(Solution) 5C001 AC2.1 AC2.2 Selection and Employee Voice Organisation Culture
Solution
Employee Selection Process Change
In leadership of Chaffinch Group, a shift in employees selection strategy from relying on agency workers is evident. The suitability is a function of the Agency. Contrary to previous undertakings, Calmere has ceased to involve co-employees in resourcing or assessing appropriateness of culture in line with how they are qualified and experienced.
Impact on Organisation Culture– The evident change lead to weak collaboration, value-based cultural practice earlier adequately nurtured by Calmere House. A replacement of inclusivity in resourcing engaging transactional agency recruitment lower emphasising on common behavioural practices and residential care.
Organisation culture is characterised by bureaucracy, impersonalisation and profits-based in line with Chaffinch Hierarchical Model.
This negatively impact trust-relations and mitigate a feel of belongingness by full-time employees/permanent. In line with CIPD (2024d), this lead to misaligned expectation of employees with Chaffinch Group operation prioritisation.
Impact on Employees Behaviours– Employees end up facing disengagement since agency employees are priority contrary to a well-articulated valued resourcing. Inexistence of aligned culture practice from newly recruited employees surge pressure on workload of available employees who feel not valued and supported. In line with CIPD (2023a), high-level motivation is lacking hence less presenteeism, retention and non-committal among residents.
Ultimately, there lack collaboration amongst different teams. The outcome is having highly frustrated and withdrawing from actively participating in various workplace initiatives.
Changes to Employee Voice
There has been an evident of lower level of employee’s voice upon transition to Chaffinch Group. This is owing to lack thereof of consultations and adding to decision making lacking. Policy works and strategies were being shared in emailing as opposed to physical engagements.
Impact on Organisation Culture– The lower employees voice alters the cultural practice of being participative and supportive to becoming authoritative and compliance-based. Staff are not any longer feeling involved in core making of decisions or common direction eroding trust-based relations among leaders. As stipulated in CIPD (2025d)…..
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