Assessment ID/CIPD_7HR02_22_01 Resourcing and talent management to sustain success

Assessment ID/CIPD_7HR02_22_01 Resourcing and talent management to sustain success

Assessment ID/CIPD_7HR02_22_01

Resourcing and talent management to sustain success

 

 

 

»	GUIDELINE WORD COUNT and expectations

 

You will write four answers of approximately 1000 words to the questions posed and submit them together in a single learner submission document. This constitutes your assessment for this unit. The total word count for the assessment will therefore be 4000 words, plus or minus 10%. The bibliography, list of references and essential appendixes (if applicable) are not included in the total word count – but the latter must be kept to a minimum across all assessments.

 

You must demonstrate within the submitted evidence (through headings and subheadings) which learning outcomes and assessment criteria have been cited. We are unable to moderate your work if this is not included.

 

As this is an Advanced Diploma, it is important that you are able to demonstrate not only good knowledge and understanding of the material associated with each learning outcome, but also the ability to develop an original argument and justify it persuasively with reference to wider reading. Examples of approaches taken in a range of organisations are also an effective means by which to justify your arguments.

 

The six main criteria that CIPD requires centres to use when marking the assessments is outlined below, but it may be that not all these criteria are present in every question.

 

1.     Focus	4.     Research and wider reading
2.     Depth and breadth of understanding	5.     Persuasiveness and originality
3.     Strategic application and professional advice	6.     Presentation and language

This unit focuses on the day-to-day practicalities and the longer-term strategic issues associated with resourcing organisations appropriately, ethically and fairly and to maximise the performance of staff and the organisation. These activities take place in a competitive context in which different employers aspire to recruit and retain the most talented and experienced people.

In recent months, the UK has seen record levels of job vacancies across a variety of sectors. Recent CIPD research has found that three quarters of UK employers are reporting hard-to-fill vacancies, whilst globally, it is reported that employers are heading for a talent shortage perfect storm attributed to the ‘Great Resignation’, remnants of the pandemic, low levels of unemployment and an increasing need for new skills.

Attracting and retaining talent is becoming increasingly difficult and, as a result, has moved further up the people management agenda as organisations struggle to remain competitive.

In response to this situation, you recognise the need to review your organisation’s resourcing and talent strategy. (For the purpose of this assessment you can either focus on your own organisation or one with which you are familiar.) To achieve this, you need to address the following:

 

»	Question 1

 

Critically evaluate your organisation’s employee brand and make recommendations on how this can be improved to ensure a more compelling employee value proposition is offered, securing an enhanced reputation for the organisation in the labour market. (AC 1.4)

 

Your evidence must consist of

·       a response of 1,000 words +/-10%

 

INSERT YOUR ANSWER IN THE SPACE PROVIDED BELOW.

(Please provide your word count at the end of your work for this task.)

As awareness of the employer’s brand besides its purpose and values becomes key to attracting tight job market competition (2022), CIPD being an employer body sees this as an employer’s responsibility. The workers who are looking for a job want to join a company that cares about their personal and financial objectives and helps them to achieve these goals in a way that is in harmony with the company’s objectives.  In this world, nowadays, a brand needs to do more than just promote it; it must aim to attract talent to work for it by telling people what they have to offer and about it being an amazing place to work (Universum, 2022).

My project will be on the HM Revenue and Customs, the British government team which is responsible for tax, customs, and the collection of money for the government. In connection with this, I am going to provide a brief presentation to HMRC containing personal tips on how to make HMRC’s image better what it offers to its employees, and how to turn it into the best place to work.

Almost every business is seeking to differentiate itself from its competitors, which is directly related to its employer brand. This shows that the company is unique and forms the image that people have about it (CIPD, 2022). Simply, every organization non-intentionally creates its image as an employer via what its employees or possible future hires share on websites such as Indeed and Glassdoor (Farrand, 2018). Employer brand is a very central part of the job recruitment process, as 84% of people looking for jobs take it into account when choosing whether or not to apply for a certain job (Glassdoor, 2017).

It is not a simple task to completely control how the public perceives a company’s brand, even though you can try to make it more appealing and bigger. This is especially true for places such as the Civil Service where the general public normally bore the decision made by the government and less by the people inside the organization. (Universum, 2022).

Among the things the organization needs to do, is change the belief of the public that HMRC deals with taxes only is one of them. The team in charge of hiring, promotion, and attracting people has been good at using social media to demonstrate the variety of their approximately 66k employees. Now, the career web pages on different websites are supplemented with new learning content talking about how HMRC works internally, what it believes in, what life there is like, and so on. The comment from the real staff on what has brought life into these pages will be complemented by why they picked HMRC. These workers can raise some things that will help the applicants to get a real sense of the company.

