Solution
Section 1
2.3 Internal and external factors impacting organisation and priority areas of focusing
For conducting the internal analysis, the SWOT analysis tool can be used. According to CIPD (2021a) this is a tool used in identifying the Strengths, Weaknesses, Opportunities and Threats.
Strengths– The existence of 8 private care homes provides Orchard Group with a large scope of operations. Also, their employees who are 150 full and part time employees and 20 zero hours workers is similarly high. To their employees, they are able to offer national living wage and other benefits.
Weaknesses– The increased rates of absenteeism in the organisation has a direct implication on their productivity and overall performance. Also, performance issues impact on the organisation sustainability in their business sector.
Opportunities– The increased technology and new opportunities owing to effects of COVID-19 pandemic would influence Orchard success in their operations. Highly qualified employees in the organisation would be engaged for their optimum gain.
Threats– This include the COVID-19 pandemic impacting Orchard Group overall employees health and wellbeing. Also, lack of satisfaction of their employees affect their success.
On the other hand, for the external factors, CIPD (2021b) identify PESTLE as being the most appropriate tool appropriate for guiding people professionals and senior managers in strategic decision-making informed by external environment factors. These include;
Political– Business environment defined with a good political environment with appropriate relations with other countries. Also, the Brexit policy impact on the employees working hours and operations.
Economic– The prevalence of COVID-19 pandemic, UK Parliament (2021) identify GDP as lowering with 9.7% in 2020.
Sociological– The increased rise of generation Z and Millennials venturing the workforce influence employees scope of wellbeing approaches.
Technological– In the Insight (2021) report raking countries in terms of technology embrace, UK is ranked as 4th in 2020 Global Innovation Index.
Legal– UK operates the Health and Safety at Work Act 1974 (HSWA) which is identified to put into account of the workplace safety and health requirements (CIPD, 2021c). This is a supplement of immense statutes, regulations, codes of practice and guidance.
Environmental– The pollution in UK is identified in GOV.UK (2021) as being incurred by immense pollution cases, noise increasing overall UK health burden and diseases.
In regard to the top areas which need to be focused include;
Economic– As evidenced in Deloitte (2020), the economic issues contribute to 16% increased health and wellbeing issues of the employees. Further, the poor mental health in UK context contribute to approximately £45 billion total losses annually. For Orchard Group, this phenomenon has been complexed by the surge in COVID-19 pandemic which is even affecting presenteeism, absenteeism and employees turnover.
Technological– The technology growth is noted in Statista (2021) to directly influence on the employees flexible working approaches. This is with the communication effectiveness positively influencing the overall wellbeing of the employees in their workplaces. Hence, for Orchard Group, this need to be top of their consideration as it directly impacts on capacity to enrol in meaningfulness of their work roles and harnessing health and well-being strategy.
Absenteeism impacting performance and productivity– For Orchard Group, this factor needs to be a priority as it significantly affect the staff health and overall wellbeing. They could impact on the physical factors including manual handling of their psychological factors including work-linked stress. Cumulatively, they contribute positively in increasing the scope of sickness leaves and absenteeism. This should be the case in Orchard Group as it has been a tradition for best performing organisations globally.
2.2 Wellbeing integration with other areas of people practice
Currently, the issue of health and wellbeing of the employees is eviodenced in Personnel Today (2013) to account for approximately £9 billion annually as sickness absenteeism and their linked costs. As a best practice, the wellbeing could be integrated in other areas of people practice in the following dimensions;
HR Management–