5CO01 Assignment Example

Appropriateness

When competition is high, industries are constantly changing, and cross-functional integration is needed, matrix structure suits organizations like GSK. These make it possible to have much better project management and come up with ways and means of intertwining various skills and knowledge that are particularly necessary for pharmaceutical companies (Charthop, 2024).

Analyse the extent to which the organisational strategy in your organisation (or an organisation with which you are familiar) helps to ensure products or services meet customers’ needs. (AC 1.2)

As a remarkable technological firm, Apple Inc. uses several organisational strategies to keep the competition in check, including;

Product Innovation

At Apple, it is evident that strategic management concentrates on developing new product lines. This strategy involves developing new versions of the existing gadgets accompanied by improvements, such as iPhone, iPad, Mac, and Apple Watch (Podolny and Hansen, 2020). Management decisions aim to deliver solutions that bear the best technological values and are relevant to changing consumer expectations and demands. 

Ecosystem Integration

Apple also puts much value on integrating its products and services where one complements the other. This strategy implies offering solutions based on hardware, software and associated services. For instance, it is easily noticeable that Apple develops its devices in a complementary manner as this allows it to increase their usability and user satisfaction (Podolny and Hansen, 2020) 

Connection to the Higher Strategic Goals and Objectives 

Apple’s product innovation strategy aligns entirely with this strategic objective of being a technological pioneer. More often, Apple comes up with new products, distinguishing it from other companies and fuels growth (Singh, 2023). For example, Apple’s iPhone changed the entire look and feel of the smartphone market and made Apple a market leader. 

The concept of ecosystem integration can be seen to fit Apple’s strategic direction of trying to lock in customers. Thus, by linking the devices and services, Apple ensures that the consumer remains within the Apple environment, investing in a few products and services (Singh, 2023). It improves the customer experience and generates continuous income from items ranging from iCloud, Apple Music, and the App Store (Singh, 2023). 

Meeting Customer Needs 

Product innovation, as part of the overall strategic management, enables Apple to create products that meet customers’ needs since it is in the vanguard of providing new technology. It also demonstrates the direct results of continuous innovation of new features and improvements driven by the consumers’ need for the latest technology (Cypris, 2023). For example, the Face ID introduced focused on the customers’ security and convenience issues, making the experience much better for them.

External Factors Impacting Strategies 

Several external factors can impact the success of Apple’s strategies 

Economic Landscape

Economic fluctuations such as recessions lower the purchasing power of the consumers. Hence, fewer people will be able to afford Apple’s high-end products. Since this is a business product, its sales may be affected during the lean years, resulting in negative results for Apple’s income (Guillén, 2024). 

Technological Advancements

Technology is characterised by constant evolution, and this comes with both prospects and risks. They allow Apple to introduce new products and services to the market but demand a huge investment in research and development (Guillén, 2024). 

Regulatory Environment

Laws governing the protection of data and trade can influence Apple’s way of operation. For instance, enhanced regulations on data protection might necessitate Apple to alter some of its products’ characteristics or provide different services to cut expenses (Guillén, 2024).

Analyse the current impact of interest rates, inflation and one other external factor on your organisation (or one with which you are familiar). Identify organisational priorities arising from your analysis. (AC 1.3)

Interest Rate Fluctuations and Their Effects on Apple Inc. 

Interest rates have a large impact on Apple Inc., for example, in terms of credit costs and spending behaviour. Higher interest rates push up the cost of borrowing in Apple’s case and thereby decrease spending on research and development and capital-intensive expenditure (Makos, 2024). Furthermore, high interest rates negatively affect the sales of Apple’s products because consumers experience a constrained demand for credit, meaning that the sales of its highly margined products, including iPhones, Macs, and iPads, could be affected by high rates of interest (Makos, 2024). 

Priorities

Based on the analysis of the effect of interest rates within the macro environment, the company should focus on the management of its finances in response to the change. This consists of means to increase the level of working capital to eliminate dependence on credit and effective use of credit (Makos, 2024). 

Effects of inflation on Apple Inc. 

Inflation influences Apple in a way that makes its input price for raw materials and production rise higher. This could be disadvantageous to the consumers, possibly making the prices of the products increase, thus low demand (Makos, 2024). 

Priority- Anti-inflation 

Thus, considering inflation needs to be addressed, cost management should be Apple’s key focus. This might entail the integration of supply chains to make them cheaper, the enhancement of production procedures, and the exploitation of scale advantages (MBA Skool Team, 2024). 

