CIPD 7HR01 Strategic Employment Relations, Assignment Example

Introduction of 7HR01 

7HR01 Strategic employment relations, one of the units of level 7, will discuss various aspects of employment relations and will also cover conflict and cooperation that is realized in workplaces. Companies influence these institutions and are influenced in different ways, its can be said that institutions related to the workplace in one way or the other also have significant roles in determining people management practices and policies of an Organisation. All these things lead to fewer predictions and relationships of the employees are managed delicately. 

What you will learn From this 7HR01 

Here in 7HR01, you will assess various theoretical approaches to employment relations and the cooperation and conflict that differ across workplaces, such as employer relations with trade unions and the suitability of these relations. 7HR01 will provide you the opportunity to understand specific trends in low-quality job creation and diminishing of high-quality positions within various areas of an economy, and ideas on how one can encourage speakers that are beneficial to optimized Organisational performance and employee outcomes. Here in 7HR01, you will also assess critically the place of collective bargaining in establishing pay and appraise the pros and cons of arbitration, conciliation, and mediation and their importance in the settlement of work disputes. Last, you will discuss how grievance and disciplinary procedures are handled in terms of design and actual implementation with the intent of informing how risks are managed and issues solved.

Below is the assignment example for 7HR01 Strategic Employment Relations, you can gain knowledge of what your level 7 unit 7HR01 assignment will look like. This assignment example is according to the recent guidelines of CIPD, June 2024. You will have to write an assignment similar to this to clear your Unit, you can even take this as a free sample for your 7HR01 assignment. Make sure that you do not copy the answers mentioned in this assignment example, as this will make your assignment full of plagiarism. 

Our Diploma Writers Cover All Learning Outcomes & Assessment Criteria of This 7HR01 

CIPD 7HR01 Task 1: Understand different perspectives on employment relations and how they influence the roles of people, professionals, and line managers.

1.2. Contrast examples of cooperation and conflict within the employment relationship in different Organisational contexts.   

1.3. Critically evaluate employer strategies towards trade unions and whether they are fit for purpose.

1.4. Review ways in which people professionals can foster positive employment relations at work.

CIPD 7HR01 Task 2: Understand how external institutions can shape employment relations at an organisational level. 

2.1. Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations.

2.2. Review the practice of employment relations at the Organisational level, including how it is being shaped by short-term competitive pressures.

2.3. Critically appraise the advice that external bodies can provide to help people professionals make appropriate decisions for their Organisation.

2.4. Analyse the changing nature of work in different parts of the economy.

CIPD 7HR01 Task 3: Understand how people professionals can work with employees and their representatives to sustain mutuality and voice.   

3.1. Critically analyse how different forms of indirect voice could contribute to improved levels of Organisational performance and employee outcomes.   

3.2. Critically analyse how different forms of informal and direct voice could contribute to improved levels of Organisational performance and employee outcomes. 

3.3. Evaluate the extent to which voice enhances both organisational performance and employee outcomes.    9 3.4. Evaluate how Organisations drive and assess employee engagement.   

7HR01  task 4: Understand how people professionals work with employees and trade unions to mitigate organisational risks.   

4.1. Critically analyse the role of collective bargaining in determining pay and other contractual issues in organisations.   

4.2. Assess the impact of negotiations between employers and employee associations/trade unions aimed at problem resolution.   

4.3. Review the advantages and disadvantages of third-party options in resolving disagreements at work.   

4.4. Examine the design and implementation of grievance, disciplinary, and other procedures and their fitness for purpose in the Organisation.

CIPD 7HR01 Task 1: Understand different perspectives on employment relations and how they influence the roles of people, professionals, and line managers.

AC 1.1 Critically evaluate different perspectives on employment relations

Answer

Understanding employment relations is possible from different points of view. These include:

• The unitarist perspective: This viewpoint perceives employment relations as a framework whose major characteristic is a balance between employee and employer. Cooperation and common aims are what help to reach this harmony.
  
  
• The pluralist perspective: This view views employment relations as comprised of several interest groups each with its interest and purpose. However, these groups are capable of seeking compromise and coming to a meeting point with the rest of the factions.
  
