(Solution) 5C001 how Artiron Motors could consult and engage with employees to improve wellbeing (AC 3.3)
Solution
Consultation and Engagement with Managers
People practice function entail engaging the Artiron Motors management teams in a well-structured consultation strategy for ensuring smoothly transitioning from the 5 days working to 4-days working week for improved employees wellbeing.
By investing on stakeholders’ engagement process, CIPD (2024b) note a form is initiated to evaluate their impact, workload distribution and teams’ performance effectiveness. Further, the Artiron Motors management issues linked to operation efficiencies, staff needs and potential skills gaps are sourced by use of survey and interviews.
Also, CIPD (2024d) identify the pilot programs as evaluating how feasible 4-days working week is through a track of KPIs before implementing them fully for employees wellbeing. Similarly, workforce planning strategies assists to rebuild workplace structures for facilitating continuous success of teams at the same time enhancing services provision for improved Artiron Motors employees wellbeing. The investment in continuous feedback systems including checks and leadership forums assists in evaluation of management insights for Artiron Motors. Legislation and compliance aspects are similarly pursued for ensuring contract of employment is aligned with new workplace plan.
Consulting and Engaging with Employees
Taking into account of the 4-day working week, Artiron Motorspeople practice function ought to involve all employees to address all issues and guarantee a successful buy-in. According to CIPD (2024e), the staff surveys are found uncovering preference, issues encountered and likely issues in different contexts. Similarly, using workshops and town hall meetings provide an interaction opportunity for clarification of any expectation, allocation of assigned roles and performance adjustment.
Also, trial timelines and stepwise adoption offer staff with a change for experiencing newly initiated schedules facilitating challenges identification on workplace management, interactions and work-life balance. People consideration including rewards, career growth and flexibly working would be managed by pursuing one-on-one interactions.
Additionally, union and employees’ reps assist ensuring sense of fairness is initiated in rewards, job security and adjusting contracts. The employee’s honesty in regard to their reactions is considered with anonymity in feedback generated facilitating refined policies (CIPD, 2024f).
Finally, existence of a successful engagement of staff implies smooth transitioning, satisfied teams and sustainable performance leading to sustainable organisation success.
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