Scenario

Your manager has just returned from the monthly Senior Management meeting where all departmental heads have been asked to present a report that showcases how they contribute to business performance. As someone with experience in evidence-based practice and data analytics, she asked if you would produce a report for Senior Management explaining evidence-based practice and its relevance to people professionals. She would also like you to include practical examples of the types of data analysis that people practitioners use to gain insight into people’s practices.

Section One –Report

Evaluate the concept of evidence-based practice, including how it can be applied to decision-making in people’s practice. (AC 1.1)

Evidence-based practice refers to a systematic integration of human resource expertise with industry best practices on client values and people practice. It is the practice of making decisions based on supporting evidence from sources that can help an organisation achieve its desired outcome.

Evidence-based practice shifts away from typical HR trends and biases. Instead, it focuses on using critical thinking to determine what solutions work and which ones don’t work for strategic decision-making. According to a survey by Boatman, most US-based companies contain inconsistencies between what their human resource managers believe is valuable and what is effective.

Evidence-based practice enables human resource professionals to make data-led decisions based on previous successful techniques and interventions used in the area to increase the likelihood of more effective outcomes. Human resource professionals can use evidence-based practices in recruitment, employee engagement, performance management, and employee training to improve employee performance and achieve the organisation’s strategic human resource goals.

The concept also allows HR professionals to mitigate risks associated with employee decisions, such as by using a clear selection criterion when hiring new employees for the company. An evidence-based selection criterion enables HR professionals to find the organisation’s best talent, leading to higher productivity. It also reduces the risk of high employee turnover since the sourced employees have the skills to satisfy the role.

Luthans, Luthans, & Luthans xxx define people practice as a wide range of strategies, practices, and activities that HR professionals perform to manage and support the staff of an organisation. People practice encompasses activities that attract, develop, retain, and engage the workforce to achieve the organisation’s strategic goals.

Evidence-based practices create a robust framework for decision-making in people’s practice. By clearly defining the problem and developing specific questions, HR professionals can seek solutions from peer-reviewed literature and reputable sources. Integrating contextual factors such as the firm’s culture, resource constraints, and stakeholder values, HR managers can align the solutions to fit the unique needs of their organisation.

Example

In recruitment processes, HR managers can use evidence-based practices to conduct a thorough job analysis to determine the participant’s qualifications, skills, and behavior for a vacant role. They can also use evidence-based practices to implement selection criteria that measure the participant’s cognitive ability and suitability for the vacant position.

Evaluate a range of analysis tools (One) and methods (One), including how they can be applied to diagnose organisational issues, challenges, and opportunities. (AC 1.2)

Organisational network analysis (ONA) plots the interactions and relationships between company employees. It investigates the informal networks and communication patterns that dictate information flow from employees to management. ONA identifies communication bottlenecks related to information flows. The technique identifies the key influencers of information as the central node, knowledge broker, peripheral, and ties.

The central node is the employees who seem to know everyone, influence groups quickly, and share lots of information. Knowledge brokers create bridges between groups by sharing information, while peripherals prefer to hoard their information and talents. Ties form relationships between central nodes and knowledge brokers and facilitate knowledge transfer between groups.

Figure 1.1: ONA analysis. Source: Cognitive Talent Solutions

How it analyzes organisational issues

ONA gives a unique view of organisational dynamics by identifying the hidden relationships and knowledge dissemination that cannot be seen in formal hierarchies. It identifies the key influencers, knowledge brokers, and the ties between these groups, shedding light on how the organisation conducts its work. ONA can locate a wide range of organisational issues, such as information bottlenecks, silos, and cliques that hinder information transfer and collaboration.

It also identifies the key individuals facilitating problem-solving and information sharing across different departments. Conducting the analysis increases the organisation’s innovation, agility, and resilience by removing potential bottlenecks and strengthening ties across groups. However, without adequate data collection and interpretation, the technique can lead to the organisation adopting negative network structures and behaviors.

Qureshi et al. xxx define human resource analytics as a tool that systematically analyses HR data to identify correlations and trends related to staff metrics. HR professionals use the tool to diagnose various company issues, such as trends in employee turnover and the underlying factors behind staff attrition, such as job dissatisfaction, low compensation, or few career development opportunities.

HR analytics also identifies performance trends across different departments and teams, allowing HR managers to identify areas for improvement. Goswami states that HR analytics enable managers to capitalize on areas of improvement and talent development while addressing various organisational issues. By identifying appropriate performance and turnover indicators, HR managers can implement tailored interventions that mitigate risks and increase staff effectiveness. Also, the tool allows HR managers to project future talent needs and skill gaps within the organisation. This will enable managers to plan and integrate their recruitment strategies toward filling these needs and satisfying organisational objectives.

Explain the principles of critical thinking, including how you apply them to your and others’ ideas. (AC 1.3)

Critical thinking is essential for HR managers since it allows them to reason and reflect objectively on their employees’ different ideas, opinions, and arguments. It involves logically analyzing and synthesising information to make well-informed decisions. Paul xxx defines the six principles of critical thinking as relevance, precision, objectivity, logic, creativity, and depth.

1. Precision- This principle warrants that information be analyzed accurately without confusion or obscurity.

Ideas: When analyzing mine or the ideas of others, I will first check its precision and what it means. For example, if someone suggests employing a hybrid working system, I would ensure that the idea is clearly described and that the benefits and demerits of the concept are clearly defined.

2. Relevance- Critical thinking requires individuals to focus on data and information directly related to the problem.

Ideas: When analysing an idea, I consider its relevance and alignment with organisational goals. For example, when analyzing the concept of hybrid work, I would think about its relevance to organisational goals and how it would enable us to attain them.

3. Depth- Critical thinking requires the exploration of multiple views and implications of an action.

Ideas: I would anticipate their ideas’ potential benefits, challenges, and consequences of ideas before implementing them.

4. Logic- Critical thinking warrants the application of logical reasoning and principles to discern the validity of an argument and draw actionable conclusions.

Ideas: I would employ Boxall & Purcell’s approach when analyzing the logic of ideas. I would start by considering the coherence and consistency of the ideas to ensure they are reasonable. When assessing their employee’s ideas, I would need to comprehend the underlying factors behind employee arguments critically. They should identify and question any contradictions and remove delusions from the information. If the idea lacks consistency, I constructively criticize any inconsistencies to ensure they are resolved before implementation.

5. Objectivity- HR managers should practice impartiality and open-mindedness when considering new information and arguments.

Ideas: As an HR manager, I would remain open-minded to ideas and practice respect and empathy when analyzing employee ideas. I would criticize any preconceptions and personal biases of the ideas to ensure they remain effective and aligned with our organisational goals.

6. Creativity- Creativity and innovation are vital for organisational growth.

Ideas: When considering one’s ideas, I would use mind mapping and brainstorming to increase the creativity of their ideas. Similarly, when considering other employees’ ideas, I would remain open-minded and recognize the value of having different viewpoints.

Explain a range (three) of decision-making processes. (AC 1.4)

Good decision-making requires implementing decisions with the highest probability of positive outcomes. One decision-making process that ensures this is using rational decision-making. The model uses a systematic approach to analyze the possible outcomes of multiple alternatives and uses evidence-based data to choose the best alternative. Kruglanski and Gigerenzer define the five steps of rational decision-making as:

1. Define the problem

2. Gather relevant data on the problem

3. Create alternatives that can solve the problem

4. Evaluate the effectiveness of the alternative by using relevant data

5. Choose the best alternative with the highest possibility of having a positive outcome

Intuitive decision-making does not rely on data or reasoning to select the most suitable alternative. It hinges on a person’s instinct, gut feeling, and unconscious mental processes to decide. This model is most appropriate when making time-sensitive decisions or in situations with incomplete information, making it difficult to use rational decision-making. It also suits high-pressure environments such as crisis management and emergency response. The three main steps of the model are:

1. Identify the problem

2. Make a gut-based decision on how to solve the problem

3. Implement and monitor the decision

Collaborative decision-making combines multiple stakeholders’ input to make the best decision from a shared standpoint. From the engagement of various stakeholders, the decision-maker can gather numerous perspectives on the problem, generate creative solutions, and foster stakeholder trust. Various factors influence these decisions, including the role of stakeholders, stakeholder interactions, leadership support, team dynamics, and psychological factors.

Abubakar et al. xxx state that group decisions differ significantly from those made by individuals. However, the distinction does not mean group decisions are better or worse than individual decisions. Collaborative decision-making is essential for solving complex problems requiring multiple individuals’ expertise, skills, perspectives, and interests.

For example, suppose a firm wants to move from an old technology to a newer one. The decision maker will need to get the perspectives and interests of the company’s leaders before implementing the technology. Involving the company’s leaders in such a situation builds consensus and reduces resistance to the move. Abubakar et al. defines the steps of collaborative decision-making as:

1. Define the problem

2. Gather relevant information on the problem

3. Generate alternatives

4. Evaluate alternatives

5. Get a consensus on the best alternative

6. Create a collaborative implementation plan and assign roles and timelines to group members.

7. Monitor and review the effectiveness of the decision.

Assess how different ethical perspectives can influence decision-making. (AC 1.5)

Behaving ethically is undoubtedly the right thing, yet it frequently presents challenges. Conforming to high ethical standards is not about choosing between right and wrong decisions but choosing ‘the lesser of two evils.’ Some decisions require people to choose between competing ethical principles and values.

Ethical perspectives emphasize core character values such as honesty, responsibility, care, objectivity, and respect. Making ethical decisions generates ethical behaviors and sound business practices that increase team morale and satisfaction. Different ethical perspectives offer differing approaches for evaluating moral dilemmas and influencing decision-making.

Utilitarianism is a consequentialist ethical theory that distinguishes between right and wrong decisions by centering on outcomes over ethical principles and intentions. It posits that the most moral decision often results in the greatest good for the most people. Decisions are based on their outcomes to maximize benefits and minimize harm for the most significant number of stakeholders. Utilitarianism is the only ethical perspective that can justify excessive force or war. It influences decision-making by prioritizing collective well-being over individual interest.

Example

A company can justify downsizing its workforce if it increases profitability and efficiency. However, utilitarianism raises concern about the treatment of marginalized groups.

Deontology is a non-consequentialist moral theory that stresses the importance of moral duties, rights, and principles of human action. The principle considers that an action is morally good based on its characteristics and not the outcome. Deontology holds that some actions are ethically mandatory regardless of their outcome on human lives. Deontological decisions are gauged based on their alignment with virtues like fairness, honesty, and respect.

Deontology influences decision-making by emphasizing moral principles like integrity, honesty, and respect. Deontological ethics emphasize an individual’s autonomy and rights; thereby, its decisions protect the interests and well-being of all stakeholders, especially the marginalized and vulnerable groups. However, some deontological ethics are inflexible and rigid, leading to moral conflicts.

Example

Suppose a pharmaceutical company is incurring high costs to produce a life-saving drug and wants to increase its price significantly to cushion these costs. However, increasing the drug price will make it unaffordable to many patients, creating a conflict with their deontological duty of prioritizing well-being and maintaining access to patients in need of the drug.

Appraise (two) different ways organizations measure financial and non-financial performance. (AC 3.1)

Financial performance metrics measure an organisation’s growth, profitability, and financial health, whereas non-financial performance qualitatively assesses the organisation’s intangible assets like customer satisfaction, brand reputation, and employee satisfaction.

Financial performance relies on the use of several indicators to determine an organisation’s health like cash flow, current ratio, debt to equity ratio, return on equity, and many more. One key measure is the debt-to-equity ratio, which shows an organisation’s leverage and allows the company’s management to assess its ability to sustain prolonged operations and expected growth.

Using the measure, analysts can determine if a firm has more debt than assets, in which case the company relies on debt to keep daily operations, or if the firm has more assets than equity, meaning it can sustain its daily operations. The measure also highlights the stability of the company and its ability to cope with market fluctuations and pressure from creditors.

