7CO02 People management and development strategies for performance
- February 13, 2024
- Posted by: admin
- Category: CIPD Level 7
Effective people management and development strategies are crucial for performance because engaged and motivated employees tend to be more productive and achieve better results.
Having well-thought-out people management and development strategies is essential for creating an efficient workplace. Without a proper plan, organizations may face inefficient processes and low morale among employees. To enhance communication, boost productivity, and enhance employee satisfaction, it is important to invest time in developing a robust people management strategy.
AC 1.1 Major Objectives of People Practice and Benefits
|Attract, Retain, Develop
|The primary goals of people practices are to attract, retain, and develop employees. By aligning these practices with the organization’s strategy and culture, employers create a workplace conducive to increased productivity and engagement. This positively impacts organizational performance.
- Improved Productivity and Engagement: Valued and appreciated employees are more likely to be productive and engaged, leading to enhanced organizational performance.
- Organizational Performance: Higher employee productivity and engagement contribute to improved overall organizational performance.
- Employee Retention: Alignment reduces employee turnover, decreasing recruitment and training costs.
- Attraction of New Employees: Organizations with aligned practices attract candidates seeking values-driven and supportive workplaces.
AC 1.2 Advantages of Aligning People Management Policies with Strategy and Risk
|Alignment allows the company to make informed decisions, understanding the impact on the entire organization.
|Employees grasp the company’s goals, motivating them to perform at their best.
|Awareness of job-related risks leads to proactive measures, reducing overall organizational risk.
|Alignment signals commitment to goals and risk management, fostering trust between employees and management.
AC 1.3 Integration of People Management within Culture, Brand, and Values
|Share culture, brand, and values through induction, training, and employee communications.
|Integrate culture, brand, and values into job descriptions and selection processes.
|Encourage employees to embody culture, brand, and values through rewards, recognition, and performance management.
|Embed culture, brand, and values into HR policies and procedures.
|Evaluate impact through surveys, focus groups, and interviews.
|Regularly review and update in alignment with external changes, organizational strategy, and employee feedback.
AC 1.4 Models of Systemic Thinking in People Practice Work
|Views system elements as interacting to produce patterns and structures.
|Emphasizes the role of social interactions in system processes.
- People-Centric Perspective: Acknowledges that people create and maintain systems and are affected by them.
- Application in People Management: Facilitates understanding of interactions between different people practices, alignment with organizational strategy, and conflict resolution strategies.
AC 2.1 Merits of Different Models of People Practice Management
|Performance Management Model
|Sets clear goals, tracks key indicators, and emphasizes feedback for constant progress awareness.
|Identifies skills and behaviors required for success, outlining development through training programs.
|Highlights human resources as a key organizational asset, emphasizing investment in employee development and careful employee relations management.
|Focuses on creating an environment where employees feel motivated and committed to their work.
|Talent Management Model
|Emphasizes attracting, developing, and retaining talented employees within the workforce.
AC 2.2 Research Linking People Management Practice with Improved Employer Outcomes
|Increased Productivity and Profitability
|Research correlates effective people management practices with higher productivity and profitability.
|Valued and respected employees are more engaged, leading to increased effort and positive outcomes.
|Positive Work Culture
|Clear expectations, feedback, coaching, and a supportive environment contribute to a positive work culture.
|A well-executed people management strategy results in employees being invested in the success of the organization.
AC 2.3 Approaches to the Development of People Management Practices
|Emphasizes proven methods for consistent results but may lack flexibility for specific circumstances.
|Acknowledges different circumstances, allowing flexibility but may lead to a lack of standardization.
|Focuses on unique organizational resources for effective people management but may struggle to adapt to changing circumstances.
|Organizations must carefully consider which approach aligns with their specific needs and circumstances.
AC 2.4 High-Performance Work Practices (HPWPs) and Positive Outcomes
|– Improved financial performance.<br>- Increased productivity.<br>- Reduced turnover.
|– Increased job satisfaction.<br>- Increased motivation.<br>- Improved work-life balance.
|– Improved customer satisfaction.<br>- Positive organizational outcomes.
- HPWPs have been proven to lead to positive outcomes for both organizations and employees.
- Individual, team, and organizational focus areas contribute to various positive results.
- Evidence suggests that HPWPs result in increased job satisfaction, motivation, and improved work-life balance for employees.
