An Analysis of People Management Strategies in an Organisation

This report delves into the multifaceted realm of people management strategies within an organizational context. It meticulously examines key components, including recruitment and selection processes, emphasizing the importance of identifying the right talent through effective staffing forecasts and interview techniques. The report further explores training and development strategies, highlighting the significance of continuous employee development through various programs and resources. Performance management is also a focal point, with discussions on measuring employee performance, providing feedback, and addressing performance issues. Moreover, the report stresses the importance of employee engagement, recommending regular feedback mechanisms and activities to foster satisfaction and motivation. The significance of rewards and recognition programs is also discussed, showcasing how organizations can boost morale and create positive work environments. The report concludes by analyzing the impact of organizational structure and offers recommendations for strategies to promote high levels of performance, along with an assessment of the impact on both individual employees and the organization as a whole, supported by relevant references.

People Management
Strategies
Activity 4

People Management Strategies
used in an Organisation
There are various components included in the management strategies
that can be implemented within the overall business strategy for an
organisation (Ristic, Selakovic and Qureshi 2017). Other than
including the departments like sales and marketing, development, IT,
operations and finance, it is also to implement people management
strategies and management strategies should be nurtured along to
act as the key player for the development of the organisation.

People Management Strategies
used in an Organisation (Cont.)
 Recruitment and selection: The process of
recruitment and selection starts with hiding
the right person for the job according to the
requirements (Stoyanov and Diderich
2017). When a person cannot predict all the
requirements the staffing forecast helps in
the proper planning of organisational growth.

People Management Strategies
used in an Organisation (Cont.)
The position would have to be in line with the
organisation and it is needed to target recruiting
plan that identifies the knowledge,
responsibilities, core competencies, skills and
cultural fit for the ideal employee for the
organisation. To find the top talent the interview
process allows the organisation to find a
candidate fit for the job role according to the
needs of the organisation.

People Management Strategies
used in an Organisation (Cont.)
 Training and development: First and foremost an organization
need to understand that employees are their greatest asset
and it is indeed important that there is a continual
development of team as well as the individual employees for
planning further growth of the organization (Rudolph 2016)..
For this the people management strategy for identifying the
high potential leaders and employees for identifying the
training opportunities to enhance the performance needs to
be set up along with the annual compliance trainings,
company reading list and tuition reimbursement options..

People Management Strategies
used in an Organisation (Cont.)
For this the people management strategy for
identifying the high potential leaders and
employees for identifying the training
opportunities to enhance the performance
needs to be set up along with the annual
compliance trainings, company reading list
and tuition reimbursement options (Stoyanov
and Diderich 2017)..

People Management Strategies
used in an Organisation (Cont.)
 Performance management:
› It is essential that the measurement of the
performance of every employee is ensured within
the team for meeting the expectation of the
organisation.
› This also allows for the allowance of feedback and
makes it easier for the employees to improve.

People Management Strategies
used in an Organisation (Cont.)
›Managing the performance ensure that the
employee turnover is reduced and mapping of the
upcoming year does not include low level
performances (Rudolph 2016)..
›Provides them the opportunity to address the
performance issue whenever the employee is not
meeting the expectation of the organisation.

People Management Strategies
used in an Organisation (Cont.)
 Employee engagement: It is necessary that every
employee within the organization is engaged within
their own work and this can only be achieved if the
critical structure of the organization is carefully
crafted to make sure that the employee a satisfied
with the job or what they perform for the
organization (Rudolph 2016).

People Management Strategies
used in an Organisation (Cont.)
For this, it is necessary that regular feedback should be taken from
the employees through several questionnaires to make sure that they
are feeling comfortable in the organization and the feedback they
produce are absolutely honest (Pološki-Vokić 2016). After the
feedback is received it should be put into delivery full form for the
leadership team to synthesize this data and identify where the
employees are facing problems regarding that is satisfaction with the
organization. In this way the leadership team can incorporate several
activities and development plants to keep the employees motivated
enough to be engaged within their services towards the organization.

People Management Strategies
used in an Organisation (Cont.)
 Rewards and recognition: This strategy demonstrates that the
organization values the employees with the display of
appreciating the employees for the contribution for the
boosting the model and creating a happy workplace
environment (Olszewski and Rytelewska 2017). however the
reward and recognition program can be similar to training
and development and does not cost a lot of money if things
are planned out well.

Effects of Organizational Structure
on Employee Performance
Employee
Developm
ent
Compensatio
n
Management
Organizat
ional
Behaviour
Employee
Performan
ce