Another measure of a company’s financial performance is its cash flow. Cash flows monitor the cash inflows and outflows of an organisation, showing its financial health and operational efficiency. Cash flows also show a company’s capacity to generate cash. Here, organisations assess their ability to fund their operations, invest in expansion, and meet debt obligations and dividend payments.

Non-financial metrics are qualitative and are used to understand the reasons behind the firm’s current performance and which gaps it has to fill to continue. The qualitative nature of non-financial metrics makes them superior predictors of the organisation’s future performance and anticipate future market needs. One metric is the customer satisfaction index, which creates a gauge of how the organisation was able to meet its customer’s needs successfully.

The metric is essential since, apart from measuring customer satisfaction, it also highlights which areas of the organisation’s offering are exceeding, meeting, or failing to meet their needs. This allows an organisation to consistently measure satisfaction rates over time and avoid the negative impacts on their revenues, brand reputation, and profitability.

Employees are essential in determining a business’s non-financial performance. Negative employee perspectives can cause bad customer interactions, low productivity, and innovation. Therefore, organisations must measure their employee’s performances. One useful measure is the employee satisfaction survey which shows how happy employees are working in the company and sheds light on areas of improvement. Measures like KPIs measure an employee’s productivity and ability to meet their daily tasks. KPIs are integrated into the organisation’s objectives and mission; therefore, attaining these KPIs helps a company achieve them.

Explain how to measure the impact and value of people’s practice using a variety of (two) methods. (AC 3.2)

Every human resource professional needs to understand the impact and value of their people practices. Measuring these practices allows them to understand the effectiveness of their policies and the investment an organization makes in its human capital. One way of doing this is using return on investment (ROI) to analyze an investment’s cost-effectiveness and profitability compared to its cost.

HR managers can use this financial metric to determine the profits realized from implemented HR programs and employees compared to the financial resources invested in them. HR professionals can quantify the benefits of their HR initiatives, such as reduced cost, profit growth, turnover rates, operating costs, increased employee productivity, and reduced retraining costs.

These benefits are then divided by the total financial resources invested to give these people practice investments profitability. The financial investments can include the cost of program development, implementation, and maintenance. For example, to find the ROI of a recruitment program, HR managers will need to quantify the increased productivity, revenue, and quality of talent attributable to the new hires. These metrics are then divided by the direct and indirect hiring costs, such as advertising, recruitment agency fees, staff salaries, and other overhead expenses.

KPIs create quantifiable metrics that measure people’s practices’ effectiveness and non-financial performance. They give measurable progress indicators that show how well people practices are helping the company to achieve its strategic goals and objectives. HR managers must formulate KPIs relevant to the people’s practice they want to measure.

For example, they can use employee turnover, absenteeism, and retention rates to measure people’s practices related to staff attrition and retraining. They can use learning and development rates, performance management, and training and development ROI to gauge the effectiveness of staff training people practices. Through monitoring the relevant KPIs over time, HR managers can assess the impact of their people practice initiatives on organisational outcomes and identify areas that need improvement.

Domínguez, Pérez, Rubio, & Zapata xxx state that financial metrics are not enough to gauge the effectiveness of people practice initiatives. HR professionals must combine them with non-financial metrics such as KPIs to gauge the full impact of their people practices. The method above allows HR managers to gauge the efficacy of their initiatives and make informed decisions on optimizing these people practices.

Section Two — Quantitative and Qualitative Analysis Review

For section two, you must provide a quantitative and qualitative analysis review using the two data sets.

Firstly, review the Equality, Diversity, Inclusion, and Salary data that is presented in Table 1 and provide an analysis of it to show the following:

a) Percentage of each gender by type.

b) Ethnicity as a percentage per team.

c) Disability percentage as an organisational whole and by teams.

d) Salary difference across genders.

e) Overall average salary paid by the organisation.

Present your findings using appropriate diagrammatical forms and make justifiable recommendations based on your evaluations.

Interpret analytical data using appropriate analysis tools and methods regarding a people practice issue. (AC 2.1)

Out of the 260 employees sampled for the study, 140 were male, 118 were female, and 2 were non-binary employees. The most dominant ethnic group of the company is the white British employees, who make up 91.15% of the employees, followed by white others (1.92%) and Indian employees (1.54%). The lowest employee ethnicities were Bangladesh Asians and other mixed races (0.38%).

The company has only 29 disabled employees, with the majority of 239 employees having no known disabilities. The property team had the highest number of disabled employees at five, followed by customer services, which had three disabled employees. Business services, Directors, Facilities, Governance, Marketing, Regeneration, and Supported housing departments had no disabled employees as shown below.

Source: Table 1: General Employee Date

The organization paid total salaries amounting to $8,256,940 to all 260 employees. Males were paid the most at $4,453,705, followed by females at $ 3,764,235, and non-binary at $39,000.

The overall average salary paid by the team shows that directors are the highest-paid team in the organization, with an average salary of $93,791. This team was followed by the IT, People services, regeneration, and finance teams with average wages of $ 39,766, $ 38,126, $ 36,118, and $35,759, respectively. The lowest-paid teams were community engagement, support teams, and green spaces, with $27,328, $ 22,863, and $ 21,030, respectively.

Source: Table 1: General Employee Date

Present critical findings for stakeholders from people practice activities and initiatives. (AC 2.2)

The organization investigated people practice initiatives aimed at introducing hybrid working practices. A survey of 300 employees showed a positive reception to hybrid work. Most employees strongly agreed that they enjoyed working from home and that hybrid working practices support their work-life balance.

Over 51% of the sampled participants strongly agreed that hybrid working practices improved their well-being and work-life balance. Also, 59.3% of employees agreed they have felt more connected to the company culture since implementing the hybrid working practices. Most employees strongly agreed that working from home removed conflicts in their lives. Moreover, 83% of employees reported failing to miss their workplace interactions with their colleagues while working at home.

Source: Table 2: Feedback scores from a recent employee survey

However, employees complained that the hybrid working practices affected cross-functional communication and collaboration. They also disagreed when asked if working at home improved their productivity or allowed them to meet their targets. 83% of the sampled employees strongly disagreed with feeling less stressed while working from home.

This might be due to the lack of support and organizational resources when working from home. The participants were undecided when asked if working from home improved their productivity (49.33% vs 49.0%). They also failed to decide if they could access resources from home (49% vs. 49%) and If they got the same amount of recognition from their managers while working from home (46.33% vs. 53%).

Make justified recommendations based on evaluating potential solutions’ benefits, risks, and financial implications. (AC 2.3)

Organizations are widely adopting hybrid working practices to allow their employees to benefit from remote work, autonomy, in-person interactions, and teamwork. The survey responses show that these attributes enable employees to balance their work-life relationships. The benefits of the people practice include improved work-life balance and well-being, as shown by 161 (161 fully agree and 86 agree) employee perception.

Also, many 148 employees agree that hybrid working practices make them more productive. This indicates that flexible work practices can positively impact employee satisfaction and productivity. 59.3% of employees agreed that since implementing the hybrid working practices, they have experienced fewer conflicts and stress and have felt more connected to the company culture.

However, 83% of employees disagreed when asked if they missed engaging with their colleagues in the workplace. This is a potential risk of reduced teamwork and interaction between team members. It also indicated the risk of a communication breakdown, which can hamper the company’s efficiency. The survey also showed that it was difficult to separate an employee’s work and personal life under the hybrid working practice (98 fully agree, 95 agree). According to Toniolo-Barrios & Pitt xxx, a proper work-life balance can decrease well-being and work-related burnout. This could be a potential risk for the organization.

Respondents were undecided when asked if they got the same recognition while working at home as in the workplace. This could demotivate staff working from home. The company should invest in an equitable rewards and recognition program that recognizes employees regardless of location. This system will boost team morale and increase productivity.

The company should also implement flexible hybrid working policies that allow employees to choose their work location based on their preferences and job requirements. These policies will strengthen employees’ work-life balance since they can pick a location that best suits their diverse needs.

Hybrid working can harm a company’s efficiency, revenue, and processes. The company should invest in robust technologies to track employee working times and productivity. The technology should also ensure seamless communication between employees at home and their workplace counterparts. Employees will also need training on how to use specific equipment. Managers should ensure that they maintain staff stationed in labor-intensive areas, such as machine operators, mechanics, janitors, and others. They should provide ready replacements if these employees work from home to ensure the company functions smoothly.

References Excluded

Strategic management is a process in the business context that involves defining and executing objectives and procedures that increase the competitive ability and position of a company or organization. The process can be implemented in a wide range of contexts, including in

1. The public sector government agencies.
2. Private organizations.
3. Non-profit organizations.

Any organization requires a sense of direction to guide its processes and practices. A basic aspect of strategic management is working towards achieving certain goals while having a predetermined approach to attaining the goals.

Strategic management, as an important business process, comprises various processes, which include

1. Controlling resources and processes
2. Leading change initiatives
3. Strategy formulation
4. Resource allocation
5. Determining the organizational structure to use.

Benefits of strategic management

Anytime a business organization, small, medium, or large, thinks of engaging in strategic planning and management, it must consider the associated benefits. The benefits serve as motivation for strategic management. The business organizations that have invested in strategic management have enjoyed the benefits of the process. Such companies include Spotify, Hubspot, Airbnb, Starbucks, Tesla, Google, and PayPal.

The companies, among others with good strategic management, enjoy both non-financial and financial benefits. The financial benefits include improved cash and revenue flow and reduction of legal risk, which may attract monetary penalties while also increasing the organization’s profit margins and market share.

However, non-financial benefits associated with strategic management include the creation of a clear vision of the state of the organization in the future and support review and assessment of the corporate objectives while also relieving the board of directors from unnecessary responsibilities. Any new business or an existing business on the verge of failure should try out strategic management to check on its performance.

The five stages of strategic management

Goal setting

An organization that aims to invest in strategic management should first set goals to achieve. The goals determine the direction that the organization should take. Therefore, to minimize confusion and support improved ability to attain the goals, the established goals must be realistic and clear.

Through the goals, the company should be able to answer the questions ‘why,’ ‘what,’ ‘how’, and ‘when.’ For instance, what does the company want to achieve, why, how, and ‘when’ to give the time frame for goal attainment. Having time specification helps to ensure no delays and lack of focus among the involved people.

It also ensures that the goal is measurable. Since strategic management and planning may involve short- and long-term goals, the time is likely to vary. Short-term goals or plans will require a shorter time for attainment, while long-term goals may take longer, even more than 10 years.

Environmental scanning and analysis

The business environment comprises both external and internal factors. Hence, a business focusing on strategic management should understand how these factors may affect its overall performance in terms of achieving the set goals.

Some of the approaches used in environmental scanning and analysis include Porter’s 5 Forces model and SWOT analysis.

SWOT Analysis

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. In strategic management, the SWOT model helps assess the organization’s internal strengths and weaknesses while also focusing on its existing threats and opportunities.

Porter’s 5 Forces model

Porter’s Five Forces model in strategic management focuses on five main forces: the threat of new entrants and substitution, the bargaining power of suppliers and buyers, and rivalry. In this case, any organization that wants to compete favorably must consider such factors and their overall impact on business performance and, hence, respond appropriately.

Strategy formulation

Strategy formulation involves developing an action plan that will outline how the organization will attain the set goals and objectives. Though there might be several approaches, the organization must determine the cost-effective approaches that can yield results within the required time. Therefore, the organization must be clear in this stage by communicating the process and practices to be used, including the required resources.

Strategy implementation

After developing a blueprint on what to do, how to do it, and to be accomplished by when, the business organization can proceed to the fourth step of strategy implementation. The most important aspect in this stage is having skilled or competent personnel who can complete the existing roles.

It helps in increasing project success. Besides, good leaders and managers are required to present the best communication ability and strong leadership skills that can maintain the unity of the team members towards attaining the set goals.

Strategy evaluation

How will you tell if the strategic management process has met or failed to meet the developed objectives? Strategy evaluation is very important in strategic management. It enables a business to determine the success of the involved process, especially by using certain performance metrics.