  
• The radical perspective: This view perceives employment relations as built on the duality of employees and employers and warfare between the two. It is perceived as proper to have such a conflict in the company in the bid to change and enhance the welfare of the employees on the job.
  
  
• The Marxist perspective: This view of employment relations views employment relations as a product of capitalistic exploitation of employees. People are considered mere victims of oppression and get exploited so that employers can make profits.

From the following perspectives, people professionals and line managers have different implications.

AC 1.2. Contrast examples of cooperation and conflict within the employment relationship in different Organisational contexts.

Answer:

It should be noted that, in the sphere of employee relationships, you may stumble upon both conflict and cooperation. For instance, employees will be grouped or in teams to attain a certain goal; to better conditions at the workplace, or to bargain for higher wages. However, this may also lead to conflict since while working employees may have different orientations or different approaches.

ikewise, even if the employers are in a position of authority they can also work with the employee to accomplish a goal where the employee has to be directed. This cooperation is for any reason including productivity and therefore for providing better conditions for working. On the other hand, it is also important to note that there are differences because employees may have conflicts with the employer as far as working hours and wages are concerned. There are times that tight cooperation will be expected while at some other times, conflict will prevail depending on the Organisation.

Effectively, the individual who is in charge of people professionals should take a look at both cooperation and conflicts in the relationship of employment. Should direct their learning on the employee relation strategic area of the Organisation.

AC 1.3. Critically evaluate employer strategies towards trade unions and whether they are fit for purpose.

Answer:

You will find various strategies for trade unions but make sure that critically evaluate these strategies before using them and making sure that they are fit for purpose. Some of the most common strategies are mentioned below:

• Union busting: This can be understood by its name as this one strategy means employer trying their best to avoid any formation of a union or to break a union that is already formed. This is most harmful as this will lead to conflicts and disbalance in the working of the organization.
• Recognition: This is opposite to union busting, as this strategy promotes the employer completely recognizing the formation of a union as a bargaining body. This strategy is most helpful as this will create constructive relationships among the employer and the union members which results in no harm to the performance of the organization and avoids all conflicts.
• Collective bargaining: This is another efficient strategy where both the employer and the union of employees agree on negotiating with each other. This is also beneficial as through this employer and union can meet at the center point where they both agree with each other's terms and conditions. By negotiating they try to solve the issue.

All of these strategies have their own merits and demerits, make sure you learn about both and then according to the situation prefer your strategy.

AC 1.4.  Review ways in which people professionals can foster positive employment relations at work.

Answer:

Now there are several ways in which people professionals can ensure that the flow of the employees’ relationship at the place of work is good. These include:

1. Encouraging communication: The people professionals can act as intermediaries between the employees and employers, who can assist in solving such issues to gain a common understanding.
   
   
2. Promoting cooperation: It means that the people professionals are capable of enhancing employees' and employers' relationships to foster collaboration and attain set objectives.
   
   
3. Facilitating conflict resolution: People professionals can reduce conflicts that may exist between employers and employees, hence enhancing the working relationship.
   
   
4. Providing training and development: Human resources specialists can give promotions and may offer continued learning and employee growth as a valued and key skill.

CIPD 7HR01 Task 2: Understand how external institutions can shape employment relations at an organisational level.

AC 2.1. Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations.

Answer:

Over the past decade or so, internationalisation has had a profound impact on employment relations in workplaces. Increased competition, which is a result of the establishment of multinational corporations coupled with the expansion of international business, has triggered the expansion of international business. This has led to a transformation in the way that Organisations are managed, and employment relations have not been left behind.

Globalisation simply means an increase in competition, and now you have to cope with big challenges. Organisations have been forced to operate efficiently. This has led to shifting the nature within which organisations exist, coupled with the fact that employment relations have been immune to change. For example, there is a higher representation of temps and contract staff and prevalence.

It is also important to point out that globalisation of business has influenced employment relations… For instance, with the transformation of China into an economic powerhouse, employers have pressured employment to rise, resulting in a compromise of wages and working conditions. Also, the opportunities in international trade business have made workers travel from one country to the other as they seek jobs, which has also made the workforce more diversified.