HMRC’s good job demonstrates that we’re reinforcing our image as a brand name and not merely a tax collector. This, however, only shows how within HMRC not many staff is aware of the work brand plan. This indicates that bosses who are sharing job ads might not know all the tools they have, and thus, they might not use them when hiring, especially for jobs requiring rare skills. Furthermore, the employees we have at the moment will determine how people perceive HMRC. To the extent that our staffs don’t know how we are perfecting our employee brand proposition, we miss out on things that could make our EVP also much better.

Companies like HMRC are limited by the laws and rules set by government bodies on the way they can use social media. It means every post must have to pass a thumbs-up test before being posted live.  This led to a slow response from bosses monitoring their organization on sites like Glassdoor. Now, these testimonials influence how people look at companies.

HMRC is designing a new package for their employee which is in line with their brand. The competent offer can show future employees what they will be receiving from the organization if they develop their skills. Bosses may probably highlight work-life balance, diversity, pay, and perks.

The smart groups understand that what people desire and cherish can change as time passes by. Indeed, while making their job offers, they ought to consider this. To illustrate, it was during the pandemic that people appreciated the combination of home and office work as well as picking the hours of their choice. However, since the cost of living has risen after the pandemic, the amount one gets paid has become more significant.

An EVP that is appropriate for the organization helps the company to align its big plans. This implies that more people are willing to work for companies that are interested in good and fair things. When companies don’t incorporate their espoused values into practice, it erodes their credibility. Let’s examine Brewdog, one of the companies that were in a tricky situation because of how it was managed, for not being good at communication, and for the way they made their adverts.

People usually talk about their jobs or past jobs on Indeed and Glassdoor sites and what they think about them. Nevertheless, if an employee thinks that the EVP (Employee Value Proposition) guarantees are not met, the employee could unilaterally decline the offer in his/her head. Such a worker makes the effort to flood social media with the story of their discontent. This type of negative talk can be very damaging to the brand.

The HMRC’s human resources strategy mirrors a bigger mission to become a “great place to work.  ” It speaks about a mission, an excellent workplace, good opportunities, good jobs, and a place to learn. They propose some guidelines, however, they seem too general and undistinguishable from other places. In job ads, instead of including all details, HMRC should concentrate on those that are relevant to the job.

To us, creating an outstanding working environment for all is what we aim for in every aspect. Put these tips to use and you will not only pull in more people, but you will maintain our EVP.

We should also continue to produce content that discusses the company being a great workplace for everyone. Through this, we can have an edge for job seekers as well as maintain our EVP unchangeable.

Word Count:  1043 Words

»	reference list

 

Use the space below to cite any external sources used in your assessment.

 

• CIPD (2022a) ‘Employer Brand’ [Online]. Available from:

https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/brand-factsheet [Accessed 10 Feb. 2024]

• CIPD (2022b) ‘The psychological contract’ [Online]. Available from:

https://www.cipd.co.uk/knowledge/fundamentals/relations/employees/psychological-factsheet [Accessed 12 Feb. 2024].

• (2022). Employer Reputation – the HR Perspective. [online] Available at: https://www.cipd.co.uk/resources/factsheets/employer-reputation [Accessed 09 Feb. 2024].

 

• Glassdoor (n.d) ‘The ROI of Employer brand’ [Online]. Available from:

https://www.glassdoor.co.in/employers/resources/the-roi-of-employer-brand/ [Accessed 15 Feb. 2024].

 

• Universum (2022b) ‘Employer Value Proposition vs. Employee Value Proposition’ [Online]. Available from:https://universumglobal.com/blog/employer-value-proposition-vs-employee-value-proposition/ [Accessed 17 Feb. 2024].

 

 

 

 

 

 

 

 

 

 

 

 

 

»	bibliography

 

Use the space below to include any sources referred to but not directly cited (eg books, articles, and websites) within your assessment.

 

• Brewdog Boss vows to learn after ‘toxic culture’ criticism (2021) BBC News. Available at:

https://www.bbc.co.uk/news/business-57434978 [Accessed 09 Feb. 2024].

• Brown, B. (2022). HR: What’s the future in 2022 post-pandemic? Part 2: Seven priorities. [online] LinkedIn. Available at: https://www.linkedin.com/pulse/hr-whats-future-2022-post-pandemic-part-2-seven-priorities-brown/ [Accessed Day 12 Feb. 2024].
• Farrand, K. (2018). Building your Employer Brand. [online] Available at: https://www.bbc.co.uk/bitesize/articles/zd78bdm [Accessed 13 Feb. 2024].
• Farrand, L. (2018) ‘What are candidates saying about you online?’ in People Management [Online]. Available from: https://www.peoplemanagement.co.uk/article/1744294/what-candidates-saying-about-you-online#_ga=2.118238729.1845324497.1678538769-1391464253.1659536676 [Accessed 13 Feb. 2024].
• Forbes (2022) ‘The War For Talent In The ‘New Normal’’ [Online]. Available from:

https://www.forbes.com/sites/forbesbusinesscouncil/2022/07/08/the-war-for-talent-in-the-newnormal/?sh=7fff32e5689e [Accessed 12 Feb. 2024].