The ability to meet the goals or objectives by meeting the desired results shows success or high performance. However, the inability to meet some of the objectives or the delay in completing the project within the stipulated period demands the need to make adjustments that can support goal attainment.

The 5-Cs to consider in strategic management

Company

The first ‘C’ in strategic management stands for the company. For the success of a company, even in a competitive market environment, some of the important factors to consider are the company goals, the product offerings, the strength of the brand image, and also the competitive advantage of the company.

For instance, the company should operate on a clear set of goals, such as offering high-quality products and services targeting specific groups of customers, such as the younger population. The organization should determine the unique approaches to use for its brand as a way of attaining competitive advantage.

Customer

If you are in business, then customers are the main focus of your processes and operations. It is customers who determine the kind of products and services a business should offer. The target customers also influence the ‘how’ of the business processes.

Strategic management focuses on customers by assessing and investigating elements such as the characteristics of the target customers, communication channels to be used to reach the customers, and customers’ motivation, perception, and behavior. The information gained influences how best to design or redesign the service or product to ensure it meets the consumer’s expectations, tastes, and preferences.

Collaborators

It is almost impossible for a business to operate independently without requiring other parties. That is why there is a need for collaborators who are very important to business performance. Such collaborators can be service providers, investors, distributors, suppliers, and content creators, especially for online businesses majoring in digital marketing.

Competitors

Competition in the business environment is unavoidable. That is why businesses should device techniques that can offer them a competitive advantage. In strategic management, businesses should determine some of their competitors and determine how to address the existing competition.

Some of the factors to consider when assessing the competition rate include the emerging competition, strengths and weaknesses of the competitor, the strategies used by the competitors, and also focusing on the already established competition.

Climate

When assessing the factors that are likely to affect a business, climate focuses on external factors such as technologies, behavioral and social trends, regulations and trends, and also economic trends. The aspects will reshape the approach taken by the organization to ensure alignment with the existing patterns and trends.

If there is increased adoption of technology, an organization should not insist on using obsolete or traditional approaches but incorporate cutting-edge technology to support the relevance, efficiency, and effectiveness of its business processes.

Balanced scorecard in strategic planning

In strategic management and planning, ‘balanced scorecard’ is a commonly used term though not in all organizations. It is an important framework that is used in assigning priority to a company’s projects, services and products.

The framework also helps the company to communicate about its activities and targets. With a scorecard, a business organization can effectively and easily measure and track the success of their approaches. A successful business must invest in understanding its goals and vision and its ability to attain them.

Any identified gap supports necessary adjustments for improved performance. The four main perspectives that a balanced scorecard operates on include financial, customer, organizational capacity, and business process perspectives.

The financial perspective of a balanced scorecard

The perspective focuses on the ability of a business organization to measure and understand how it uses its financial resources while tracking its overall financial performance.

Financial information used in this process to determine the business’s financial performance includes income, expenditure, and sales level. However, the important financial metrics used in this case include income targets, budget variances, financial rations and also dollar amounts.

The customer dimension of a balanced scorecard

In this case, organizational performance is measured in the ability to satisfy customers’ needs. In this case, a customer’s satisfaction levels differ depending on the price and quality of a product or service and also its availability.

A business can determine whether or not customers are satisfied through the responses in the feedback, customer retention levels, and information spread through word of mouth. Positive word-of-mouth is an example of customer satisfaction with the quality, price, or availability of a commodity or service.

Balanced scorecard from the perspective of organizational capacity

The perspective considers the contribution and effect of aspects such as organizational culture, technology, infrastructure, and human capital on business success and performance.

Business organizations’ performance depends on various aspects such as the culture, competence of the leaders, employees’ expertise, and ability to apply their knowledge and skills. A balanced scorecard, in this case, assesses the ability of the employees and leaders to demonstrate high-performance levels.

Business process perspective of a balanced scorecard

The effect of the business process, including the offered products and services, defines the performance of a business organization. In this case, the process evaluates the effectiveness and efficiency of the product manufacturing process by checking for potential delays, wastes, and shortages of resources, among other loopholes.

Why should small businesses and also new businesses engage in strategic management?

No business is too small for strategic management. In fact, strategic management should be a main priority for start-up businesses since it helps ensure the business’s viability and sustainability.

Some small business owners avoid strategic management, imagining the process is costly. That is not the case! The benefits of strategic management outweigh the risks.

First, strategic management for the small and start-up business helps in setting clear direction. In this case, the business owners develop a vision and mission for the organization and determine some of the ways to help in the attainment of the goals. The process also requires several inputs in the form of resources.

The business will thus respond by availing the required financial, technological, and also human resources to ensure the success of the process. Even when entering into a highly competitive environment, such a business can determine the tactics to use to ensure successful market penetration and obtain a competitive advantage.

Secondly, small and start-up businesses need strategic management to improve their operations. Focus or having a sense of direction when executing any business process is very important. It ensures that the employees remain committed to the company’s mission or vision. In this case, strategic management helps to ensure that a business organization has a sense of direction and purpose.

Additionally, strategic management helps to ensure resource optimization. Once a business determines what it wants to achieve over a certain period, by determining the required resources, planning and budgeting become easier. Also, the company will not overspend or engage in a waste of resources since strategic management insists on improved planning and management.

Also, such businesses, through strategic management, gain a competitive advantage. There is no business whereby the stakeholders or business owners may venture into with a failure mindset. Most, if not all, businesses aim at ensuring the best market performance and emerge competitive over other key players in the sector.

That’s why strategic management is very relevant in the modern-day competitive business environment. Through scanning and analysis of the business environment, a business organization becomes aware of the existing strengths and opportunities, threats and weaknesses, and hence takes necessary actions that will support forward business growth.

Exploiting the strengths and opportunities helps businesses to compete favorably. Besides, working on the weaknesses and facing the threats also improves the market position of the business.

Do you want to enter a competitive market environment but still doubt the impact of strategic management on business performance and success? Strategic management is worth the investment.

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Behavioral therapy describes techniques for changing negative behaviors. Its primary objective is to encourage positive behaviors while removing undesirable ones.

This approach is based on behaviorism, which focuses on learning from one’s environment. In contrast to therapies that emphasize self-awareness, like psychoanalytic and humanistic therapies, behavioral therapy focuses on taking action. It is goal-oriented, viewing the behavior itself as the issue, and aims to help individuals learn new behaviors to address the problem.

Types of behavioral therapy

Cognitive Behavioral Therapy

CBT focuses on understanding people’s psychology and psychological distress

This approach argues that our thoughts, feelings, and behaviors strongly influence each other, forming a cycle. This cycle can be beneficial, helping us cope with daily events and lead a fulfilling and productive life.

However, it can also become obstructive, making it difficult to adapt to changes and recover from setbacks or disappointments, leading to prolonged emotional distress. This distress often results in behaviors that prevent us from living our desired life.

The theory suggests that changing our thoughts, such as our self-talk or internal dialogue, or our actions, or sometimes inactions, can have a profound and lasting impact on our daily emotions.

In CBT, therapy usually begins by helping you recognize your thoughts. The concept is that we constantly engage in self-talk as we navigate life. During CBT, you will examine whether a thought is accurate. For example, if I was walking down the street and saw you, Whitley, on the other side, and I waved and called out “Whitley, Whitley,” but you did not respond, I might think: she is mad at me, she does not like me, or I have done something to upset her.

These thoughts could make me feel bad. However, with a therapist, you would examine one of these thoughts. For example, I thought that Whitley was mad at me. That would be not very pleasant. You and your therapist would evaluate whether that thought is entirely accurate.

Next, I might be encouraged to find evidence. What have I done that could make Whitley angry? What evidence suggests that she is not mad? What other reasons could explain why she did not wave back? Perhaps she did not hear me because it was a busy street with heavy traffic and noise. Maybe she did not see me or was preoccupied.

In therapy, you would practice this in real-time. So, if I wave and you do not respond, instead of feeling down and thinking you do not like me, I might think, “That is odd; Whitley did not wave back. I wonder why?” Maybe she did not hear or see me. Consequently, my response might change.

Instead of avoiding you to prevent confrontation, I might text you, saying, “Hey, I saw you on Main Street. Hope you are having a good day,” which is a different behavior. This process involves identifying and evaluating thoughts, finding more helpful ones, and assessing different behaviors.

Therapy can help you examine the thoughts and feelings that arise in difficult situations. For instance, if you believe someone is angry at you, a therapist might encourage you to consider evidence supporting and contradicting this belief.

This involves challenging your thoughts by assessing alternative explanations. For example, if a friend is upset because they did not wave, you might consider other possibilities, such as being distracted or not seeing you.

Applied behavior analysis

ABA is a therapy based on the principles of learning. One key principle is positive reinforcement, which suggests that rewarding a desired behavior increases the possibility of it happening again. ABA applies these principles to promote positive changes in individuals’ behaviors.

Therapists work hands-on with consumers, implementing programs and tracking progress. These programs target various areas, such as challenging behaviors, social skills, communication, and daily living skills. Therapy sessions can occur in different settings, such as the home, an autism center, the community, or a combination. The choice of setting depends on the specific skills being targeted.

ABA treatment programs can be categorized as comprehensive or focused. Comprehensive programs address many skills and deficits, while focused programs concentrate on specific areas, like toilet training. The program choice depends on the child’s needs and the severity of the disorder. Consequently, treatment can run from a few months to an entire lifespan.

Understanding the basics and structure of ABA helps us appreciate how it helps individuals with developmental disabilities. As the treatment of choice for autism spectrum disorders, ABA therapy can significantly maximize the potential of the individuals served.

Dialectical behavior therapy

There are limited evidence-based treatments for borderline personality disorder. Dialectical behavior therapy (DBT) is one of the most promising options, particularly for individuals who self-harm or have suicidal thoughts. DBT focuses on coping with daily challenges, managing emotions, and stabilizing oneself. It involves a balance of accepting the current situation while also working towards positive change.

DBT encourages individuals to observe their emotions from a third-person perspective rather than immediately reacting. “dialectical” refers to the combination of behavior therapy and acceptance influenced by Zen philosophy and practice.

DBT provides daily exercises and practical techniques to manage my emotions. When someone has the urge to self-harm, they use a DBT technique of holding ice cubes to focus on physical sensations without causing harm. Instead of trying to suppress or change their feelings, DBT teaches them how to work with them more effectively.

Some clients have even prepared by purchasing ice cubes and bringing them to therapy sessions, especially when discussing difficult topics like sexual abuse or rape. Holding the ice cubes can help them focus and manage their emotions during intense discussions.

Exposure therapy

Exposure therapy involves facing your fears to overcome them. It is commonly used to treat anxiety disorders, OCD, and PTSD. People with these conditions often avoid the things they fear most.

Individuals often turn to avoidance as a temporary relief from anxiety-inducing situations. While this strategy may provide short-term comfort, research indicates that it increases anxiety over time. Exposure therapy addresses this issue by gradually introducing individuals to feared situations, allowing them to overcome avoidance behaviors and reclaim their lives.

In session, a client and a therapist examine the situations that trigger anxiety and make a list, going from the least anxiety-provoking to the most anxiety-provoking situations. We call this an exposure hierarchy or, for kids, a bravery ladder. This is a training plan, and the therapist is the coach.

For example, if you think of training for a marathon, you would not start by trying to run 20 miles. You would start by running two miles and then work your way up to three miles, then five miles, and over several months, you would work your way up to running 20 miles, 22 miles, or 26 miles.

Sessions

Exposure therapy involves exposing individuals to anxiety-inducing circumstances in a controlled setting, starting with less intense triggers and progressively increasing the level of challenge. For example, an individual with social anxiety might start by practicing conversation with a therapist and then gradually progress to interacting with individuals in public settings. The core principle is to confront fears in a supportive environment systematically.