AC 3.1 Major Areas of Responsibility in People Management Work
|Areas of Responsibility
|Recruitment and Selection
|Identifying and choosing suitable candidates for roles within the organization.
|Induction and Training
|Welcoming new employees and providing necessary training for their roles.
|Development and Performance Management
|Focusing on employee growth, assessing performance, and ensuring continuous improvement.
|Reward and Recognition
|Implementing systems to acknowledge and appreciate employees for their contributions.
|Managing relationships between employees and addressing any issues that may arise.
- Each area plays a crucial role, and effective management of all is essential for the organization’s success.
AC 3.2 Developments in Resourcing and Performance Management
|Big data analytics used for talent identification and assessment, aiding in candidate selection and predicting future skill needs.
|Real-time data systems track employee performance, enabling quick feedback, changes, and early identification of potential problems.
- Enhances efficiency and productivity within organizations.
AC 3.3 Developments in Learning and Development, Organisational Design and Development
|Learning and Development
|Rise of digital learning tools and platforms, allowing employees to learn at their own pace. Increased use of gamification to make learning more engaging.
|Organisational Design and Development
|Emergence of agile working practices, providing organizations with flexibility and responsiveness to change.
- Benefits organizations by making employees more effective and productive, fostering agility and responsiveness.
AC 3.4 Developments in Employment Relations, Employee Engagement, and Diversity and Inclusion
|Focus on employee engagement as a measure of commitment and involvement, influencing organizational performance and productivity.
|Diversity and Inclusion
|Addressing workplace discrimination related to factors like race, gender, age, or disability, aiming to improve career prospects and overall well-being.
- High employee engagement positively affects organizational success, while efforts in diversity and inclusion counteract workplace discrimination for improved employee well-being and productivity.
AC 4.1 Merits of Various Ways in People Practice Activities Organization
|HR Departmental Model
|HR professionals handle all aspects of employee relations.
|– Specialist expertise<br>- Effective in large organizations
|– Inflexible<br>- Slow to respond to changes
|Line Manager Responsibility Model
|Line managers manage their team with HR support.
|– Responsive to changes<br>- Closer to operations
|– Extra burden on line managers<br>- Skills and knowledge challenges
|Self-Managed Team Model
|Teams manage their work with HR support.
|– Promotes engagement and creativity
|– Potential issues without necessary skills
- Organizations need to choose the approach aligning with their culture, values, and business needs.
AC 4.2 Nature of Professionalism in People Practice and CIPD’s Role
|Aspect of Professionalism
|Values Upheld by CIPD
|– Championing better work and working lives.<br>- Promoting greater understanding of the profession.<br>- Acting with integrity and fairness.<br>- Being open, honest, and responsible.
|CIPD’s Code of Ethics
|Sets standards of behavior for members and Registered Students to maintain the profession’s reputation.
|Role of CIPD
|Supports members in upholding professional standards and provides guidance. Promotes professional development for continuous knowledge and skill updates.
- Professionalism in people practice involves adhering to CIPD values and a code of ethics.
AC 4.3 Advantages of Partnering with Customers for People Practice
|Improved Customer Satisfaction and Loyalty
|Responsive to customer needs improves satisfaction and loyalty.
|Enhanced Understanding of Customer Requirements
|Better insight into customer trends, behaviors, and expectations.
|Increased Opportunities for Sales
|Cross-selling and upselling opportunities may arise.
|Strengthened Relationships with Customers
|Partnerships enhance relationships with existing customers.
- Gain a competitive advantage by understanding and meeting customer needs.
AC 4.4 Value of Facilitation, Coaching, Mentoring, and Consulting in People Practice
|Support to groups or teams to achieve their goals.
|One-on-one dialogue to explore goals, resources, and obstacles.
|Experienced individual guides a less experienced person’s skill development.
|Outside experts provide advice on specific issues.
- Each intervention has unique benefits, and appropriateness depends on the context and goals.
AC 4.5 Challenges of Data Analytics and Technological Developments for People Professionals
|– Supports evidence-based decision-making.<br>- Risk of making decisions without knowledge or consent.<br>- Potential for unfairness and discrimination.
|Technological Changes in Work
|– Transforming work patterns with remote and flexible arrangements.<br>- Benefits include increased productivity, but challenges in managing and supporting employees.
- People professionals need to be aware of challenges, implement policies protecting privacy, and ensure fair treatment in the evolving landscape of data analytics and technology.