• (2022). Employee Development and Well-Being as Priorities. [online] Available at: https://www.forbes.com/sites/forbeshumanresourcescouncil/2022/02/15/employee-development-and-well-being-as-priorities/?sh=18ac6d8e45a1

 [Accessed 15 Feb. 2024].

 

 

 

	Learning Outcome	Assessment Criteria	Mark per LO (1-4)
LO1	LO1	1.4	1 1
Feedback	Strengths. The structure of the answer lends to the brief and the context of it. Both general and applied learning is evident. The critical examination of corporate approaches is included, if somewhat generalised. Some wider reading is evident and the inclusion of citation is forming as a basis. From the evaluation some solutions for improvement are formed also. Word count is met.  Well done.   Areas for development.

 

 

 

 

 

»	Question 2

 

Critically analyse how technologies can be utilised to improve employee selection, drawing upon examples to illustrate. (AC 2.3)

 

Your evidence must consist of

·       a response of 1,000 words +/-10%

 

INSERT YOUR ANSWER IN THE SPACE PROVIDED BELOW.

(Please provide your word count at the end of your work for this task.)

The employment process has been greatly revolutionized by technological inventions and these days most companies make extensive use of different technological tools in the process of screening, grading, and hiring of potential employees. As new ideas and trends come up, the recruitment and selection process keeps evolving.

To create a transparent and unbiased environment while hiring, it becomes necessary to evaluate every candidate equally. AI has changed the way the recruitment process is done by using ATS and screening applicants based on the criteria set by the company.

Nevertheless, at present, social media companies are using AI-based tools to identify job seekers who fit the job description. They can conduct deep searches through massive databases of CVs by parsing and keyword searches, which mean their analytics and insights, are of the best quality, powering businesses to make decisions based on facts gathered that are related to human resources.

Many discoveries that took place such as ChatGPT and a bunch of other similar applications helped a lot to make the generative AI technology that advanced. This technology made it possible for the users to work faster and, as a result, the production processes were made more efficient and the system operations were simplified (McKinsey, 2023). What is noteworthy in this regard is that generative AI also is practical enough in the hiring department to assist with screening and categorizing applicants. A recruiter can input the job advertisement description to a platform and identify the candidates who meet the desired qualifications. AI technology which is the same as that of Van Esch et al is proven to be more objective and unbiased than human beings.

AI systems’ accuracy and reliability are based on the quality of the data they use. The very stage in which an AI system is developed can lead to the bias of that system being passed on in the same manner. AI algorithms sometimes return biased results as well. While the hiring process is all about data, it must be depersonalized, but the bias cannot be eliminated. This underlines the ethical aspects of data security and the ability of AI to come up with decisions.

Employers should be cautious and develop a complete privacy policy that clearly informs the applicants about the usage of their data by third-party AI applications and also get their voluntary consent. Nevertheless, the fact that a computer would have the sole responsibility of screening a candidate and not humans may make the latter rather anxious. Algorithms could err in comprehension of the information or the allusive elements of the CV as well, for instance, for candidates who choose a different standard or have a dyslexia problem. Therefore, it is advisable to incorporate a human supervision process to validate the outcomes generated by AI-powered systems that are given by machines.

It is indispensable to say that AI has not only its disadvantages but also its pros, for example, the promotion of inclusion, diversity, and equity. Artificial intelligence is an example of how technology can be used to benefit people if it is utilized the proper way.  The use of AI in human resources can be done in a way that is fair and 100% free of bias or favouritism.

Adding gamification to the hiring standpoints, a habit of using games and puzzles to choose candidates can be connected with the concept of employer branding which is the power to build employer brands as innovators (Walshe, F. (2024). However, this is the most difficult task for them as they have to understand how their actual behaviours are being evaluated and they might get an unfair advantage through it. The engaging situation created with the use of gamified tools in a way that puts an equal condition to all makes the result more comprehensive in revealing the candidate’s potential. (Georgiou et al., 2019).

The incorporation of gamification in the evaluations may bring validity to inherent problems and ethical dilemmas, particularly to those who are neurodiverse. The job-specific tests may not be totally clear and may conflict with the principles of fair competition. Despite this, some companies have been able to produce positive results as a result of the use of gamification in their recruitment process.