This therapy aims to reduce anxiety through habituation and inhibitory learning. Habituation involves repeated exposure to a feared stimulus, decreasing the anxiety response over time. On the other hand, inhibitory learning challenges anxious predictions by demonstrating that feared outcomes are unlikely. For example, an individual with panic disorder can learn that grocery shopping does not inevitably lead to a panic attack through repeated exposures.

By confronting feared situations, individuals can break the cycle of avoidance and develop effective coping mechanisms.

Rational Emotive Behavior Therapy

Rational emotive behavior therapy (REBT) focuses on taking action to change negative thought patterns and emotions. It helps people identify and challenge irrational beliefs, leading to more balanced and realistic ways of thinking, feeling, and behaving.

Holding irrational beliefs about oneself or the world can lead to various issues. REBT works by helping individuals identify and change those harmful beliefs and negative thought patterns, ultimately helping them overcome emotional difficulties and mental distress.

REBT argues that our thoughts, emotions, and behaviors are interconnected. To understand how life events affect individuals, it is important to examine their beliefs about these experiences and the emotions that come from those beliefs.

The primary aim of REBT is to guide people in reacting rationally to situations that would normally lead to stress, depression, or other negative emotions. When encountering similar situations in the future, a healthy emotional response would involve recognizing that success in every endeavor is unrealistic, learning from the experience, and moving forward.

This approach uses several techniques, one of which is disputation. Its goal is to equip individuals with long-term skills for managing emotional reactions and mental well-being. In disputation, the therapist directly challenges irrational beliefs. They might confront these beliefs outright, encouraging you to reconsider them or ask you to adopt a different perspective that you may not have previously evaluated.

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Functionalism is a sociological perspective that views society as a relatively stable system. It suggests that societal events and actions have specific purposes that contribute to stability.

Social institutions like the family, political system, education system, and economy are essential for a functioning society, as they fulfill different needs. Functionalist theory holds that these institutions exist because they serve vital roles, and if they become obsolete, they will eventually disappear. Also, new institutions may emerge to address emerging needs.

Functionalism perceives society as a system made up of related parts. Supporters of functionalism emphasize how important it is for different behaviors and institutions within a society to depend on each other for the society to continue functioning over time. According to functionalists, a society’s values and rules are the foundation for its laws, which should guide how different social groups interact.

This perspective explains why functionalists are opposed to conflict and disorder. They believe that society needs to remain stable and operate effectively. Functionalism’s main questions involve understanding what maintains society’s smooth functioning, identifying the different components of society, and examining how these parts are connected. Also, functionalists consider both the intended and unintended consequences of events. Therefore, functionalist theory focuses on social structure’s larger, macro-level aspects rather than daily life’s smaller, micro-level details.

The French philosopher and sociologist Émile Durkheim was the leading advocate of functionalism. As Durkheim famously writes, “The totality of beliefs and sentiments common to the average members of a society forms a determinate system with a life of its own. It can be termed the collective or creative consciousness.” Durkheim believed that society is like an organism, where each part has an important function and cannot work independently.

Durkheim argued that if one part of society faces a problem, other parts must adjust to maintain balance. He emphasized the importance of agreement and order within a society, highlighting social stability and shared values. Durkheim believed that disruptions like deviant behavior can lead to change as society adapts to regain stability. He also suggested that problems in one part of society can affect the whole, causing social issues and prompting change.

Physical vs. Functional Definitions

The first key idea is that functionalists define mental states based on their functions, not physical properties. What does this imply? To define something physically means to describe it as a specific physical object, focusing on what it is made of. Some things are defined by their physical composition; for example, a diamond is identified as a physical object made of a particular material, just like a gold nugget. These objects are understood in terms of the physical substances they consist of.

We define some things based on their functions, meaning what they do or what they produce. For example, a diamond can cut materials, but its physical makeup defines it. A doorstop, however, is defined by its function, which is to keep doors open. The material or structure of a doorstop is not important for its definition.

Mental States

A functionalist argues that mental states are defined by their functions rather than physical properties. For example, the experience of pain is not defined as a specific physical state, like brain activity, but instead by its functional role. This involves two steps: first, identifying the functional role linked to a particular type of mental state and then creating a definition of that state type based on its functional role.

To define the functional role of a mental state type, you identify its usual causes and effects. When you determine what typically triggers a mental state and its usual effects, including both behavioral and psychological outcomes, you have described the functional role of that mental state type. This process is straightforward; functional roles are called causal or causal profiles.

Here is a common example: What is the functional role of pain? Pain is usually triggered by some form of bodily injury or harm, and it typically leads to behaviors like wincing or crying, as well as psychological effects such as the desire to avoid pain. With this, the first step is complete; we have identified the causal profile or functional role connected to this type of mental state.

The second step in constructing a definition from a functionalist perspective is to use that functional role to define pain. We approach it like this: we define being in pain as being in a state that is generally caused by bodily injury or harm, and that typically results in behaviors like wincing or crying, along with psychological effects such as the desire to avoid pain.

In other words, using the functional role we have identified, we define pain by stating that being in pain means being in a state that fulfills the functional role associated with pain. That is what the functionalist says when giving a functional definition of pain, and you can apply similar ideas to other mental states.

Types, and notice how this is a functional definition. It is all done in terms of the functional role of pain, which we have a sort of toy example of. It is not done in terms of any physical structure, composition, or physical state type. That does not figure in the definition; it is a functional definition.

Multiple Realizability in Functionalism

The second point is that functionalists consider mental state types multiple realizable. What does that mean? Let us go back to the functional definition of pain. Functionalists define pain as a state with the function of pain. They do not specify a single state but say that multiple types of states can serve this function.

According to the functionalist, no specific state exclusively has the functional role of pain. Instead, many different types of states can fulfill the functional role of pain. This is why functionalists argue that pain means being in some state that performs the functional role associated with pain.

For example, in humans, let us suppose that a specific brain state called B1 has the functional role of pain. So, in humans, the state typically caused by bodily damage or injury, producing wincing, crying, desires, and so on, is B1.

But now consider aliens, creatures from a planet far, far away. Let us pretend these aliens are somewhat similar; they behave similarly and are in the same psychological states as we are, such as pain. They are made very differently; they are not made of the sorts of cells we are made of, and they do not have brains. They are physically very different from us. Therefore, suppose one of these aliens is in pain.

According to functionalism, an alien can experience pain even without a brain. While the specific state that causes pain in a human might be a brain state (B1), in an alien, it could be a different kind of state within its system (A1). The key is that this state serves the same function: signaling pain.

The Basis of Pain in Different Creatures

A1 is a state that has the functional role of pain. A1 is the state of the alien typically caused by bodily damage or injury, wincing and crying, and certain desires. Some terminology that philosophers use to describe what we have just set out is multiple realizability. In humans, pain is realized by B1, whereas in aliens, such as those we have described, it is realized by a different state altogether, A1.

We can think of these states that cause pain as the foundation or basis of pain. Different creatures will have different underlying states that lead to pain. According to functionalism, being in pain is being in a state that has the function of pain. While pain is a functional state, the underlying state that causes it will vary from creature to creature.

To be in pain is to be in a specific state (like B1 or A1) that causes or underlies pain. This state functions as pain and is the basis of pain in the creature experiencing it.

Finally, because of this, being in pain is like being a doorstop. If an object has a doorstop function, that is it; it is a doorstop, regardless of its physical structure. If it has a function, it does not matter what the physical structure is; it is a doorstop. For example, here are two examples: this Thomas here is a doorstop, but it has a particular physical structure, it is a cuddly toy with a specific weight in its paws, which makes it keep the door open.

But what about this? This is also a doorstop, but it is very different from Thomas. It is very different, and the features that make it a doorstop are its shape. It is wedge-shaped and can thus keep doors open. Therefore, things with very different physical structures can nonetheless be doorstops.

Likewise, if a creature has a functional state of pain, that is enough to say they are in pain. The specific physical state that causes this pain does not matter. As long as the creature has the proper functional role, they are experiencing pain. As long as that underlying state functions correctly and has the functional role of pain, they are in pain.

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Multiple myeloma is a rare cancer that affects plasma cells.

This type of cancer happens when healthy plasma cells transform into abnormal cells that grow and produce M proteins. This abnormal growth can lead to adverse health issues, including bone damage, kidney problems, and impaired production of healthy white and red blood cells and platelets. Multiple myeloma can sometimes be detected through blood tests, even in individuals who exhibit no symptoms. These blood tests may reveal signs of conditions that could potentially develop into multiple myeloma.

Mechanisms of Multiple Myeloma

There are four primary mechanisms of Multiple Myeloma. One of these is the overproduction of a specific type of antibody called immunoglobulin (Ig). This happens when a single plasma cell becomes cancerous and multiplies rapidly. This overproduction can lead to the buildup of these antibodies in the kidneys, causing kidney damage.

The following mechanism involves increased bone turnover. Cancerous plasma cells release substances that damage bone tissue, causing bone loss. This weakens the bones, making them more likely to break, especially in the spine. As the bones break down, calcium is released into the bloodstream, causing high calcium levels.

The third mechanism involves the excessive growth of cancerous plasma cells within the bone marrow, where blood cells are produced. As these cancerous cells proliferate, they can displace normal blood-producing cells, resulting in fewer red blood cells (anemia) and platelets (thrombocytopenia).

The final mechanism is a decreased production of normal immunoglobulins or antibodies. When the body cannot produce these normal antibodies, it cannot fight off infections, increasing the risk of infection for individuals with Multiple Myeloma.

These mechanisms correlate with the symptoms observed in patients with Multiple Myeloma. For example, hypercalcemia often results in gastrointestinal symptoms such as constipation, nausea, and poor appetite, which can be remembered with the letter “C” in both “hypercalcemia” and “constipation.” Renal failure may cause excessive thirst if the kidneys cannot retain water.

Signs and symptoms of Myeloma

Myeloma cells in the bone marrow replace healthy cells, causing a decrease in red blood cells, white blood cells, and platelets. This can lead to anemia, excessive bleeding, and a weakened immune system. The buildup of M protein in the blood and urine can harm other organs. Myeloma cells may also stimulate other cells in the bone marrow that can damage bones, causing bone pain and weak spots. These weak spots can lead to fractures and increased calcium levels in the blood.

Anaemia

Multiple myeloma treatments can worsen anemia, a condition caused by low red blood cell production. Anemia results in low hemoglobin levels, which carry oxygen to body tissues. This leads to symptoms like fatigue, weakness, and dizziness. Many multiple myeloma patients experience anemia, and it can develop even in those without it at diagnosis. Anemia treatment includes supplements and medications that boost red blood cell production and, in severe cases, blood transfusions.

Impaired immune function

A low white blood cell count weakens the body’s immune system, making it difficult to fight infections. This can lead to frequent infections and fatigue. Although multiple myeloma produces antibodies, they are ineffective. Cancerous plasma cells also replace healthy cells that produce functional antibodies. This weakened immune system makes individuals with multiple myeloma highly susceptible to infections, about 15 times more likely than those without the disease.

Kidney Failure

Multiple myeloma can cause too much M protein and calcium to build up in the blood and strain the kidneys. This can lead to kidney damage and failure. More than half of people with multiple myeloma experience kidney problems at some point. Many people with kidney disease don’t have any symptoms until the kidneys are severely damaged.

What causes multiple myeloma?

Healthcare providers and researchers are investigating the potential causes of multiple myeloma, considering several possible factors. Genetic mutations, such as changes in oncogenes (growth-promoting cells) and chromosomal abnormalities, have been linked to the development of multiple myeloma. Environmental factors, including exposure to radiation or chemicals like pesticides, fertilizer, or Agent Orange, may also be associated with the disease. Furthermore, inflammatory conditions, such as heart disease, Type 2 diabetes, and rheumatoid arthritis, might increase the risk. Obesity, including excess body fat, is another contributing factor that has been identified.

Diagnosis

Multiple myeloma is often diagnosed through blood tests.” These tests can detect M proteins produced by myeloma cells and beta-2-microglobulin. Blood tests also assess kidney function, blood cell counts, calcium, and uric acid levels. Also, urine tests can identify Bence-Jones proteins, which are M proteins found in urine.

