5CO01 CIPD Assignment Help Quality Sample

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5CO01: Organisational Performance and Culture in Practice 

Case Study

Calmere House provides respite and residential care for adults with care needs. Established in 1974 by David and Anna Calmere, Calmere House’s ethos is centred around high quality care with a personal touch. David and Anna’s daughter, Kirsten, took over the business in 2002 when David and Anna retired.

Kirsten’s consultative management style is similar….

Introduction

Calmere House case study demonstrates the importance of organisational culture and structure at the workplace. The two approaches play a significant role in enhancing a company’s performance and workplace relationships. This assignment involves the importance of organisational culture and structure. It also details other areas, including the role of technology and the organisational strategy.

Q1. Evaluate the extent to which the flat non-hierarchical structure was appropriate under Kirsten’s ownership and the extent to which the hierarchical bureaucratic structure is suitable under Chaffinch Group’s ownership. (AC 1.1)

A company’s structure refers to the flow of activities and power between levels. Structure determines decision-making process and how various stakeholders relate, including the leadership and employees (Nene and Phillay, 2019). There are several types of organisational structures, which include hierarchical, flat, matrix, and divisional.

Evaluating Flat Non-Hierarchical Structure

A flat and non-hierarchical structure is one where there are few or no levels between the management and employees. This type of a structure is defined by enhanced working relationships and involvement of employees in the decision-making process (Maduenyi et al., 2015). The characteristics of this structure are as detailed in Kirsten’s leadership where she was conducting regular check-ins and involved the workforce in various activities, including resourcing. The advantages of this structure include improved involvement, engagement, and participation of employees in the decision-making process and to the organisation, this structure helps mitigate the costs, such as rewarding the wide leadership and management pool (Bhatt and Garge, 2023). The disadvantages include lack of clear outline regarding the leadership and management team and process and although the structure promotes working relationships, decision-making could be a challenge, particularly where all individuals are expressing their opinions.

Evaluating Hierarchical Bureaucratic Structure

This structure is framed as a pyramid and in the top-down model. In the structure, there are several levels of management between the highest leadership and the employees. The role and functions of different levels are to ensure that the decisions flow up to reaching the workforce. According to Kuroda (2025), this type of structure is more appropriate in large firms, which explains its preference and use by Chaffinch Group. In Kath’s leadership and management approach, it shows the hierarchical structure where she reports to one of the eight area managers that report to one of the two general managers who then reports to the operations director. Advantages of this structure include clear authority lines, promoting accountability, and establishing clear career paths (Mironko et al., 2022). The disadvantages include bureaucracy in communication and decision-making, poor collaboration, and since there is less autonomy for the workforce, there is increased demotivation and dissatisfaction. 

Judgement

The appropriateness of this structure for Kirsten’s ownership included enhancing working relationships and improving employee involvement and engagement (Bhatt and Garge, 2023). Besides, Kirsten’s ownership had 42 employees; thus, easy to manage and involve in the decision-making process. For the hierarchical structure, its appropriateness entails managing vast resources, particularly for the large firm, outlining a clear command chain and path, and promoting accountability (Mironko et al., 2022). However, there are risks of discontent, especially for employees when they are not involved in decision-making as demonstrated in the case of Kath’s leadership.

Q2. Analyse how Chaffinch Group could use a rational approach to strategy formulation to ensure that services provided meet customer needs. (AC 1.2)

Competitive companies rely on continuous strategies to formulate roadmaps that help in achieving their short and long-term objectives. A good organisational strategy highlights how resources will also be spent to achieve the intended objective (Hughes et al., 2023). The rational model in strategic planning involves a detailed process where data, critical thinking, and logic are applied to clearly set objectives, comprehensively examine the environment (internal and external), identify all the options, and select the most appropriate choice. At Chaffinch Group, one of the areas to consider a strategic plan that meets customer needs is working on the resident rooms to make them suitable for the individuals, ensure that their ideas and preferences are integrated, and filling them 100%.