The HMRC uses technology in its hiring process. The ATS takes over the applicant sorting and filtering process for recruiters. Notwithstanding, it is a system that exists independently of any other data system, so it is a stand-alone entity with a gap in integrating many touchpoints, and therefore its effectiveness is limited. To get the best from the technology, it is sometimes required to have multiple processes, but what is needed is a more integrated and streamlined group of recruitment tools.

Social media is also involved in the process of screening candidates for HMRC. The system focuses on the resumes posted on their site and performs checks based on the applicant’s set of skills. The system is indeed an expert in fulfilling its task. Yet, it is also possible that this procedure may inadvertently rule out the possibility of qualified people whose resumes are not in this pool. Perhaps, a more flexible way can be thought which allows those who do not exactly but closely have similar job titles to have the same opportunity with those job positions. Even so, the HMRC can disregard the innovative tools that others are using because it is modern and can be effectively exploited for all departments of the HMRC.

The Civil Service widely uses work-based scenarios to evaluate and select graduates. Very often, for those with neurodiversity or limited experience in professional job applications, it all seems to be difficult because of straightforward answers to many job positions. Seeking a fair adjustment is okay, nonetheless, the procedure of evaluation cannot be altered. Nevertheless, these evaluation techniques can also be considered useful as far as the objective of the test is clear.

Technology has revolutionized the whole process of hiring, for which ATS, gamification, and AI are the main actors. While these skills are not infallible and may be a bit biased at some times, they are very useful when both human recruiters and these tools work together. With the help of these groups, a fair and just hiring process can be implemented. While appreciating the fact that technology is not meant to replace but rather complement the expertise of well-experienced staff.

Word Count: 1057 Words

	Learning Outcome	Assessment Criteria	Mark per LO (1-4)
LO2	LO2	2.3	1 1
Feedback	Strengths. You have made a clear start in researching this topic area and responding to the question. You have included some citation for the underpinning justification for the points within the debate you wish to substantiate. In terms of theory in practice you include some applied learning considerations also, well done. You have selected areas such as gamification to explore from multiple perspectives, as per the question and you also include some bibliographical content, for the independent wider reading at M level. Well done.   Areas for development.

 

»	reference list

 

Use the space below to cite any external sources used in your assessment.

 

 

• CIPD (2023) ‘Selection methods’ [Online]. Available from: https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/selection-factsheet [Accessed Day 17 Feb. 2024].
• GDPR for HR: AI in Recruitment, EU employee transparency legislation, data privacy legislation in the US and more (2022) Osborne Clarke. Available at: https://www.osborneclarke.com/insights/gdpr-hr-ai-recruitment-eu-employee-transparency-legislation-data-privacy-legislation-us [Accessed Day 18 Feb. 2024].
• Georgiou, K., Gouras, A., and Nikolaou, I. (2019) ‘Gamification in employee selection: The development of agamified assessment’ [Online]. Available from: https://www.researchgate.net/profile/Ioannis-Nikolaou3/publication/332618899_Gamification_in_employee_selection_The_development_of_a_gamified_assessment/links/5cc09632299bf120977d647f/Gamification-in-employee-selection-The-development-of-a-gamified-assessment.pdf [Accessed Day 19 Feb. 2024].
• Pan, Y. and Froese, F.J. (2024) ‘An interdisciplinary review of AI and HRM: Challenges and future directions’, Human Resource Management Review, 33(1) Snyder, K. (2023) ‘ChatGPT writes recruiting mail: A Textio analysis of recruiting mail written in ChatGPT’ [Online].

Available from: https://www.textio.com/blog/chatgpt-writes-recruiting-mail/100663967620

[Accessed Day 22 Feb. 2024].

• Tom Clegg. (2023) Revolutionising recruitment: Ai Tech takes the lead, LinkedIn. Available at:

https://www.linkedin.com/pulse/revolutionising-recruitment-ai-tech-takes-lead-tom-clegg-

[Accessed Day 23 Feb. 2024].

• Walshe, F. (2024) ‘Gamification in recruitment’ Robert-Walters Group [online]. Available at

https://www.robertwaltersgroup.com/content/dam/robert-walters/corporate/news-and-pr/files/whitepapers/gamification-in-recruitment.pdf  [Accessed Day 23 Feb. 2024].

»	bibliography

 

Use the space below to include any sources referred to but not directly cited (eg books, articles, websites) within your assessment.

