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(AC 1.1) Evaluating the advantages and disadvantages of organisation structures

Examining firms’ strategic orientations and operational efficiencies, organisational design offers a comprehensive framework.

Tesco PLC’s Hierarchical Structure

Tesco PLC embodies a hierarchical organisational structure, characterised by a vertical setup and clear lines of authority and responsibility (Ullash, 2023). This framework aligns with conventional management theories, specifically Max Weber’s Bureaucratic Theory, which champions an organised and methodical approach that prioritises control, standardisation, and a clear command hierarchy (Börnfelt, 2023). Saiti and Stefou (2020) highlight that a hierarchical structure improves strategic direction and enables swift decision-making at higher management levels through centralised decision-making. A well-defined allocation of roles and responsibilities enhances operational efficiency, aligning with Fayol’s Administrative Theory, which emphasises the significance of organisational systematisation (Hatchuel and Segrestin, 2018). The organisation’s inflexibility may hinder innovation and adaptability, yielding a reduced ability to respond to market shifts (Saiti and Stefou, 2020). Additionally, a vertical structure may create communication barriers, limiting the flow of information and potentially affecting the firm’s ability to respond effectively.

John Lewis Partnership’s Cooperative Model

The John Lewis Partnership’s cooperative model allows employee ownership and participation in decision-making, yielding a more inclusive environment (Shipper and Hoffman, 2020). It promotes a culture of participatory management and organisational democracy, demonstrating commitment to inclusivity and shared leadership. This model offers significant benefits by increasing staff engagement and fostering innovation. Employees are more engaged and productive when they have ownership, according to McGregor’s Theory Y, which suggests that work is inherently rewarding in favourable circumstances (Touma, 2021). Building a culture of innovation through democratic decision-making enhances the organisation’s versatility and innovation by incorporating diverse viewpoints (Battilana et al., 2022). The model’s focus on consensus in decision-making can, however, yield slower processes. Considering different viewpoints often precipitates longer decision timelines (Battilana et al., 2022). Furthermore, the model’s inclusivity may promote conflicts and power struggles, highlighting the importance of proactive conflict resolution measures.

Comparative Analysis 

The comparison of Tesco’s hierarchical structure to John Lewis’ cooperative framework demonstrates the complexities of organisational design as well as its benefits and drawbacks. Tesco’s centralised control and clear operations have proven to be advantageous; however, the company faces difficulties in terms of rigidity and communication. On the one hand, John Lewis enjoys the advantages of having highly engaged employees and a culture of innovation. However, it also encounters challenges such as slow decision-making processes and the possibility of conflicts arising.

(AC 1.2) Analysing connections between organisational strategy and products or services, and customers.

Tesco’s Strategic Orientation

Tesco has historically concentrated its corporate strategy around expanding its presence, (both locally and internationally), prioritising customer requirements, fostering innovation, and ensuring efficiency (Chen, 2022). Recognising and satisfying customer needs is the primary objective for this strategy, which shapes its product and service development. Tesco effectively implements Porter’s Generic Strategies framework by combining cost leadership and differentiation to serve a broad customer base. They offer diverse products and services at various price points, incorporating distinctive value-added features to distinguish themselves from their competitors.

Connection to Products and Services

Tesco’s diverse product and service offerings, which include groceries, apparel, electronics, and financial services, demonstrate the company’s commitment to customer-centricity and innovation. Tesco’s ability to diversify allows them to effectively target different market segments and cater to diverse customer demands. Tesco’s introduction of the Tesco Finest and Tesco Value lines demonstrates their strategic approach to reach a wide range of consumers, catering to those seeking premium products and those on a budget. This strategy allows Tesco to broaden its market reach and enhance customer inclusivity (Tatum, 2018).

Impact on Customer Relationships

Tesco’s commitment to customer satisfaction is evident in its use of technology-based solutions to improve the shopping experience. The implementation of Clubcard, a loyalty plan, exemplifies how Tesco uses data analytics to study and forecast customer behaviour, adapt services, and build client loyalty (Fleming, 2019). This initiative echoes the Relationship Marketing theory, which highlights the significance of nurturing enduring customer relationships via engagement and personalised experiences. Clubcard allows Tesco to reward loyal customers and obtain valuable insights into their preferences, allowing Tesco develop targeted marketing and product development approaches that align with consumer needs.

