Description
Solution
2.3 Working Inclusively and Biulding Positive Relationships at Work
Working Inclusively:
In my approach to working inclusively, I prioritize valuing each person as an individual and recognizing the importance of diversity in our team. I actively seek out and listen to diverse views and opinions, ensuring that everyone feels heard and respected. One of the methods I use is creating an open environment where team members feel comfortable sharing their ideas and perspectives. I have received feedback from a colleague who highlighted my ability to make everyone feel included during meetings. They mentioned that I consistently ensure that quieter voices are encouraged to contribute, which helps in creating a balanced discussion. Reflecting on this, I recognize that my efforts to foster inclusivity have positively impacted our team’s dynamics, making collaboration more effective. However, I also realize that I could improve by being more proactive in reaching out to individuals outside of formal meetings to gather their insights.
Building Positive Working Relationships:
Building positive working relationships is another area where I focus on creating trust and providing support when needed. I believe that mutual respect and understanding are the foundations of strong relationships. I make it a point to show appreciation for my colleagues’ contributions and offer help whenever someone faces challenges. Feedback from a team member mentioned my approachability and willingness to assist, which they felt contributed to a more supportive and collaborative environment. Reflecting on this feedback, I recognize that my approach to building positive relationships has been effective in fostering a strong sense of teamwork. However, I also acknowledge that I can further enhance these relationships by being more consistent in providing feedback and recognition, not just when things are going well, but also when there’s room for improvement.
Please click the following icon to access this assessment in full
Related Papers
(Solution) CIPD Assessment ID / CIPD_3CO04_23_01 3CO04 Essentials of people practice
(Solution) CIPS APGLM Equality and Diversity Policies in Modern Organisation
(Solution) 7HR01 Question 2 (AC 2.2) Labour market and organisational strategy impacts the management of employment relations
(Solution) CIPS ROSHN Commercial Negotiation Plan-PIN
- This was established after the post-negotiation review which brought out fundamental lessons about the supplier and our company’s negotiation pattern.
- As for certain important aspects, we indeed secured favourable financing conditions; yet, problems arose in attempting to synchronize delivery schedules since such conditions are affected by external supply chain factors.
- The supplier had the better BATNA and acted in a cooperative but very assertive way, and elaborated why the correct approach to negotiations is more equal.
- Further, the experience showed how flexible one has to be, how innovative, and how it pays to be more interested in long-term partnership rather than quick profit. Therefore, it will be useful in the future to improve the techniques of negotiation, improve the knowledge about the actions of suppliers, and improve intercompany and supplier cooperation.
- This will ensure that in future procurement negotiations; better outcomes are achieved.
- ROSHN should ensure that all negotiations within the next 6 months include specific metrics for delivery timelines, quality standards, and service levels, aiming for a 90% satisfaction rate in supplier compliance with these criteria. This approach will help secure more balanced and sustainable agreements.
- Over the next 12 months, ROSHN should develop a supplier relationship management program with bi-annual assessments to track and improve partnership quality. Target at least a 15% increase in supplier engagement scores by the end of the year to gain favorable bargaining positions during market downturns.
- Within 1 month of each major negotiation, conduct debriefing sessions to analyze performance, identify strengths, and address weaknesses. The goal is to improve negotiation effectiveness by at least 10% in the subsequent quarter through targeted adjustments based on these evaluations.
- Within the next 4 months, involve at least 80% of key stakeholders in sourcing strategy meetings to ensure alignment and gather input on critical decisions. This engagement aims to reduce misalignment issues by 20% within the year, resulting in smoother implementation of sourcing strategies.