As a fundamental step in the rational model, clear objectives are set. In the case of Chaffinch Group, the objectives include filling 100% of the resident rooms, promoting retention rates, and ensuring customer satisfaction. This step is followed by gap and environmental analysis. At Chaffinch Group, the environment is scanned, including the leading competitors, availability of resources, and external factors that could influence final decision-making, including regulations and technology (Sinnaiah et al., 2023). Potential tools and frameworks to use in this stage are PESTLE, SWOT, and Porter’s Five Forces. When using SWOT analysis for example, Chaffinch Groups’ strengths, weaknesses, possible opportunities, such as diversification, and threats, including competition are considered and used to make potential strategies and plans.

Insights from environmental scanning and gap analysis are then used to develop various strategic choices. For Chaffinch Group, some of the considerations in these choices are partnerships, acquisitions, and changing the approach to include making new strategies (Levinthal, 2021). Advantages and disadvantages of these strategies are then examined and right one considered and put into action. The strategy is the put into action in the implementation stage and the final step is monitoring and evaluation to determine its performance, outcomes, and areas of further development.

To ensure that the strategy is aligned with customer needs, it is important for the final approach to demonstrate customers’ suggestions and ideas. For example, if Chaffinch Group settles on altering its approach when renovating the resident rooms, it would mean continuous communication and engagement with the residents to determine their preferences and ensure that they are integrated in the final approach (Fligstein, 2021). The advantages of a rational approach include making logical and data-based decisions, reducing bias, and ensuring alignment with the firm’s objectives. The disadvantages include the process can be time-consuming, too much analysis resulting in paralysis, and dynamics in the micro and macro environment could result in complexities.

Q3. Analyse one external factor that is currently having a negative impact on the residential care industry and one external factor that is currently having a positive impact on the residential care industry. (AC 1.3)

Making profound organisational decisions, specifically on the areas to invest in is dependent on the environmental analysis, specifically external to assess key trends, issues, and potential areas of development. On the one hand, the factors could be having negative impacts and companies use these insights to find potential solutions (Peng et al., 2021). On the other hand, there are factors with positive impacts, which companies exploit and put into right use.

Negative Impacts External Factors

Drawing from Porter’s five forces, competition from existing and new players is having a significant negative impact in the residential industry. According to Gandhi et al. (2025), competition impacts the financial performance of the organisations in an industry. For example, despite Chaffinch Group having the financial power to conduct various advancements and approaches, the ease of new players and entrants in the residential industry would signify reduced overall performance and financial health. In addition, there are existing companies with significant resources to enhance their performance.  Further negative implications include too much players and competitors posing a risk to issues, such as customers’ safety (Dwyer, 2022). These may mean compromised quality of services and safety. On the other hand, competition may help companies to enhance their decision-making process and resource allocation to promote their performance and overall quality of services.

Positive Impacts External Factor

From the PESTLE analysis, specifically technology dimension, among the main areas with positive impacts is the increasing technologies and advanced approaches that positively impact the residential industry (Youvan, 2024). For example, Generative AI, smart health devices, and automated patient beds have increased the quality and safety of patient services in the residential areas. Although leveraging the benefits of these technologies means that companies have to invest vast resources, the significant outcomes and implications are that the quality and safety of patient outcomes are enhanced, errors reduced, and other advantages realised, including collaborative working practices. At Chaffinch Group, for instance, there are several technologies that it can implement to achieve enhanced patient experience. An example is self-management patient portals and the use of smart devices. These approaches allow patients to track their data in real time and immediate actions taken by the residential personnel, including healthcare providers (Chen et al., 2021). These technologies, however, introduce other issues, including cyber security. There are also costs incurred and users of these technologies have to be trained and equipped with the right set of skills.

Judgement

Chaffinch Group professionals need to continuously examine the current external factors that impact the residential care industry. This information will then be applied to make improvements and new strategies that will result in enhanced overall performance. 

