| (AC1.2) Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities. 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 400 words |
| PESTLE Analysis as an Organisational Analysis Tool The PESTLE analysis functions as a basic tool for people practise professionals to discover external organisational conditions and market prospects (CIPD, 2021). The organisation operates under six macro-environmental factors that include Political, Economic, Social, Technological, Legal and Environmental factors. Professionals working in HR can use PESTLE analysis to forecast external challenges because this method provides them with clear external trend identification. Rotation at the organisation requires compensation revision to maintain adaptability with market economic changes while workers need regular training on financial technological advancements. The PESTLE analysis establishes effectiveness because it provides step-by-step guidelines to recognise external factors that influence business methods and workforce planning (CIPD, 2021). The PESTLE analysis enables HR teams to maintain policy effectiveness by connecting their approaches to market developments and regulatory requirements. The crucial flaw of PESTLE analysis occurs due to its sole focus on environmental issues without considering organisational cultural aspects and operational difficulties. Professional expertise becomes essential during PESTLE analysis due to unclear information present in vast external databases which impairs the identification of direct people practises effects. Organisations use PESTLE as an important tool for diagnosing risks alongside identifying structured opportunities. Interviews as an Organisational Analysis Method People practise depends on interview methods because they enable organisations to discover both their internal difficulties and development avenues (CIPD, 2024). The people from my organisation need to conduct specialised professional interviews to learn essential employee satisfaction insights as well as organisational employee engagement essentials and workforce development needs. Employing the dual approach of staff one-on-one discussions and exit interviews helps HR professionals gain insights about organisational departures as well as better understand leadership effectiveness while identifying training needs of employees in their workplaces. The greatest advantage of interviews happens because they enable researchers to uncover vital knowledge beyond the reach of quantitative methodologies. With employee-generated direct feedback HR professionals develop interventions which reflects their staff members’ genuine workplace experiences. However, interviews also present limitations. Long research periods create challenges for unbiased findings regarding this subject because interview respondents may allow individual biases to skew their responses. The reluctance of employees to supply honest feedback results from their concerns about professional consequences at work in addition to their concerns about information protection levels. Interviews serve as powerful diagnostic tools yet they become more effective by combining them with diverse assessment procedures to generate whole organisational comprehension. |
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