Doctors may perform a bone marrow biopsy to obtain samples for analysis. Bone marrow includes both solid and liquid parts. Biopsies and aspirations are procedures used to collect tissue samples for myeloma diagnosis. A needle obtains solid tissue in a biopsy, while an aspiration draws liquid. These samples are taken from the hip bone and sent to a laboratory for testing. Tests are done to detect myeloma cells, and additional tests like FISH can identify genetic changes in the cell’s DNA.

Management of multiple myeloma

Treatment for multiple myeloma varies depending on symptoms and disease severity. Individuals with MGUS often require no treatment but are closely monitored, and if symptoms arise, a treatment plan is implemented.

Targeted therapy and immunotherapy are treatment options for multiple myeloma.” Targeted therapy uses drugs specifically targeting certain chemicals within cancer cells, destroying them. Immunotherapy helps the body’s immune system recognize and attack cancer cells, which can sometimes evade the immune system’s detection.

CAR-T cell therapy trains your immune cells to fight multiple myeloma by modifying T cells in a lab, equipping them with receptors to recognize and attack myeloma cells. A bone marrow transplant replaces damaged bone marrow with healthy cells. Strong chemotherapy kills the diseased marrow in treating multiple myeloma, and healthy stem cells are reintroduced to create new bone marrow. This is called an autologous transplant because it uses your cells.

Is multiple myeloma a fatal disease?

Yes. It has no cure. Treatment focuses on helping individuals live longer and maintain a good quality of life. Prolonged remission, a period without multiple myeloma symptoms or signs after treatment, is possible.

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HRM, also known as human resource management, studies the strategic process of how business organizations acquire, develop, manage, and motivate the workforce. There are various processes that a business engages in between attracting and motivating the already existing workforce.

The main focus of HRM includes;

1. Promoting employee safety and their overall well-being
2. Coordinating them, staffing, compensation, and employee development.

In the present decade, businesses are increasing their competitive advantage by investing in their people or human resources. Despite the contribution and influence of other business resources in business success, human resources is also equally important. In this case, human resource management offers insights on attracting, recruiting, using, and managing human resources to support the organization’s success.

As a result, the business can enjoy various benefits such as operations efficiency, workforce performance, and organization productivity. Suppose you want to attain the objectives of your organization. In that case, you need people with whom you can share the visions and missions of your organizations, how to attain them and hence work together in the desired direction.

Main activities within HRM

Training and development

During recruiting, the company always has a standard for the job candidates to meet to succeed in filling the available positions. Through having the desired experience level, the organization believes that the employees will display quality outputs. However, training and development are always necessary when handling;

1. A skilled
2. Semi-skilled
3. Unskilled workforce.

With the ever-changing business environment, training and development help improve employee skills and efficiency for improved workplace performance. When prompted by the human resource department, activities that result in employee training and development include conferences, mentorship programs, job shadowing, and pursuing further education.

Human resource planning

Planning is very important in human resource management. For instance, if you want to attract candidates to fill the available vacancies, what strategies will you use, what qualifications will you prioritize, and how will you attract and retain the talents?

Human resource planning helps ensure that business organizations are capable of meeting their goals and customer demands. It also enables an organization to maintain a qualified workforce, enhance risk and change management, optimize workforce costs, and increase competitiveness.

If you want to engage in human resource planning, the main steps to consider include workforce analysis, forecasting demand, gap analysis, and implementation and monitoring.

The two main types of human resource planning are soft and hard HR planning. Soft HR planning includes activities like ensuring employee well-being, development, and engagement. However, hard HR planning includes HRM aspects such as labor allocations, costs, and headcount.

Employee relations

Employee relations refer to the relationship between employer and employees and the employer-employee relationship. Human resource managers’ role is to support excellent and robust employee relations to support employee wellness. Positive employee relations support good interactions within the business, which contributes to a positive working environment.

Besides, employees benefit significantly when there are strong employee-employee and employee-employer ties due to the perceived respect and sense of belonging. Business organizations can support employee relations by encouraging a diverse and inclusive workforce.

The human resource department within organizations should enforce policies and support cultures whereby employees can have strong interpersonal relationships.

Have you heard of Heineken?

This is one of the top-rated companies that supports good employee relations. Among the approaches taken by the organization include close mentorship, whereby the senior leaders mentor the junior employees. Besides, the company has a diversity and inclusion program that aims to promote inclusion and employee empowerment in its different countries of operation.

Never underestimate the importance of promoting good employee relations. It has numerous benefits, including better employee engagement, improved work-life balance and workplace culture, increased motivation, confidence, and trust, boosted employee loyalty, and reduced workplace culture.

Performance management

Performance management is the continuous or ongoing communication between the HR managers and the employees that aims to drive the organization’s strategic objectives. The idea of performance management in organizations was to support all employees’ improved performance by constantly monitoring their group and individual performance.

Performance management has become critical in measuring employee performance and, hence, supports unbiased performance appraisal. Effective performance management should comprise five main steps and can also be a continuous cycle.

5 Performance Management Steps

Rewarding is always the climax of the process, whereby rewards are offered to the most deserving based on the performance analysis performed. To minimize potential disparities in performance management, an organization can use technology to support the process and also ensure transparency in communication.

If you use technology, a company can use performance management software to increase objectivity, transparency, and the ability to customize the process to meet the organization’s goals and needs. Generally, good performance management software should have diverse features such as a recognition tool, the ability to perform continuous performance evaluation, scheduling tools, 360-degree feedback, and tracking tools for project performance.

Recruitment and selection

If you are an organization or operate within an organization without an HR department, you are likely to suffer from an ineffective recruitment process. The HR department should have competent managers with profound knowledge of HRM processes, especially recruitment. Recruitment is the main activity that enables business organizations to attract and hire talent. That is why recruiting competent employees is always valuable to the organization.

Administration of benefits and compensations

Benefits and compensation are the techniques that organizations use to motivate employees and increase their job satisfaction levels. Compensation is defined chiefly as salaries and wages. However, benefits are additional offerings for the performing employees to encourage better performance. Hence, benefits can be pension plans, vacation time, and health insurance.

Most organizations are using benefits and compensation to attract top talents while minimizing turnover rates. Compensation and benefits can be monetary or non-monetary rewards, especially for good employee performance.

The human resource department does not only focus on paying employees wages and salaries as outlined in the employment contract. It can incorporate additional rewards, mainly on a performance basis. A business incorporating this practice into its organizational culture should at least develop an employee benefits and compensation plan outlining how the employees qualify, who qualifies, and how to process the claims.

HR personnel must be aware of changing trends in labor regulations and laws that may affect employee benefits and compensation.

If employees present exemplary performance, it can sometimes be an organization’s culture to appreciate them in diverse ways.

Example 1

Take the example of Apple. The consumer electronics industry provides offline and software services, with more than 160,000 employees. The company stands out when it comes to employee benefits and compensation. For instance, Apple gives employees time off and vacation, occupational accident insurance, disability insurance, commuting costs, retirement plans, tuition and self-improvement, gym credit, and supplemental life insurance.

Do you think such employees can quickly move from Apple to other companies without a better compensation and benefits plan?

That is why such approaches also improve employee retention rates, overcoming the challenge of high staff turnover.

Example 2

Another organization with over 7,000 employees from which you can learn how to offer benefits and compensation to your task force is Hubspot. The company offers its employees tuition reimbursement, employee stock purchase, parental benefits, mental health support, remote work options, unlimited holidays, nutrition and fitness programs, virtual staff events, and leadership and development opportunities.

There are more business organizations you can refer to when looking for tips on how best to develop a compensation and benefits plan for your employees, including unlimited access to Starbucks, Netflix, Adobe, Google, Microsoft, and Cisco.

Why should businesses invest in HRM?

HRM is an important management aspect within business organizations that focuses on employees. Hence, the main concern of the business department with HRM operations is the HR department. Employees have wide-ranging positive impacts on business success and performance. Awareness of how employees can promote improved business performance enables organizations to understand how to utilize the resources and exploit their full potential.

Let us now discuss some of the importance of HRM, which encourages businesses to integrate it into their operations;

Employee protection

Among the primary roles of HRM is promoting the well-being and safety of the employees. Employees face various risks or dangers may face while at work. The common ones are harassment, bullying, humiliation, and discrimination. In this case, the HRM responds by setting policies for any practices that affect employees’ safety and wellness. An example is how businesses, through the HR department, enforce anti-discrimination laws backed up by various anti-discrimination Acts.

Another way HRM protects employees is by supporting fair compensation and preventing, removing, or reducing workplace hazards.

However, an organization where employees constantly report claims of workplace discrimination seems to lack employee protection policies. Loopholes in HRM can also exist when there is a slow or no response to such employee complaints.

Example

Citi, a bank based in New York, is well-ranked for employee protection. Citi has deployed various initiatives based on employee equity and well-being to promote fairness in the workplace. The bank also promotes an inclusive environment characterized by transparent communication and employee commitment. For any employee who aims to further their education, Citi Bank also provides time for training.

Development of a productive workplace culture

A business’s productivity does not depend solely on the amount of physical resources. It also depends on the number and competence of its human resources and how best it can utilize the available resources to ensure improved organizational performance and success. Through effective HRM, a business can subject its employees to intensive training and development to help them acquire the necessary expertise for improved performance.

Apart from having talents, an organization should go the extra mile by enforcing a workplace culture of inclusivity and diversity. Encouraging teamwork or collaboration amongst the team is essential because it improves employee morale, increases workplace commitment, and increases performance.

Employee empowerment

In any organization, the HR department focuses on employee empowerment. Therefore, competent human resource managers help ensure they can identify employees’ weaknesses and subject them to necessary training. The training aims to empower the task force with the required skills.

Are you planning to have training and development programs for your employees?

There are many options to consider, such as on-the-job training, tuition reimbursement programs, internal mentorship programs, and career development programs.

Skills to consider when hiring HR manager

Employees play many roles within an organization, all of which have direct and indirect effects on the business. Therefore, an HR manager should be competent and knowledgeable to avoid bringing employees who can threaten the organization’s success and performance. Whenever you hire an HR manager, you expect them to be skilled in completing various roles such as;

1. Employee training and development.
2. Performance management
3. Overseeing compensation and benefits activities
4. Supporting employee development
5. Being in charge of employee recruitment, onboarding, and retention, among other roles.

For improved performance in such roles, the human resource manager should have skills in performance management, conflict resolution and management, improved compliance with the legal requirements, good communication skills, adaptability, analytical skills, strategic planning, and good knowledge of ethics and confidentiality.

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Assignment 1: Understand different perspectives on employment relations and how they influence the roles of people professionals and line managers.

1.1 Critically evaluate different perspectives on employment relations.

1. Give a brief description of employment relations

2. Different perspectives on employment relations

a. The pluralist perspective

b. The unitary perspective

c. The radical perspective

3. What do these perspectives constitute in relation to the employer and employee?

4. What is the role of the government in promoting these perspectives?

5. Critical evaluation

a. What are the advantages for each perspective?

b. What are the disadvantages for each perspective?

c. Among the three perspectives which is the most suitable for people practice professionals and line managers in organisations?

1.2 Contrast examples of cooperation and conflict within the employment relationship in different organisational contexts.

1. Describe organisational contexts — examples organisational structure, culture, size and leadership

2. Describe cooperation and conflict in employment relations

3. Examples of cooperation and conflict in the employment relationship in different organisational contexts

a. Cooperation examples

i. Workplace pressures — organisational structure context

ii. Employee, management and community/union engagement — organisational structure

b. Conflict examples

i. Employee resistance to change — leadership context

ii. Cultural misunderstanding — organisational culture context

c. What are the similarities and differences?

d. What are the implications for people practice professionals when managing employment relations in different organisational contexts?

