Human Resource Management Solution

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AssessmentBrief.docx

Assessment Brief

Most importance: Assessments must be submitted via Turnitin, and the similarity must below 10%.

The original report is the most important.

The report structure must follow the Marking Rubric at the end of this assessment brief (in the attachments)

Case scenario - Work-life-balance and well-being in a professional services firm

CWP Services is a professional services firm that provides change management and HR consulting services to organizations, across a range of business sectors. CWP Services currently employs 13,500 staff, across Europe; 65% of the workforce is male and 35% female.

One of the firm’s diversity management goals is to increase the percentage of female employees, especially those working in senior roles. However as with other professional service firms the nature of the work - client-focused, long hours working, often working away from home - is making it difficult for the organization to achieve this particular diversity goal.

Whilst in the past the firm has not found it difficult to attract and retain key talent, the organization has started to notice that the number of both young male and female applicants has started to decline. In addition, the number of staff leaving after 3 - 5 years with the firm has started to increase, particularly amongst those aged 35-45.

Results from the latest employee survey indicate that:

· Only 40% of staff is satisfied with their work-life balance. The survey results indicate that female employees and those working with International clients are the most dis-satisfied.

· Only 50% of staff feel that their manager is supportive when they raise personal issues relating to work-life-balance.

· Only 40% of staff feels that the range of flexible work options is sufficient to meet their changing needs.

· Staff that have opted for flexible working feel that their career has plateaued.

The senior partners of the firm have expressed concern about the latest employee survey results, as well as other key HR metrics. As the Director of HR for UK, Europe and the Middle East, you have been tasked with identifying what changes the firm could make to its flexible working and work-life-balance policies and procedures to address the concerns of staff, whilst at the same time providing a high level of service to clients.

You need to do: According to the case scenario, you need to recommend and justify one key solutions for the key issues.

Proposed solutions (ABOUT 600 WORDS)

In this section you need to recommend and justify one key solutions for the key issues set out in your introduction.

For recommendation, state clearly what the recommendation is. Then use a combination of academic sources, practitioner sources, and other case examples to support your recommendation. Remember managers will pay more attention to HR’s recommendations if these are supported with good evidence. For example, if you are looking at International expansion and resourcing in a technology-focused organization then look for comparable organizational examples. Who are the other well-respected technology companies that you could include. Try and find out how they dealt with International resourcing as they expanded.

Don’t write (i)Improving work-life-balance, (ii)Improving managers Leadership skills, (iii)Improving Employee Voice/ Communication.

Remember to need a new solution

Referencing

You MUST use the Harvard System

Individual Report Marking Rubric

Mark range

100

Exemplary

85

Excellent

75

Very Good

65

Good

55

Competent

45

Weak

35

Marginal Fail

20

Fail

Proposed solutions to address key issues in organizational case: clear recommendations, with relevant supporting evidence to justify these (40%)

Extremely clear and relevant recommendations, supported with a wide range of academic/practitioner sources, or comparable case example. Extremely clear evidence of wider research.

Very clear and relevant recommendations, supported with a good range of academic/practitioner sources, or comparable case example. Clear evidence of wider research.

Clear and relevant recommendations, supported with a good range of academic/practitioner sources, or comparable case example. Evidence of wider research.

Relevant recommendations, supported with a good range of academic/practitioner sources, or comparable case example. Evidence of wider research, but over-reliance on other cases, than case one type.

Relevant recommendations but supporting evidence limited. Over reliance on a particular type of resource e.g. practitioner sources, or supporting case example(9) not from comparable sector.

Recommendations not well thought out – unrealistic , or do not reflect the key issues in the case. Supporting evidence limited.

Recommendations not well thought out – unrealistic , or do not reflect the key issues in the case. Supporting evidence very limited.

Recommendations clearly not well thought out – unrealistic , or do not reflect the key issues in the case. Lack of supporting evidence.

Sample: Improving Employee Voice/ Communication (Don’t copy)

Fiona the case scenario a common factor between majorities of the issues CPS is currently challenged with is the lack of effective communication. There is a cleat' notion in business that communication plays a vital idle in the success of an organization. Constantin et al, (2014) suggests that internal communication is the foundation on which organisation culture thrives. Therefore. By improving internal communication within CPS through clarifying communication channels. This will create an organized workforce where employees can finely shale their issues to designated people. In doing so, employee issues are more likely to be revolved in the short term as this structure bypasses individuals such as team leaders that may not be in the position to deal with issues of WLB.

Clarifying these channels could be communicated to the workforce by cheating a hierarchical diagram of the different departments in the organisation anti bullet point key functions that they cover. This diagram can be placed in employee lounge area at work, on the company's intranet page and in welcome package tor new employees. Slaving this transparent system may result in employees feeling more supportive. Additionally. The use of this stricture will make it easier for CPS to spot fiends on what form of WLB employees demand. This is because the information is going to specific people who can make a record of it rather than the numerous amounts of managers who manage a workforce totalled at 13,000 employees.

ACAI (2014) reported that communication is key to employee engagement. This is particularly, relevant to CPS employees who work off site and internationally, as it is essential to keep them informed so that they can remain engaged. Consequently, mitigating the glowing concern of retaining key talents. Similar' ta CPS, Amp (cited in personnel today, 2015) offered employees a range of flexible work options initially but adjust this based on employee demand. Thus. Suggesting that offering employees options that are not deemed favourable to them will be an ineffective use of resources. T1lei'ecole, it is recommended that CPS conduct further research specifically querying employees on what kind of WLB options they desire. In doing so. CPS will not only save on time and finance spent on unwanted options but also increase employee satisfaction and retention.

However, it is advised that CPS should conduct this research electronically due to the size of the workforce and Riot that some employees walk on client sites. As a result, data can be collected faster and the ability to include all members of staff becomes more probable.

GIRD (2016) stated that the effectiveness of employee voice depends on the organization recognizing the importance of this, as it has the potential to contribute to high performance. Thus, possibly increasing the company's competitive advantage. In light of this, using employee survey as a means to collate information on employee's opinions of work related issues are ineffective if the same problems persist. Therefore, it is recommended that the data collected must directly be used as the reasons to why certain change is made.

The survey shows that people who walk on client sites are the most unsatisfied employees. It is probably that this because they spend lengthy periods of time away from their family possibly in another country. As a result, a conflict between walk and family life arise which leads an employee to feel overwhelmed and consequently unsatisfied. On this bases it is recommended that CPS implements policy that put a limit on the amount of off-site jobs an employee can take per year. Doing this will be of benefit to both CPS and the employees as staff walking off site will be more productive due to the knowledge that they may not have to do this mole than a specific amount of time per year.

Moreover, as CPS is a service-based organisation, an alternative to the policy recommendation for employees working on site, is that they could introduce homeworking opportunities. This is quickly becoming very popular' in the world of work as employees are aiming to provide reasonable adjustments to satisfy employee needs (ACAI. 2013). This option will allow employees to spend more time with then' family whilst carrying out their job from the comfort of their own home. CPS can be reassured that the advancements made in technology ale sufficient to giant some employees the ability to work from home. However, this extent to which this will be effective for CPS will depend on how closely they monitor employee efficiency. This is because failure to be productive at the required late will cause CPS to suffer loss as employees may have performed better oil site.