-80%
(Solution) Explain factors that need to be considered when managing performance. (AC4.2)
New User Gifts
First Order Deal get Ksh 200 Off.
KaribuCustomer
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) CIPD AC 4.3: Main principles of maternity, paternity, and adoption rights in the context of employment rights
Original price was: £ 30.00.£ 10.00Current price is: £ 10.00.
(Solution) CIPS MER Practice role in Positive Contribution to Organisational Success
Original price was: £ 40.00.£ 10.00Current price is: £ 10.00.
In summary, this report has focused on evaluating best practice in assisting a personnel with roles in procurement and supply to develop capability to achieve value-for money outcomes with the supply chain. Also, the entire personnel linked with procurement and supply impact on success of organisation through a series of initiatives. These include effective purchasing, inventory control, expenditure management and application of strategic procurement and supply techniques with category management and strategic sourcing. By using different tools and best practice in Ericsson organisation, these areas have been evaluated in-depth. The findings indicate on the need for PS&M professionals to continuously develop their capabilities to achieve value for money outcomes in their supply chain. This is while executing different functions for positive input to their organisation success.
There are gaps identified in the findings which can be filled through the following recommendations;
- It is unclear on how collaborative relationships is achieved in the supply chain since there are multiple stakeholders with varying interests. There is hence a need for embracing technology to enhance how the relationship with all stakeholders is pursued
- The global supply chain success is impacted by external events. This creates inefficiencies in the supply chain. These could be managed by putting in place appropriate systems for increasing value for money outcomes in times of uncertainties.
- Engagement of colleagues and other internal stakeholders for promoting organisation commitment to achievement of effective supply chain management is unclear. It is hence important to consistently improve the scope of engagement for improving consistency in value for money outcomes, fair-based practice and innovation embrace
(Solution) CIPS Advanced Level Contract & Category Management in P&S – APGM
Original price was: £ 40.00.£ 10.00Current price is: £ 10.00.
- 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 ADNOC APGCM Module: Contract & Category Management in P&S
Original price was: £ 20.00.£ 10.00Current price is: £ 10.00.
In summary, this report has provided a comprehensive analysis of ADNOC’s procurement strategies and risk management frameworks underscores the critical importance of proactive and strategic approaches in the energy sector. The key findings indicate that through embracing advanced technologies such as AI-driven analytics and supply chain management software, ADNOC can effectively anticipate market trends, mitigate operational risks, and enhance decision-making capabilities. Moreover, the development of agile compliance and sustainability programs enables ADNOC to adapt swiftly to regulatory changes while bolstering its reputation as a responsible corporate entity.
Another key finding is that supplier diversification emerges as a pivotal strategy to safeguard against supply chain disruptions, offering ADNOC flexibility and resilience in volatile market conditions. This is with the findings evidencing that strategic partnerships with suppliers not only mitigate risks associated with single-source dependency but also foster innovation and quality improvements. The emphasis on continuous performance improvement and the proactive management of contract lifecycles further contribute to ADNOC’s operational efficiency and cost-effectiveness.
By using different models and techniques analysis, ADNOC’s commitment to integrating these strategic recommendations into its procurement practices positions the organization to achieve sustainable growth, operational excellence, and competitive advantage in the global energy market. By aligning procurement strategies with broader organisational goals and leveraging cutting-edge technologies, ADNOC can navigate complexities, drive innovation, and ensure long-term success in a rapidly evolving industry landscape.
Recommendations
- 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.
(Solution) CIPS Advanced Practitioner the impact of supply chain management on corporate performance
Original price was: £ 20.00.£ 10.00Current price is: £ 10.00.
(Solution) New CIPS PDV Managing Prices and Costs Approaches
Original price was: £ 30.00.£ 10.00Current price is: £ 10.00.
In this report, the focus is on evaluating role of procurement supply and management (PS&M) function to achieve value for money outcomes. Part of this report also entail evaluating approaches of management of costs for the catering services.
The organisation of focus is Qatar Railways Company (QRC) in sourcing for catering services. The data used to generate the findings in this report has been sourced by use of internal documents in QRC, available research from reputable sources and suppliers analysis.
Further, various theories and models have been used from CIPS Module notes and guidance (STEEPLED, Mendelow, Kraljic and Suppliers Preferencing and more ) to generate appropriate findings.
It is evident that QRC works with many stakeholders for success in their PS&M and specifically sourcing for catering services. Further, with QRC operating in a competitive oligopolistic market environment, achieving value for money outcomes in their PS&M operations is essential.
The major findings is that the organisation uses a strategic approach in achieving value for money outcomes.