Contribution of Technological Developments to Apple Inc. 

Technological advancement is an opportunity and a threat to Apple in that it can be used by Apple as a strength while at the same time posing a threat to Apple by forcing it to improve its overall performance (Ferguson, 2024). On the positive side, they present chances to create new strategies and avoid competitors’ actions. Nevertheless, they also entail huge costs in terms of R&D, and they tend to compress product cycles, thus placing much pressure on the continuous development of new products (Ferguson, 2024). 

Precedence in Management of Technological Innovations 

 Given such a rate of technological advancements, Apple should also factor in collaboration and acquisition as a strategy to incorporate new technologies that will mean a competitive advantage. Continuing to provide a rich stream of new products and redesigning existing ones is indispensable for achieving market needs and remaining a leader (Ferguson, 2024).

In February 2024, Peter Cheese, current CEO of CIPD stated, “AI is transforming jobs, careers and workplaces. People professionals have a key role to play in encouraging safe experimentation and rapid learning, so that we can reap the benefits and mitigate the risks.” Assess the extent that AI is, or could be, used in your organisation (or an organisation with which you are familiar) and assess how AI impacts work. (AC 1.4)

AI Technology Examples 

Natural Language Processing (NLP) for Customer Support

Apple has an opportunity to apply NLP to improve its customer relations support services. By incorporating enhanced chatbots and virtual assistants in the organization, the specific client can be issued real-time and precise responses on matters they are inquiring about to increase their satisfaction while lessening the pressure on human support personnel (Reaburn, 2019). 

Predictive Analytics for Employee Performance

Apple could incorporate predictive analytics to control and evaluate the pace at which each sub-ordinate is performing its duties (Pathak, 2021). For instance, this AI technology or system must be able to analyze performance data to recognize such performance trends in the future. The results of this are that managers can facilitate the training of staff with the necessary expertise as well as rebalance resources to increase general productivity (Pathak, 2021).  

Degree of Integration and Outcome 

NLP for Customer Support 

Benefits

Customer service can be notably enhanced through the decision-making result of NLP, which offers retorts to frequently asked questions and problem solutions. This has the effect of minimizing customer’s waiting time and hence improving their satisfaction (Reaburn, 2019). 

Risks

With high dependence on AI, there are certain risks for services, including the customer may end up feeling frustrated since they are attending to what they believe is a non-human interacting party (Reaburn, 2019). 

Impact on Working Practices

The integration of NLP in customer care tends to help increase the efficiency and effectiveness of the system and, therefore, prevent human agents from doing repetitive tasks (Mahtani, 2024). However, they forecast it as negative in some aspects as it may lead to a loss of jobs for some of the support personnel, a situation which is likely to demoralize employees and make them insecure in their workplace (Mahtani, 2024).

Predictive Analysis for Employee Performance 

Benefits

Using predictive analytics in HRM for Apple can enhance the focus on performance management. With the help of Big Data, Apple can predict an employee’s performance issues and intervene before they lead to more significant problems in their performance appraisal. This, in turn, results in better talent management efficiency and output (Visier Team, 2024). 

Risks

The use or analysis of data can lead to unfair treatment or bias. Besides, the use of such data may weaken the significance of the human factor in management and interpersonal skills (Visier Team, 2024).

Impact on Working Practices

Predictive analytics can foster a decision-making culture at Apple through the compilation of a package of tangible evidence on decisions that managers should make. This may improve the efficiency of performance standards and staff training and evaluation (Vulpen, 2024). 

Explain Charles Handy’s model of organisational culture and explain David Rock’s SCARF theory. (AC 2.1)

Charles Handy’s model of organizational culture

Charles Handy’s model of organizational culture is a framework that categorizes organizational culture into four distinct types: Power Culture, Role Culture, Task Culture, and Person Culture. 

Power Culture

This places organizational decision-making authority in the hands of one person or a group of people at the top of the organization’s hierarchy. This culture is noted for fast decision-making and providing clear directives but is vulnerable to pleas affirming key person influence (L&D Hero, 2023). 

Role Culture

Role Culture relies heavily on the roles and responsibilities of personnel. It exists through its organizational charts and bureaucratic processes, which provide continuity and control but, at the same time, lack flexibility and creativity (L&D Hero, 2023). 