 

• Hollander-Bolton, I. (2021) ‘Artificial Intelligence (AI) in Recruitment and Selection – Human Factor’ [Online] Available from: https://www.linkedin.com/pulse/artificial-intelligence-ai-recruitment-selection-izabela/ [Accessed Day 19 Feb. 2024].
• Industry Expert. (2023). The Role of Innovative Technologies in Recruitment and Selection. Retrieved from: [This is a generic source, as no specific citation was provided.] [Accessed May 03. 2024. 2024].
• (2023). Applicant Tracking System. Retrieved from: https://www.indeed.com/hire/recruitment-solutions/applicant-tracking-system  [Accessed May 02. 2024. 2024].
• Pan, B. (2023). Algorithmic Bias in Recruitment: How AI Technology Perpetuates and Amplifies Biases. Retrieved from: [https://www.researchgate.net/publication/378063915_A_Comprehensive_Review_of_AI_Techniques_for_Addressing_Algorithmic_Bias_in_Job_Hiring.]  [Accessed May 03. 2024. 2024].

 

 

 

 

 

 

 

 

 

 

 

 

»	Question 3

 

Recommend two interventions that could be designed to improve the retention of staff, justifying why they are appropriate to your organisation. (AC 3.3)

 

Your evidence must consist of

·       a response of 1,000 words +/-10%

 

INSERT YOUR ANSWER IN THE SPACE PROVIDED BELOW.

(Please provide your word count at the end of your work for this task.)

In the modern, ever-changing job market where employees are more mobile than ever, the retention of staff has become a major issue (Chiat and Panatik, 2019). Employee turnover is a concept that describes the number of people who quit their jobs, and retention is the organization’s capacity to hold the skilled workers (CIPD, 2021). Despite a bit of attrition that is sometimes experienced, turnover at a high rate leads to a shortage of staff and expertise, costly recruitment efforts, and reduced employee productivity (Cioca, 2018).

For this reason, it is necessary to investigate the retention statistics of the staff to uncover any problems or trends that may affect the retention rates, and by doing so, the companies can better address these challenges, keep the level of employee engagement high and decrease the attrition (CIPD, 2021). Organizations can achieve long-term career growth as well as lower attrition rates by implementing succession planning and talent management which can be identified through data analysis.

It is imperative to create effective solutions to address the issue of employee retention in the “Big 4” accounting firms: EY, Deloitte, PwC, and KPMG. This task aims to come up with two projects that these companies should undertake.

In the past, the Big 4 accounting firms have had fine-tuned attrition rates mostly due to the new graduates who were ready to earn much lesser salary than the experienced accountants but this is in the past due to the services they offer. Nevertheless, the Brits have faced alarming defection rates in the recent periods thereby necessitating the import of workers who may be strangers to UK tax and accounting standards. The high attrition rates are caused by different factors, such as the long working hours during peak seasons and the low pay.

The majority of those who work overtime are not compensated for the extra time and hence they live under the feeling of being neglected and overworked. An additional problem is that there is little room for personal growth with no movements or a very long road to becoming a partner (usually 15 years or longer). The employees’ morale has also been affected by the firms’ involvement in accounting scandals and subsequent financial penalties. To improve retention, it’s important to stress career growth and create a working atmosphere that rewards and encourages the mental health of workers.

Recommendation one: Employee Remuneration

Offering a competitive compensation package with benefits helps employers keep their workforce as it brings them not only financial stability but also job satisfaction. In today’s economy, with the cost of living rising and the earnings being stagnant due to inflation, this is very important. These factors contribute to the trend that job searchers focus more on compensation and rewards. (Yonak, 2023).

The Big 4 should diverge from the trend by boosting compensation packages and re-examining their policy on overtime payment for office staffers. These companies often put their workers to work beyond their contractual obligations, which lead to a high turnover rate when this extra effort and its effect on work-life balance are not taken into account. With the introduction of fair pay policies and overtime pay, the manager will need to consider twice about allocating extra hours to employees to be wary of the impact it may have on the company’s bottom line. Thus, this policy aims to improve the living conditions of workers through decreasing the long working hours, burnout, and work-related stress.

Although it is generally known that other factors apart from compensation are responsible for employee retention (CIPD, 2015), fair pay still plays a very important role in the happiness and motivation of workers. As Herzberg points out in his two-factor theory, people tend to leave the organization when they feel that the reward they get does not compensate them fairly, and there is a close relationship between low job satisfaction and “hygiene factors,” like pay (Herzberg, 1959). It should be taken into account that hygiene factors are not categorical and vary from one employee to another depending on their issues and needs.

Recommendation Two: Career Development

Besides, big accounting firms have a paradoxical problem – they recruit and teach the best graduates in the profession, however, fail to retain most of these personnel. Usually, only the most ambitious and future-oriented people who long to be partners remain with the firm. Even though it takes two decades to become a partner through the slow and convoluted path of partnership, many still decide to leave the company.

Although some percentage of staff agencies is beneficial for a company, any more is a complication, especially in cases where talents don’t get their due. Thus, it is necessary to develop the right ways of keeping skilled people from leaving the organization. In this regard, a talent development program can be a good instrument to make the period required to transfer to senior management positions to be from 15 years to 5 years, ideally.

