(Solution) 5C001 people practices could help Artiron Motors achieve their goal to be carbon net zero by 2036 (AC 3.2)
Solution
People practice professionals ensure workforce management are alignment with carbon net zero by 2036 objectives for achieving sustainable development and leveraging on competitive advantage. According to CIPD (2024), horizontal integration assures a uniform strategy amongst various people practice professionals with vertical integration promoting broad organisation strategy.
Vertical Integration- Alignment with Organisation Strategy
A vertical integration merge different HR policies and initiatives with objectives of an entity (Barnes et al., 2022). Further, it is found guaranteeing workforce approach supporting organisation successfully. A case example is Artison Group people practices emphasising on sourcing for best talents for carbon net zero by 2036. The best and most qualified talents are engaged with learning and development enhanced for promoting creative culture.
Similarly, improving the Artison Group venture area could promote leadership development and agile workplace with engagement strategies supporting the growth. The primary tools and techniques for vertical integration entail performance management structure, succession plan and customised L&D initiatives for carbon net zero by 2036. A case example is the Artison group where they ensure for improving customer services delivery, they use HR strategies through employees training on customers relationship management and behaviours customers for clients and ensuring alignment with organisation objectives which is carbon net zero by 2036.
Horizontal Integration- Cohesive People Practice Strategy
This process ensures people practice functions including recruitment, L&D, employees’ engagement and performance management are harmonised collaboratively. According to Marcotte and Gruppen (2022), this assists in enhancing consistency and strategic practice of people management for carbon net zero by 2036. Considering the Artison Group operations, they could opt for improving customer centric services by using resourcing, capacity development and health and wellbeing initiatives. This eventually increase the employee’s capability and retention scope.
In an organisation prioritising on diversity and inclusion (D&I), recruitment approach would be in alignment with leadership and management development, rewarding approaches and engagement process leading to culture inclusivity for carbon net zero by 2036.
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