AC 2.2. Review the practice of employment relations at the Organisational level, including how it is being shaped by short-term competitive pressures.

Answer:

This means that to develop a competitive advantage, Organisations need to ensure compliance and relevance of employment relations practices in the Organisation, given the dynamic business environment. This is sometimes a problem because frequently short-term competitive pressures can push Organisations to make decisions that would be inimical to the well-being of employees.

This means that Organisations should try and find a middle ground when functioning in a way that serves their business needs while at the same time dealing with employees. This way, they will make it possible to nurture a positive as well as effective working environment, which is critical to higher business performance.

Thus, there are numerous external institutions earned which can influence employment relations at the Organisational level. These include:

• The government: Government policy greatly affects employment relations because it determines many aspects of employment, such as minimum wage, working hours, and employee satisfaction.
   
• Trade unions: These are Organisations that hold power in defending workers and may parley with employees’ contractors regarding wages and job nature.
  
  
• Employers’ Organisations: Republican bodies may collectively act on behalf of employers and agree on employment conditions such as wages and remuneration, with trade unions.
  
  
• Professional bodies: Trade Organisations are associations of business-minded individuals that offer direction to the industries they represent and can be sought for directions on employment relation matters.

AC 2.3. Critically appraise the advice that external bodies can provide to help people professionals make appropriate decisions for their Organisation.

Answer:

External bodies can be a source of a lot of information to advise professionals on the right decisions they need to make on behalf of their Organisations. However, it is, in any case, vital to note that this advice does not have to be followed unequivocally, and it is up to the Organisation to interpret and act according to this advice. With this in mind, here are some tips for making the most of external advice:

1. Update your knowledge of how the current legislation, policy, and novel guidelines look and operate. This can be achieved through the use of National Newsletter subscriptions, Social Media handles, and National briefings/training.
   
   
2. Check out CIPD’s Employment Law Hub or Acas’s website when it comes to employment legislation.
   
   
3. Exhaust external input as a guideline for research rather than some kind of mechanism that should be followed literally. There is always the proviso that no two Organisations are alike, and therefore what applies to one Organisation may not apply to the other.
   
   
4. Consult with another person/ people to get different opinions on a certain matter at hand.
   
   
5. Always be ready to reject the consultant's suggestions if you believe they are not suitable for the Organisation.

AC 2.4. Analyse the changing nature of work in different parts of the economy.

Answer:

These last ten years show how the character of work has varied in different sectors of the economy. For example, there has been a general trend for increasing freelance and contract work, due to the development of technologies such as the gig economy.

New technology has also impacted job content across various Organisations by altering work nature in different fields. For instance, the automation industry is expanding widely in areas such as manufacturing. This has resulted in the contraction of employment opportunities in the predetermined industries.

The rise of new patterns of work affects Employment Relations. For example, new means of technology may enable the employer to curtail certain promiscuous behaviours among employees.

There is reason now to believe that, thanks to the development of the gig economy, individuals could be even more vulnerable in the process of negotiating just working conditions.

CIPD 7HR01 Task 3: Understand how people professionals can work with employees and their representatives to sustain mutuality and voice.

AC 3.1. Critically analyse how different forms of indirect voice could contribute to improved levels of Organisational performance and employee outcomes.

Answer:

Indirect voice has various forms through which it can contribute to improving the level of Organisational performance and enhance the outcomes of employees.

• Collective voice: This is one of the most used indirect voices; this is when employees work together to raise concerns or negotiate collectively with the employer. This is done through various methods, either they can form a trade union or they can contact each other through social media.
  
  
• Individual voice: This is another form of indirect voice, where a single employee communicates regarding any concerns or negotiates with the employers. The way through which communication can be done is either through an employee representative body or through some informal channel, like an internal communication channel.
  
  
• External source voice: Another voice is raising concern and negotiation using external sources such as government agencies or professional associations. Even these bodies can be called out for providing advice and guidance to employers and employees on maintaining their employment relations.

All of these voice has their benefits and disadvantages depending on the situation. For example, when we talk about collective voice, it is considered to be more effective as it is listened to when everyone is talking about the same things, but this also affects the working of the Organisation on a large level. The individual voice does not create that much of a disturbance in the Organisation, but it is less effective. External sources are best for providing the right guidance and suggestions, but they do not consider organisation policies and culture.

