’ present capacities and capabilities (Joos, Burbach and Ruël, 2021). This enables them to understand their weaknesses and strengths better and develop targeted training and development programs to satisfy their needs.

 

Nonetheless, using analytical tools has cons. For instance, the collected data could be inaccurate or incomplete, which can result in drawing inaccurate conclusions. Besides, the collected data may lack the appropriate context and be biased. This can result in decision-making based on wrong information. There is also a risk that the gathered data could be applied to discriminate against particular individuals or groups (Joos, Burbach and Ruël, 2021). This can result in a negative organisation’s perception.

 

References

Billett, S., 2020. Learning in the workplace: Strategies for effective practice. Routledge. Retrieved 28, January 2023, https://www.taylorfrancis.com/books/mono/10.4324/9781003116318/learning-workplace-stephen-billett

Jooss, S., Burbach, R. and Ruël, H., 2021. Examining talent pools as a core talent management practice in multinational corporations. The International Journal of Human Resource Management, 32(11), pp.2321-2352. Retrieved 28, January 2023, https://www.tandfonline.com/doi/abs/10.1080/09585192.2019.1579748