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.
Please click the following icon to access this assessment in full
Related Papers
(Solution) CIPS APGCE Resources Management in Supporting; Development & Strategy Implementation
(Solution) CIPD 7HR03 Strategic Reward Management
(Solution) CIPD 7C002- People Management and Development Strategies for Performance
(Solution) Assessment ID / CIPD_5HR02_22_01 5HR02 Talent management and workforce planning
(Solution) CIPD 5C002 (AC3.2) Explain how to measure the impact and value of people practice using a variety of (2) methods.
(Solution) CIPS Emirates Transport Company Strategic Supply Chain Management SSCM
- This assessment has focused on evaluating the supply chain map in Tyres spend category in ETC organisation.
- The relevance of this has been to enumerate the extent in which their supply chain is characterised by strengths and weaknesses as it influence the scope of the stakeholders interaction.
- Successful evaluation and eventual development of supply chain is core as it note on stakeholders visibility, ethical-best practice, risk management and costs reduction.
- Strengths identified to be associated with the 2-tier supply chain entail a high-level collaboration, cost reduction and managing time appropriately.
- ETC is found to gain from a high-level positioning in UAE Transport sector. This is with their innovation increasing since supply chain is integrated with technology use.