Assessment Questions
Question 2
AC1.2 It is commonly argued that developments in the field of information technology will soon create machines with ‘general artificial intelligence’ that are able to do anything the human brain can do, including generating new scientific knowledge. Critically evaluate the ways in which this development will affect employment in your industry or sector? Justify your answer with at least ONE example
There have been numerous technological advancements in the last five decades that have significantly impacted the human way of life as well as how businesses operate (Li and Piachaud, 2018). Most importantly, technological advancements have affected the nature of work, including the employment opportunities available in different sectors. Some notable technological developments of the last three decades include the internet, personal computers, and smartphones. Nevertheless, in the last decades, there has been significant progress in the development of artificial intelligence, which empowers machines to perform tasks previously performed by humans (Soori, Arezoo and Dastres, 2023). Notably, general artificial intelligence is having significant impacts on human resource management. This is through providing opportunities for streamlining processes and enhancing decision-making by leveraging data-driven insights. This report critically evaluates how technological developments, particularly general artificial intelligence, will affect the human resource profession.
Efficient Recruitment and Selection
Artificial intelligence tools transform human resource functions by streamlining recruitment and selection processes (Siocon, 2023). For instance, AI-powered algorithms can extract relevant information from applicants’ application information and rank them based on their qualifications. Murgai (2018) argues that this can help people professionals in the analysis of job applications, resumes and cover letters to identify candidates whose skills and qualifications match the job requirements. This significantly reduces the time spent by human resources in manually reviewing job applications. Besides, according to Siocon (2023), through predictive analytics, artificial intelligence can analyse historical recruitment data to identify patterns and trends that lead to successful hires. Key considerations may be in candidate experience, education and interview performance. This may indicate the candidate’s attitudinal fit and success in the organisation, which can help reduce the risk of bad hires and high turnover rates.
Artificial intelligence will lead to improved employee experience.
Turchin (2023) notes while artificial intelligence may usurp some of the roles previously performed by human beings, it may also improve employee job experience throughout their lifecycle. For example, artificial intelligence tools may be used to analyse employee skills, their performance and identify gaps that can be addressed through personalised upskilling and reskilling programs. Besides, using virtual reality contributes to improved learning experiences and learning outcomes for employees. This encompasses realistic simulations, remote learning and personalised learning paths.
Notably, numerous studies have shown that employees attain their learning outcomes more effectively when the learning information provided is tailored and delivered to suit their preferences and aspirations (Evanick, 2023). This leads to improved employee competency and efficiency at work, and also m empowers them in their cards through prospects of promotions. Furthermore, attaining employees’ learning outcomes leads to a positive investment return.
The emergence of new specialist areas in human resource
Artificial intelligence has precipitated the rise of new specialist areas in human resource management. These specialist areas are aligned with the evolution of technologies and the need for organisations to have employees with expertise in using artificial intelligence for competitive advantage (Webb, 2020). For instance, there has been increased interest in the specialist areas of human resource data analysis and data scientists. Individuals in these specialist areas help analyse data developed through artificial intelligence to identify trends, predict workforce needs and propose strategic recommendations to improve people’s practice. In addition, artificial intelligence has expedited the importance of change management specialists. Since artificial intelligence significantly impacts organisations and the human resource profession, change management professionals must assist employees in adopting artificial intelligence solutions and addressing emerging concerns (Harvard Business Review, 2022).
Bias and Fairness Concerns:
Despite the positive transformations that Artificial intelligence brings to the human resource management profession, it is important to acknowledge that it has also brought some negative impacts (Fletcher, Nakeshimana and Olubeko, 2021). For instance, the use of artificial intelligence algorithms to streamline recruitment and selection processes and management of employee training and development. This arises when artificial intelligence algorithms inadvertently perpetuate biases that may exist on the organisation’s historical data.
Employee privacy concerns
Murdoch (2021) has also pointed out the risk of privacy concerns when artificial intelligence systems are used exists. Notably, human resource management often involves gathering and analysing sensitive employee private data such as medical records, personal identities, payroll information and performance data. Svenson, Eva Ballová Mikušková and Launer (2023) adds that the use artificial intelligence may also erode trust in the organisation’s management as employees become more sceptical about how their data is analysed and used. The calls above for people professionals to strike a balance between leveraging artificial intelligence to streamline organisational processes and respecting employee privacy. Similarly, transparent communication regarding the extent of the collected data, its use, and measures to protect employee privacy may be instrumental.
