Task Two – Quantitative and qualitative analysis review
| With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods. (AC2.1) Wordcount: Approximately 400 words. |
| Type here… Trends across departments Trends across the department indicates that marketing had highest number of days lost due to skeletal and COVID symptoms. Finance department also recorded a higher number of days lost at 83 days contributed by COVID 19 and depression. Strategy and innovation, and H&S departments recorded the least number of days lost due to absence rate. Absence by type We can see that skeletal issue lost 128 days and COVID 19 symptoms lost 93 days. Most of these days were lost in the marketing, finance, production and health and safety departments. Skeletal problem occurred once, but its impact on the number of days lost was huge. The health issue that had the highest number of occurrence was COVID 19 symptoms but reported 93 loss of working days. We understand that most of employees were affected by the pandemic that caught organisations off-guard. But there is a need for improvement in the workplace to address health concerns. Cardiovascular, depression, stress, operation and injuries are among reasons that fuelled high absence rate. Absence by gender Row Labels Sum of Days lost percentage Female 255 40.7 Male 372 59.3 Grand Total 627 100 Male were most affected and recorded higher absence rate (59.3%) which amounted to 372 days lost by males. Women had a lower absence rate (40.7%) with 255 days lost during the period. Total days lost through absence The higher absence rate contributed to the loss of many working days. The total number of days lost due to absence were 627 days. The higher loss of working days, the more the company is likely to make losses and experience declined productivity. Therefore, there is a need to take actions to improve employee wellbeing. Annual total costs through absence based on a 37-hour working week Hours per day = 37/5 = 7.4 hours Daily rate = hourly rate x hours per day Total cost for each employee = days lost by each employee x daily rate Total annual cost due absence = sum of total costs for all employees = £64, 111.01 Analysis from table 2 Among the total number of respondents, some had fully agreed, agree, not sue, disagree and others strongly disagree. The key themes identified are respect for others, setting clear targets, effective communication skills and employee recognition for their good work. Another key theme identified in the department show lack of employee voice because the manager is not open to suggestions, do not allow them to put their views. The manager is task-focused because he wants work to be done based on instructions. |
Present key findings for stakeholders from people practice activities and initiatives. (AC2.2) Wordcount: Approximately 200 words. 202
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Findings from table
The absence rate has been high in the organisation throughout the period due to different health issues. The higher absence rate is the cause of loss of many working days. Based on different health issues, Skeletal recorded the highest number of days lost followed by COVID 19 symptoms and personal stress. Other key issues that need critical consideration are operation, cardiovascular, depression, injury outside work and cold flu.
Findings from table 2
These findings shows that a large number of employees are not happy with their manager because the manager does not support them to meet their need. Among the total number of employees 69% agree that the manager treats them with respect, 88% say the manager sets clear targets, 67% say the manager recognise good work and 74% believes the manager communicates well. 100% of employees says that the manager is not open to suggestion and 95% says the manager is not open to their views. A large number of respondents (71%) says that the manager do not apply policies in a fair manner and 76% says that the manager do not have skills to resolve conflicts. These insights are valuable for the manager to understand people’s perceptions about leadership and use them for improvement.
Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. (AC2.3) Wordcount: Approximately 400 words. 402
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Promote positive wellbeing at work
Investing in employee wellbeing can benefit people and organisation in a number of ways. According to Suff (2022) effective wellbeing practices reduces sickness absence, increase resilience, improve employee engagement and lead to higher productivity and performance. Employee wellbeing is also part of better work-life balance. Employee would benefit by having time for their leisure time and other social activities. Some risks associated with this recommendation include legal risks and financial risks. There legislations regulating employee wellbeing such as Working Time Regulations which can influence how the company manages its wellbeing. Financial risk could arise due to market volatility which cause decline in profitability. The company may lack finances to fund its wellbeing programmes. Financial implications include costs of sicknesses at work and cost of implementing wellbeing programmes such as assistance plans and counselling.
Introduce healthcare and risk benefits
Since most employees have issues such as injuries, flu, COVID 19 symptoms and other health issues, providing them with healthcare and risk benefits such as flu vaccinations, occupation sick pay and insurance cover can help to reduce absence rate (Cotton, 2022). Another benefit of healthcare and risk benefits is relieving employees from high cost of getting medication while still working. It can also be an approach to attract, retain and keep employees engaged at work (Messersmith et al., 2018). The risk associated with healthcare benefit are the financial risks and legal risks. During financial crisis, the company may fall short of finances to fund these benefits and this can have negative impact on employee satisfaction. Changing laws and regulations are also likely to impact company’s approach to offering these benefits. In terms of financial implication, there is direct costs such as costs of implementing the solution. For example, employer will incur cost of free vaccinations and occupation sick pay.
Provide employee voice within the organisation
The benefit of employee voice is that it can help the company to improve its effectiveness and performance through creative ideas and suggestions for improvement (Peters, 2022). Another benefit is employee motivation as people feel part of the organisation when they understand that their contribution matters. Employee voice can also benefit employer through higher innovation and reduced absence rate (Peters, 2022). Implementing voice channels can have risk such as bad organisation reputation. This can occur when people take advantage of the voice channels to comment negative views about the company. For example, unsuccessful candidates can take it to social media with negative reviews. The financial implication include direct costs such as costs of implementing voice channels and surveys, and indirect costs like loss of working time during team meetings.
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