To retain top talent, use the 9-box grid assessment. Big 4 companies underutilize accounting skills but it’s strategic to provide growth opportunities to high-performing colleagues through coaching, shadowing, and mentorship with senior management.

Internal mobility facilitates employee retention and engagement as people tend to take up challenging roles and enhance their personal growth within the business environment. This interaction facilitates the development and the feeling of belonging which in turn affect the attitude of employees towards the growth opportunities and training.

Thus, the staffs are encouraged to work hard and achieve their self-actualization needs, which come in Maslow’s hierarchy of needs. Research by LinkedIn proved that the employers that give their workers such chances are 75% more likely to be loyal to the company. When an organization invests in people, it is a good move from a business point of view as the recruitment costs are decreased, employees are motivated as a result, the attrition rate also goes down, and the organization can fill the skill gap without losing proficiency. Career development increases positive impacts in every sphere.

Ultimately, one could conclude that the Big 4 public accounting companies are actively involved in an intensive struggle in the labour arena for the retention of their employees. Two potential solutions have been proposed: job salary growth with a clear career path through functional job education and worker development. These companies can ensure competitive pay, recognition of overtime work, and the creation of opportunities for professional development to increase employee satisfaction, lower the turnover rate, and keep the best staff. One of the crucial aspects in this regard is to value staff retention.  It will lead to long-term gains and the organizational productivity will be increased.

Word Count:  1100 Words

»	reference list

 

Use the space below to cite any external sources used in your assessment.

• Chiat, L.C., and Panatik, S.A. (2019) ‘Perceptions of Employee Turnover Intention by Herzberg’s Motivation-Hygiene Theory: A Systematic Literature Review’ Journal of Research in Psychology, Vol 1 (2) [Online]. Available from: https://doi.org/10.31580/jrp.v1i2.949 [Accessed Day 25 Feb. 2024].
• CIPD (2015) ‘The changing landscape of reward’ [Online]. Available from: https://www.cipd.co.uk/podcasts/changing-landscape-of-reward [Accessed Day 24 Feb. 2024].
• CIPD (2021) ‘Employee turnover and retention’ [Online]. Available from:
• https://www.cipd.co.uk/knowledge/strategy/resourcing/turnover-retention-factsheet [Accessed Day 25 Feb. 2024].
• Cioca, I. A. (2018) ‘Employee Turnover: An Evidence-Based Approach to a Thorny Issue’ [Online]. Available from: https://scienceforwork.com/blog/evidence-based-employee-turnover/

[Accessed Day 24 Feb. 2024].

• Herzberg, F., Mausner, B. and Snyderman, B.B. (2017) The motivation to work.

Lewis, G. (2022) Industries with the highest (and lowest) turnover rates, LinkedIn. Available at:

https://www.linkedin.com/business/talent/blog/talent-strategy/industries-with-the-highest-turnover-rates [Accessed Day 27 Feb. 2024].

• Yonak, R. (2024) ‘Hiring Trends Index: a look at the recruitment landscape of Q4 2022’ [Online]. Available from: https://www.totaljobs.com/recruiter-advice/hiring-trends-index/ [Accessed Day 27 Feb. 2024].

»	bibliography

 

Use the space below to include any sources referred to but not directly cited (eg books, articles, websites) within your assessment.

• (2023). How Internal Mobility Can Help Retain Your Best Employees. Retrieved from: https://www.forbes.com/sites/forbestechcouncil/2023/05/10/how-internal-mobility-can-help-retain-your-best-employees/?sh=a55e1e539c1b [Accessed May 04. 2024. 2024].
• Newhall, S. (2015) ‘Aligning the talent development and Succession Planning Processes: Don’t allow critical leadership talent to fall by the wayside’, Development and Learning in Organizations: An International Journal, 29(5), pp. 3–6.
• Timmes, M. (2023): Internal Mobility: The missing piece of 2023 business strategy Forbes

[online] available at: https://www.forbes.com/sites/forbescoachescouncil/2023/02/17/internal-mobility-the-missing-piece-of-2023-business-strategy/?sh=400f542427f3  [Accessed Day 27 Feb. 2024].

• Walters, L. (2022) ‘Why is Internal Mobility so Important in 2022?’ [Online]. Available from:

https://www.linkedin.com/pulse/why-internal-mobility-so-important-2022-lucy-walters/ [Accessed Day 27 Feb. 2024].

