(Solution) 5OS06 (AC3.1) Identify two stakeholders and explain their involvement in leadership and management development initiatives in your organisation
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 30.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
Senior Leadership
Senior leadership, including executives and top management, is the central stakeholder for the leadership and management development initiatives at Saudi Aramco. Starting with the strategic vision of these programs, they start by validating that their strategic vision is in line with the organisation’s long term business objectives as well as understanding the major industry trends. Senior leaders provide organisational support by securing the resources they need such as time, funding, and key personnel access. They also shape the design of leadership programs about what skills and behaviours are needed to drive organisational success in a complex, global energy market (CIPD, 2024c). Furthermore, senior leaders also actively play the role of a mentor or coach, who shares their experiences or insights with the future leaders. Through this involvement, the future leaders in the company gain real world knowledge of the company’s culture and values. This is critical to their contribution to the formation of a culture of continuous leadership development that will empower a resilient and adaptable leadership pipeline with the ability to navigate future challenges.
HR Professionals
The Coordination and management of leadership and management development initiatives is primarily the responsibility of the HR department, specifically the people development team. It is the role of HR professionals to run training needs analysis, such as to identify gaps in leadership competencies so that programs are adjusted to cater to these specific needs (CIPD, 2017). They also create and provide leadership programs, including e-learning platforms, classroom-based training and on the job learning. In addition, HR professionals work closely with senior leadership with the aim of aligning leadership programs with organisational objectives and to lead the evaluation of program, to make sure that the initiatives achieve the expected outcomes. They also get involved in succession planning, to ensure that there is a pipeline of capable leaders ready to step into those key positions upon the shortage of employees in a certain role.
Please click the following icon to access this assessment in full
Related Papers
(Solution) 5CO02 Concept of evidence-based practice (EBP) and Technivara use to ensure sound decision-making in people practice
(Solution) 5C003 Discuss (two) strategies for designing and ensuring inclusive people practices. (AC 2.2)
(Solution) CIPS Advanced Level Contract & Category Management in P&S – APGM
- 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.
(Solution) CIPS ROSHN Sourcing Essentials- PSE
- In this report, the area of focus is on different sourcing approaches which can be used in procurement and supply management (PS&M) in contemporary business environment. This is through the focus of ROSHN organisation in Design Building category of spend.
- To achieve the intended aim of this report, data has been sourced from the organisation internal documents, different CIPS modules and models (Mendelow, STEEPLE and Kraljic). The key findings include ROSHN prefeed approach being multiple sourcing owing to the high-level of market competitiveness. This is with sole and single approaches preferred when only one supplier is being engaged owing to differences in organisation needs.
- Also, the findings evidence that single sourcing prevail in an event many suppliers are available, but an organisation decides to go for one. Another finding in this report is that dual sourcing is used when different methods/options for sourcing are embraced and put in place.
- Finally, through the application of supplier appraisal tool, focusing on the Design Building spend area, an evaluation has been put into account. The result from the appraisal using Carter’s 10C’s evidence organisation success to achieve value for money outcomes and improved market development.
- Internal and external analysis to identify most appropriate sourcing strategy
- Broad sourcing appraisal strategy need to be introduced
- Focus on managing successful sourcing strategy as part of organisation policy and practices
- Involve more stakeholders as part of their operations for success in sourcing strategy
- Pursuing capacity development initiatives for PS&M understanding of relevance of different PS&M