Description
Solution
(AC3.1) Discuss the links between the employee lifecycle and different people practice roles
Employee lifecycle is identified as the process followed by an employee from the time of joining an organisation to their exit (CIPD, 2020). The different stages of employees lifecycle include;
Attraction- The best employees are attracted in an organisation by positioning themselves as an employer brand.
Recruitment- Through the embrace of various recruitment approaches, best employees are engaged in the organisation.
Induction- At the initial phase of the employees engagement in the organisation, support is offered to acclimatise themselves with the organisation.
Retention- By embrace of different strategies including total rewards, the best employees are retained with turnover mitigated.
Development- For improving the employees performance, career growth opportunities are recommended and offered to the employees.
Exit/Separation– Exit interviews are done in this phase to identify reasons of employees leaving the organisation either willingly or unwillingly.
Role of people professional in Recruitment
In this step, the people practice professionals execute various roles as part of recruitment including development of main specifications. According to Nikolaou (2021), these are embraced to advertise job roles, technology use and best practice embraced. The outcome of recruitment aids in selection of the most qualified employee.
Roles of people practitioner in development
In the stage of development, this include the people practice professionals working in development of the essential skills to guide their career growth and improvement. As evidenced in Armstrong and Taylor (2023), in line with competencies demands in an entity, recommendation on most appropriate development strategies is provided by people professionals.
Roles of people practitioner in separation
At the phase of separation, the people practice professionals assist in exiting by working on gathering data to understand reasons for exit and come up with strategies for managing future turnover. Also, the employee is supported and facilitated to exit the organisation.
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(Solution) CIPS Module 6- Project, Programme and Change Management in Procurement and Supply Chain
- Enhanced Suppliers Performance- With an upward of 50,000 orders annually with 40% valued more than 5 million Omanis and 50% 20 Million Omanis, failure to timely settle invoices, demand for high quality materials and minimising effects would be considered.
- Cost savings- With improved SRM, it is possible for Oxy to negotiate appropriate terms, lower procurement costs (5 Rights not currently achieved) hence working below targets and lead times delivery reduced and achieving economies of scale.
- Increased efficiency- improved and streamlined SRM improve operational efficiency, reducing wastes in administration process for SRM (25% of entire suppliers pay delayed)
- Risk mitigation- this include identification of risks linked with suppliers such as dissatisfaction, financial instability and geopolitical challenges
- Oxy organisation PS&M is supposed to come up with appropriate systems and techniques for improvement of SRM
- Oxy organisation need to make sure they use various automations including AI and robotics for improving collaboration and SRM efficiency.
- Facilitate policies management for improving their operations in onshore and offshore operations with an improved SRM
- Short courses on SRM need to be provided starting with PS&M leadership to achieve 50% increase in awareness of SRM improvements areas.
- Stakeholders relations improved by leveraging on available technologies of communication and interaction.
- Ensure there is 70% increase in budget on SRM improvements