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UTS CRICOS 00099F

21887 People Analytics

Assessment Task 2 Workplace Related Data Analytics Project

Step 1: Strategy Map • Identify a company upon which to focus

• Clearly define business strategy; present the information visually

o Some organisations substitute their mission and vision for their purpose.

o Look for how a company communicates its why, what, and how they are creating value and impact. o Purpose acts as a guide. The purpose statement articulates why an organisation does what it does, why it exists,

and why it serves a higher purpose (its cause).

o Mission acts to drive the organisation. The mission statement details how the purpose is accomplished.

o Vision is where a company aspires to be. A vision statement details what an organisation aims to achieve in the future, the results it reaches for, the measurable impact it wants to make.

o Impact is what matters: What are the strategic goals that align the purpose, and what are the measurable results of achieving your vision?

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Step 1: Strategy Map

Mission

Create groundbreaking sports innovations, make our products sustainably, build a creative and diverse global team, and make a positive impact in communities where we live and work.

Vision

Bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete.

Objectives

Unleash human potential Transform manufacturing

Minimize environmental footprint

Step 2: Identify HR deliverables (outcomes)

• Identify HR deliverables from a strategy map and develop a HR strategy map, that links

back to organisational map.

• Your map should allow anyone to understand HR's goals and deliverables in terms of

corporate strategy and to understand how the HR team intends to measure HR's

deliverables.

• Your aim is to present HR as more than just an administrative function but instead as a

critical asset to the company.

• Focus on a single deliverable and flesh out that deliverable.

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Step 2: Identify HR deliverables

Mission

Create groundbreaking sports innovations, make our products sustainably, build a creative and diverse global team, and make a positive impact in communities where we live and work.

Vision

Bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete.

Objectives

Unleash human potential Transform manufacturing

Minimize environmental footprint

Desired HR Deliverables

Create an inclusive culture Have a diverse, engaged, and healthy workforce

A fair and equitable compensation and benefits programs

Step 3: Creation of HR Architecture • Explain how your HR architecture (policies, processes, and practices) will align, to allow HR

to deliver on your identified deliverable.

• For example:

If the company was committed to providing a positive, healthy staff experience it may develop a health and wellbeing policy in order to formally convey the value the organisation places on the health and wellbeing of its staff and states program intentions.

Key to increasing health and wellbeing (the process) will be getting active engagement of management and employees, commitment to tailored, equitable and appropriately resourced actions and a long-term focus on achieving employee health and wellbeing.

This will be achieved through a range of wellbeing practices that span the physical, mental and general health areas.

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Step 3: Creation of HR Architecture

Practices could include various initiatives, including:

Physical Health • Regular breaks • 10,000 Steps Challenge • Subsidized gym/fitness club

membership

• Free yoga classes

Mental Health • Breakout spaces • Resilience training • Communicating effectively

workshop

• Mindfulness classes • Understanding Mental Health

General Health • Healthy Eating & Cooking

Demonstrations

• Heart Foundation Seminar • Skin cancer prevention staff

wellbeing seminar • Goodnights Sleep Seminar

Lepak, D. P., & Snell, S. A. 1999. The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24: 31-48.

Lepak, D.P., & Snell, S.A. 2002. Examining the human resource architecture: The relationship among human capital, employment, and human resource configurations, Journal of Management, 28: 517-543.

Step 4: Aligning HR systems

• Explain how the HR architecture (policies, processes, and practices) for your identified deliverable would align (horizontal alignment) with other pieces of HR architecture to reinforce each other.

• For example:

Create an inclusive culture

A fair and equitable compensation and benefits programs

Martinson, B. and De Leon, J. (2018), "Testing horizontal and vertical alignment of HR practices designed to achieve strategic organizational goals", Journal of Organizational Effectiveness: People and Performance, Vol. 5 No. 2, pp. 158-181.

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Step 5: Develop the HR Scorecard

HR Contribution Critical Success Factors Key Performance Indicator

Attract and develop an increasingly diverse, engaged, and healthy workforce.

• Invest in our employees through growth and development and wellbeing initiatives

• Reduce voluntary turnover attributed to lack of career progression/ opportunity this year.

• Improvement in employee wellness scores between 2019 survey results and 2021 results

• Increase the direct training and development investment in each individual employee this year.

• Boost individual employee participation in wellbeing events over 12 months.

• Departments to have at least a third of their staff participating in wellbeing programs each year.

HAVE A DIVERSE, ENGAGED, AND HEALTHY WORKFORCE

Step 6: Metrics, Measures, Scores & Targets

• Explain the metrics and measures behind the KPIs

HR Contribution Critical Success Factors

Key Performance Indicator

Metric Measure Score Target

Attract and develop an increasingly diverse, engaged, and healthy workforce.

• Invest in our employees through growth and development and wellbeing initiatives

• Reduce voluntary turnover attributed to lack of career progression/ opportunity this year.

• The percentage of employee’s who attribute their primary reason for voluntary turnover to lack of career progression/ opportunity

• Exit interview question “Why are you leaving?”

36% <10%

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Writing the Report

• Title page

• Executive summary

• Table of contents

• Introduction

• Body (covering the steps outline)

• Conclusions

• References

• Appendices (if used)

• Your language should be formal, professional and concise • Avoid emotional language and jargon • Begin each major section on a new page • Use headings, sub-headings and/or numbering to make each

section clear

• Include plenty of white space to make your report look professional and easy to read

• Bullet points, graphs and tables will be helpful to make key points stand out

• Use either APA or Harvard UTS Referencing systems • See the UTS Business School Writing Guide • Word length maximum 2,000 words

Structure Tips

Due Date

Please upload your report before Monday 5th October at 23:59 pm

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