| (AC2.3) Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 300 words |
| The organisation needs to launch purpose-built Learning & Development (L&D) programmes. The “Not Quite There” together with “Underperforming” performance levels dominate the results for Administration and Logistic staff and other personnel according to data in Table 1. The organisation requires particular Learning & Development (L&D) initiatives to develop employee competencies simultaneously with performance elevation (CIPD, 2019). Evaluation: The business efficiency of this project will improve as it enables experienced staff to help achieve organisational goals. Staff commitment improves along with work loyalty when this plan is put into practise because employees see potential advancement paths. The structured training of employees supports better business productivity and output from staff members. Organisational performance can become inconsistent through training because departmental staff holds varying access to available training sessions. Several workers reject training programmes because they view them as unnecessary disruptions of their day-to-day operations. The service programme faces potential risk of unsuccessful performance when important challenges remain unmanaged properly. Financial costs of bringing this initiative into practise involve the purchase of training software as well as the payment for outside trainers plus material acquisitions. The period of training consumes employee work time for educational exercises while their core job activities remain untouched thus creating financial disadvantages. Despite these costs, the long-term benefits of a skilled and motivated workforce outweigh the initial investment (DSC, 2024). The organisation needs to establish comprehensive training programmes to build line managers’ skills in evaluation performance at work. Position 2 in the table presents the areas where managers differ from their employees about assessing performance. The organisation needs to establish standardised training programmes which create line managers who specialise in unbiased performance evaluation delivery. Evaluation: The CIPD (2022) confirms that developing line managers’ performance review capacities produces productive feedback that leads to improved organisational connexions and staff allegiance. Through improved performance reviews the organisation will see increased productivity while staff members exhibit higher engagement which drives better customer satisfaction because their performance assessment results in improved motivation and increased support. When performance reviews are properly arranged they enable teams to establish open dialogues which leads to member trust. Additional training becomes a time-wasting and unneeded process according to some managers who pose a threat. The unclear delivery of policy update information creates performance review inconsistencies because it creates uncertainty. The lack of proper handling between managers may produce different standards which they intend to utilise for reviews. The financial aspect of programme implementation entails expense items that include specialist consultant fees together with training material production costs and performance management software acquisition costs. The training process deducts time from managerial core duties through their absence from primary responsibilities. Despite their limitations money spent on enhancing manager abilities will naturally optimise performance reviews thus leading to extended organisational achievement. |
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