Task Culture

Task Culture emerges when the employees are selected to work in groups to achieve certain goals or solve particular tasks. It can be effective, up-to-date, and competitive and encourages innovation while taking less long-term overarching vision than the bureaucratic structure (Fraraccio, 2023). 

Person Culture

Here, everyone’s self-interests are looked into before that of the organization. They are frequently observed in organizations based on professional services because the uniqueness of skills and knowledge is highly regarded. (Fraraccio, 2023) The current culture creates a high level of decentralization and results in the organization lacking cohesiveness. 

Understanding Organizational Behaviour

Handy’s model assists people practitioners in knowing the culture, which includes the values, beliefs and norms of an organization. Awareness of the prevailing culture helps practitioners match change management processes, organizational communication, and employee engagement with the existing structure (L&D Hero, 2023).

David Rock’s SCARF Theory 

David Rock’s SCARF theory is a model that outlines five domains of human social experience: status, certainty, autonomy, relatedness, and fairness. 

Status

Status deals with the degree of one’s self-worth within a given group of people in a specified hierarchy. Thus, feelings related to higher status are positive, while feeling that someone or something poses a threat to the higher-status position results in negative feelings and defensive actions (BiteSize Learning, 2024). 

Certainty

It addresses the management requirements of an unambiguous working environment. Ambiguity leads to stress, while on the other hand, structure and order give people assurance and ease (BiteSize Learning, 2024). 

Autonomy

This is the great positivism for the manipulation of the outer environment. Positive outcomes are associated with increased autonomy, and negative outcomes with decreased autonomy over work (Fitzgerald, 2023). 

Relatedness

This is the general impression that seems familiar and welcoming. Working relationships improve relatedness as people in organizations are more likely to work together and trust one another, while the absence of interaction demoralizes a group’s productivity (Fitzgerald, 2023). 

Fairness

This is the impartial and equal treatment that is expected to be received in social interactions. Perceived fairness results in trust and commitment, as well as increased organizational loyalty, whereas perceived unfairness leads to organizational resistance in the form of resentment and organizational conflict (Fitzgerald, 2023). 

Understanding Human Behaviour

The SCARF model benefits the people practitioners as it helps them understand the social aspects behind their behaviours. By identifying these domains, practitioners can manipulate environmental factors around the need’s themes to eradicate threats and increase rewards. Therefore, the consequence is a positive change in the motivation, commitment and well-being of the employees (Stokes, 2020). 

Assess how employee selection or employee development impacts organisational culture and behaviour in your organisation (or one with which you are familiar). (AC 2.2)

Employee Selection and its Effects on Organisational Culture in Apple Inc. 

Selecting employees defines organisational culture in Apple Inc. because personnel in the organisation are hired based on the beliefs and practices they support, hence protecting and promoting organisational culture. 

Benefits and negatives

Cultural Fit

Choosing good employees who have an appropriate outlook on Apple’s values helps to enhance such values. This ensures there is a mutual and consistent thrust and hold up of a single course that supports the organisation’s achievement (Employee Experience Magazine, 2022). 

However, with a focus on internal similarity, there can be a problem of low diversification of the staff. This homogeneity may bring rigidity and reduce the companies’ capacities for creativity and innovation, which are vital for an organisational form such as Apple in the technology industry (Employee Experience Magazine, 2022). 

 Impact on Organisational Behaviour 

Employee selection is a key factor in Apple Inc.’s organisational behaviour. New employees define how work is done and how objectives are attained in the organisation (the Team, 2022). 

Benefits and drawbacks

One of Apple’s objectives is the attitude that an employee exhibits at work. Hence, hiring people who display behaviours that reflect high-performance standards guarantees proper performance and contribution towards the company’s objectives (the Team, 2022). 

Besides, employees who are chosen for team playing ability promote togetherness and create a positive working environment (the Team, 2022). This is especially the case in Apple since cross-functional teaming forms the main process for identifying new ideas and driving product innovation. 

However, when the criterion of employee selection is based primarily on mere cultural adjustment, it becomes detrimental because it results in the formation of a closed group of people with no development of creative and critical thoughts (Meyer, 2024). 

An organisation is planning a change relating to hybrid working. Many employees moved to home working during the Covid-19 pandemic. Whilst this approach worked well at the time, the organisation now wants all employees to work at least two days a week on site.  Explain how Kotter’s approach to managing change could be used to successfully implement this change. (AC 2.3)

Kotter’s Change Management Model 

Kotter’s change model outlines the process of organisational change in eight stages: 

Create a Sense of Urgency

This emphasises the significance and need for the change to encourage the employees (Aktas, 2021). 

