Description
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Present key findings for stakeholders from people practice activities and initiatives. (AC 2.2)
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 200 words
You must insert your graphs in this section |
2.2 Presentation of Findings
Percentage of Gender by Type It is clear that men make up more than half of the workforce, making up 53.85% of it, with women coming in second at 45.38%. The non-binary class, on the contrary, has the lowest percentage and has little representation inside the organisation. The differences in salaries across different genders The comparative bar graph shows the income distribution clearly, showing that women get the highest salaries, suggesting progress towards pay parity. Males do better than females in the lowest income group, raising questions about potential pay disparities based on gender. Disability percentage among the teams The property team, followed by the income team, has the greatest proportion of non-disabled people, as seen by the bar graph. The data unambiguously shows that a sizable portion of people in the organisation do not have disabilities. The data and its consequences need to be understood more deeply, and this can only be done by conducting thorough investigations that lead to insightful conclusions.
Table 2. Findings on Hybrid Working practices According to the study, 83% of the workforce, a sizeable number, strongly disagrees with experiencing stress when working in a physical workplace. In addition, 59% of employees feel a strong feeling of connection to the company’s culture following the implementation of hybrid working. In addition, the majority of respondents, or 54% of them, totally concur that hybrid working improves their ability to manage their personal and professional lives and general wellbeing.
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Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. (AC 2.3)
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 400 words
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- 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.