Introduction
The Head of the People Function plays a pivotal role in ensuring that employment policies and practices are always aligned to achieve the organisation's short- and long-term objectives through handling people practice issues such as employee selection, hiring and recruitment, onboarding, promotions and workforce planning. Additionally, the Head of People Function has the responsibility of strategic alignment by ensuring that the people practice strategies are aligned with the organisation’s goals. Also, the Head of People Function has the role of ensuring that the policies developed and implemented in the organisation are aligned with the organisation’s strategic goals and objectives. This is achieved through ensuring that the organisation’s goals and objectives are clearly outlined and understood thus enabling the Head of People Functions to ensure they can make the relevant and necessary decisions to ensure that the strategic goals and objectives are achieved. According to Unilever’s strategic goals and objectives of creating a prosperous and good life for people by building human life with a view and purpose, the organisation’s Head of People Function ensures that the employment policies and practices are aligned with these goals and objectives to enhance overall organisational performance.
Talent Acquisition and Development
To ensure that the right people are brought on board and nurtured to meet the desired organisational goals and objectives, talent acquisition and development are essential in the organisation to ensure that the current and future strategic objectives are achieved. Talent acquisition and development results in an organisation maintaining a competitive edge, enhanced innovation and thus achieving long-term success. It is common for organisations to implement special innovative approaches to increase the chances of getting qualified individuals. For instance, Unilever uses approaches like “Future Leaders Programme” which is aimed at the young candidates particularly the recent graduates and the young professionals who are then offered mentorship to fast track career progression which makes the organisation even more attractive thus motivated employees within the organisations. Additionally, organisations use digital tools and data analytics to further enhance talent acquisition to promoting accomplishment of the organisation’s strategic direction and goals through better recruitment decisions. For instance, Unilever utilizes AI-powered platforms such as Pymetrics in order to properly evaluate the potential candidates that would fit certain job openings based on their cognitive and emotional functioning; hence, better recruitment decisions. For instance, Unilever’s “Future Leaders League” allows students and potential candidates to be in a position to solve real business issues to ensure only the best employees are recruited into the organisation. Furthermore, once an organisation has recruited qualified employees, they are also allowed to advance in their studies in order to polish their worth. An example is evident from Unilever where it has a robust learning and development framework to make certain that it retains such a quality human capital with superior specialist skills and versatility. Also, career development opportunities which include career development plans, management training and development crucial in the course of improving employee retention and staff motivation.
Implementation of Diversity, Equality and Inclusion Policies
Diversity, Equity and Inclusion (DEI) are factors that are essential for driving organisational improvement by improving the level of innovation and satisfaction among employees. DEI entails covering efforts for having more representation, especially for marginalized persons, within a setting where the staff is encouraged to see things through another lens while also giving all employees a fair chance as they service the company and ensure equality. Embracing Diversty entails organisational understanding and embracing of diverse qualities, strengths, and work-related experience that the employees possess. Diversity attributes include: color, sex, age, sexual preferences and cultural affiliation. As a result, valuing these differences, leads to an increase in creativity and problem-solving within organisations as they are virtually certain to embrace new ideas and approaches to problems. Additionally equity in organisations mandates that all the employees in those organisations must meet equal standards of being furnished with similar opportunities. This requires the organisation to work towards having sound policies and practices that respond to the structures of prejudice. For instance, Unilever has made significant achievements in promoting gender equity by attempting to ensure a balanced gender proportion in a management team and thus being able to gain the status of a leader in equity. Additionally, inclusion enables organisations to declare that equal, subsequent, and express opportunities should be given to all people working in the organisation regardless of their colour. Through the use of Employee Resource Groups (ERGs), diversity is enhanced through offering opportunities of support and connection to individuals who may be vulnerable to prejudice on grounds of one type or another. For example , Unilever has several ERGs such as those which lobby support for LGBTQ+ for the employees and persons with such issues enhancing a sense of belonging and community. . Additionally, inclusive communication is used in Unilever through the practice of avoiding the use of certain words or phrases, such as the use of gender specific vocabulary has been applied at Unilever to ensure that all the employees get heard during meetings, and hence contributing significantly towards change for better working environment..
Justification and Conclusion
In this context, it is evident that the Head of the People Function is to be accountable for aligning an organisation’s employment policies and practices to ensure that they enable the attainment of an organisation’s strategic vision and mission. This results in the alignment of the people strategies Thus the appropriate business goals in the organisations will enable the organisations get the necessary success. Through talent acquisition and development, the Head of the People Function also make sure that the achievement of the right number of skilled and competent workforce enables the organisation to accomplish the identified goals and objectives. This is further illustrated through the implementation of DEI policies which have been laid down by the organisation to match the set organisational strategic goals and objectives. In this regard, it can be concluded that the Head of People Function holds a central position within the employment practices and the overall organisation and as shown in the case of Unilever they endeavour to align employment practices and policies with strategic goals and objectives.
