Description
Solution
SECTION 2
1.4 Data Analysis
To calculate the percentage turnover for each department, I used the formula:
Turnover Percentage= (Total Employees/Leavers) ×100
2020
- Administration: 4/22×100=18.2%
- Maintenance: 5/9×100=55.6%
- Marketing: 0/4×100=0%
- Production: 70/231×100=30.3%
- People Team: 1/6×100=16.7%
- Research & Design: 1/4×100=25%
- Sales: 19/42×100=45.2%
- Packing & Dispatch: 21/36×100=58.3%
- Finance: 2/5×100=40%
2021
- Administration: 8/20×100=40%
- Maintenance: 3/8×100=37.5%
- Marketing: 0/4×100=0%
- Production: 3/2198×100=16.2%
- People Team: 0/6×100=0%
- Research & Design: 0/3×100=0%
- Sales: 3/35×100=8.6%
- Packing & Despatch: 6/15×100=40%
- Finance: 0/4×100=0%
2022
- Administration: 9/20×100=45%
- Maintenance: 3/8×100=37.5%
- Marketing: 1/4×100=25%
- Production: 3/8178×100=21.3%
- People Team: 3/6×100=50%
- Research & Design: 0/4×100=0%
- Sales: 0/40×100=0%
- Packing & Despatch: 8/16×100=50%
- Finance: 0/4×100=0%
2023
- Administration: 2/18×100=11.1%
- Maintenance: 1/7×100=14.3%
- Marketing: 0/4×100=0%
- Production: 29/181×100=16%
- People Team: 2/5×100=40%
- Research & Design: 1/4×100=25%
- Sales: 2/45×100=4.4%
- Packing & Despatch: 3/15×100=20%
- Finance: 0/3×100=0%
To calculate the overall turnover rate for the entire organization each year, we sum the total number of leavers and total employees, then apply the turnover formula:
Overall Turnover Percentage= (Total Employees/Total Leavers) ×100
2020:
- Total employees = 359
- Total leavers = 123
- Turnover: 123359×100=34.3%
2021:
- Total employees = 285
- Total leavers = 52
- Turnover: 52285×100=18.2%
2022:
- Total employees = 275
- Total leavers = 62
- Turnover: 62275×100=22.5%
2023:
- Total employees = 282
- Total leavers = 40
- Turnover: 40282×100=14.2%
Data Presentation
- Bar Graph-The following is the Bar Graph presenting the year-wise Turnover percentages of each department (2020-2023). It has a graphical display of the turnover rates by department making it less time consuming to determine departments with high or little turnover in the previous years.
Please click the following icon to access this assessment in full
Related Papers
(Solution) CIPS Advanced Practitioner Commercial Management Assessment
Executive Summary
For this assessment, a business report has been developed for evaluating global commercial strategy. This report focuses on S-Chem organisation. The importance of evaluating the global commercial strategy is informed by its effectiveness in guiding an organisation successful leverage on competitive advantage and dominance in their business environment. To achieve the intended business report aim, the focus areas included relationship between strategy and corporate; business and functional structures, methods of analysis of supply chain, resources management for supporting development and implementation of strategy and how costs and finances influence supply chains. Through the application of different models and theories (CIPS Module Notes), a set of findings have been generated. The key findings indicate that there exist a direct relationship of strategy and corporate; business and functional structures. In regard to supply chain analysis, various tools are applicable which are qualitative and quantitative. The findings indicate the analysis target areas of supply chain visibility, risk management, competition and improvement areas in their supply chain. Another key finding evidence effective use of resources is dependent on holistic inclusion of all stakeholders. With S-Chem being a conglomerate of various entities, implementing a global commercial strategy would mean that they reduce their costs overruns, increased profitability and dominate the chemicals manufacturing industry. This is since it is aligned to the Key Performance Indicators (KPIs) which impact the contract management and supply chain management.