Furthermore, artificial intelligence has also led to the emergence of artificial intelligence ethics and compliance officers (Hayes, 2022). As artificial intelligence solutions become more embraced in human resource functions, professionals need to understand their ethical implications and ensure compliance. Such compliance may include ensuring transparency and compliance with legal and regulatory standards.
In conclusion, while general artificial intelligence is still a work in progress with new developments being incorporated, its benefits far outweigh the disadvantages. Artificial intelligence has led to efficient recruitment and selection of employees, which is an instrumental cost-saving intervention. It has also eradicated bias and discrimination that may exist when human beings manage the process; hence the best hires are recruited and onboarded. Besides, artificial intelligence has improved employee experience as they are provided with more targeted and personalised learning and development opportunities and compensation. Most importantly, it has created new specialist areas, such as data analysts and ethics and compliance professionals. However, artificial intelligence has limitations, such as employee privacy concerns and the risk of perpetuating biases in the historical data and other data sets they analyse.
Question 8
AC2.4 In most countries recent years have been ones in which unemployment levels have been low by historic standards. Critically discuss why this situation has evolved. How is it affecting the management of people in your organisation?
Unemployment can be defined as a situation where individuals are actively looking for employment and cannot secure one (Hayes, 2022). Notably, employment rates are an integral measure of a country’s economic health. For instance, high unemployment rates are considered to be indicators of economic distress while low unemployment rates are considered to be signs of an overheating economy where production is at fill capacity, there is wage growth and improved living standards. This report shows that there has been reduced unemployment rates by historic standards in recent years. The report them investigates how this has evolved and its impact on the management of people in the organisation.
Notably, in the United Kingdom labour market, the Office for national Statistics statistics indicate that the unemployment rates are at a historic low. For instance, the UK employment rate in may 2023 was 76% while the unemployment rate stood at 4.0% (ONS, 2023). The aforementioned is a significant decrease from the unemployment rates reported by the Office For national Statistics which indicated the unemployment rates 2014 stood at 5.7% (ONS, 2015). In comparison, the UK experienced an increase in unemployment rates in 1993 was 9.77% and a high of 10.35% in 1991 (MacroTrends, 2020).
Low unemployment levels particularly in the UK labour market have been precipitated by consistent economic growth. Studies show that businesses recruit more workers during economic growth to meet increasing demands for products and services. Besides, education and skill development have contributed to low unemployment rates. Notably, a skilled workforce is more attractive to perspective employers. The United Kingdom has strongly emphasised supporting the education sector and ensuring learners have the right skills and qualifications to meet the demands of the job markets.
Most importantly technological advancements and innovation have contributed to creation of new industries and job opportunities particularly in the gig economy (Liu, Feng and Zhang, 2023). Besides, governments have consistently implemented policies to address structural barriers in the labour market over the years. This includes ensuring reduced discrimination, equal access to job opportunities and implementing affirmative action plans that have ensured marginalized groups have access to employment. This has improved the overall employment levels.
Implications of low employment rates on the management of people in organisations.
Tight labour market
Low unemployment rates significantly impact the management of people in organisation. For example, low unemployment rates precipitate a tight labour market (Brunow, Lösch and Okhrin, 2022). This refers to when there are more job openings in the job market than available qualified candidates to fill them. This leads to challenges in the recruitment of employees. For instance, according to the new British Chambers of Commerce (BCC) research, in the current tight labour market in the United Kingdom, 82% of businesses have experienced challenges in recruiting employees in the fourth Q4 (Gallacher, 2023). In a tight labour market, there is increased competition of the available talent in the labour market since there are fewer job seekers. Besides, in a tight labour market, skilled labours are limited because many qualified employees are in gainful employment. As a result, organisations seeking to fill vacant positions in critical roles requiring specific technical, professional and specialized skills may experience challenges securing candidates in the limited talent pool.