Strategic Challenges and Adaptations

Tesco has nonetheless encountered difficulties in adjusting to the digital revolution and changing consumer behaviour. It has had to dramatically improve its online presence and digital skills due to e-commerce’s expansion and increased online shopping (Lauchlan, 2023). Tesco’s ability to swiftly respond to market changes is evident in this strategic shift, emphasising the importance of maintaining agility to remain competitive in the dynamic retail industry. Tesco’s commitment to enhancing its online platform and introducing click-and-collect services demonstrates its focus on providing customers with convenience and flexibility, highlighting the company’s customer-centric approach as a critical strategic element (Research and Markets, 2024).

(AC 1.3) Analysing external factors or trends currently impacting the organisation.

Tesco navigates a complex set of external influences and trends that influence its strategic priorities and operational structures.

Digital Transformation in Retail

Technological evolution has precipitated changes in retail, with digital innovation emerging as the dominant factor shaping customer expectations and competitiveness (Roper, 2023). The digital wave presents Tesco with a tremendous challenge and an opportunity. Retailers must strengthen their online footprint and incorporate digital technologies throughout their operations to boost efficiency and improve the customer experience. The rise of e-commerce and mobile shopping avenues has made this imperative (Kirby-Hawkins, Birkin and Clarke, 2019). Tesco’s online platform has received significant investment, with a focus on optimising the supply chain through artificial intelligence. Additionally, innovative offerings such as click-and-collect have been introduced (Chen, 2022). It is crucial to improve digital infrastructure, expand data analytics capacity, and develop operational procedures that can quickly adjust to technological advancements.

Evolving Consumer Behaviours towards Sustainability

Consumer behaviour has undergone a significant transformation due to the increasing recognition of environmental concerns. There is an increasing preference for sustainable, ethically sourced commodities, as highlighted by Khan et al. (2020). Tesco must respond to this trend by expanding its product range to include sustainable alternatives and implementing greener practices throughout its operations. Its response is comprehensive, showcasing its dedication to reducing carbon emissions, minimising waste, and improving its supply chains’ sustainability (ZXhang, Haxo and Mat, 2023). The trend has yielded a set of organisational priorities that revolve around sustainability, including the expansion of eco-friendly products, the establishment of stricter sustainability requirements for suppliers, and the undertaking of broader corporate social responsibility programmes to enhance environmental protection (ZXhang, Haxo and Mat, 2023).

Economic Uncertainties Post-Brexit

Ridgway (2019) highlights that Brexit has precipitated economic uncertainty, impacting supply chain logistics, trade relations, and consumer spending power. Tesco faces significant challenges herein, especially with potential supply chain disruptions and volatile currency exchange rates, impacting procurement expenses. To navigate this uncertainty, the organisation focuses on enhancing supply chain resilience by diversifying sourcing, local supply chains investments to alleviate potential import difficulties, and optimising cost structures to preserve competitive pricing amidst varying costs (Hoinaru and Năstase, 2019).

(AC 1.4) Assessing the scale of technology within organisations and how it impacts work.

Workplace technologies such as automation and artificial intelligence (AI) have caused significant changes in the organisational landscape, leading to major shifts in work and employment patterns.

The Scale of Technology Adoption in UK Organisations

Technological integration across organisational operations is extensive, impacting various sectors and functions. Manufacturing processes have been revolutionised by automation technologies such as robotics and computerised systems, yielding increased efficiency and productivity (ElMaraghy et al., 2021). The service industries have witnessed evolved customer service, financial analysis, and healthcare evaluations owing to AI and its algorithms and machine learning capabilities (Dwivedi et al., 2021). Additionally, the extensive utilisation of digital avenues and the Internet of Things (IoT) has facilitated unparalleled connectivity and data exchange, bolstering adaptable workplace structures and instantaneous decision-making (Singh et al., 2023).