All of these indirect voices, if handled with care, can improve the working relations within the Organisation. Representative bodies must listen to all concerns and negotiations of the employees and must make sure to provide them with relevant solutions.

AC 3.2. Critically analyse how different forms of informal and direct voice could contribute to improved levels of Organisational performance and employee outcomes.

Answer:

Informal voice is considered the starting point of addressing the concerns and is said to increase awareness among the Organisation, which results in sparking the changes. It is not that informal voice offers you only benefits; there are some demerits as well. For example, if an employee thinks of sharing their concerns on social media, it will surely harm the reputation of the Organisation. Also, in cases where employees do not feel like sharing their issues with the manager, this will increase the chances of conflicts among the teams, which can even result in employees leaving the Organisation. Due to all these reasons, it has become important for someone who is in a people profession to bear the risk of using the informal voice. They must make sure that employees use these informal voices in a manner that can benefit in improving the performance of the Organisation and the outcomes of employees.

On the other direct voice is taken into consideration more than the informal voice as a form of communication. Employees prefer a direct voice when they feel that their concerns have not been taken seriously. Direct voice is more effective and provides better results, but in case direct voices are not heard as well, they may become a bigger risk for the Organisation. Employees may go on strike if their direct voice is also left unheard, as they will feel that the organisation does not think of them at all, and employees going on a strike will affect the working of organisation. This is the reason it becomes important for people in professional management not to let the direct voice of the employees go unheard. They must make sure that they do not make any employee feel unheard.

People professionals have to make sure they listen to all the voices of employees to maintain the performance of the Organisation, as when they do, employees may feel important, which will also lead to better and more effective outcomes of the employee's performance.

AC 3.3. Evaluate the extent to which voice enhances both organisational performance and employee outcomes.

Answer:

That’s why employee voice plays an important role in increasing Organisational performance related to productivity and innovative suggestions. When employees listen, they provide feedbacks which enable them to tweak a process, increase the range and rate of outcomes, and improve effectiveness. Effective communication also fosters good decision-making and establishes organisational growth, promoting ongoing Organisational performance.

For the employees, having a voice makes them more satisfied and committed in their place of work because it creates a sense that they are of value. The co-creation aspect might influence engagement because self-
 
Organisation or the ability to voice out is always an indication of conformity to Organisational objectives. Moreover, the narrowing of Organisational inclusion increases the employees’ work satisfaction and decreases the stress levels, which come from the perception of being undesired or neglected by the Organisation.

Finally, a highly developed attitude towards voice ensures that Organisational effectiveness and workers’ outcomes support each other and build the foundation for trust and cooperation an Organisation needs to achieve sustainable improvement.

AC 3.4. Evaluate how Organisations drive and assess employee engagement.

Answer:

Engagement describes the level of psychological commitment that employees have for the Organisation, which in turn affects their performance. This has main determinants such as leadership, communication, promotional opportunities, and Organisational culture. A few examples of engagement activities include recognition programs, work flexibility, and feedback to increase employee-company loyalty.

It helps Organisations and employees as it increases performance and maintains a low number of turnovers due to high levels of morale. Most Organisations with engaged employees are more likely to have their staff go a notch higher in performance expectations, which would lead to Organisational success.

Engagement levels are measured through surveys, pulse checks, and performance metrics ethically implemented by Organisations for data analytics. This causes failings such as survey fatigue, subjective responses, and failure to produce actionable insights that are vital when gauging results. Also, some challenges reduce engagement, and they include: Some leaders not taking part in and encouraging its implementation, Lack of trust in the leaders, as well as Organisational goals and objectives may not be clear.

For extended employee engagement, Organisations have to realise and remove these antecedents, while, from time to time, modifying strategies, and using data to foster a culture where all workers can optimally function.

7HR01 Task 4: Understand how people professionals work with employees and trade unions to mitigate organisational risks.

AC 4.1. Critically analyse the role of collective bargaining in determining pay and other contractual issues in organisations.

