(Solution) CIPD 5HR03 Task Two – Report Section Two
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Solution
Task Two – Report Section Two
| Explain the legislative requirements that impact reward practice. (AC 2.4)
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 300 words
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| Equality Act 2010
In order to prohibit any type of prejudice when awarding people, the Equality Act of 2010 might be used to reward practices. Employers are prohibited by law from discriminating against their employees’ wages, benefits, or work terms and conditions based on their sexual orientation, gender, race, handicap, or any other protected trait (Acas, 2023). The Equal Pay Act of 2010 also addresses the issue of how much men and women ought to be paid. For instance, GA Pensions must compensate men and women performing comparable employment or work of equivalent worth equally in order to maintain equity in rewards. These consist of equal pay, paid holidays, pensions, overtime pay, and paid annual leave. Only when a person’s abilities and credentials are essential for the position can GA Pensions reward men and women who perform comparable work in different ways. National Minimum Wage Act 1998 Employers are required by law to give workers a minimum wage per hour. GA Pensions should be aware that different ages have varied minimum wage requirements and should abide by them to prevent legal claims and accusations of discrimination. Ages 23 and over cost £9.50, Ages 21 to 22 cost £9.18, Ages 18 to 20 cost £6.83, Ages under 18 cost £4.81 and Apprentice cost £4.81 (Acas, 2023). Every set of workers receives a better income that can assist them satisfy their needs thanks to these various wage rates. GA Pensions could be paying more than the going hourly wage, but it shouldn’t be less. Paying workers less than the legal minimum wage will result in a legal risk for the business, making it harder for GA Pensions to find and keep talented staff. CEO Pay Reporting Companies with at least 250 workers in the UK are required by the Corporations (Miscellaneous Reporting) Regulations 2018 to declare the split between the CEO’s pay and the pay of full-time employees (Cotton, 2022). This is true of the CEO and employee pay structures of GA Pensions. The ratio of employee compensation to CEO compensation should be made public by GA Pensions. A report on changes in the CEO disclosure ratio and the metrics used to compute the ratio should also be included in GA Pensions. GA Pensions’s dedication to justice and fairness might be demonstrated by a lower CEO Pay ratio.
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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