CMI 508 Assignment Example
A skilled and talented workforce is essential for an organisation’s success. As managers take on more responsibility for developing individuals and teams, it is crucial that they have the knowledge, skills, and abilities to effectively meet development needs.
Table of Contents
The Customer Services Directorate of the National Registrations Agency, an executive agency employing 620 people, provides registration, licensing and advisory services to members of the public. Following an internal review and public consultation aimed at reducing costs, services are being streamlined through close partnership with several advice charities and the implementation of new self-service technology. A new department of 34 people has been formed, comprising existing staff moving into new roles, two newly appointed staff and a school leaver on an apprenticeship contract. The author manages the department. Organisational detail is illustrative and anonymised.
LO1: Understand the benefits of developing a skilled and talented workforce
AC 1.1 Assess the impact of workforce development on organisations
Delivery of the operating model. The Agency has committed publicly to maintaining service standards while reducing cost, and the mechanism for reconciling those two commitments is a workforce able to work differently. Assessing the impact, development is what converts an announced operating model into an operating reality, and where it is absent the saving is delivered and the service standard is not.
Redeployment rather than redundancy. Staff whose previous roles are disappearing can move into new ones only if they can perform them. Assessing this impact financially, redeployment avoids redundancy cost, preserves accumulated organisational knowledge and protects the Agency from the reputational consequence of dismissing staff during a cost reduction. The capability of the existing workforce therefore determines which of two very different change routes is available.
Service quality and public accountability. Errors in registration and licensing carry consequences for citizens and generate complaints, correction cost and, at scale, parliamentary attention. Assessing the impact of development, it reduces error rates and improves first-contact resolution, and in a public body these are accountability outcomes rather than merely efficient ones.
Technology adoption. New systems deliver benefits only at the point staff use them competently. Assessing the impact, under-developed staff work around unfamiliar systems, and the workaround becomes the process, at which point the anticipated saving evaporates while the licence cost remains.
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