Growth in wage rates
In periods of low employment rates, age rates for employees significantly. Office for national Statistics show that wage earnings in the United Kingdom have increased by 7.3% the second highest wage increase since 2001 (Inman, 2023). This is because employers compete for talent in a smaller talent pool, offering higher wages to attract and retain employees. Besides, it is important to note that when there are low unemployment rates, employees have stronger bargaining power, as a result, they negotiate for higher wages since employers are motivated to fill their vacant job openings, moreover, employers are willing to compensate current employees higher ages to prevent turnover as employees look for better job offers with better compensation elsewhere.
Employee empowerment
Liu, Feng and Zhang (2023), employees have stronger bargaining powers during periods of low employment as a result, employers may have to create a workplace environment that promotes employee satisfaction and motivation. Some of the intervention’s employers can make include training and development interventions and growth opportunities to up-skill and re-skill current employees (Carmichael and Jr., 2022). Opportunities such as mentorship, on the job training, online courses and coaching, provides employees with a sense of purpose and satisfaction with their jobs. They also allow employees to feel supported and valued by the organisation, improving their loyalty and desire to stay.
Succession planning
Organisations may need to invest in succession planning strategies when unemployment rates are low (Gallacher, 2023). This enables the organisation to identify, develop and retain talented employees to ensure there are smooth leadership transitions and enhanced business continuity. Some of the interventions may organisation has implemented to support succession planning includes identification of high potential employees, this is conducted through performance reviews, assessment and manager recommendations. Employees identified are added into succession pipelines and are provided development opportunities. Furthermore, my organisation has embraced cross-training as part of succession planning. This refers to tee practice of training employees to expand their skills in a manner that allows them to work in different specialities and departments (Gallacher, 2023). Despite the organisations efforts to manage succession, the organisation has been faced with limitations such as skill shortages in specific specialties. This makes it difficult to identify suitable successes with industry specific knowledge to perform the job.
In conclusion, there has been reduced unemployment rates in the United Kingdom over the years. This has been influenced by factors including improved economic growth, technological advancements, upskilling and reskilling of employees making them more attractive to prospective employers. However, this has impacted on the management of people in several ways. For instance, wage growth has increased as employers provide more wages and benefits to attract and retain employees. Similarly, employees have become more empowered and hence the ned to provide hem with training opportunities and invest in a positive working environment. Besides, it has become important for organisations to invest in succession planning to develop a steady pipeline of talent to promote to senior positions when they become vacant.
Question 11
AC3.3 Evaluate the case for and against the introduction of a four-day working week. Illustrate your answer with examples and reference to published research.
The notion regarding the four-day workweek has gained traction in the past decade, motivated by the need to improve work-life balance, promote efficacy, and tackle the evolving dynamics of work. Proponents say such a transition might result in increased efficiency, higher employee well-being, and lower carbon emissions (Verma, 2022). However, this concept has issues linked to viability, potential negative economic consequences, and the requirement for adaptation across varied industries. To assess the argument for and against implementing a four-day workweek, it is critical to analyse its potential advantages and downsides, as backed by studies and practical examples.
The Argument for a 4-Day Workweek
Improved productivity and staff Well-being: According to studies, fewer days of work may contribute to higher job satisfaction and lower stress among staff members. Research undertaken by a New Zealand wealth management firm, the Perpetual Guardian, found that switching to a workweek consisting of four days resulted in a 20% boost in staff happiness and an 8% rise in total work performance (Eiser and Mitchell, 2021). Increased well-being can lead to better focus, involvement, and innovation, benefiting individuals and organisations. This case study received much media attention because it demonstrated the possible benefits of a shortened workweek. Additionally, Wildbit, an emerging software firm formed in Philadelphia around 2000, tested and adopted a workweek of four days in 2017 (Fontinelle, 2021). This approach has been successful due to the business’s preference for results instead of numbers and focused, thorough work over hours worked. Wildbit’s four-day week of work is an aspect of the company’s people-first philosophical thought, which maintains that work allows existence and that offering decent benefits while prioritising the company’s prosperity over its employees is not the correct way (Fontinelle, 2021).
Better Work-Life Balance: A shorter working week allows staff members to devote more time to their own private and family interests, which is essential for achieving a healthy balance between work and life. For instance, the town of Gothenburg in Sweden ran a pilot programme whereby nurses were given a 30-hour week at work with full compensation (Spencer, 2022). This led to higher overall work satisfaction, lower turnover rates and fewer sick days, suggesting a possible positive effect on personnel’s life outside of work. Thus, working fewer hours per week may improve physical and emotional well-being. According to World Health Organisation research, prolonged hours of work are related to a higher likelihood of a variety of health conditions, such as anxiety and cardiovascular disease (Cuello, 2023). A shortened workweek could reduce these worries.