Impact on Work and Employment

Employment is affected by technological advancement in two ways: certain roles become obsolete while new ones emerge that require sophisticated technical abilities and digital literacy (Parry and Battista, 2019). For example, there is a decline in conventional manufacturing jobs, in stark contrast to the increasing need for data analysts, cybersecurity professionals, and AI developers. Work practices have been redefined by technological integration, precipitating a rise in remote working. This shift has become even more prevalent in the face of the COVID-19 pandemic, impacting work-life balance, staff autonomy, and organisational culture (de Lucas Ancillo, Gavrila Gavrila and del Val Núñez, 2023). Additionally, decision-making has been revolutionised by AI and data analytics, yielding strategies driven by data and personalised experiences for customers.

This trend emphasises the importance of skill evolution and continuous improvement, as there is an increasing demand for digital competence and soft skills such as creativity, problem-solving, and versatility.  Organisations are reacting through training investments to prepare their staff for the digital age (Parry and Battista, 2019), showing the change in skill requirements and organisational roles in developing an adaptable, robust workforce.

Organisational and Societal Implications

The impact of technology on work and employment transcends organisations, affecting society as a whole. To remain competitive, organisations must embrace innovation and adjust to emerging technologies. This involves effectively managing strategic changes, nurturing talent growth, and fostering a culture of innovation (Kelliher, Richardson and Boiarintseva, 2019). The digital divide is a pressing concern in society, as unequal access to technology and digital competencies can exacerbate existing disparities.  To promote societal well-being and fairness, it is crucial to establish robust regulatory structures and ethical guidelines to address the ethical concerns surrounding AI and automation. These concerns include privacy, surveillance, and algorithmic bias. Consequently, we can ensure that technological advancements are aligned with ethical principles and serve the best interests of humanity.

(AC 2.1) Edgar Schein’s model of organisational culture and theory or model which examines human behaviour

Edgar Schein’s model provides a comprehensive approach to analysing the complexities of organisational culture. Abraham Maslow’s Hierarchy of Needs provides a comprehensive understanding of the driving forces behind human conduct.

Edgar Schein’s Model of Organisational Culture

Edgar Schein’s three-tier model of organisational culture, which segments into artefacts, espoused values, and basic underlying assumptions, transformed organisational psychology (Seyferth, Soldes, and Chung, 2024). Artefacts, such as the physical environment and customs, may be observed, but a thorough analysis is necessary to holistically comprehend them. Espoused values, which are the explicit benchmarks and goals stated in mission statements, guide acceptable conduct. Nevertheless, at its core lie the basic underlying assumptions—the implicit beliefs that shape how members perceive and act—forming the essence of the culture (Gerasimov and Ozernov, 2023). Schein’s framework emphasises the importance of transcending surface-level artefacts to uncover the fundamental values and assumptions that influence behaviour. This approach has had a significant impact on organisational development by integrating culture with strategic goals to achieve competitiveness and promote innovation.

Maslow’s Hierarchy of Needs

Maslow’s five-tier model of human motivation provides valuable insights into employee motivation and behaviour within organisations (Guo et al., 2019). Welfare programmes and supportive environments, for instance, lay the groundwork for improved engagement and morale by addressing physiological and safety needs. Addressing social and esteem requirements through acknowledgment and advancement encourages satisfaction and commitment.  In addition, fostering creativity, innovation, and personal growth enables employees to reach their full potential, enhancing their performance and dedication to the organisation.

The merging of Schein’s model and Maslow’s hierarchy emphasises the complicated relationship between organisational culture and human behaviour. Organisational principles have a significant impact on meeting individual needs, from basic security to self-actualisation. Schein’s identification of core beliefs and values in an organisation aligns with Maslow’s understanding of foundational human needs. According to Guo et al. (2019), organisations that foster a culture of respect, innovation, and personal development can meet the higher-order needs identified by Maslow. 

(AC 2.2) Assessing how people practices impact both on organisational culture and behaviour

Tesco’s case study offers an opportunity to delve into the influence of people practices on organisational culture and behaviour.