Introduction
The Head of the People Function plays a pivotal role in ensuring that employment policies and practices are always aligned to achieve the organisation's short- and long-term objectives through handling people practice issues such as employee selection, hiring and recruitment, onboarding, promotions and workforce planning. Additionally, the Head of People Function has the responsibility of strategic alignment by ensuring that the people practice strategies are aligned with the organisation’s goals. Also, the Head of People Function has the role of ensuring that the policies developed and implemented in the organisation are aligned with the organisation’s strategic goals and objectives. This is achieved through ensuring that the organisation’s goals and objectives are clearly outlined and understood thus enabling the Head of People Functions to ensure they can make the relevant and necessary decisions to ensure that the strategic goals and objectives are achieved. According to Unilever’s strategic goals and objectives of creating a prosperous and good life for people by building human life with a view and purpose, the organisation’s Head of People Function ensures that the employment policies and practices are aligned with these goals and objectives to enhance overall organisational performance.
Talent Acquisition and Development
To ensure that the right people are brought on board and nurtured to meet the desired organisational goals and objectives, talent acquisition and development are essential in the organisation to ensure that the current and future strategic objectives are achieved. Talent acquisition and development results in an organisation maintaining a competitive edge, enhanced innovation and thus achieving long-term success. It is common for organisations to implement special innovative approaches to increase the chances of getting qualified individuals. For instance, Unilever uses approaches like “Future Leaders Programme” which is aimed at the young candidates particularly the recent graduates and the young professionals who are then offered mentorship to fast track career progression which makes the organisation even more attractive thus motivated employees within the organisations. Additionally, organisations use digital tools and data analytics to further enhance talent acquisition to promoting accomplishment of the organisation’s strategic direction and goals through better recruitment decisions. For instance, Unilever utilizes AI-powered platforms such as Pymetrics in order to properly evaluate the potential candidates that would fit certain job openings based on their cognitive and emotional functioning; hence, better recruitment decisions. For instance, Unilever’s “Future Leaders League” allows students and potential candidates to be in a position to solve real business issues to ensure only the best employees are recruited into the organisation. Furthermore, once an organisation has recruited qualified employees, they are also allowed to advance in their studies in order to polish their worth. An example is evident from Unilever where it has a robust learning and development framework to make certain that it retains such a quality human capital with superior specialist skills and versatility. Also, career development opportunities which include career development plans, management training and development crucial in the course of improving employee retention and staff motivation.
Implementation of Diversity, Equality and Inclusion Policies
Diversity, Equity and Inclusion (DEI) are factors that are essential for driving organisational improvement by improving the level of innovation and satisfaction among employees. DEI entails covering efforts for having more representation, especially for marginalized persons, within a setting where the staff is encouraged to see things through another lens while also giving all employees a fair chance as they service the company and ensure equality. Embracing Diversty entails organisational understanding and embracing of diverse qualities, strengths, and work-related experience that the employees possess. Diversity attributes include: color, sex, age, sexual preferences and cultural affiliation. As a result, valuing these differences, leads to an increase in creativity and problem-solving within organisations as they are virtually certain to embrace new ideas and approaches to problems. Additionally equity in organisations mandates that all the employees in those organisations must meet equal standards of being furnished with similar opportunities. This requires the organisation to work towards having sound policies and practices that respond to the structures of prejudice. For instance, Unilever has made significant achievements in promoting gender equity by attempting to ensure a balanced gender proportion in a management team and thus being able to gain the status of a leader in equity. Additionally, inclusion enables organisations to declare that equal, subsequent, and express opportunities should be given to all people working in the organisation regardless of their colour. Through the use of Employee Resource Groups (ERGs), diversity is enhanced through offering opportunities of support and connection to individuals who may be vulnerable to prejudice on grounds of one type or another. For example , Unilever has several ERGs such as those which lobby support for LGBTQ+ for the employees and persons with such issues enhancing a sense of belonging and community. . Additionally, inclusive communication is used in Unilever through the practice of avoiding the use of certain words or phrases, such as the use of gender specific vocabulary has been applied at Unilever to ensure that all the employees get heard during meetings, and hence contributing significantly towards change for better working environment..
Justification and Conclusion
In this context, it is evident that the Head of the People Function is to be accountable for aligning an organisation’s employment policies and practices to ensure that they enable the attainment of an organisation’s strategic vision and mission. This results in the alignment of the people strategies Thus the appropriate business goals in the organisations will enable the organisations get the necessary success. Through talent acquisition and development, the Head of the People Function also make sure that the achievement of the right number of skilled and competent workforce enables the organisation to accomplish the identified goals and objectives. This is further illustrated through the implementation of DEI policies which have been laid down by the organisation to match the set organisational strategic goals and objectives. In this regard, it can be concluded that the Head of People Function holds a central position within the employment practices and the overall organisation and as shown in the case of Unilever they endeavour to align employment practices and policies with strategic goals and objectives.