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Q4. Under Kirsten’s ownership of Calmere House, there was little investment in technology. Chaffinch Group want to change this approach and have decided to implement technology to deliver better patient care and employee experience. Assess how technology could be used by Chaffinch Group and how this would impact work at Calmere House. (AC 1.4)

Technology continues to significantly transform most industry. As one of the macro dimensions in PESTLE analysis, technology has not only improved efficiency in businesses but has also reduced errors and flaws that were previously associated with paper-based business practices. As highlighted by Watanabe et al. (2023), companies face a significant challenge and risk when they lag or fail to embrace and implement current technologies, including automation, gen AI, collaboration, and digital media. Two technologies that could impact Chaffinch Group include;

Human Resources Information System (HRIS)

HRIS technology has automated and centralised various employee management related tasks, including payroll, reward management, and the recruitment and selection process (Diawati et al., 2023). Through HRIS, companies have the opportunity to develop a single hub for their activities. At Chaffinch Group, HRIS would involve the use of data and insights to promote employee management. The technology would involve how workforce data is collected, managed, stored, and processed. The HR team at Chaffinch Group would use the HRIS data to aid in making data-driven decisions.

The impacts of HRIS would involve automating and simplifying the HR processes, including reporting, attendance and time management, and payroll information processing (Sidiq et al., 2022). On the challenging side, HRIS selection and implementation is a time-consuming process and can be complex. Quick facts by AIHR shows that the HR software market will grow to approximately $33.6 billion by the year 2028 and that on average, companies use approximately 15 weeks to select the most appropriate HRIS.

Digital Collaboration and Communication Platforms

The digital communication and collaboration platforms are cloud-centred software that facilitates employees remotely working together and utilising various features, including chat, recording, and real-time video conferencing. Examples of tools and platforms that Chaffinch Group can utilise are Slack and Microsoft Teams. The importance of these digital collaboration and communication platforms include assisting in workforce tracking, improving communication and collaborative decision-making regardless of one’s location, and sharing of files. According to Willemsen et al. (2024), digital collaboration platforms, including M-Teams and Zoom have boosted productivity and ensured that projects and actions are on track.

Positive impacts of the digital communication and collaboration platforms for Chaffinch Group include collaborative decision-making, improved efficiency and productivity, and workplace relationships (Gilson et al., 2022). In addition, these digital platforms create strong teamwork. On the negative impacts, the digital collaboration and communication platforms are cost intensive and require vast resources to purchase and maintain. In addition, there are several risks, including security breaches.

Judgement

At Chaffinch Group, the above assessment reveals the significance of considering a range of technological approaches, including Gen AI, digital collaboration, and HRIS. Although costly and require users to advance their knowledge and skills, these technologies have the potential to improve efficiency of service delivery and patient management.

Q5. Using theories and models which examine organisational and human behaviour, explain why problems have arisen following the takeover of Calmere House by Chaffinch Group. (AC 2.1)

There are several issues and challenges that arise as a result in cultural conflicts. To better understand the source and occurrence of the issues as Chaffinch Group takes over Calmere House, some of the theories and models to be used are;

Charles Handy Model of Organisational Culture

Charles Handy’s model highlights the four forms of organisational cultures, which include person, role, power, and task. The four are distinguished by various features (Abdala et al., 2021). A power culture is one where there is centralised control and the power is concentrated at the top. A role culture is one that is highly structured, there are clear rules, and procedures. In a task culture, it is characterised by team-work, one’s expertise, and adaptability. Finally, a person culture is where there is autonomy and focus on one’s strengths.

The shift and change in ownership from Calmere House to Chaffinch Group introduces a number of challenges and issues, which can be explained from Charles Handy Model. Under Kirsten’s leadership, it focused on task and person cultures where the workforce skills and knowledge were leveraged and the company embraced collaboration to achieve intended goals and objectives. Issues began when Kath’s leadership reflected more on power and role cultures (Sokolovic et al., 2022). Kath’s autocratic leadership and Chaffinch Group’s centralised control and decision-making led to issues since the workforce autonomy was affected. Besides, decisions, such as recruitment and selection shifted from collaborative to the use of an Agency. 

SCARF Model by David Rock

David Rock’s SCARF model entails the five key social needs that influence one’s overall motivation. The five include status, certainty, autonomy, relatedness, and fairness (Krzyzak and Walas-Trebacz, 2025). ‘Status’ refers to perceived importance to others, ‘Certainty’ involves predicting the future and feeling confident, ‘Autonomy’ entails control over actions and how one works. ‘Relatedness’ details the sense of connectivity with others and ‘Fairness’ involves the just and fair perception in how people exchange.

