(Solution) Explain factors that need to be considered when managing performance. (AC4.2)
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 50.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
| Explain factors that need to be considered when managing performance. (AC4.2) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 250 words. |
| Skills and Competency Levels
People professionals are supposed to have an understanding of uniqueness of their skills which every person introduces and the areas gaps are found (Sinha, 2023). For Clean Quarter case, Jaspreet and Caroline would require sales assistants to have expertise for customer services and experiences by use of their system. They are supposed to be assessing competencies of all the applicants in the identified areas, posing questions on past roles or practical tests made. Motivation Level Considering the Maslow Hierarchy of Needs, there are both intrinsic and extrinsic motivators. Establishing a highly supportive environment with employees having a feel of high-level value, autonomy in their job functions, obtaining timely feedback and noting likelihood of growth could increase motivation (Hosni, 2023). For Clean Quarter, questions pertaining to expectations of the applicants and interests in sourcing of plastic free products establish fitness of the organisation values. Clarity of Organisation Goals Communication goals scope beyond an appreciation of scope in which it links to and support the larger image. Through regular reviews, this facilitate people professionals in evaluating how aligned their goals are and perform any adjustment when priorities are supposed to be changed (LinkedIn, 2023). Considering Jaspreet and Caroline, they need to make sure their sales assistants are understanding their set goals of generating plastic-fee products with emissions lowered. In the interview phase, newly hired individuals would go through a discussion on their appreciation of the goals and their achievement. Taking into account of the 3 different factors, they assist in recruiting sales assistants in Clean Quarter with appropriate skills, being motivated and understand the organisation mission. The outcome of this is maximising staff and organisation performance level from start.
|
| Explain different methods of performance review. (AC4.3) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 250 words. |
Please click the following icon to access this assessment in full
Related Papers
(Solution) HWO – D31VR Value and Risk Management
(Solution) CIPS Oman LNG LLC Advanced Practitioner Corporate Award (APCE)
- In this assessment, by selecting Oman Liquefied Natural Gas LLC (Oman LNG), contractual terms for identifying the distribution of power and risk between the supplier and the organisation has been pursued.
- In the different areas which have been focused on for evaluation making the contract, it is evident that there are areas where risk and power is distributed to either party.
- There is no dominant stakeholders assuming exclusive risk or power of the contract.
- Further, the findings in this assessment has identified the distribution of risks and power in the contract as being informed by the scale, diversified level and core feature of the contract implementation.
(Solution) MGT504 Strategic Management
(Solution) Amended CIPD 5C003 Professional Behaviours and Valuing People
(Solution) CIPD 5HR03 how policy initiatives and practices are implemented. (AC 1.2)
(Solution) CIPS ADNOC APGCM Module: Contract & Category Management in P&S
- Implement one AI-driven analytics platform by Q4 2024, integrating with existing systems and training staff to enhance forecasting accuracy and negotiate a 10% reduction in supplier costs, led by the IT, procurement, and finance departments. Despite potential initial costs and staff adaptation challenges, this initiative aims to achieve a 15% increase in forecasting accuracy.
- Fully deploy advanced supply chain management software by Q2 2025, partnering with a leading provider and training teams to reduce disruptions by 20%, thus increasing overall supply chain efficiency by 5%. This effort involves collaboration between supply chain management, IT, and vendor management teams, despite initial disruptions and high upfront costs.
- Establish a cross-functional compliance team by Q3 2024 to develop three new policies annually, ensuring 100% compliance with regulations and enhancing reputation metrics by 15%. Led by legal, compliance, and HR departments, this initiative aims to overcome resistance to policy changes and resource-intensive monitoring efforts.
- Implement three financial instruments (futures, options, currency swaps) by Q3 2024, collaborating with financial experts to reduce financial risks by 20% and achieve a 10% increase in financial stability. This effort, led by finance, risk management, and external advisors, addresses potential challenges in market volatility and regulatory constraints.
- Engage multiple suppliers and form five strategic partnerships by Q4 2024, increasing supplier diversity by 30% and improving supply chain reliability metrics by 10%. Led by procurement, vendor management, and supply chain analysts, this initiative aims to mitigate dependency risks and manage supplier relationships effectively. Potential challenges include maintaining consistency in product/service quality across diverse suppliers and increased administrative burden in managing multiple partnerships.
- Conduct market and competitor analyses twice a year starting Q3 2024, aiming to increase procurement cost savings by 15% through better negotiation strategies and timely market insights. This effort, involving procurement, and strategy departments, addresses challenges in data availability and competitive analysis capabilities. Potential challenges include delays in obtaining and analysing market data and difficulty in predicting competitive moves accurately.