1.3 Critically evaluate employer strategies towards trade unions and whether they are fit for purpose.

1. What is the role of trade unions in employment relations?

2. Employer strategies towards trade unions

a. Early involvement of trade unions

b. Respecting collective agreements

c. Effective communication with trade unions

3. Effectiveness of these strategies as fit for the purpose

1. To what extend are these strategies effective in promoting employment relations?

1.4 Review ways in which people professionals can foster positive employment relations at work.

1. Describe positive employment relations at work

a. What does it entail?

b. How is it manifested among employers and employees in the workplace?

2. Ways in which people professionals can foster positive employment relations at work

a. Develop an employee relations policy

b. Team-building events

c. Promote healthy work-life balance

d. Effective conflict resolution

3. How do these ways help foster positive employment relations at work?

4. What are the implications to people practice professionals in the organisation?

5. Counterargument — what are the negative effects of not fostering positive employment relations at work?

Task 2: Understand how external institutions can shape employment relations at organisational level.

2.1 Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations.

1. Globalisation

a. Give a brief description of globalisation

b. How does globalisation shape and transform employment relations within organisations?

i. Outsourcing

ii. Labour mobility

iii. Labour demand shifts

2. Other international influences on employment relations in organisations

a. International competition

i. Decentralisation of collective bargaining

ii. Individualisation of collective bargaining

iii. Individualised pay systems

iv. More contingent forms of employment

b. Convergence in employment systems

i. Centralised negotiations between employers, unions and, in some cases, the state

ii. A convergence on deregulated labour markets in the face of increased international competition

3. How have these influences shaped and transformed employment relations within organisations?

4. The implications of these international influences to people practice professionals when handling employment relations within organisations.

2.2 Review the practice of employment relations at organisation level, including how it is being shaped by short-term competitive pressures.

1. The practice of employment relations at organisational level

a. Give a brief overview

b. What does it involve/entail? Example:

i. Terms and conditions of employment

ii. Effective communication

iii. Employee rights, discipline, counseling, and development

c. What are the goals?

d. How does it benefit organisations?

2. Short-term competitive pressures shaping the practice of employment relations at organisational level.

a. Workforce management

b. Employee communication

c. Employee training needs

3. How do the short-term competitive pressures shape the practice of employment relations at organisational level.

a. Change of policies and strategies

b. Increase employee pressure for better performance

c. Need to maintain and enhance employee relations

4. What are the implications of these short-term pressures for people practice professionals when executing the role of employee relations in organisations?

2.3 Critically appraise the advice that external bodies can provide in order to help people professionals make appropriate decisions for their organisation.

1. External bodies influencing employment relations decision-making in organisations

a. Government/State agencies

b. Trade unions/employer associations

c. European Union institutions

d. Professional bodies

2. Advice that these external bodies can provide in order to help people professionals make appropriate decisions for their organisations.

a. Ask questions to translate a problem into an answerable question

b. Conduct a systematic search for evidence to base decisions

c. Ensure critical judgement on the trustworthiness and relevance of the evidence for decision-making.

d. Use all available evidence in decision-making

e. Assess the outcome of the decisions once they are made

3. What are the benefits of this advice to people professionals in proper decision-making?

a. Ensure decisions are made based on facts

b. The advice creates stronger body of knowledge for making trusted decision

c. Makes people professionals more serious in influencing others to adopt their decisions.

2.4 Analyse the changing nature of work in different parts of the economy.

1. The different parts of the economy

a. Production

b. Consumption

c. Exchange activities

2. The changing nature of work in the different parts of the economy

a. Globalisation

b. Technology

c. Job distribution

d. Work organisation

3. How does the changing nature of work impact the different parts of the economy?

a. Increased efficiency — new ways of production

b. Employment has been redefined -

c. Increased creative and service-oriented jobs — creation of new jobs, new skills being sought. For example, there is reduction in manual labor and low-skilled service jobs.

e. Engagement in more agile projects without limitation by location — expansion of work boundaries

4. What are the implications of these changes to people practice professionals when managing employment relations in their organisations?

a. How can they effectively respond to these changes in the nature of work to effectively manage employment relations in their organisations?

Assignment Activity 3: Understand how people professionals can work with employees and trade unions to sustain mutuality and voice.

3.1 Review evidence of external sources of advice that contribute to people management decisions, including which forms of voice are appropriate for different types of organisation.

1. Evidence of external sources of advice

a. Research — example: Peer reviewed research or scientific literature

b. Work-based research — example: Trial and error testing

c. Feedback from stakeholders — example: Clients, customers, organisation

d. Practitioner experience and expertise.

2. How does the evidence from external sources contribute to people management decisions?

a. decisions are made based on evidence that is

i. Available

ii. Current

iii. Valid

iv. Reliable

3. Different types of organisations

a. Matrix organisation

b. Divisional organisation

c. Flat organisation

4. Forms of voice appropriate for different types of organisations

a. Promotive voice — for matrix organisations. Example: Power and service as voices

b. Prohibitive voice — for divisional organisations. Example: Self-expression as a voice

c. Team voice — for flat organisations, Example: Relationship-building as a voice

5. The implications of evidence including forms of voice for people practice professionals in the effective management of employment relations in their organisations?

3.2 Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes.

1. Indirect voice in the organisation

a. Give a brief description

b. Forms of indirect voice in the organisation

i. Union representative

ii. Work councils

iii. Employee committee or representative — Example: Joint labour-management consultation committees, employee representation on company board of directors

c. How the different forms of indirect voice contribute to improved levels of organisational performance and employee outcomes

i. Organisational performance

Ø Better investment choices

Ø Efficiency in operations — example: through adoption of technology

Ø Corporate –level strategy

ii. Employee outcomes

Ø Increased productivity

Ø Encourage innovation — example: increased creativity and problem-solving skills

Ø Build trust towards the organisation

Ø Improved employee satisfaction

d. Counterargument: What are the negative effects to organisational performance and employee outcomes if indirect voice is not incorporated in the management of employment relations?

3.3 Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes.

1. Different forms of informal voice in the organisation

a. Employee-manager one-on-one conversations or co-worker one-on-one conversations

b. Water cooler chats

c. Emails

2. Different forms of direct voice in the organisation

a. Formal and structured channels for feedback — example: surveys, consultative committees and suggestion boxes.

b. Open-door policy — example: employees can speak directly to managers

c. One-on-One meetings with line managers

i. How do these forms of informal voice contribute to improved levels of organisational performance and employee outcomes?

Ø Organisational performance — greater achievement of performance goals, enhanced task productivity, high work performance systems for positive outcomes at the organisational level.

Ø Employee outcomes — improved morale, sense of control in the company activities, professionalism, and greater engagement in their work.

ii. Identify and explain the differences in how the different voices contribute to improved levels of organisational performance and employee outcomes.

iii. What are the implications to people practice professionals of the impact of understanding the different voices when managing employment relations?

iv. Counterargument: what are the negative effects of not considering informal and direct voice when managing or implementing employment relations in the organisation?

3.4 Evaluate how people analytics and research supports the fact that voice enhances both organisational performance and employee outcomes.

1. People analytics and Research

a. What do they entail?

i. Employee voice data

ii. Human resource (HR) Processes

b. How do they support the fact that voice enhances both organisational performance and employee outcomes?

i. The provide insights into employee behaviours and sentiments by

Ø Performance reviews, 360 feedback, and exit interviews

Ø The HR better understands employee needs and concerns

Ø Better decision-making — research develops problem-solving skills and creativity.

Ø Enhanced employee engagement

Ø Improved talent management — can identify skill gaps, and high-performing employees

2. Are people analytics and research effective in supporting the fact that voice enhances both organisational performance and employee outcomes?

a. If yes, how effective are they?

b. If no, provide reasons for the answer.

i. What is the alternative option to people analytics and research in supporting the fact that voice enhances both organisational performance and employee outcomes?

Learning Outcome 4: Understand how people professionals work with employees and trade unions to mitigate organisational risks.

4.1 Critically analyse the role of collective bargaining in determining pay and other contractual issues in organisations.

1. Collective bargaining

a. What does it entail? Example — the parties involved, process, goal, results.

b. Determination of pay and other contractual issues in organisations

i. How is it addressed in organisations?

ii. What are the things to consider during pay determination and other contractual issues in organisations?

c. What is the role of collective bargaining in determining pay and other contractual issues in organisations?

i. Establish fair wages

ii. Establish working conditions

iii. Create a collective agreement

iv. Regulate the relationship between employers and employees

v. Address employee issues and concerns

d. The strengths and weaknesses of collective bargaining in determining pay and other contractual issues in organisations.

4.2 Assess the impact of negotiations between employers and employee associations/trade unions aimed at problem resolution.

1. Negotiations between employers and employee associations/trade unions

i. How do we refer to these negotiations?

ii. What aspect are involved in these negotiations?

ii. Why are these negotiations important for organisations?

2. Impact of these negotiations aimed at problem resolution

i. Dispute prevention

Ø Pre-emptive dialogues

Ø Establish a clear framework

Ø Adoption of preventive measures

iii. Dispute resolution

Ø Dispute resolution procedures

Ø Dispute resolution services

a. Mediation and Conciliation

b. Arbitration

i. Voluntary

ii. Compulsory

3. What happens when negotiations for dispute resolution fail?

i. What happens to the parties?

ii. How is the dispute resolved?

In an organization, supply chain refers to the entire system of the process of producing and delivering a product, all the way from collecting the raw materials to availing the final product to the end users. The success of the supply chain relies on the contribution of different people and processes.

Each of the processes and the contribution of the involved parties is important since it influences the quality of the final product. That is why, for any defects in the final product, there must be a contributing factor between the sourcing of the raw materials and the production process. To minimize any potential challenges that can result in compromised product quality, some companies have quality assurance officers to monitor product quality at each production stage.

Supply chain models

If you discover that Google or Apple uses a specific supply chain model and becomes successful, don’t also use the same, expecting similar results or performance. There are different supply chain models. Therefore, investigate which of the models suits your business operations.

Let us look at a few supply chain models.

Agile model

An agile model in the supply chain supports efficient processes that can effectively respond to sudden changes in demand and supply. An organization that uses the agile model should train the employees to be flexible to changes to attain improved business outcomes.

Such organizations also ensure that employees have quick access to any information regarding the need for making adjustments in the company processes. Hence, good decisions can be made backed up with employee contributions, which impacts the positive outcomes of the implemented change.

The various types of agile methodologies include feature-driven development, Scrum, kanban, crystal, and the lean approach. The agile model makes businesses highly flexible to change. Therefore, it gives a business a competitive advantage by effectively responding to the changing business environment and consumer needs.

Example

An example of a business organization that relies on the agile model is PayPal. It uses explicitly Scrum mainly to improve product release times, improve organization, and ease bottlenecks. As a result, the company has recorded increased product offerings within a shorter period, enhanced employee alignment, and reduced bottlenecks.

Fast model

This supply chain model is highly used by organizations that want to increase their profits, increase customer satisfaction, and reduce delivery times. Such business organizations mainly specialize in the production of goods with short lifespan which requires frequent delivery to the end users. Just as the name ‘fast’ suggests, processes involved in the supply chain using the approach are quick. It is characterized by quick delivery and also quick respond to any changes in demand and supply.

Are you a manufacturer who frequently changes the product line? Choose a fast model for the best outcomes.

Lean model

The lean business model aims to promote constantly improving business operations and waste minimization. If there are some ineffective practices within the business operations, the model helps to highlight such practices. Adjusting the processes results in increased productivity and reduced waste and errors. Just-in-time is an example of an approach used under the lean model. It entails ordering only the required amount of raw materials to support the production process.

Six sigma model

The Six Sigma model is another critical approach that, when integrated into a supply chain, promotes operational efficiency and improved performance. An organization can choose the Six Sigma model for various motivations. The main benefit associated with the model is reducing defects and waste. However, the model also supports increased profitability of the business. Good examples of companies that benefit from the model include Pfizer and Microsoft.

The main phases of supply chain management

The process of supply chain management has five main phases, as discussed below.

