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CMI Assignment Help > Blog > CMI Level 5 > CMI 508 Assignment Example

CMI 508 Assignment Example

  • November 19, 2024
  • Posted by: Scarlett
  • Category: CMI Level 5
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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.

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.

Workforce stability. Development is consistently associated with commitment and reduced turnover, and evidence reviews link supportive, capable people management to engagement and lower absence (Barends, Rousseau and Janssen, 2023). During a restructure this matters acutely, because the staff most able to leave are usually the ones the Agency most needs to keep. Assessment of the evidence base. Assessing impact requires care about what can be claimed. The relationship between training investment and organisational performance is substantially correlational, and better-resourced organisations

ons invest more, which leaves causation open. The defensible claim is narrower: an organisation cannot perform work its people are unable to do, and where recruitment is constrained by headcount reduction, development is the only route available. AC 1.2 Examine the impact of workforce development on TWO external stakeholders Stakeholder one: partner charitable organisations. The streamlined model depends on charities delivering elements of advice and support previously provided in-house. Examining the impact of workforce development on this stakeholder, partnership working requires Agency staff to hold capabilities they have not previously needed: understanding the partners’ remit and limits, making appropriate referrals, sharing information lawfully, and resolving cases jointly rather than by handover. Where these are absent, the burden transfers to the partner, who receives poorly triaged referrals and absorbs work the partnership did not fund. Charities operate on thin margins, so the impact is material rather than merely irritating, and the practical consequence is partnership breakdown or renegotiation on worse terms. Stakeholder two: citizens using the service. Examining the impact on service users, it operates through three routes. Accuracy determines whether a registration is correct the first time, and an error imposes cost and delay on the citizen rather than on the Agency. Capability in the new self-service technology determines whether staff can support...

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