Leadership and Its Impact on Organisational Culture

Leadership has a critical role in building organisational culture. Tesco’s leadership practices are firmly grounded in its core values, which prioritise respect, teamwork, and a dedication to individual growth and development. Tesco’s leadership framework sets out the acceptable conduct and competencies for its leaders, such as the capacity to inspire, engage, and facilitate employees (Alam and Raut-Roy, 2019). This paradigm is consistent with the transformational leadership theory, which holds that effective leadership transforms and encourages followers to exceed expectations, promoting a favourable and performance-oriented culture (K.P. et al., 2019). Tesco fosters an environment that values and empowers its employees, creating a positive organisational culture that promotes commitment, loyalty, and high performance.

Training and Development and Its Influence on Organisational Behaviour

Enhancing employee skills, knowledge, and behaviour is of significance in fostering growth and advancement. Tesco showcases its commitment to fostering employee growth with a range of comprehensive training programmes. These programmes offer a variety of learning opportunities, such as on-the-job training and leadership development (BRIDGE, n.d.). Emphasising the importance of constant development fosters an environment that encourages personal and professional growth, inspiring individuals to proactively pursue excellence. Bandura’s social learning theory supports this approach by emphasising the advantages of learning via observation, imitation, and modelling, implying that such an environment promotes individual and organisational learning and adaptability (Rumjaun and Narod, 2020). Tesco’s commitment to employee development not only enhances individual skills, but also cultivates a culture that values learning and innovation. This, in turn, leads to improved organisational behaviour and performance.

Diversity and Inclusion and Their Impact on Organisational Culture

Organisational culture is significantly impacted by diversity and inclusion (D&I) practices, which promote a sense of belonging, fairness, and respect among the staff.  Tesco exhibits their commitment to diversity and inclusion through activities such as collaboration with diversity organisations, bias training, and assistance for marginalised groups (Tesco, 2023). These efforts are consistent with Cox and Blake’s multicultural organisation theory, which states that diversity fosters innovation, problem-solving, and decision-making (Abhiruchi and Byju, 2022). A culture that embraces diversity and fosters inclusivity leads to increased employee engagement and satisfaction. This, in turn, has a positive impact on organisational behaviour by promoting greater teamwork, fostering innovation, and delivering exceptional customer service.

(AC 2.3) Explaining different models or theories to managing change.

Kurt Lewin’s Change Management Model

The Change Management Model developed by Kurt Lewin is widely regarded as a fundamental framework for implementing organisational change. It consists of three key stages: Unfreeze, Change, and Refreeze. These stages are essential for achieving successful and sustainable change within an organisation. During the Unfreeze stage, organisations face the challenge of implementing change in the face of resistance to new technologies or practices. This involves acknowledging the need for transformation and creating a desire for change among employees (Desmond and Wilson, 2018). Organisations aiming for sustainable operations face a crucial phase that challenges the current norms and attitudes towards environmental stewardship. During the Change stage, transformation takes place via restructuring, implementing new technologies, or revising operational procedures (Etareri, 2022). This crucial phase requires the active participation of professionals with expertise in human resources. Their involvement in involving staff members and ensuring competence in novel work practices through training, support, and communication is crucial. In the Refreeze phase, the organisation strives to stabilise itself after undergoing change. This is achieved through incorporating new processes, structures, or conduct into its culture, ensuring a sustained impact (Desmond and Wilson, 2018). This phase is critical for businesses looking to preserve their competitive edge in a continuously changing global environment.

John Kotter’s 8-Step Change Model

John Kotter enhanced Lewin’s model through the introduction of an 8-Step Change Model, making change implementation more efficient in contemporary organisations. The model emphasises the importance of creating a sense of urgency, building coalitions, developing a vision and strategy, effectively communicating the change vision, empowering employees, generating short-term wins, consolidating gains for future change, and integrating a new approach into the culture (Alaimo, 2022). Professionals are vital in recognising challenges and fostering a culture that embraces change, bringing together change advocates from every organisational tier. Expressing a persuasive vision for change boosts stakeholder involvement and facilitates smooth transitions by eliminating barriers (CIPD, 2023). Recognising early successes boosts morale and highlights the advantages of change, maintaining support from those involved. A lasting change is ensured when new behaviours and practices are embraced throughout the organisation, from recruitment to executive training (Alaimo, 2022).