Additionally, Treehouse, a virtual coding institution, began a work week consisting of four days in the year 2013. Ryan Carson, Its CEO, implemented the method at his prior company in 2006. He openly applauded the advantages of the shorter week as recently as 2015, ranging from improved efficiency to a better work-life balance (Fontinelle, 2021).
Environmental Advantages: A shorter workweek can result in less energy use and a smaller number of commutes, resulting in a lesser environmental impact and reduced carbon emissions. According to a study conducted by the NEF (New Economics Foundation), working four days per week might help yield considerable decreases in emissions of greenhouse gases, hence assisting companies in aligning with sustainability objectives.
The Argument Against a Four-Day WorkWeek
Economic Challenges: Some critics contend that decreasing a week of work to four days will have an unfavourable effect on competitiveness and economic growth. Additionally, they assert that fewer days of work will result in lower total output, particularly in jobs that require continuity and regularity (Verma, 2022). In this regard, businesses may suffer difficulties maintaining output levels, and industries requiring continuous operations, like manufacturing, finance and healthcare, may endure disruptions. A study undertaken by the National Bureau of Economic Research proposes that shorter workweeks may result in lower production, particularly in businesses requiring continuous operation (Cuello, 2023). Similarly, Carson, the CEO of Treehouse, was forced to lay off employees when he resumed the forty-hour workweek at Treehouse around 2016. He claimed that the 32-hour week of work caused him to lose his work ethic, which was damaging to the company and its purpose (Fontinelle, 2021). In 2018, he stated that he worked 65 hours per week, starting at 4:30 a.m. and finishing at 6 p.m.
Adaptability Across Sectors: The viability of a workweek consisting of four days differs across industries. Whereas knowledge-based companies may find it simpler to adapt flexible hours, sectors such as retail and hotels, which rely significantly on weekend traffic, may face challenges (Verma, 2022). For example, a dining establishment open four days every week may need help to satisfy peak consumer demand, thus leading to unsatisfied customers and lost income. For instance, in the year 2020, Microsoft Japan performed a four-day week of work trial and claimed a 40% boost in productivity and improved staff well-being (Spencer, 2022). Nevertheless, the findings from the experiment may not be easily replicated in all cultures or industries.
Possibility for longer working days: A prevalent worry is the idea that working for four days per week will result in greater everyday work hours to make up for the lost time (International Labour Organisation, 2018). This has the potential to nullify the intended advantages of improved staff well-being and work-life balance. Staff members, for instance, might wind up working for 10 hours in a day as opposed to eight, resulting in fatigue over time. In this regard, a study conducted by the National Bureau of Economic Research, on the other hand, discovered that a shorter week of work may not always translate to improved production. The study evaluated data from a range of industries and concluded that while output may immediately increase, it may stagnate or fall as time passes as a result of the possibility of extended hours at work (International Labour Organisation, 2018).
Question 15
AC4.3 Critically evaluate the options for your organisation, or one that is familiar to you, to improve its record in the area of sustainability. Identify TWO distinct interventions that will not be too expensive to implement. What would you recommend and why?
Sustainability can be defined as the practices of meeting the needs of the present without compromising the ability of future generations to address their own needs. Sustainability also encompasses making responsible decisions while considering their social, economic and environmental impacts (Moore et al., 2017). Furthermore, in the 21st century, sustainability is integral for organisations as ethical and sustainable consumer behaviour is on the rise. This is characterised by consumer behaviour such as ethical purchasing, purchase of eco-friendly products, longevity and repair (Antonides, 2017). Key aspects of sustainability include environmental sustainability. This pillar focuses on ensuring natural systems and ecosystems are protected. The second pillar is social sustainability, which emphasises the need to promote well-being, equity and quality of life through social justice, inclusivity and human rights. Lastly is economic sustainability, which emphasises the need to manage resources and economic systems to support long-term growth, stability and prosperity. This report provides cost-effective interventions that my organisation, which specialises in professional services and has 50 employees, can implement to promote sustainability.