Form a Guiding Coalition

This emphasises recursively mobilising a group of current leaders from the organisation and related fields to gain support for the change. 

Develop a Vision and Strategy

Deals with bringing clarity and vision to wanting to change as well as the measures to be taken towards ensuring that the transformations desired are accomplished (Watts, 2023). 

 Communicate the Vision

This addresses communicating and enforcing the vision and strategy at the employee level so that everyone understands and respects the firm’s plan (Aktas, 2021). 

Empower Employees for Broad-Based Action

This stage deals with eliminating barriers to change and also ensures that the required change enablers for enhancing the employees’ contribution are available. 

Generate Short-Term Wins 

Notably, small early successes lead to big results as people are motivated to continue.  Persistently pursuing goals and gradually obtaining minor accomplishments can enhance morale and increase one’s motivation because one always has something to strive for (Aktas, 2021). 

Consolidate Gains and Produce More Change

This addresses leveraging the credibility that comes with early victories to effect more change. 

Anchor New Approaches in the Culture

This is to install them into the organisational culture of the company to make the changes last. 

Kotter’s eight-step model applied to the change of a hybrid working environment. 

In particular, Kotter’s model can be applied to facilitate the changes from a fully remote-working model to the hybrid model where employees are required to spend at least two days a week on-site. 

Create a Sense of Urgency

To address the challenges related to the implementation of hybrid working, it is necessary to describe its advantages, for instance, the integration of knowledge and sharing of best practices, which will yield benefits for the firm (Watts, 2023). 

Form a Guiding Coalition

Have a meeting with all the encouraging managers and the key employees who are in a position to support the change. In this coalition lies the leadership for the change initiative, where all worries will be attended to, and the transition will be accomplished. 

Develop a Vision and Strategy

Under this section, it is recommended to create a clear and concrete plan of how such a transition is to be implemented, what resources and time limits will be needed, as well as what concrete steps the organisation will have to undertake (Lucidchart, 2019). 

Communicate the Vision 

It is necessary to disseminate the vision and strategy through the formal and frequent use of communication media among personnel. Meeting people, communicating by email, and using interfaces to clarify the changes taking place and their manners to the employees (Watts, 2023). 

Empower Employees for Broad-Based Action

Education should be offered so that workers are ready to accept the new hybrid work situation with the efficiency of the change witnessed (Lucidchart, 2019). 

Generate Short-Term Wins

Keep track and show moments of achievement, for example, successful trials of a hybrid approach or testimonials of employees who switched to the hybrid work model (Watts, 2023). 

Consolidate Gains and Produce More Change 

Use the success to build on it and bring about even more modifications. This might involve extending the mentioned hybrid model to the four departments or even redrafting it in light of feedback and experiences that would have been gathered (Lucidchart, 2019). 

Anchor New Approaches in the Culture

To sustain hybrid working, it is enabled in the organisational culture by including it in organisational policies, organisational practice, performance assessments, and others (Watts, 2023).

Using the Kubler-Ross change curve, discuss how change is experienced. (AC 2.4)

Kubler-Ross Change Curve 

Kubler-Ross’s Change Curve is useful in explaining how people encounter organisational change. It outlines five key stages: Denial, Anger, Bargaining, Depression, and Acceptance. It addresses each of the stages that post-change behaviours and emotions employees can display in a firm. 

Organisational change and development have been defined as a process that has several stages that are important when it comes to the process of reacting to change among employees. 

Denial

Denial is when the employees do not acknowledge the change is going to occur, and if it is, it will not impact their lives (Malik, 2022). For instance, when switching from office-based to hybrid working, the staff could persist with remote work in the same manner, infringing on new rules (WalkMe Team, 2024). 

 Anger

With the change being more manifest, employees are likely to develop frustration and display anger towards the management or the change situation (WalkMe Team, 2024). This can be seen in employees refusing to accept new schedules or working structures instigated by the incorporation of hybrid working. 

Bargaining

In an attempt to have things changed in their favour, it is not surprising that employees would try to come up with some bargaining on the change being proposed (Malik, 2022). For example, they may ask to be allowed to work some days from home or ask for exemptions. 