Amidst Brexit and digital innovations, Kotter’s model continues to be highly relevant. For example, a multinational company could utilise Kotter’s methodology to drive digital adaptation by first emphasising the potential of digitalisation to create a sense of urgency. Highlighting early successes by creating a cross-functional team of digital leaders and publicising pilot project achievements can effectively showcase the merits of digital adoption.

(AC 2.4) A variety of models have been developed to explain how change is experienced. Discuss one model that explains how change is experienced.

The Kübler-Ross Change Curve provides extensive insight into the experience of change. This model, originally created to describe the stages of grief in individuals facing terminal illness, has now been expanded to encompass organisational change. It effectively demonstrates the emotional process that individuals go through when confronted with significant workplace changes (Chavan and Bhattacharya, 2022). It covers five phases of the emotional response to change: denial, anger, bargaining, depression, and acceptance.

1. Denial

During the denial stage, people may resist the change, assuming that things will remain the same (Helmold, 2021). One might notice this in an organisational setting where employees fail to take into account consequences of new regulatory changes following Brexit. They may underestimate the effect these changes will have on their operations and processes.

2. Anger

Individuals may become frustrated and angry as the reality of the change becomes apparent, perceiving a threat to their preferred work environment (Chavan and Bhattacharya, 2022). Employees in manufacturing sectors may become angry when automated technologies are introduced, as they perceive these developments as a job security threat.

3. Bargaining

In the bargaining phase, individuals strive to identify methods to evade or reduce the consequences of the change (Helmold, 2021). In an organisational setting, employees may seek additional training or support to enhance their readiness for changes. They may also attempt to negotiate for delays in the execution of new processes.

4. Depression

Depression represents the low point in the transition curve, when individuals may experience feelings of loss or uncertainty regarding their future in the organisation (Chavan and Bhattacharya, 2022). In organisations undergoing substantial restructuring, an absence of clarity about organisational direction and job roles can birth demoralisation and disengagement amongst employees.

5. Acceptance

Ultimately, acceptance occurs when individuals begin to adopt change, recognising the potential and opportunities therein, which is critical for successful change implementation (Helmold, 2021). Take the retail sector’s digital transformation, for example. Employees must embrace and adjust to emerging retail technologies and client engagement systems, acknowledging the potential for enhanced efficiency and customer service.

(AC 2.5) Assessing the importance of wellbeing at work and factors which impact wellbeing.

The Importance of Wellbeing at Work

Employee well-being, which includes physical, psychological, and social work components, has a significant impact on both individual and organisational performance. High levels of wellbeing are positively correlated with higher levels of engagement, creativity, and productivity (CIPD, 2023). High levels of employee wellbeing are crucial for maintaining competitiveness in a rapidly changing market as employees who have a strong sense of wellbeing tend to demonstrate greater innovation and commitment (CIPD, 2023). Employee retention and attraction are also strongly influenced by wellbeing. In today’s highly competitive job market, companies that prioritise employee well-being are becoming the preferred choice for many job candidates. Failure to prioritise wellbeing can yield increased absenteeism, higher attrition rates, and a compromised employer reputation, which can significantly hinder personnel stability and organisational growth (Aryanti, Sari and Widiana, 2020).

Factors Impacting Wellbeing at Work

1. Organisational Culture

An organisation’s culture significantly influences the overall well-being of its workforce. A culture that promotes transparency, support, and work-life balance creates an atmosphere in which employees feel appreciated and supported; in comparison, a high-pressure culture can cause stress and harm mental health (McFadden et al., 2021).

2. Workload and Job Design

The wellbeing of employees is significantly compromised by excessive workload and poor job design, leading to high levels of stress. Many individuals have experienced blurred work-life boundaries due to the transition to remote work during the pandemic, yielding an increase in working hours and a rise in reports of burnout (Evanoff et al., 2020). Creating job designs that promote autonomy, define clear roles, and offer a variety of tasks can mitigate these effects and enhance job satisfaction and overall wellbeing.

