Creative and innovation management/ Human resource management
c. Assess and comment on risks and benefits(6.2.3) and barriers (6.4.1) of creative and innovative management ideas for Abbey National with the use of change models to support the implementation of creative and innovative management ideas (6.2.4)
You must assess and comment on the risks and benefits involved on the creative/innovative management processes you have suggested above for the nominated company.
You must identify the barriers to same above for the nominated company
In this part, you must use one change model to implement the creative and innovative management processes, and required to explain how you will go about implementing the ideas. (Please note that you must discuss logically to demonstrate you have the change management skills in managing change for an organisation.)
Risks: risk analysis, risk management techniques
Change models: eg IDEAL model (initiating, diagnosing, establishing, acting and learning)
Obstacles and barriers to innovation: political, bureaucratic and resource barriers, techniques for addressing them; analysis of trends; conflict resolution; culture; attitudes; the politics of working relationships; theory and practice of reward management; techniques and their applications in managing expectations; theory and application of the change/performance curve; strategy
c. Analyse the business factors that underpin the new human resource planning in Abbey National (10.2.1) and assess the human resource requirements for next two years (10.2.2) for the process of developing a human resources plan for Abbey National (10.2.3)
You must identify and analyse the business factors under pinning the new HR Planning anticipated at the nominated company.
(In doing above) You have to identify and assess (weigh-up) the HR requirements for the next two years (medium term rather than long term)
Your discussion must focus as you are going through the process of setting-up the new HR plan for the nominated company and not in a generic way or theoretical manner.
Business factors: business growth; business decline; business change; labour cost control; capital for labour substitution; location of operations; changing nature of work; impact of technology; increase in productivity; increase in efficiency; business competition; labour market competition; employee development
Human resource requirements: identifying personnel requirements (numbers, skill sets, experience, qualifications); match personnel to organisational requirements; internal factors eg labour requirements, skill requirements, workforce profiles; external factors eg demand for labour, supply of labour; government policies eg employment, education, training, industrial, regional; labour market competition