Problems have arisen after the takeover by Chaffinch Group as a result of reduced status, certainty, and relatedness. Kirsten’s leadership was one where employees felt important and were highly valued (Javadizadeh et al., 2022). Besides being involved in various decision-making processes, such as recruitment, Kirsten had one-on-one meetings with the employees, which enhanced working relationships. Kath’s leadership is one where employees feel less valued and lack autonomy; thus, increasing the chances of their turnover.

To address these issues, it is essential for Chaffinch Group to consider enhancing working environment and rewarding individuals sufficiently.

Q6. Assess how changes to selection and employee voice have impacted organisational culture and behaviours at Chaffinch Group. (AC 2.2)

There are several significant changes between Chaffinch Group and Calmere House. Among these differences is the recruitment and selection process and how employee voice is promoted by Kath and Kirsten.

Changes to Employee Selection

Employee selection under Kirsten involved an engagement of other employees who would review the aspirants’ behaviours, qualifications, and experience. However, under Chaffinch Group, selection involves an agency. Chaffinch Group gives the agency information about the roles, which assess their suitability to the company.

Implications of this change to the company’s culture is that there has been inconsistencies in the values, norms, and beliefs. Previously, involving co-workers in the selection process ensured that the company maintained the same values and norms. Using an Agency without further assessment means that Chaffinch Group will have individuals from diverse values and norms. In addition, an Agency-based recruitment can create disparity in the values and beliefs (Abdalla Hamza et al., 2021). On the beneficial side, this change means that there will be new cultures and norms, which the company can exploit for its benefit, such as creating a diverse culture. On the challenging side, using an agency means cultural differences, which can affect working relationships.

Implications of the selection process to Chaffinch Group behaviour are that there will be issues with collaborative practice and ensuring that the company’s positive culture and factors, such as inclusivity and diversity are observed (Gomathy et al., 2022). The change from involving co-workers in the selection process to use an agency means affected individual relationships; thus, negative behaviours, including lack of teamwork, inclusivity, and diversity. The challenges are that using agency for selection exposes Chaffinch Group to various risks, including deteriorated teamwork and commitment.

Changes to Employee Voice

Changes to employee voice mainly include Kirsten consulting and engaging employees regularly, having staff meetings and check-ins. Kath, on the other hand, applies a management approach that is limiting in terms of promoting employee voice (Ruck, 2021). Besides giving instructions and expecting them to be followed, she also does not allow for suggestions from the workforce.

Impacts to organisational culture are that the change affects innovativeness, engagement, and trust. When employees lack voice, they feel less valued and reduced level of engagement and involvement in the firm (Ghani and Malik, 2023). On the beneficial side, reduced employee voice is commonly applicable and beneficial to large firms where it allows for structured business processes and following laid down systems. On the challenging side, the impacts to the company’s culture are that there is reduced performance, retention, and morale.

The impacts to behaviour are that the change in employee voice would have an effect on workforce performance, conflicts, working relationships, engagement, and overall turnover. To employees, reduced employee voice means an effect on overall satisfaction and morale, innovation, trust, and problem solving (Huang et al., 2024). Under Kath’s leadership, lack of employee voice means reduced trust levels, lack of engagement and involvement, and reduced overall commitment by the employees to own and organisational objectives.

The overall judgement is that employee selection and employee voice are important in organisational culture and behaviour. A decline in either means affected overall behaviour, performance, retention, and relationships.

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Q7. Explain how Chaffinch Group could have better managed the change from a small ownermanaged care home to Calmere House being part of a large organisation. (AC 2.3)

Transitioning in systems and strategies require careful steps to achieve desired objectives and address any challenges, including resistance to change. For Chaffinch Group, the change from a small-owner care home to a subsidiary of a large firm required effective change management process. One of the change management models that Kath could have implemented was Kotter’s Eight Step Model as highlighted below (Shah et al., 2023).

First, it was essential for Calmere House to show the sense of urgency, particularly on why Kirsten needed to sell the care home to Chaffinch. Some of the foundations to this urgency would have included market realities, inefficiencies, and as Kirsten put it to the employees, the lack of resources to maintain present industrial trends (Laig and Abocejo, 2021).