Promoting diverse hiring and provision of diversity training to employees
To promote social sustainability, diverse hiring and provision of diversity training to employees should be implemented in my organisation (Fisk, 2021). Diversity and inclusion n are crucial concepts that help create a workplace and society where individuals respect each other’s differences. Diversity encompasses different characteristics and backgrounds, such as race, age, gender, religion and abilities (Tan, 2019). On the other hand, inclusion entails creating an environment where individuals feel respected, valued and empowered to participate and contribute their opinions despite their differences.
Notably, the organisation can promote diversity and inclusion through diverse hiring. This is recruiting employees from different backgrounds, ages, education and experiences. This may be achieved by providing unconscious awareness and training to recruitment professionals. This ensures they know their unconscious biases and do not impact their decision-making. It also ensures fairness during the selection process and all individuals have equal opportunity. Besides, the organisation can ensure diverse hiring by developing inclusive job descriptions. This entails developing job descriptions that emphasise employee skills and qualifications and do not focus on their characteristics. Job advertisements should be developed in a language that does not encourage specific individuals to apply. In addition, the organisation should prioritise diverse hiring; this includes attracting and recruiting employees using different approaches such as job boards, professional organisations and networking events. This ensures even underrepresented individuals in the community are attracted and recruited.
Ensuring there is diversity and inclusion has numerous benefits for the organisation. For instance, organisations with diverse employees have a strong reputation as an employer of choice in the labour market (ILO, 2022). This may therefore help the organisation in attracting and retaining the best talents. Besides, customers want to purchase products and services from organisations whose workforce represents their society and who demonstrate fair labour practices, such as equal opportunities for all. This ultimately leads to improved organisational performance.
However, Orupabo and Mangset (2021) notes that promoting diverse hiring may present some challenges for the organisation, such as the tokenism. This refers to recruiting diverse candidates, not due to their skills and qualifications, but to fill quotas. This leads to bad hires and reduces the quality of products and services the organisation provides. Nevertheless, studies show that the organisation can address this risk by creating an inclusive workplace that attracts employees from different backgrounds (Dauth et al., 2021). This may encompass ensuring all employees are compensated equally, promoting employee voice and ensuring there is fairness, transparency and respect for all.
Digitisation human resource
The organisation should digitise its human resource management practices to promote environmental sustainability. This refers to leveraging the use of digital technologies and strategies in human resources to reduce the organisation’s digital footprint (Kuzior, Kettler and Rąb, 2021). Notably, this is a cost-effective intervention for promoting sustainability since the required technologies are in place in the organisation and only require policy and leadership support for execution. Digitisation of human resource functions will lead to a transition towards paperless operations (DocuSign, 2022). This may entail electronically conducting all human resource functions like recruitment, onboarding, and document management. For instance, in contrast to physical employee workshops and conferences where employees are provided with training pamphlets, the organisation could use its e-learning platform to offer employees training programs and learning resources (O’Connor, 2020). This reduces the need for employees to travel to attend workshops and conferences and reduces the carbon footprint. Moreover, substituting paper with digital learning materials will reduce the number of papers used and consequently contribute to the saving of trees and wastes associated with paper.
Nevertheless, while implementing the human resource digitisation process, there is the risk of resistance from employees. Galunic (2017) argues that the resistance may be attributed to various factors, such as fear of change and concerns about job security. For instance, employees who manage organisational paperwork may be concerned that the new technology will replace their jobs. Moreover, Wang (2022) adds that employees may have concerns with the familiarisation of technology and perceived disruption of existing routines. However, the organisation can mitigate these risks and concerns by communicating clearly. This entails explaining the goals of the digitisation process about sustainability. The organisation may also address employee concerns by ensuring their job safety and gathering feedback about how the implementation process can be implemented to meet their needs and concerns.
In conclusion, sustainability is integral for organisations. For instance, digitising processes to reduce paperwork helps demonstrate environmental stewardship by reducing waste and carbon print. In addition, promoting diversity and inclusion helps create a strong brand image and reputation, which can attract and retain employees. Moreover, with the rise of ethical consumer behaviour, implementing diversity hiring and contributing to reducing carbon footprint can lead to increased competitiveness and sales.
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