Depression 

This is when the employees come to the understanding that bargaining does not work anymore and the change is going to happen anyway (WalkMe Team, 2024). In the case of hybrids that are working partially, they may experience issues adjusting to the new working schedule, and therefore, their levels of productivity will be affected. 

Acceptance

At this level, the employees start conforming to the change, which is organisational reality (Malik, 2022). They begin to realise that flexible working, including working from home and in the office, is not as disadvantageous as they once believed. 

Emotions on the Other Side of Change Identification of Behavioral Change 

The employees experience certain feelings and act in a specific manner during these stages. First, employees may show aggressiveness and even disappointment, but as they shift to the stage of acceptance, they change into active and efficient workers (Cruse Bereavement Support, 2024). Knowledge of these stages enables the managers to give proper intervention, which includes clarification, counselling, and training to ease the experience. 

Positives of Change 

Hybrid working brings more flexibility to the employees, improves work-life balance, and improves face-to-face working, which necessarily leads to higher innovation and creativity. Besides, the organisation can see the increased productivity and satisfied employee rates as the predictable outcomes (Cruse Bereavement Support, 2024). 

The CIPD’s Health and wellbeing at work survey 2023 found the percentage of organisations that have a standalone wellbeing strategy has risen from 40% in 2018 to 53% in 2023. Although the percentage has increased, this means that 47% of organisations do not have a standalone wellbeing strategy.  Assess the importance of wellbeing at work and assess how good work could impact wellbeing. (AC 2.5)

Well-being plays a central role in enhancing the productivity of employees and acts as a foundation for a good working environment that provides satisfaction in the overall working process of any employee. 

Promoting workers’ health leads to increased happiness in the workplace and improves productivity and performance. When employees feel someone cares for their welfare, they are willing to work in order, be productive, and be loyal to their employers. This results in an improvement in oral and written communication employee efficiency, which translates to improved quality of the work done and fewer cases of work-related absenteeism and employee turnover (CIPD, 2023). 

Also, if the organisation ensures that employees are treated well, then it will get the reputation of being a good workplace, hence attracting and nurturing talent (CIPD, 2023). For instance, Apple Inc. has instituted employee benefits that enhance the overall health and well-being of the workers, such as disease management or workout regimes and the liberty to work from home (Newsroom, 2023). 

Consequence of Not Paying Attention to the Well-being 

Failure to pay attention to well-being results in stress, burnout and other health complications for the employees. This harms their physical and psychological health alongside the productivity and the quality of work they produce (Bold, 2022). 

Well-being Consequent to ‘Good Work’ 

Example 1

Job security and fair rewards 

In “good work”, elements such as fair wages and job security that define employee benefits and that directly affect their health are analysed. If the pay structures of the firm are perceived by employees as fair and the jobs of the employees are secure, then the financial pressure on the employees is relieved, and the latter can work with enthusiasm (Perkbox, 2021). For example, organisations that have been noted to provide the employee with attractive remunerations and attractive health benefits in addition to job security are such companies as Unilever, and they have their employees happy and loyal to their companies (Unilever, 2024). 

Example 2

Supportive environment and work-life balance

Another organisational factor that influences employees’ standards is the work environment – work-life balance. Flexible work arrangements are agreeable to employees since flexibility helps them reduce workplace stress while enjoying more job satisfaction (Perkbox, 2021). For example, employed by Salesforce, flexible working hours and work from home are available to facilitate the employees’ caregiver duties. It also improves their mental and physical condition and is disease-free, thus making them more productive and innovative. 

Provide a brief overview of the employee lifecycle and discuss people practice roles at the recruitment, development and separation stages of the lifecycle. (AC 3.1)

Lifecycles of the Employee 

The employee life cycle is a model that seeks to explain the process that an employee undergoes during their working period within a given firm. The stages are: 

Attraction

Job seekers learn about the organisation and the jobs it has to offer. 

Recruitment

This includes the methods of recruitment, employee selection, and conversion to the organisational workforce. 

Development 

This involves employee training to acquire new skills and improve and empower them to have a better career path (Holliday, 2021). 

 Retention

It includes tools to retain employees and make them more productive and loyal to the company (Holloday, 2021). 

Separation

It is the instance whereby an employee gives in their notice, either formally or informally or is fired from their job (Holliday, 2021). 