Secondly, a guiding coalition was needed, which is a powerful team that has sufficient expertise, influence, and credibility to steer the change. For Chaffinch Group, this would have included Calmere House employees, Kath, and the management. A powerful team as noted by Alhaderi (2021) is essential in maintaining momentum to the change effort.

Third, Kotter’s model involves developing a strategy and vision were aspirational, clear, and detailed vision for the strategies and future is created. At Chaffinch Group, such would have included the vision to expand the care home and customise the rooms to include current technologies.

The fourth step would have involved communicating the vision to stakeholders in a transparent and comprehensive manner. This would have been accomplished through applying several channels to create a buy-in and ensure understanding (Mancini, 2023). An example is using face-to-face alongside digital communication approaches to enhance workforce understanding.

Five, it would have been important for the company to eliminate potential barriers and obstacles while encouraging the employees to embrace the new approaches and adopting the new vision. The sixth step in Kotter’s change model entails creating short-term wins where quick and visible achievements are created to build growth and momentum while showing that the change process is working.

The seventh step entails consolidating gains and increasing the pace. For instance, at Calmere House, its move to Chaffinch Group would have involved tackling more concerns and goals, including market expansion. This would have been important to keep the momentum going (Traick and Carraher, 2023). Finally, the eighth step involves instituting the change or incorporating it into the company’s culture. At Chaffinch Group, this involves adopting and cementing the new working style and the leadership and management process.

The advantages of Kotter’s change model include being a simple and structured approach, integrating employee involvement in the process, and through the first step where a sense of urgency is created, a compelling case for change is build. The disadvantages include being a rigid and linear process and since it is a step-by-step model, missing a phase would result in paralysis.

Q8. Explain the experience of change for the employees at Calmere House and examine how this is reflected through the stages of one model. (AC 2.4)

How change is experienced at the workplace depends on several factors, including the explanation of the change to the workforce, how it aligns with employees’ needs, and the process followed. To understand the experience of change, a significant model is Kubler Ross Change Curve, which has five steps.

In the first step, it involved ‘Denial and Shock.’ When a change is introduced, employees find it hard to believe and for the majority, they exhibit a defence mechanism as an attempt to deflect the actual need for the change (Holdsworth and Bridgman, 2025). This causes a sharp reduce in productivity. For example, employees at Calmere House are in shock and their worries come to further light particularly when Kath’s leadership threatens their mode of operation.  

Second, individuals exhibit ‘Anger.’ This is mainly attributed to the change sinking in and employees exhibit fear (Tarnoff et al., 2021). For example, Calmere House employees understood the reality of the change and this resulted in their reactions, including absenteeism and turnover. When this reaction and experience is not controlled, it can spiral out of control and cause major failures.

The third step involves ‘Bargaining’ where one makes attempts to salvage the situation through exploring instances and paths that have the less objection. Bargaining involves attempts to find a compromise. For example, at Chaffinch Group, employees could attempt to express their ideas and suggestions (Hagemann and Cechlovsky, 2024). When the bargaining elements are considered, productivity increases although this is usually short-lived.

In the fourth step, it involves ‘Depression’ which is characterised by the workforce loosing hope. Important signs and experiences to look out for include isolation, apathy, demotivation, and reduced productivity. Mitigation measures at this point include reassurance to employees about the occurrence being normal and showing employees that the company supports them.

The fifth and the final step entails ‘Acceptance and Integration’ where people come to terms with the change and potential inhibitors are addressed (Truong, 2023). For example, employees may begin to learn new technologies and systems associated with the change. Accepting the new approaches help in preventing a go back to older approaches and benefiting from the new ones.

The advantages of Kubler Ross change curve include ease of application and understanding and providing a clear account of how change is experienced. The disadvantages include being limited in scope and it is essential to point out that change may not be experienced in the linear manner for everyone.