3. Leadership and Management Practices

Leadership significantly affects workplace wellbeing, with inclusive, empathetic, and supportive styles attributed to improved employee wellbeing. Employee stress, anxiety, and disengagement can be caused by authoritarian or neglectful practices, as highlighted in a study by Kaluza et al. (2019). The importance of equipping managers with the skills and awareness to effectively support employee wellbeing is highlighted in the CIPD survey (CIPD, 2022).

4. Social Support and Relationships at Work

Employee wellbeing greatly depends on the quality of social relationships and the existence of support networks at the workplace. Emotional support, stress reduction, and increased job satisfaction can all be attributed to positive interpersonal connections (Evanoff et al., 2020). Organisations are facing a critical challenge in fostering a sense of connection and belonging among dispersed teams, especially with the increasing trend of remote work.

(AC 3.1) Discussing the links between the employee lifecycle and different people practice roles.

Attraction and Recruitment

The employee lifecycle begins with attraction and recruitment, emphasising HR professionals’ significance. In order to attract ideal talent, tools such as employer branding and targeted recruitment efforts feature (Gilch and Sieweke, 2020). In the UK’s wide-ranging talent environment, it is crucial to utilise social media, employment websites, and recruitment agencies. Furthermore, HR ensures the development and execution of effective and inclusive selection procedures, ensuring equal opportunities for prospective candidates (Gilch and Sieweke, 2020).

Onboarding and Integration

Once employees are recruited, they transition into the onboarding and integration stage. Here, HR and L&D collaboratively help new hires get acquainted with the organisational culture, values, and their respective roles. Administrative transition is facilitated by HR (Kabalina and Osipova, 2022), while L&D equips new hires with essential skills and knowledge through training and development (Garavan et al., 2019). For example, digital platforms can be utilised herein to provide onboarding training that complies with company guidelines and local legal stipulations.

Development and Growth

As individuals become more involved in the organisation, the focus shifts to their personal and professional development, emphasising L&D’s significance. Continuous professional development is highly valued in this phase, as it enhances employee skills and promotes professional growth.  Various learning preferences can be addressed by L&D professionals through a combination of training programmes, mentoring, and e-learning systems (Garavan et al., 2019). Recognising and cultivating leadership potential is crucial for succession planning and establishing the organisation’s leadership future. 

Retention

Maintaining a driven and committed workforce requires the collaborative efforts of HR, L&D, and OD. Employee satisfaction greatly depends on the policies set by HR regarding pay, benefits, and work-life balance (Gilch and Sieweke, 2020). Meanwhile, L&D improves engagement by providing career development prospects, demonstrating the organisation’s devotion to employee advancement. According to Burke (2022), OD crucially nurtures a positive culture and enhances engagement. Organisations are increasingly implementing innovative retention strategies such as flexible working arrangements and individualised career development programmes.

Separation

Separation, the last phase of the employee lifecycle, can happen for various reasons such as retirement, resignation, or redundancy. The HR department is crucial in overseeing this process with professionalism and empathy. They conduct exit interviews to collect valuable feedback and ensure that the departure is conducted in accordance with employment regulations (Gilch and Sieweke, 2020). At this level, one can comprehensively analyse staff turnover trends and pinpoint areas where the organisation can make improvements.

(AC 3.2) Analysing how people practice connects with other areas of an organisation and supports wider people and organisational strategies

HR’s strategic alignment function involves incorporating the organisation’s strategic goals into HR guidelines and processes, such as workforce planning, talent management, and designing compensation strategies for talent recruitment and retention (Gilch and Sieweke, 2020). In the UK’s financial services sector, for example, HR ensures compliance and recruits highly skilled professionals who excel at navigating regulatory complexities. When HR strategies are aligned with organisational goals, it ensures that the workforce is prepared and motivated to tackle both present and potential difficulties (Gilch and Sieweke, 2020).

