(Solution) 5C003 Discuss, with examples, how you have, or would, achieve both of these (AC 2.2)
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Description
Solution
2.2 Designing an Inclusive People Practice Initiative
To design an inclusive people practice initiative and ensure its inclusivity after implementation, I focus on integrating inclusivity from the outset and continuously evaluating it afterward.
Designing Inclusive Initiatives:
When designing an inclusive initiative, I make sure to involve diverse perspectives from the start. For example, when I developed a new employee onboarding program, I began by conducting consultations and focus groups with employees from various departments, backgrounds, and levels within the organisation. This approach ensures that the program addresses the unique needs and experiences of different groups (Tsipursky, 2023). I also sought feedback from diversity and inclusion officers and external experts to identify any potential biases or gaps. In another instance, while creating a mentorship program, I gathered input from underrepresented groups and tailored the program to provide equal opportunities for all participants. This approach allowed me to design a program that resonated with a broader audience and met diverse needs.
Checking Inclusivity Post-Implementation:
After implementing an initiative, I find it crucial to assess its effectiveness in being inclusive. One way I do this is through formal and informal feedback mechanisms. For instance, after launching the onboarding program, I conducted surveys and interviews with new hires from various backgrounds to gauge their experiences and identify areas for improvement. Additionally, I analysed participation data to ensure the initiative was reaching and benefiting all groups equally. In the case of the mentorship program, I used surveys and participation metrics to check its inclusivity ( Harver, 2021). I discovered that while the program was well-received, certain groups were underrepresented. This insight led me to make targeted adjustments, such as additional outreach efforts and tailored resources, to ensure the program met the needs of all employees.
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- This business report has been used for evaluating the category and contract management in Eco2Solar Company.
- In particular, Eco2Solar operates to improve their project management (PM) and Cost Management (CM) as part of their category management has been evaluated.
- The areas of focus has included an evaluation of requirements for initiating and preparing category management, strategic and conventional sourcing process and role in contract management, tools and techniques for mapping categories of direct and indirect expenditure.
- From the findings obtained, innovative measures for improving the supply chain in light of categories and category management has been recommended.
- Further, in this business report, the contract administration and contract management in case of category management has similarly been evaluated in context of category management this is with assessment of risks and implementation of risk management techniques in contracts being reviewed in context of category management.
- In order to appreciate the best practice in category and contract management in the selected Eco2Solar construction spend area, use of quantitative and desk research has been pursued to obtain relevant data.
- Additionally, different tools have been applied such as Mendelow Stakeholders analysis, CIPS Category Management Cycle, CIPS Contract Management Cycle, Suppliers positioning, PESTLE analysis and SWOT analysis.
- Considering this business report findings, Eco2Solar need to improve their approach for risk management and efficiency and effectiveness of category and contract management.
- From these finding, the stakeholders collaboration in Eco2Solar need to be improved which can be done by embrace of blockchain technologies.
- Also, by identifying their PS&M teams training and capacity development, they would be able to improve on their category management. In the contemporary procurement environment, the training and capacity development has been noted as the best practice to manage gaps in their operations. Also, the findings indicate the need for Eco2Solar to improve their category management of their construction spend by coming up with appropriate SLA’s agreement and KPIs while ensuring they capitalise on innovativeness.
- For the project management and cost management, this being a long-term investment would require an improved auditing. This can entail embrace of analytics to analyse and present contract management data and appropriate management strategy.
- The importance of improved collaboration is ensuring stakeholders active involvement and awareness on core decisions made as this could harness their practice, contribution and suggestions noted.
- By successfully pursuing stakeholder analysis, it is important to maintain stakeholders relations which promote Eco2Solar organisation image and increase their market share.