• Wu, H.X. (2019) ‘Managerial attention, attrition, and employee productivity’, AEA Randomized Controlled Trials .
• Buchheit, S. et al. (2015) ‘A contemporary analysis of Accounting Professionals’ work-life balance’, Accounting Horizons, 30(1), pp. 41–62.
• Plender, J (2018): Big Four scandals highlight a lack of social utility Financial Times [online] available at https://www.ft.com/content/dd2f4686-9961-11e8-ab77-f854c65a4465 [Accessed Day 27 Feb. 2024].

	Learning Outcome	Assessment Criteria	Mark per LO (1-4)
LO3	LO3	3.3	1 1
Feedback	Strengths. Well done on starting to respond to this question and including a review of organisations within the accountancy sector. You are able to consider some of the reasons causing involuntary attrition and include some data, in support. The understanding is developing in relation to measures to improve retention, as per the content. You have started a literature review of this topic area and selected some apt sources for M level. Well done.   Areas for development.

 

 

 

 

 

 

 

 

 

»	Question 4

 

Drawing upon research evidence, provide a justified argument for the adoption of collaborative as opposed to punitive approaches to managing and enhancing employee performance. (AC 4.1)

 

Your evidence must consist of

·       a response of 1,000 words +/-10%

 

INSERT YOUR ANSWER IN THE SPACE PROVIDED BELOW.

(Please provide your word count at the end of your work for this task.)

According to Buckingham (2018), performance management comprises two primary components: managing, monitoring and improving performance. These exercises are composed of constant work on performance indication and employees’ improvement, along with workers’ performance standards, noted by CIPD (2022). The fact that managing and improving performance should be seen as two separate elements, not a combination, is very important to keep in mind because if you do not do that, you will not get the best outcomes.

Grading worker’s productivity is a part of the aversion-consequences approach to performance evaluation (Neal et al., 2018). On the other hand, these punishments level, on this side, could be in the form of administrative measures like deductions or loss of vanities like wage cuts. The penalty approach can be either employed as retribution for past or current underperformance or as a preventive measure to stop subpar performance in the future.

Implementing a punitive approach to performance management can have two benefits: it leads to a short-term increase in the productivity level of the employees and has become a factor in pulling down the whole process to the level of minimal requirements (Trevino and Weaver, 2010). Nevertheless, as is known by Taylor (2021), when deciding on disciplinary measures, appropriate attention should be paid to the fact that when staff do not participate in their assigned duties, especially in cases in which they are unwilling to do so, there is a risk of harm. Employers should pay attention to the possibility of legal action, especially the complaints of the claim of wrong termination. As a way of providing fairness, Taylor suggested that proper practices should be followed and dangerous consequences be enforced that are justifiable, constructive, and consistently enforced.

Nevertheless, with the disciplinary approach being out-of-date and fruitless, the utilization of this approach seems to be objectionable. It has been criticized for creating a toxic atmosphere in the workplace where trust is gone and creativity is going down. Without any self-motivation, self-directedness, and commitment in virtue of their work, these workers may decide to leave their jobs thus causing a ripple effect that can raise levels of attrition rates. Although companies may be faced with many challenges during the crisis, they must exhibit restraint while implementing disciplinary rules and measures to avoid creating ambiguity and allegations of unfair or partial implementation.

Certain jobs may involve a higher risk to personal safety, for example, the ones that involve the use of heavy machinery or emergency services. The cooperation of the workforce as a team is a constant requirement that paves the path to the superior performance of any organization (Ranjan, 2021). Work on keeping high-stress situations under control.  Payments are likely to provide better management results than punishment. These approaches are intended to boost the workers’ motivation and participation, thus making them do better. This finding of Purcell illustrates the fact that these well-motivated workers tend to do more than they due in pursuit of better performance (Purcell, 2003). Making performance an objective is one of the most important activities to succeed in a competitive world.

As Ranjan (2021) points out, collaboration is a management approach that is different from others because it supports the growth, mentoring, and ongoing feedback that leads to improvement. Furthermore, teamwork without reprisal will result in an increase of trust amongst the managers and the staff, leading to great engagement and satisfaction in the job. In 2020 the Chartered Management Institute discovered that, apart from helping a manager to stay on track and to set the right focus (measurable goals and performance objectives) the most helpful performance management strategies (peers’ support and stakeholders’ involvement) are equally effective as any other.

At the same time, we discovered a strong relationship between a society that gives great regard to constant learning and top-notch skills and the level of performance, when these skills are applied and new challenges are overcome. The application of the development talks and the regular feedback will help you to know the progress of the employee toward both organization and personal objectives. Furthermore, these interactions supply a medium for evaluating the current performance as well as coming up with ideas for future objectives.

Effective performance management is highly dependent on the manager’s training and coaching skills honed through proper mentoring methods. Nevertheless, this is not always the case because of the manager’s ability or attitude. In some organizations, no separate posts of task manager and line manager exist.  Rather, the appointments are based on technical performance, not on the capacity to manage people effectively (CIPD, 2022).