Introduction
The Head of the People Function plays a pivotal role in ensuring that employment policies and practices are always aligned to achieve the organisation's short- and long-term objectives through handling people practice issues such as employee selection, hiring and recruitment, onboarding, promotions and workforce planning. Additionally, the Head of People Function has the responsibility of strategic alignment by ensuring that the people practice strategies are aligned with the organisation’s goals. Also, the Head of People Function has the role of ensuring that the policies developed and implemented in the organisation are aligned with the organisation’s strategic goals and objectives. This is achieved through ensuring that the organisation’s goals and objectives are clearly outlined and understood thus enabling the Head of People Functions to ensure they can make the relevant and necessary decisions to ensure that the strategic goals and objectives are achieved. According to Unilever’s strategic goals and objectives of creating a prosperous and good life for people by building human life with a view and purpose, the organisation’s Head of People Function ensures that the employment policies and practices are aligned with these goals and objectives to enhance overall organisational performance.
Talent Acquisition and Development
To ensure that the right people are brought on board and nurtured to meet the desired organisational goals and objectives, talent acquisition and development are essential in the organisation to ensure that the current and future strategic objectives are achieved. Talent acquisition and development results in an organisation maintaining a competitive edge, enhanced innovation and thus achieving long-term success. It is common for organisations to implement special innovative approaches to increase the chances of getting qualified individuals. For instance, Unilever uses approaches like “Future Leaders Programme” which is aimed at the young candidates particularly the recent graduates and the young professionals who are then offered mentorship to fast track career progression which makes the organisation even more attractive thus motivated employees within the organisations. Additionally, organisations use digital tools and data analytics to further enhance talent acquisition to promoting accomplishment of the organisation’s strategic direction and goals through better recruitment decisions. For instance, Unilever utilizes AI-powered platforms such as Pymetrics in order to properly evaluate the potential candidates that would fit certain job openings based on their cognitive and emotional functioning; hence, better recruitment decisions. For instance, Unilever’s “Future Leaders League” allows students and potential candidates to be in a position to solve real business issues to ensure only the best employees are recruited into the organisation. Furthermore, once an organisation has recruited qualified employees, they are also allowed to advance in their studies in order to polish their worth. An example is evident from Unilever where it has a robust learning and development framework to make certain that it retains such a quality human capital with superior specialist skills and versatility. Also, career development opportunities which include career development plans, management training and development crucial in the course of improving employee retention and staff motivation.
Implementation of Diversity, Equality and Inclusion Policies
Diversity, Equity and Inclusion (DEI) are factors that are essential for driving organisational improvement by improving the level of innovation and satisfaction among employees. DEI entails covering efforts for having more representation, especially for marginalized persons, within a setting where the staff is encouraged to see things through another lens while also giving all employees a fair chance as they service the company and ensure equality. Embracing Diversty entails organisational understanding and embracing of diverse qualities, strengths, and work-related experience that the employees possess. Diversity attributes include: color, sex, age, sexual preferences and cultural affiliation. As a result, valuing these differences, leads to an increase in creativity and problem-solving within organisations as they are virtually certain to embrace new ideas and approaches to problems. Additionally equity in organisations mandates that all the employees in those organisations must meet equal standards of being furnished with similar opportunities. This requires the organisation to work towards having sound policies and practices that respond to the structures of prejudice. For instance, Unilever has made significant achievements in promoting gender equity by attempting to ensure a balanced gender proportion in a management team and thus being able to gain the status of a leader in equity. Additionally, inclusion enables organisations to declare that equal, subsequent, and express opportunities should be given to all people working in the organisation regardless of their colour. Through the use of Employee Resource Groups (ERGs), diversity is enhanced through offering opportunities of support and connection to individuals who may be vulnerable to prejudice on grounds of one type or another. For example , Unilever has several ERGs such as those which lobby support for LGBTQ+ for the employees and persons with such issues enhancing a sense of belonging and community. . Additionally, inclusive communication is used in Unilever through the practice of avoiding the use of certain words or phrases, such as the use of gender specific vocabulary has been applied at Unilever to ensure that all the employees get heard during meetings, and hence contributing significantly towards change for better working environment..
Justification and Conclusion
In this context, it is evident that the Head of the People Function is to be accountable for aligning an organisation’s employment policies and practices to ensure that they enable the attainment of an organisation’s strategic vision and mission. This results in the alignment of the people strategies Thus the appropriate business goals in the organisations will enable the organisations get the necessary success. Through talent acquisition and development, the Head of the People Function also make sure that the achievement of the right number of skilled and competent workforce enables the organisation to accomplish the identified goals and objectives. This is further illustrated through the implementation of DEI policies which have been laid down by the organisation to match the set organisational strategic goals and objectives. In this regard, it can be concluded that the Head of People Function holds a central position within the employment practices and the overall organisation and as shown in the case of Unilever they endeavour to align employment practices and policies with strategic goals and objectives.
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