assessment task the assessment is related to a real workplace

Assessment Task The assessment is related to a real workplace case study. The assessment enables students to examine a case study of a global company. The use of real workplace case study will enable you to learn workplace practices and HR trends in global companies. Organisations are increasingly recognising the value of flexible work arrangements. Such arrangements are improving staff morale and employee satisfaction. The introduction of flexible work arrangements also has positive impact on various aspects of HR which is covered in this unit. They include: work-life balance, workplace diversity and inclusion, social responsibility of employers, strategic workforce planning, staff training, performance management, and employment relations. Students will review the case study presented below and prepare a report. While examining the case study, students are also asked to analyse the companies HR strategy. Your report will address the following discussion questions: 1. In your own words, outline the strategic HR priorities pursued by the company 2. Discuss the rationale of implementing the leave loudly strategy 3. How does Pepsicos leave loudly strategy align with other HR practices such as: – equity and diversity – workforce planning and development – social responsibility – work-life balance 4. Outline how the CEOs personal life has shaped and influenced the implementation of leave loudly strategy 5. Discuss how such strategy could improve workplace morale and productivity Your essay will include the following: Introduction Clearly outlines what the essay is about. The introduction provides a brief synopsis of the essay. Analysis of the discussion questions You will address of the five discussion questions below. Students are asked to have separate headings on each of the discussion questions. The use of 15 academic papers will be cited in this section of the essay. Please do not plagiarise the text from the organisations website. Use of any material must be properly acknowledged 1. In your own words, outline the strategic HR priorities pursued by the company 2 2. Discuss the rationale of implementing the leave loudly strategy 3. How does Pepsicos leave loudly strategy align with other HR practices such as: – equity and diversity – workforce planning and development – social responsibility – work-life balance 4. Outline how the CEOs personal life has shaped and influenced the implementation of leave loudly strategy 5. Discuss how such strategy could improve workplace morale and productivity Conclusion Outline a brief conclusion. The conclusion will provide a summary of your findings. A minimum of 15 academic papers should be part of your literature review. Reference to the corporate or strategic plan and other corporate documents is in addition to the 15 academic papers. Case study: Why PepsiCo CEO asks his team to leave loudly EVERY day, Robbert Rietbroek asks his executive team to leave loudly. For the chief executive of PepsiCo Australia and New Zealand, who joined the worlds second-largest food company in 2015 from FMCG giant Kimberly-Clark, its about sending a message to the entire company. Leaders Leaving Loudly is something we created to ensure that when team leaders leave, they feel comfortable doing so but also to declare it to the broader team, Mr Rietbroek said. So for instance, if I occasionally go at 4pm to pick up my daughters, I will make sure I tell the people around me, Im going to pick up my children. Because if its okay for the boss, then its okay for middle management and new hires. Mr Rietbroek said the goal is to reduce presenteeism, because if you are younger or more junior, you need to be able to see your leaders go home, to be comfortable to leave. After-hours work emails are discouraged, although not banned. We encourage our leaders to minimise emails after working hours and on weekend to absolutely necessary ones, he said. Since joining PepsiCo, the father of two has been championing family-friendly, flexible work policies, as well as attempting to boost the number of women in senior management roles currently at about 40 per cent. But he wants to challenge the perception that flexible working arrangements are off limits for men. Mr Rietbroek said flexibility was very often wrapped up in a stigma that its about women. We obviously started on the flexibility journey focused on our female employees, but as we were introducing the policies, our men were just as excited about them as our female leaders, he said. What Ive learned over 16 years as a father of two children is that its very difficult to balance work and family commitments. Were supportive of fathers who want to participate more fully in family life. I say to my team, Id like you to be a hero at work, but I want you to be a hero at home. If youre only a hero at work, youre only doing half the job. 3 PepsiCo has introduced a 16-week parental leave policy, flexible start and finish times, early Friday afternoon finishes during summer, and an initiative dubbed One Simple Thing, which means you can choose one thing thats really important to you and build your work life around that. For our chief financial officer, it means every Friday morning he drops his daughter off at school and comes in a little later, say 10am, Mr Rietbroek said. That is a very important thing to him his daughter knows every Friday she can go to school with daddy. We respect that. One manager in PepsiCos procurement team does all the morning school drop-offs, so starts and finishes later, while an IT manager chooses to start earlier and finish earlier to help his wife with their newborn. PepsiCo worldwide chairman and CEO Indra Nooyi. The One Simple Thing policy also extends to non-parents. PepsiCos head of procurement for Australia and New Zealand is an avid surfer, and is given flexibility to take time off when the surf conditions are good. We allow him to catch the amazing waves, Mr Rietbroek said. His entire team knows when hes not in the office hes catching waves, and hell make it up on other days. He always meets his numbers. Its about trust youve got to trust your team to do the right thing. Mr Rietbroek added that he makes a point during conversations with staff to ask how he can help them in their personal lives. First I ask about their business objectives, then personal, he said. I say, Is there anything I can help you with? It might be [an older] parent needs support, or a child has swimming class on Thursday afternoon. The PepsiCo CEO stresses that flexible working arrangements and business success go hand-in-hand. Our group of companies [PepsiCo Beverages, The Smiths Snackfood Company and The Quaker Oats Company] is the number one contributor to grocery retail sales in Australia, the number one driver of growth for our retail partners, he said. In the past two years, through flexible working and other policies, the company has managed to reduce its annual staff turnover from 12 per cent the average for the FMCG industry to 7 per cent. It allows us to keep our talented men and women in the company, allows us to drive retention, he said. We are a very successful company and we also know flexibility works.

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