Planning

When thinking of supply chain management, always begin with a plan. In this case, determine what you want to attain, how, and what to have to ensure the success of the process. That is why you will discover that most companies that have supply chain management tend to predict future organizational needs. The plan should ensure alignment with the manufacturing and consumer needs. Therefore, the business should consider all the raw materials required in each of the production stages. With innovation and advancement in technology, companies can conduct the planning of resources with the help of enterprise resource planning software.

Sourcing

During the planning stage, some of the raw materials identified by the organization need to be available for the production process. The business must identify reliable suppliers and build strong relationships with them. If the production process requires raw materials from totally different suppliers, the company should identify suppliers who will supply the necessary materials of the desired quality. If a company is committed to offering high-quality products, it must ensure that the suppliers selected can meet the manufacturing requirements by supplying high-quality raw materials.

Manufacturing

If you are a producer with the required raw materials, what next? The third step of supply chain management is manufacturing. It is a process characterized by the conversion of raw materials into a new product. Not every manufacturing process results in finished products. Some manufactured goods still need to undergo additional processes before they are ready for use or consumption. Some of the processes involved in the manufacturing phase include assembly, product testing, inspection, and packaging if the product is proven to meet the set expectations.

Businesses can make significant losses if the manufacturing stage includes a lot of waste. Therefore, always strive to minimize the amount of waste produced to increase the process’s productivity.

Delivery

During planning, you are likely to have a target for your goods. That is why, in manufacturing, you may customize the products to meet consumer needs.

Delivery is a process within supply chain management that enables goods to reach to the target customers. Which distribution channels do you use as a company? Are they effective? Do they deliver the products to the customers on time and in perfect condition?

Customers become more satisfied when they can access the required commodities in time.

Returns

Have you heard of reverse logistics? It is used in supply chains whenever customers return received products.

If a customer orders certain products, what can make them return them?

Reverse logistics can happen if the company delivers a defective product to the customer. Besides, if the product design fails to meet the customer expectations, reverse logistics can occur. Businesses should have a way of handling complaints from clients in case they return the products because of different reasons. Proper handling of the issue will minimize any potential negative word of mouth from the customer, which can impair the company’s reputation.

What challenges do companies experience in their supply chain?

When you see a final product has reached the end-users or target customers, don’t assume there have been no challenges in the production process. In a business that depends on a supply chain, expect to meet some of the challenges below.

First, there is the challenge of ever-increasing customer expectations. Though businesses try different ways to meet customers’ expectations, it has been difficult since expectations keep fluctuating. Hence, it forces businesses to constantly research consumer needs and expectations. Failure to understand the new expectations makes the produced goods less relevant to consumers.

Unsatisfied customers and business partners are another challenge. In the planning, production, and delivery processes, businesses aim to meet customers’ expectations. Despite undergoing the entire process and getting the final product, it is still possible to get complaints from dissatisfied clients. However, such complaints associated with dissatisfaction can help the business make necessary improvements.

Lack of transparency in the process can also result in challenges in the production process. For instance, dishonesty in communication and also concerning the quantity of supplied goods may affect the ability to provide the required volume of goods.

Another common challenge in the supply chain is the increase in waste. Any mishandled raw material or finished goods can be considered a reject or waste. An increased number of rejects becomes a loss to the business.

Businesses should understand such challenges and hence develop countermeasures. The measures will help boost the success and productivity of the supply chain.

Best practices to consider in the supply chain

Supply chain managers can embrace a number of approaches to ensure efficiency in the supply chain. For example, there can be an increase in the inventory velocity. In this case, the company should ensure demand equals supply. They should not produce too many products that outweigh the existing market demand.

Businesses can also rely on supply chain technology such as artificial intelligence, the Internet of Things, blockchain technology, demand forecasting, and warehouse robotics. Such technologies will help boost the profitability of the business, ensure faster shipping and delivery, hence minimizing delays within the supply chain, and promote improved supply chain planning, visibility, and transparency in the process while also ensuring cost reduction and operational efficiency.

Total quality management in the supply chain

In supply chains, total quality management is the continuous process of identifying and minimizing or preventing errors in the manufacturing process. The main aim of the process is to promote the quality of the end products. Companies may have various standards to meet in the manufacturing process to achieve the desired quality of outputs. Various principles guide total quality management.

Understanding the principles will support your successful implementation of the practice.

Such principles include;

Constant improvement

If you choose total quality management, you must monitor all processes and practices to identify possible areas of improvement. Improvement supports flexibility, especially when responding to ever-changing consumer expectations. It also ensures that better technologies are adopted or changes in some business processes for increased efficiency in the supply chain. As a result, the company can enjoy an increased competitive advantage.

Customer focus

Total quality management should be centered on consumer needs and expectations. Therefore, any changes or modifications in the production process should mainly suit the needs of the customers. Hence, a business should perform consumer research regularly to remain updated on the ever-changing customer needs.

Employees’ engagement

Employees play many roles in the supply chain. While an organization may set expectations or strategic plans about the quality of products and services it will offer, it must communicate these expectations to the employees. Clear communication ensures collaboration among employees and commitment to the set goals. Therefore, there will be reduced delays, waste, and confusion since the employees will understand what the organization expects from them in the supply chain.

Communication

The supply chain comprises different parties that cannot successfully operate without a sense of direction. Through communication, the supply chain manager will familiarize the team with the expectations, how to complete certain processes, and any changes to be executed.

Did you know that clear and effective communication improves employee morale? It also minimizes errors, which cause increased waste and defective products in the supply chain.

Reliance on total quality management enables businesses to become more flexible or adaptable to changes. It also reduces waste in the entire production process. Besides, it lowers production costs while increasing the chances of producing high-quality goods for customers.

Quality management at Toyota

Toyota is an automotive manufacturing company recognized widely for its innovation, reliability, and quality. The company’s attention to total quality management has significantly impacted its success. Toyota’s production system works to improve operational efficiency and ensure waste reduction. The company also uses the Just-in-time model, whereby it manufactures only what is required in the exact amount. As a result, it minimizes inventory costs.

The company also embraces the principle of total quality management and constant improvement. Toyota has made both major and minor improvements, which add to its innovative reputation.

Digital supply chain management

Advancements in technology have resulted in the digitization of operations within a supply chain. Some of the technology used are machine learning and artificial intelligence. Digital supply chains collect data at each step, which is used in data analytics and helps ensure informed decision-making that can result in the efficiency of the involved processes.

Digital supply chains have a wide range of benefits, including increased flexibility and personalization. However, employees within the organization should be receptive to the technology and receive the necessary training to ensure proper handling of it. The technology is affected by cybersecurity risk.

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Assignment Task 1: Understand the impact of the changing business environment on resourcing and talent management strategy and practice.

1.1 Analyse current developments impacting business environments and their significance for organisational resourcing and talent strategy and practice.

1. Explain the concept of business environment(s)

2. Three current developments impacting business environments

a. The aging society

b. Global environmental issues — example; pollution from industrial production

c. Valued-driven competition

i. How are these developments impacting business environments?

ii. Use examples in existing companies to explain the answers

2. Significance of the current developments impacting business environments for organisational resourcing and talent strategy and practice

a. Talent management has become a major focus for organisational direction for modern companies.

b. There increased competition for talent in organisations

c. Increased pay and benefits strategy to address recruitment challenges

d. Investing more in talent development programmes as a talent retention strategy

3. What are the implications for these developments to people practice professionals in organisations?

1.2 Evaluate the value of resourcing and talent management strategies.

1. Explain what it involves in resourcing and talent management strategies

2. The different resourcing and talent management strategies

a. Strategic workforce planning

b. Leadership development programs

c. Employee training and upskilling

d. Succession planning

c. Evaluation

i. How have they been used in existing companies — use examples to explain the answers

ii. What are their advantages?

iii. What are their disadvantages?

iv. Among these strategies, which is the most effective in resourcing and talent management?

1.3 Critically discuss potential future developments in the fields of resourcing and talent management.

1. What does the field of resourcing and talent management entail?

2. How has it been developing in the recent years?

i. Use statistics and examples to elaborate the answer

ii. How does this information inform developments in the future?

3. The potential future developments in the field of resourcing and talent management

i. AI-driven resourcing and talent management

ii. Increased adoption of remote and hybrid work models

iii. Skills-based hiring and development

4. Discuss the benefits and pitfalls for each potential future development

5. Among the three, which one carries more weight for adoption and emphasis by people practice professionals?

i. Use examples as applicable in the organisational context to explain the answer

1.4 Compare ways in which organisations build and maintain a positive reputation in key labour markets by offering compelling employee value propositions.

1. What does it entail to have a positive reputation in key labour markets?

2. Explain the concept of compelling employee value propositions

3. Two ways organisations build and maintain a positive reputation in key labour markets by offering compelling employee value propositions.

a. Creating a competitive employer brand

b. Using the employer of choice model

i. How is each approach used to create a competitive advantage for the organisation in key labour markets?

ii. Give the differences

4. What are the implications to people practice professionals when building and maintaining positive reputation in key labour markets?

Assignment Task 2: Understand organisational recruitment and selection strategies.

2.1 Research current developments in job analysis, job design and competency frameworks.

1. Job analysis

i. Explain the concept of job analysis in organisations

ii. The current developments in job analysis

a. Technology-driven

b. Competency-based

c. Use examples and statistics to support the answers

2. Job design

i. Explain the concept of job design in organisations

ii. The current developments in job design

a. Flatter organisational structure

b. Highly autonomous self-organising teams

c. Use examples and statistics to support the answers

3. Competency frameworks

i. Explain the concept of competency frameworks in organisations

ii. The current developments in competency frameworks

a. Use of emerging technologies

b. A shift to holistic evaluations

c. Use examples and statistics to support the answers

4. What are the implications of these current developments for people practice professionals in organisation?

2.2 Evaluate effective recruitment, selection and induction methods in organisations.

1. Effective recruitment methods in organisations

a. Recruitment agencies

b. Job postings

c. Evaluation: What are the strengths and weaknesses?

2. Effective selection methods in organisations

a. Situational judgement test

b. Assessment centre

c. Evaluation: What are the strengths and weaknesses?

3. Effective induction methods in organisations

a. Online induction

b. Face-to-face induction

c. Evaluation: What are the strengths and weaknesses?

2.3 Analyse the use of technologies to improve:

2.3.1 Attraction

i. Reach of talent acquisition beyond geographical boundaries

a. Text applications attract more candidates

b. AI-assisted job descriptions facilitate faster hiring

2.3.2 Selection

i. Automate resume screening

ii. Conduct initial candidate assessments — eg using interview scheduling to coordinate multiple participants’ schedules automatically

iii. Quickly analyse large volumes of applications

2.3.3 Induction

i. Better candidate engagement through;

a. Personalised communication

b. Interactive platforms

Assignment Activity 3: Understand the importance of succession planning to support sustainable organisational performance.

3.1 Evaluate long- and short-term talent planning approaches to meet organisational demand.

1. Explain the concept of talent planning approaches to meet organisational demand

2. Long-term talent planning approaches to meet organisational demand

a. Partnering with universities

b. Succession planning

c. Evaluation

i. Their strengths and weaknesses

ii. Among the two approaches which is more effective in talent planning to meet organisational demand

3. Short-term talent planning approaches to meet organisational demand

a. Hire temporary staff/Short-term hiring

b. Proactive talent acquisition

c. Evaluation

i. Their strengths and weaknesses

ii. Among the two approaches which is more effective in talent planning to meet organisational demand

4. What are the implications of these approaches to people practice professionals in organisations? Use examples to explain the answer.

3.2 Analyse a range of analytics to determine talent planning and retention strategies.

i. Analytics to determine talent planning strategies

a. Sourcing data — example use of job boards and applicant tracking systems

b. Employee data — including employee attrition rates and employee engagement

c. Recruitment data

ii. Analytics to determine retention strategies

a. Revenue per employee

b. Turnover rate — voluntary and involuntary

c. Time to hire

iii. What are the strengths and weaknesses of these strategies?

iv. The implications of these strategies to people practice professionals in organisations.

