(Solution) 5CO01(AC2.4) Discuss models to show how change is experienced
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Solution
(Solution) 5CO01(AC2.4) Discuss models to show how change is experienced
In order to demonstrate the experience of change in an organisation, Kubler Ross Change Curve Model can be referenced (Lindblad, 2022). Initially, this model was meant to guide the grieving/mourning session. These experiences are identified as including denying, angry, bargain, depressed and accept.
Denial– This experience entail the employees feeling that the change is not necessary. A case example is where the hybrid working change program would be perceived as a change to take jobs from some of the employees. Also, it could be viewed as a practice of eliminating some of the privileges offered to the employees.
Anger– In change, experience could be emotional after termination of the denial stage. It is possible to feel frustrated with the change process particularly in regard to losing their jobs due to issues of flexible working provision.
Bargaining– In bargaining process, this stage entail employees being provided with an opportunity to negotiate for their input in the hybrid working program.
Depression– In the hybrid working implementation, depression mean they are unsure on their role in the hybrid working process implementation (Lukianov et al., 2020).
Acceptance– This stage means the employees accept the hybrid working arrangement as important to them. This is while supporting the process and recommending areas of improvement to be part of their culture.
Emotions, Behaviours and Positives Impacts of Change
In the identified phases, employees evidence a set of feeling and practices. To begin with, they gain a feel of need to be aggressive leading to absenteeism in their roles or failing to be enthusiastic to work in teams. In regard to benefits, Lindblad (2022) highlight employees gaining from being resilient, flexible and actively taking part in their operations.
The positives of the change strategy is inclusive of effective collaboration with the rest of the organisation employees. Through a two-way feedback being enhanced and points of concerns increased, working in a flexible environment would be enhanced. Similarly, awareness by the various entities which support the staff by emotional wellbeing lead to challenges with performance.
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(Solution) (AC4.1) Assess suitable types of contractual arrangements dependent on specific workforce need
Solution Permanent, full-time contracts Permanent, full-time contracts for delivery drivers offer both benefits and drawbacks, making their suitability dependent on ParcelCare’s operational needs and goals. Pros Permanent, full-time contracts provide job security and consistent income for delivery drivers, enhancing employee satisfaction and loyalty. This stability can lead to higher motivation and productivity, reducing turnover rates and the associated costs of recruitment and training as evidenced by Personio (2023). Full-time contracts also facilitate better workforce planning, ensuring ParcelCare has reliable staffing to meet delivery demands. Cons However, these contracts can be less flexible and more costly for the company. Full-time employees typically require benefits such as health insurance, paid leave, and retirement plans, increasing operational expenses. Additionally, the rigidity of permanent contracts may not align with fluctuating delivery volumes, leading to inefficiencies during low-demand periods. Suitability For ParcelCare, full-time contracts can be suitable if delivery volumes are consistently high, ensuring a stable workforce. However, a mixed model that includes part-time or flexible contracts might offer the necessary flexibility to adapt to changing demands while controlling costs. Part-Time Contracts Part-time contracts offer flexibility for delivery drivers, allowing them to balance work with other commitments. Drivers benefit from a stable income, albeit at reduced hours, while ParcelCare can adjust staffing levels according to demand. A significant advantage of part-time contracts is reduced costs associated with employee benefits, as part-time workers may not qualify for full benefits packages (Abogados, 2019). However, part-time drivers may lack the same commitment or availability as full-time employees, potentially impacting reliability and consistency. Zero-Hours Contracts Zero-hours contracts provide maximum flexibility, allowing ParcelCare to scale staffing up or down based on delivery demand without a fixed commitment to provide hours (CIPD, 2023c). For drivers, these contracts offer freedom to accept or decline work, appealing to those seeking flexibility. However, they also result in income uncertainty and lack of guaranteed hours, which can be challenging for drivers seeking stability. For ParcelCare, zero-hours contracts minimise costs during low-demand periods but may lead to difficulties in maintaining a loyal and consistent workforce due to potential driver dissatisfaction. Part-time contracts are most suitable for ParcelCare’s delivery drivers. They offer a stable income and consistent work schedule, which can enhance job satisfaction and reliability while allowing ParcelCare to adjust staffing levels as needed. This balance supports both operational needs and employee stability. Please click the following icon to access this assessment in full