Successful performance management is reachable through the collaborative, co-participating approach that willingly involves people. Although the quick and easy punitive methods may seem attractive at first, research has proven that they are not effective in producing the desired results. Nevertheless, there is solid evidence that a cooperative strategy is the most efficient way to use performance. Therefore, such an approach must be embraced and effort directed towards the realization of set goals with self-belief.

The Civil Service is used to holding regular discussions on personal growth as a standard practice. These issues may be discussed and documented within the HR system. On the other hand, the supervision is not strict enough to guarantee that all civil servants are given these possibilities, which leads to the divergence of their results among government institutions. The quality of these assessments may also vary because line managers have a lot of autonomy in how they do these discussions.

The workplaces that are enabled by a collaborative team are more likely to have high engagement and motivation of their employees. Even though some high-risk jobs may need more exact measures, employing harsh strategies will cause a culture of fear and disengagement, which in turn will lead to high attrition rates and a workforce that is not pleased. However, the employees who inspire will do their utmost to enhance their work and aid in the organization’s pursuit of its objectives. Companies that tend to use the collaborative system are the ones who see the benefit of having a team that is highly motivated and always willing to grow.

Word Count: 1018 Words.

»	reference list

 

Use the space below to cite any external sources used in your assessment.

 

• Boland, T. & Fowler, A (2010) ‘A systems perspective of performance management in public sector organisations’ International journal of public section Management vol.13 no.5 pp.417-46
• Buckingham, M. (2018) ‘Performance Management Is Two Things’ [Online Video]. Available from: https://www.youtube.com/watch?v=8sVydvGUsPw [Accessed Day 01 March  2024].
• CIPD (2022) ‘Performance Management’ [Online]. Available from: https://www.managers.org.uk/knowledge-and-insights/resource/performance-management/ [Accessed Day 06 March. 2024].
• CIPD (2024) ‘Performance management: an introduction’ [Online]. Available from:

https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet [Accessed Day 12 March  2024].

• CIPD (2023) ‘Management Development’ [Online]. Available from:

https://www.cipd.co.uk/knowledge/strategy/development/management-factsheet [Accessed Day 11 March  2024].

• Neale, N. R., Butterfield, K. D., Goodstein, J., and Tripp, T. M. (2018) ‘Managers’ Restorative versus Punitive Responses to Employee Wrongdoing: A Qualitative Investigation’ in Journal of Business Ethics [Online]. Available from: https://ideas.repec.org/a/kap/jbuset/v161y2020i3d10.1007_s10551-018-3935-x.html [Accessed Day 10 March 2024].
• Purcell, J. (2003). Understanding the people and performance link: Unlocking the black box. CIPD. Retrieved from: https://www.cipd.co.uk/knowledge/fundamentals/people/performance/link-factsheet [Accessed Day May 01. 2024].
• Ranjan, R. (2021) ‘Performance Management: Six Best Practices In The New Normal’ [Online]. Available from: https://www.forbes.com/sites/forbesbusinesscouncil/2021/02/12/performance-management-six-best-practices-in-the-new-normal/?sh=427960717b19  [Accessed Day 07 March  2024].

»	bibliography

 

Use the space below to include any sources referred to but not directly cited (eg books, articles, websites) within your assessment.

 

• Boland, M. V., & Grant, S. L. (2020). Narrative review of strategies implemented in the workplace to prevent and manage low back pain. WORK: A Journal of Prevention, Assessment and Rehabilitation, 67(4), 645-659.
• Cook, T. M. (1998). Citric acid-induced cough in anesthesia, anesthesia practice, and bronchoscopy. Anesthesia and Analgesia, 87(3), 734-735.
• Gerber, P. J., Vangoitsenhoven, R., & Braet, C. (2006). Assessment of serotonergic functioning and efficacy of selective serotonin reuptake inhibitor treatment in obese children. Body Image, 3(4), 345-350.
• Rigglo, R. E. (2018) ‘Why Punitive Leaders Fail’ [Online]. Available from: https://www.psychologytoday.com/us/blog/cutting-edge-leadership/201808/why-punitive-leaders-fail [Accessed Day 10 March 2024].

	Learning Outcome	Assessment Criteria	Mark per LO (1-4)
LO4	LO4	4.1	1 1
Feedback	Strengths. This answer is very close to the grade descriptors as a pass grade. The knowledge and understanding is somewhat evident, in general terms. You recognise the value of both approaches included in the question. Academically it is developing and can be adapted to ensure it has more rigour. You have clarity and a sense of the overview in your expression and presentation and do consider the department practice in general terms. Well done.   Areas for development.

 

 

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