3CO02 Task 2 Assignment Example
- October 4, 2023
- Posted by: admin
- Category: CIPD Level 3
Table of Contents
AC 1.4 Presentation of Age as a percentage of the total for departments C and D
|Total in each department||16 -25||26 – 35||36 – 45||46 – 55||56 – 65||66 – 75||76 – 80|
|Age range as a percentage of the total||18.6%||6.9%||18.6%||15.6 %||29.6 %||9.8 %||0.5 %|
|Age range as a percentage of the total||0||2.22%||44.4%||10%||22.2%||61%||0|
AC1.5 Presentation of findings in diagrammatic forms for ease of understanding, analysis for findings, issues that may be revealed and their potential solutions.
Findings in Department D
The chart is a representation of age range as a percentage of the total for department D. the data shows that a significant percentage of employees (61%) in this department are in the age range of 66-75 years. In addition, the second age range with the highest number of employees is 36-45 which has 44.4%. Employees aged between 56-65 account for 22.2% of the total workforce while 46-55 account for 10% notably, department D has no employee aged between 16-25 years.
Findings in Department C
The above chart represents the Age range as a percentage of the total for Department C. The Data shows that the age range that has the highest number of employees is 56-65 which has 29.6%. The second age range with the highest percentage is 36-45 and 16-25 which have 18.6% each. The age range between 26-35 has 6.9% while 46-55 has 15.6%. the age range between 66-75% has 9.6% while 76-80 has 0.5%.
Analysis and issues revealed and solutions
A review of data in department D shows that the organisation has a high percentage of employees (61%) between the ages of 66-75. This indicates that the largest percentage of the workforce in this department is approaching retirement. As a result, the organisation needs to implement a retirement and succession plan and strategies for facilitating knowledge transfer from the elder employees to younger employees. In addition, people professionals could discuss with the senior employees the possibility of participating in mentorship and coaching of younger employees. in addition, training and development strategies could be implemented to support junior employees in preparation to ascend to top leadership positions.
In addition, the department has no employees who are aged between 16-25 and employees aged 26-35 only represent 2.22% of the total workforce. This could indicate that the department lacks sufficient rewards and benefits to attract younger employees. as a result, the department should provide rewards and benefits such as flexible working opportunities to attract generation Z and millennial employees (Conerly, 2019).
In addition, it is prudent for the organisation to reconsider its recruitment strategy to attract younger employees. They could achieve this by leveraging technology to advertise and recruit employees. For instance, jobs could advertise on social media and other online professional organisations. in addition, the department could organise career fairs to interact and market themselves to younger employees.
Department C has the highest workforce at 172. In addition, the data shows that the department has an active workforce who are aged between 16-55 years representing the largest percentage of the workforce. As a result, the department needs to implement strategies for maximising the productivity of employees. This could include offering rewards such as performance bonuses, increase in pay, health insurance, and paid time off (Gardner, 2021).
Similarly, the department must offer work-life balance to the employees to promote retention. Such plans include remote working options that ensure they become satisfied and committed to their work. Moreover, for senior employees aged between 56-65. The department must implement retirement plans. These may include pension plans and policies to facilitate the transfer of knowledge to junior employees.
Conerly, B. (2019, January 14). Hiring young workers who want work-life balance: What’s an employer to do? Forbes. Retrieved November 16, 2022, from https://www.forbes.com/sites/billconerly/2019/01/12/hiring-young-workers-who-want-work-life-balance-whats-an-employer-to-do/Gardner, R. (2021, December 8). What is a total rewards strategy? A practical guide. AIHR. Retrieved November 16, 2022, from https://www.aihr.com/blog/total-rewards-strategy/
What is the primary purpose of task 2 in 3CO02?
Task 2 in 3CO02 is designed to assess your ability to analyze data and apply evidence-based practices to inform decision-making within an organizational context. It helps evaluate your skills in translating data into actionable insights
How should I structure my response for task 2?
A well-structured response for task 2 typically includes an introduction, an analysis of the data, examples of evidence-based practices, a discussion of how these practices inform principled judgments, and a conclusion. This structure ensures clarity and coherence in your response.
Can you provide examples of evidence-based practices suitable for analysis in this task?
Certainly. Examples of evidence-based practices that can be analyzed in task 2 include:
1. Implementing a performance feedback system based on empirical research to enhance employee productivity.
2. Using market research data to develop targeted marketing strategies.
3. Adopting best practices in supply chain management to optimize operational efficiency.
What criteria should I consider when evaluating the effectiveness of evidence-based practices in this task?
When assessing the effectiveness of evidence-based practices, you should consider factors such as:
1. The relevance and applicability of the practice to the specific organizational context.
2. The quality and credibility of the evidence supporting the practice.
3. The potential impact of implementing the practice on organizational goals and outcomes.
How can I demonstrate the application of evidence-based practice in this task?
To demonstrate the application of evidence-based practice, ensure that you clearly connect the evidence or data you analyze with the decision-making process. Show how the evidence informs principled judgments and influences organizational outcomes. Use concrete examples and references to support your analysis.