Q9. Assess two factors that could impact employee wellbeing at Calmere House including why it is important that these factors are addressed. (AC 2.5)

Employee wellbeing is a holistic process towards promoting one’s overall health. The four main dimensions of employee wellbeing are social, financial, emotional, and physical. According to Elufioye et al. (2024), promoting employee wellbeing is important in assisting employees to manage stress, demonstrate high rate of productivity, and ensure that individuals reach their optimal performance at a fast rate. Two factors that could impact employee wellbeing at Calmere House include;

Sufficient Pay and Benefits

Employees feel valued and appreciated for their performance when they are offered high rewards and a range of benefits. For Calmere House employees, their overall wellbeing, including mental and physical is dependent on being offered sufficient pay that matches their contribution (Madero-Gomez et al., 2023). Besides the base pay, employees should also be offered a range of benefits, including health cover and pension. Positive impacts are that sufficient pay and rewards result in employee motivation, engagement, and overall performance. This can be explained from Maslow Hierarchy of Needs theory where better pay is associated with physiological, self-esteem, and self-actualisation needs, which contribute to the overall employee’s wellbeing and retention (Despard, 2023). Negative impacts include being costly and introducing new complexities, including equality and fairness. Addressing issues associated with pay and benefits helps in preventing turnover and promoting workforce engagement.

Work-Life Balance

Employee wellbeing is influenced by their ability to meet work and life demands. This is mainly reflected in employees not carrying work home, having sufficient time to address their social needs, and ensuring that they are not overburdened (Nabawanuka and Ekmekcioglu, 2022). At Chaffinch Group, some employees have become overburdened and among the key challenges is that they will exhibit stress and absenteeism. Therefore, promoting work-life balance in the working environment is crucial in fostering overall employee wellbeing. Positive impacts include reducing absenteeism and promoting working relationships. Negative impacts include work demands prompting companies to recruit more individuals (Marecki, 2023). The significance of addressing work-life balance issues is to ensure that employees are not overburdened and that they have sufficient time to manage their issues. In addition, work-life balance promotes presentism at work and averts stress and other psychological challenges among the employees.

The overall judgement regarding the importance of employee wellbeing and observing the different factors, including work-life balance and ensuring sufficient pay is that Calmere House will achieve better employee retention, prevent turnover, and boost overall performance.

Q10. Discuss how the people manager, recruitment advisor and employment relations case advisor could support the retention stage of the employee lifecycle. (AC 3.1)

Employee lifecycle refers to the journey of an employee. This covers six main steps, which include attraction, recruitment, on-boarding, development, retention, and separation. According to Gladka et al. (2022), employee lifecycle plays a vital role in promoting workforce experience, engagement, and retention through meeting the workforce needs across all stages. In addition, employee lifecycle is vital in informing HR strategies. One of the most important phases is the retention stage. As described by Panneerselvam and Balaraman (2022), this stage involves approaches that a company takes to reduce turnover. Some of the key approaches that promote employee retention include increasing rewards, recognising the workforce, and offering a supportive environment. Supporting employee retention is a responsibility of various parties, including;

People Manager

The role of a people manager in promoting employee retention is based on how they influence workforce satisfaction, motivation, and engagement (Ghani et al., 2022. As a people manager at Chaffinch Group, it would be important to ensure that there is a supportive working environment, individuals are being empowered, and that their daily experiences promote their overall motivation, engagement, and satisfaction. Besides, people managers continuously engage with employees to determine their needs and how they can be met, communicate in a detailed manner, and promote their engagement.

Recruitment Advisor

A recruitment advisor’s responsibility in employee retention is centred on ensuring that the company’s recruitment and selection process is done in an effective manner and that there is seamless process where clients’ needs and the organisational objectives are aligned (Urme, 2023). At Chaffinch Group, for instance, a recruitment advisor has the responsibility to examine the company’s recruitment and selection process and advice on how equality, fairness, and transparency elements can be accomplished. Through proper guidance and follow-up, a recruitment advisor ensures that the company has the most suitable individual.

Employment Relations Case Advisor 

For an employment relations case advisor, their role is to proactively address workplace issues, including performance, grievances, and conflicts (Odhiambo, 2024). Their roles is to ensure that issues do not build up to unmanageable levels that a culture where there is trust and enhanced working relationship is achieved. As a result, employment relations case advisors ensure that companies have working environment where there is reduced level of workforce turnover and enhanced engagement. At Chaffinch Group, having the employment relations case advisor will ensure that issues and conflicts are handled in a consistent and fair manner. In addition, employment relations case advisor will use data to identify root causes of various issues and how appropriate changes can be accomplished.