L&D’s involvement in organisational strategy focuses on building the competencies required to fulfil business objectives. This entails identifying skill gaps, developing and implementing training programmes, and encouraging ongoing learning. In today’s rapidly changing digital landscape, L&D’s commitment to digital literacy and agile approaches is critical for organisations pursuing technological innovation (Garavan et al. 2019). Specialised development programmes equip personnel with critical skills and knowledge, helping them effectively pursue corporate goals and strengthen long-term strategic objectives.

OD’s commitment to cultural transformation and change management is critical in aligning organisational culture with strategic goals. Enhancing leadership conduct, communication methods, and interpersonal relationships that coincide with the overall strategy is crucial (Burke, 2022). In organisations undergoing digital transformation, OD practitioners have the ability to take charge of change initiatives and foster an innovation culture, endurance, and versatility. This enables the organisation to effectively navigate the complexities of digital change. Organisational Development (OD) plays a crucial role in shaping the organisational culture to ensure that the values, behaviours, and practices of the workforce are in line with the strategic vision of the organisation (Burke, 2022).

People practices are closely intertwined with other corporate functions, such as operations, finance, and marketing. The collaboration between HR and finance in budgeting and resource allocation affirms the long-term financial viability of people strategies (Gilch and Sieweke, 2020). Collaboration between L&D and operations is essential in identifying inefficiencies and developing training programmes to enhance productivity (Garavan et al., 2019). Burke (2022) highlights the importance of OD’s involvement in marketing to better understand customer needs. This understanding drives organisational changes, yielding enhanced customer service and an improved reputation.

Integrating people practice roles into wider organisational strategies results in a more consolidated and strategic people management approach and organisational development. Ensuring the workforce is skilled, enthusiastic, and compatible with the organisation’s strategic goals is crucial for optimal integration. In today’s complex and rapidly changing landscape, organisations must navigate challenges like Brexit, technological disruption, and evolving workforce expectations. Collaboration between HR, L&D, and OD is essential for achieving organisational success through alignment with strategy, capacity building, and cultural change.

(AC 3.3) Discussing processes for consulting and engaging with internal customers of the people function

It is crucial to consult and engage with internal customers in people practice to fully understand and meet their needs. This engagement ensures that HR initiatives are aligned with organisational goals and address the various and changing needs of employees.

Regular Stakeholder Meetings

I have found that regular stakeholder meetings are crucial as they provide a structured platform for engaging with departmental managers and team leaders, allowing us to address their teams’ needs, difficulties, and feedback on HR efforts.  In organisations that span multiple locations with diverse cultures and regulations, these meetings play a crucial role in tailoring people practices to ensure global consistency while remaining relevant at the local level. Through such discussions, I have been able to adapt workplace flexibility procedures to better meet the unique needs of employees in various regions. This includes considering local commuting challenges and preferences for work-life balance.

Employee Satisfaction Surveys

I have conducted extensive employee satisfaction surveys to gather insights from all levels of the organisation, covering areas such as job satisfaction, engagement, work atmosphere, and professional development prospects. These surveys have provided valuable insights for enhancing and guiding targeted measures to enhance employee engagement and retention. For instance, the valuable input we received from these surveys inspired us to enhance our L&D programmes by incorporating increased digital skills training, addressing the increasing demand for digital literacy across different job functions.

Cross-Functional Workshops

I strive to facilitate cross-functional workshops that bring together employees from various departments to delve into HR-related subjects such as diversity and inclusion, leadership development, and creativity at work.  The workshops are designed to foster a diverse range of viewpoints and cultivate a culture of collaboration and shared understanding throughout the organisation. By focusing on enhancing workplace diversity and fostering innovation, these sessions have the potential to drive more inclusive and forward-thinking people practices, influenced by the collective insights of our workforce.

Digital Feedback Platforms

I could also use digital feedback systems to give employees a constant, real-time way to express their ideas, concerns, and comments on HR policies and activities. These platforms would enable the HR function to effectively react and adjust in the contemporary business landscape, where employee needs and marketplace dynamics evolve rapidly.  For example, during the COVID-19 pandemic, a digital feedback tool could have allowed us to instantly examine employee attitudes towards remote work, resulting in speedier policy revisions.