Recruitment Stage Roles 

During the recruitment stage, people practitioners are responsible for ensuring that the organisation recovers the best employee talent. Key activities include job analysis and description. Job analysis is conducted by people practitioners to determine and establish the competency demands and prepare comprehensive job specifications that will appeal to the right candidates (Breton, 2023). 

Development Stage Roles 

 In the Development stage, the people practitioners’ key activities are concerned with employees’ skill development and their organisational advancement. Key activities include training and development programs. A company relies on such centres to develop and implement training solutions that enable the acquisition of new skills and promotion (Breton, 2023).

Separation Stage Roles 

During this stage, people practitioners oversee employees exiting the organisation. Key activities include exit interviews. Separation interviews are conducted to find out why employees are leaving and collect information for the improvement of the organisation (Verlinden, 2020). 

Analyse how people practice supports organisational strategy through vertical integration and how people practice supports wider people strategies through horizontal integration. (AC 3.2)

Example of Organisational Strategy 

Apple Inc.’s organisational strategy focuses more on innovation and ensures that it adapts to change and maintains its competitive advantage through the subsequent development of new products and technologies. This is a strategic plan that seeks to maintain market dominance while expanding market share and revenue by introducing and selling differentiated and superior goods. 

Vertical Integration

Endorsing Innovation Plan 

Individuals support Apple’s innovation strategy through the implementation of vertical integration at the HR executive level. 

Talent Acquisition and Development

To sustain its innovation, Apple needs highly skilled human capital. Organic employees have discussions with the upper management of the organisation to determine the skills that must be hired and the ways to recruit such skills in technology and design. (Wharton, 2022). 

 Leadership Development 

Besides, innovation must have strong leadership at the Apple Company. Larger people practitioners support the delivery of leadership programs, which are able to grow visionary leaders who can lead and motivate creative-filled teams (Wharton, 2022). 

Horizontal Integration

Managing innovation can be considered a fundamental element for any organisation’s continuous improvement; one of the key competencies that must be developed when constructing the operating model for an enterprise as a business is the competency of supporting innovation strategy (Cypris, 2023). 

Horizontal Integration 

Supporting innovation strategy

People practice supports Apple’s innovation by offering horizontal integration to maintain congruity of different business units in the firm and the policies of expansion. 

Policy Development and Legislative Compliance

The people practitioners at Apple establish policies that will support innovation and flexibility without violating the laws and regulations that govern the company. For instance, they formulate policies on working conditions that enable one to feel at liberty to come up with new ideas for developing efficient handling methods (Cypris, 2023).

An organisation is planning to introduce a four-day working week. Discuss the processes the people function could use to consult and engage with managers and employees to understand their needs when moving from a five-day to four-day working week. (AC 3.3)

Stakeholder Analysis 

According to the plan, the change to a four-day workweek affects numerous stakeholders, and stakeholder analysis entails documenting all the affected people. Some of the activities in this process involve mapping stakeholders according to their power and desire to influence the organisation. The management and staff of the organisation can be interviewed, and their opinions can be obtained through a survey to determine what they can offer or say concerning the issue. When applied to the planned change, such reactions can be grouped to fit its communication and support measures regarding all audiences (Lowler & Boudreau, 2020). 

 Needs Analysis Activities 

Focus group discussions and workshops are used in needs analysis to determine how the employees and managers want the change to be done. Thus, professionals can discuss expectations for the work schedule, potential issues, and necessary assistance (Lowler & Boudreau, 2020). This may be applied to the four-day week by developing action plans with particular ideas related to the ascertained needs. 

Employee Surveys 

Opinion polls are one of the direct ways of sourcing views on the proposed four-day working week across the masses of employees. Work preference questions that should be included in the surveys are about work preferences, possible decreases in productivity, and things that may worry the people being surveyed. This process offers a way of presenting quantitative data that an employee might need to use to make decisions (Lowler & Boudreau, 2020). Moreover, the results of surveys can be used as the basis for fine-tuning the corresponding policies and measures of support as part of the planned change. 

Regular Feedback Sessions 

Compiling the transition discussions into daily feedback with the employees and the managers guarantees a consistent conversation. These sessions can be done in town meetings or groups, thus creating a session of continual input and a dynamic one. Implementing such a process will mean that issues are dealt with as they occur, and changes may be easily made at the onset. Feedback is also used to monitor the effectiveness of the strategies; this is done by ascertaining the number of people participating and the nature of the feedback given to sustain the participation (Lowler & Boudreau, 2020).