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Q11. Analyse how people practices could help Chaffinch Group to fill 100% of resident rooms within six months. (AC 3.2)

People practices are processes and strategies that companies use to manage, engage, and develop its workforce (Ojiochona et al., 2022). The activities cover the whole employee lifecycle from employee attraction to retention. For Chaffinch Group, filling 100% of the resident rooms within six months can be approached through horizontal and vertical integration approaches.

In a horizontal integration, it involves companies merging or creating partnerships with other key players and actors to gain the market efficiency and share (Yang et al., 2023). In the case of Chaffinch Group, among the horizontal integration strategies that it can consider is to partner with other local players or actors. As such, this would involve working with other established firms, including that being opened by Kirsten. Calmere House already had a leading success rate and through Kirsten’s leadership and approach, Chaffinch Group can tap into the trends and strategies. Key people practices in this regard would involve ensuring collaborative practices and enhanced policies. In addition, it would be essential to ensure that the workforce throughout the partnerships are contented with the working environment. On the positive side, partnerships and merging promote overall performance of a company through pulling resources and tapping into diverse expertise and skills (Vasilev, 2024). On the downside, partnerships introduce complex issues in people management.

Filling 100% of the resident rooms can also involve vertical integration, which entails Chaffinch Group managing its own approaches. In this case, Chaffinch Group would invest in customising the resident rooms and involving clients in remaking them according to their preferences. To achieve this objective, some of the associated people practices would involve recruitment and selection of the right workforce (Sony and Mekoth, 2022). Such an approach involves hiring the most suitable individuals, including nurses and social workers. This would help in ensuring that there is a workforce competent enough to transform the working environment and ensure that there are client-centric services. Other people practices include learning and development to equip the workforce with appropriate skills, including those related to achieving the intended objective of 100% filling of resident rooms. The merits include managing complexities and costs associated with horizontal integration and ensuring sustainable performance. The downsides include costs of recruitment and learning and development programs.

Q12. Discuss how Kath could consult and engage with employees to understand why employee turnover at Calmere House has increased. (AC 3.3)

Understanding customer needs requires the organisational leadership and management to establish profound ways of engaging with them, asking the right set of questions, and ensuring that there are tailored decisions. An example of internal customer is the employee where it is essential to determine their needs, including those of better pay and the type of working environment.

Consultation Method – Liaises with Customers

According to Mkhwanazi (2023), liaises with customers involves coordinating and communicating with clients in a close manner, which allows for understanding their diverse needs, building close relationships, and resolving issues. In addition, liaison with the customers provides a suitable opportunity for collecting feedback about an issue or subject. In the case of Kath, a closer consultation with employees regarding the working environment and issues that are influencing their turnover decisions would follow a detailed structure of active understanding and listening to the workforce, building a closer working relationship, and collecting information. Liaison with customers would help Kath determine the specific reasons for employee turnover and how they can be addressed. The benefits of liaison include better understanding of employee issues and promoting working relationships (Abdallah, 2021). The drawbacks include being a time-consuming process and can be costly to implement the interventions.

Engagement Method – Town Hall

Town hall entails how the company’s leadership and management engages directly with employees through approaches, such as interactive meetings to understand their needs and issues (Meny et al., 2021). Town Hall, which may be virtual or in-person allows for collecting feedback and ensuring that there is alignment between individual’s experiences and organisational goals. At Chaffinch Group, a town hall meeting with employees would provide a stage for Kath and other leaders to engage with employees across all diversities to determine their needs and areas of improvement in relation to their turnover. Through the dialogue and engagement with the employees, it would be possible to determine the leading causes of employee turnover and how these issues can be resolved. Advantages of town hall meetings include enhanced engagement and communication and providing an opportunity to understand a wider range of issues (Amin and Riyanto, 2022). Disadvantages of town hall include complicated ways of ensuring two-way engagement and time-related constraints in implementing the town hall approach.

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