3.3 Justify measures designed to reduce voluntary employee turnover.

1. What is voluntary employee turnover?

2. Measures to reduce voluntary employee turnover

a. Strategic employee reward and recognition

b. Offering healthy and flexible work-life balance

c. Creating opportunities for growth and development

3. Justification

a. The importance of these measures in reducing voluntary employee turnover

b. The strengths and weaknesses of these measures

4. What are the implications of these measures to people practice professionals in reducing voluntary turnover in organisations?

Learning Outcome 4: Understand approaches to improving individual and team performance.

4.1 Discuss the strengths and weaknesses of different approaches to manage and enhance employee performance.

1. What is employee performance?

2. Approaches to managing and enhancing employee performance

a. Employee benchmarking to develop a baseline

b. Analysing performance metrics

c. Targeted communication

3. Strengths and weaknesses of each approach

4. Which approach is the most effective in managing and enhancing employee performance?

4.2 Evaluate the use of technology to monitor individual and team performance.

1. Explain individual and team performance

2. Ways in which technology is used to monitor individual and team performance

i. Set SMART goals using online tools

ii. Automate tasks and track progress

ii. Acquire accurate data on individual and team performance

3. How effective are these uses of technology effective in monitoring individual and team performance?

4. How does that inform people practice professionals when monitoring individual and team performance?

i. Use practical examples as they apply in the organisational context to explain the answers

4.3 Discuss management strategies for attendance and underperforming staff in organisations.

1. Management Strategies for attendance and underperforming staff in organisations

a. Setting a staff management policy

b. Putting in place preventive measures

c. Rewarding attendance and performing staff

i. What are their strengths and weakness?

ii. How effective are these strategies in managing attendance and underperforming staff in organisations?

iii. How have they been applied in existing companies? Give examples to explain the answer

4.4 Critically discuss the legal, ethical and professional lens in relation to retirement, redundancy and dismissal practices.

1. The legal lens in relation to retirement, redundancy and dismissal practices

a. Mandatory retirement age

b. Notice requirement for redundancy and dismissal

c. Severance pay for redundancy

d. Individual and collective redundancy

e. Dismissal procedure

f. Employer responsibilities and employee rights

2. The ethical lens in relation to retirement, redundancy and dismissal practices

a. Equality law

b. Protected characteristics

c. Unlawful discrimination and victimisation

d. Legal consultation

e. Fairness and transparency

f. Provide reference

3. The professional lens in relation to retirement, redundancy and dismissal practices

a. Plan and handle retirement, redundancy and dismissal carefully

b. Plan labour requirements carefully

c. Follow the standard procedure for retirement, redundancy an dismissal

4. Critical analysis

i. Which lens carries more weight in providing the most effective retirement, redundancy and dismissal practices?

ii. What are the implications to people practice professionals in organisations?

Leadership refers to a collection of behaviors and mindsets that directs people in a certain direction and allows them to operate collectively to attain shared goals and also respond to any emerging changes. The ‘leadership’ definition can be challenging but defining a ‘leader’ can be easy. From the definition of leadership, there must be a person to lead others. For effective giving of direction, one must have certain attributes.

Besides, from the definition, the directed group of people must have a purpose to achieve, whereby the leader determines how best to lead the group. That is why, leadership is the collection of various elements. Business organizations and also small teams require leaders. Both formal and informal social groups also require leaders to ensure a sense of focus and increased chances of attaining certain goals.

The topic of leadership is broad and entails many aspects, such as the importance, benefits, types, and theories of leadership. Various leadership styles exist and examples of leaders for people to emulate. Leadership is never easy, as many may think, but it comprises various challenges that, with competent leadership skills, one can easily overcome or address the challenges effectively.

Challenges experienced in leadership

While leading a team of people, always expect to experience challenges however much you have the best leadership traits. The people you lead differ; that is why you should be ready to experience challenges. However, good leadership can prepare you adequately to confront or overcome such challenges and ensure good performance of the team.

Now, let’s take a look at the various challenges leaders experience and ways of dealing with them;

Motivating and inspiring team members

Anytime you are appointed as a leader, the team members automatically look upon you as their source of inspiration and motivation. There are activities within an organization whereby employees feel overwhelmed and require encouragement to press on. Lack of motivation easily affects their performance.

Hence, a leader should be close to the team members, understand their challenges, motivate them, and give them suggestions that will help them navigate through the challenges.

History reveals today that the best leaders who existed years ago and were known to be good motivators and inspirations to the people were Mahatma Gandhi, Nelson Mandela, and Abraham Lincoln. Let’s take Abraham Lincoln as an example.

Lincoln’s leadership, especially while serving as the U.S. president, had a great impact on the country. As a leader, Abraham Lincoln had various leadership traits, such as excellent social skills, high emotional intelligence, good communication, empathy, and vulnerability through being accountable for mistakes.

Generally, a combination of the traits successfully helped Lincoln to be a good motivator and inspirer to the people. In case of facing the challenge of inspiring a team, refer to such leaders to understand how they succeeded in the role.

Communication challenges

It is possible to wonder how a leader can experience communication challenges, yet good communication is among the traits that a leader should have.

Well!

Despite being a good communicator, a leader will face communication challenges. Some team members may be slow to understand or still complain about the leader’s communication-related concerns.

That is why it is alwys recommendable for a leader to use different communication channels to ensure the target message reaches the team members. Besides, the message should be simple and easy to understand to minimize any potential confusion.

A leader should encourage feedback to determine whether communication was effective or ineffective and, hence, how to improve.

In world history, some of the outstanding leaders celebrated for being good communicators include Oprah Winfrey, Martin Luther King Jr., Winston Churchill, Ronald Reagan, Barack Obama, and Bill Clinton.

Such leaders were good orators with the best communication skills based on how they articulated their vision clearly, inspired their followers, and empowered them in diverse ways.

Crisis management

Leaders face various crises that require high problem-solving skills and decision-making. However, whenever a crisis happens and is not resolved effectively, it can be chaotic for the organization and cause adverse outcomes. Some of the crises that require prompt resolution include conflict of interest, technology disasters such as malevolence and cybercrime crises, and natural and accidental disasters.

Whenever any form of crisis happens, a good leader should develop a crisis management plan.

Various leadership styles, such as laissez-faire, transformational, participative, and authoritarian, are effective in crisis management.

Promoting teamwork

At times, getting an organized team is very challenging. For instance, there are team members who will always.

Not all leaders are competent in delegating tasks and motivating collaboration within a team. Therefore, some leaders struggle to coordinate team members to be united and work towards attaining the desired goal.

In most cases, resistance from part of the members results in delays in attaining the goals and also increased complaints from other members, which may result in reduced teamwork.

However, a leader should understand the techniques to use to encourage teamwork, such as developing clear goals and communicating them to the team members, being supportive and creating a supportive environment, building trust, creating platforms for the team members to bond, and also leading as a role model.

Leadership theories

How do people become leaders? Can anybody become a leader? If leaders are born, if not born a leader, can I ever lead or become an effective leader?

It is possible to have many questions about leadership. However, some of them have answers based on various leadership theories.

Stay tuned, and learn the different leadership theories that exist.

Transformational leadership theory

Have you heard about Reed Hastings, Elon Musk, or Steve Jobs?

These are leaders who will mostly be mentioned when discussing transformational leadership.

The transformational leadership theory discusses transformational leadership and how such leaders help to inspire positive change among followers. To achieve the desired change, transformational leaders must have various traits, such as being passionate, enthusiastic, and energetic. When operating with such a leader, they will always be concerned about the growth and well-being of each follower to ensure they all succeed.

A leader should be a good communicator. A transformational leader is an effective leader based on how they communicates the goals and vision of the group clearly and encourages teamwork to ensure goal attainment.

Being a transformational leader requires cultivating confidence among followers, promoting growth and development, and winning their loyalty.

Transformational leaders thrive on four main principles: individualized consideration, intellectual stimulation, idealized influence, and inspirational motivation.

And how can your followers confirm that, indeed, you are a transformational leader?

Several traits of transformational leaders include being inspirational, creative, genuine, authentic, supportive, adaptable, with active listening skills, problem solvers, risk takers, and accountable.

Such traits enable the leader to lead the group towards attaining a desired change. Elon Musk qualifies as a transformational leader based on his thinking of alternative ways of handling issues and his support of constant improvement for better outcomes.

Great man theory

Have you heard the saying, ‘Great leaders are born’? This statement is associated with the Great Man theory, which suggests that some people are naturally born with leadership traits and can perfectly lead without any prior training or experience in the position.

Back on the statement, it means that other leaders who may not display exceptional leadership competence are made. The process of making a leader includes mentorship, training, and coaching.

In this case, the examples of the Great Leaders who were naturally born leaders include Alexander the Great, Mahatma Gandhi, Abraham Lincoln, and Julius Caesar.

Take a look at Mahatma Gandhi.

Mahatma Gandhi was an Indian political and spiritual leader known for being visionary, resilient, and wise. To his followers, he was a source of inspiration. While India was still under colonial rule, Mahatma Gandhi encouraged the people to persist until they attained independence from colonial rule.

Situational leadership theory

If you are a competent transformational leader, do you still need to embrace situational leadership?

While you can argue whether overlapping leadership traits are necessary, you will confirm that a leader requires a wide range of traits and approaches when leading people. That is why even a great leader naturally born, as outlined by the Great Man theory, requires being highly adaptable and hence operating as a situational leader at some point.

The situational leadership theory reveals that no one approach remains effective or appropriate for leading people.

When interacting with team members, a situational leader should easily change their tactics, such as using the delegative, participative, selling, or telling approach.

The use of approaches differs depending on the leader’s maturity level. Some categories of maturity levels include low, medium, and high maturity. In this case, low-maturity leaders are required to use a ‘telling’ approach, while those of medium maturity can either use the selling or participating technique. Lastly, the high maturity level should handle teams through delegating.

According to the situational leadership theory, the measure of the best or greatest leader is a leader who is highly adaptable to the prevailing situation.

The contingency leadership theory

The contingency leadership theory states that a great or successful leader should not rely on their abilities to lead a team. However, the success of a leader depends on a combination of factors. The theory also recognizes the existence of different variables of leadership, such as environment, organization, followers, and leader.

In this case, a leader plays an important role. A leader must possess various character traits that influence their behavior and improve their ability to influence the team they should lead.

Besides, followers also define a leader’s competency levels. For instance, a leader who can successfully persuade the followers into a certain direction or attainment of certain goals is considered a great leader. However, effectiveness may vary from one role to another.

Though a leader can be considered great in one organization, they are likely to be considered incompetent in another organization.

Then, what makes the difference?

In this case, you discover that an organization also influences a person’s leadership. For instance, the nature of involved tasks and the organization’s values and beliefs may influence the behavior and motivation of the teams and hence affect how the leader should behave to attain success and influence.

Lastly, the business environment also affects the leadership types within an organization. In most cases, the external business environment, which is beyond the control of a leader, requires the leader to be flexible, such as using a situational leadership style to thrive and be productive.

Trait theory

From the name ‘trait,’ the trait leadership theory suggests that a great leader is one born with certain personality traits, which result in the development of consistent behavioral patterns. It is closely related to the Great Man theory, which suggests that a great leader is born and not made. The main assumptions of the theory are people are born with leadership traits; leadership patterns remain the same in different situations, and specific traits result in the development of specific behavioral patterns.

Why choose us?

Leadership is a wide topic covering multiple aspects. It is never easy to get competent leaders. However, an incompetent leader today is likely to be a competent leader through making and also by learning from experience.

An effective leader should be open-minded, ready to learn, and ensure continuous improvement. While undertaking a leadership course, be ready to handle leadership homework as you learn newer concepts. Some of the leadership homework questions can be hard to handle but through our leadership Assignment help, be sure to navigate successfully.

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