In line with key findings and conclusions generated, a set of recommendations have been obtained which include;
- Embrace in technology and innovation for purpose of improved analysis of relations of corporate and strategy
- Enhance flexibility of supply chain by improving collaboration of different suppliers
- Actively involve PS&M department in supply chain analysis by predicting and satisfying customer demands
- Update the supply chain network for management of the different identified risks
(Solution) 7HR01 Question 2 (AC 2.2) how the current labour market and organisational strategy impacts the management of employment relations within the organisation
(Solution) CIPS ROSHN Module: Sourcing Essentials: PSE
Executive Summary
The goal of this evaluation was to compare and contrast various methods of sourcing. Various sourcing strategies have been assessed by centering on the ROSHN organization's Health and Safety Equipment (HS&E) expenditure category. Among these methods were sole, dual, multiple, and single sourcing. Various expenditure categories, including transportation, information technology, logistics, and employee uniforms, have been used to compare and contrast this. Tools such as the Mendelow Matrix analysis (for stakeholders), the Kraljic Analysis (for hazards), SWOT, and PESTLE (to determine if the market is oligopolistic or monopolistic) have been employed to carry out the analysis. The key findings evidence that ROSHN's sourcing strategies assist them successfully initiate projects which would lead to an increased house ownership in Saudi Arabia (KSA) as part of achieving their vision 2030. Further, the main findings evidence the multiple sourcing as involving many suppliers in an oligopolistic market, single one supplier with sole only one supplier available with dual involving two suppliers. Another key finding is that through the application of
been found by using the 10Cs model proposed by Carter, which focuses on technical and financial ratios among other things a strategic appraisal has been achieved. Managing the IT consultancy category is possible, according to ROSHN's study, because they've invested in the specified sourcing methods. With their varied and distinct applications in sourcing, each of the examined sourcing approaches has its own set of pros and cons.
From the findings and conclusions generated, various recommendations can be suggested which include;
• Formulate a plan for utilising various sourcing strategies according to their respective expenditure categories
• Make plans and procedures to include technology into their sourcing strategies.
• Simplify sourcing strategies while considering the needs of all parties involved.
• Enhance communication procedures as a means to measure the success of sourcing strategies.
(Solution) CIPS Sourcing Essentials PSE Saudi Downtown Company
- In this report, an evaluation of various sourcing approaches used in sourcing has been pursued.
- Through a focus on Saudi Downtown Company (SDC), sourcing of Information Technology (IT) systems post COVID due to popularity of remote working in the different departments has been identified as the spend area.
- In the evaluation process, ifferent tools including Mendelow Matrix, Kraljic Matrix, SWOT analysis, Hierarchy of need, and Peter Block Grid have been adopted in the analysis.
- The different sourcing approaches have been identified and their influence for the organisation best practice noted. At the end, by using Cater’s 10C’s tool, supplier appraisal has been carried out for the identified spend area.
- To select best sourcing approach informed by the characteristics of their spend categories
- Ensure various legislations and policies are initiated to aid use of technologies and innovation in their sourcing process
- Implement a fully streamlined PS&M strategy with entire stakeholders interests prioritised
- Improve information flow and supporting their sourcing strategy by leverage on different approaches (RFQ, RFP and e-Auction) integrated to product lifecycle
(Solution) Principles of Marketing Market Segmentation & Targeting
(Solution) CIPS Module Sourcing Essentials (PSE) SWS (Sustainable Water Solution)
Executive Summary
This report evaluates and contrasts various sourcing strategies within the SWS (Sustainable Water Solution) organisation, focusing on the health and safety (HS&E) category of spend during the COVID-19 pandemic, which necessitated remote working. To assess the different sourcing strategies, tools such as the Kraljic analysis, Mendelow's stakeholder analysis, the business hierarchy of needs, and the SWOT analysis were employed. Additionally, the Peter Block Grid was used to categorise stakeholders based on their interests and positions related to the sourcing strategies.
In the supplier evaluation for the HS&E category of spend within SWS, Carter's 10Cs methodology was applied to assess different sourcing strategies. The results indicate that SWS should adopt a strategic sourcing approach to sustain its leadership in the sustainability and water management industry while maximising efficiency. The sourcing strategies include multiple sourcing (engaging with multiple suppliers), single sourcing (working with one supplier), sole sourcing (working with a monopolistic supplier), and dual sourcing (working with two suppliers who might have conflicting demands).
In conclusion, the recommendations for SWS's sourcing strategies in the HS&E category of spend are as follows:
- Determine the most suitable sourcing strategy based on the characteristics of the spend category.
- Ensure procurement policies are comprehensive and prioritize health and safety standards.
- Simplify the procurement process while considering the interests of all stakeholders.