Answer:

Collective bargaining is simply bargaining between the employer and a group of employees majorly representing any trade union. Collective bargaining has the main aim of solving issues related to pay, or any other contractual issues in the Organisation by reaching to common point where both the parties are satisfied.

• Collective bargaining is part of creating an employment relationship, as this will help in determining the terms and conditions on which an employee will be working.
  
  
• Collective bargaining will also help in preventing disputes between employers and employees.
  
  
• Collective bargaining is an important process and can cover various issues, including, working hours, pay roles, leaves, holiday entitlements, and even pension arrangements. It even covers specific issues, like policies related to training and development, health, and safety at the workplace.

The main purpose of this collective bargaining is so that the employer and the involved employee may reach an agreement where they both agree with each other. As this is the only way through which employers can avoid a disbalance of organisational performance, and employees can avoid the risk of being eliminated from the Organisation. All the involved parties must be ready to solve the issues reasonably and fairly.

AC 4.2. Assess the impact of negotiations between employers and employee associations/trade unions aimed at problem resolution.

Answer:

Negotiations mean all the involved parties coming to a conclusion where they all agree on the conditions and the results. Similarly, negotiations between employees and employers involve solutions to the problem, which has a significant impact on both the employer and employees and even on the Organisation’s working environment. The most impact these negotiations have is on the policies, terms, and conditions of the Organisation. As for resolving the issue and for continuity that there are a lot of changes made in policies, terms, and conditions. Terms and conditions are set for both employers and employees.

The impact of these negotiations can be both negative and positive. This can impact positively, as this will lead you to the resolution of the issues and will establish a relationship that is better working. But when you negotiate with one group, you may create some policies or terms and conditions that are not acceptable to others. This can lead to disagreements and conflicts, which will be the damaging the working of the Organisation. This is important for someone who is in the field of people's profession to understand both aspects of negotiating before they reach everyone involved in the negotiations. They must make sure that they manage everything carefully so that negotiations can be placed with negative outcomes.

AC 4.3. Review the advantages and disadvantages of third-party options in resolving disagreements at work.

Answer:

Arbitration, conciliation, and mediation are some of the desirable third-party interventions in the given option of the ADR system. They are unbiased and not influenced by the conflict parties in a workplace, thus able to institute fairness when solving workplace cases. They can alleviate the issues of emotion and encourage a more logical and factual solution-finding process. For instance, mediation can be structured with the aim of consensus, and arbitration entails an authoritative decision; therefore, ADR is convenient and swift.

In an actual sense, there usually is a refusal of tension and the development of a level playing ground for conversation and hence assists in reinstating balance within the workplace.

Nevertheless, there are some issues that people see when third parties are involved. These external professionals do not adequately understand the practices within the Organisation or the history of the conflict, and therefore, proposed solutions can feel far removed from real life at the workplace. Arbitration, intentionally disputing formally, can be seen as being legalistic, bureaucratic, and structured; the intentionality of arbitration and possibly even that of mediation can, in general, be perceived as escalating the feelings of resentment or mistrust. Moreover, such processes seem capable of increasing hostility if participants get the impression that they are being pressured or not understood.

Despite the usefulness of strategies offered by third parties, Organisations must investigate the nature of the conflict situation and find ADR approaches that are as unbiased as possible yet also mindful of internal processes. Customisation promotes a higher rate of success and reduces shortcomings or negative impacts.

AC 4.4.  Examine the design and implementation of grievance, disciplinary, and other procedures and their fitness for purpose in the Organisation.

Answer:

Grievance and discipline processes are very crucial tools in addressing employee concerns in the workplace fairly and objectively. A good grievance mechanism makes it possible for employees to bring out complaints in an orderly way, which will build up teamwork. Like it, disciplinary procedures deal with misconduct aptly and combine punishment with justice. The perception of bias in the Organisation is also minimised by both systems, and there is justice for the workforce.

Such procedures include well-articulated processes, roles, task segmentation, and time frames for the completion of the task. Procedures formulated during a consultation with employee representatives improve acceptance and integration into the cultural practices taught and promoted within the Organisation. By frequent training, all managers are made aware of these processes, and thus there is less possibility of unfair treatment.

The implementation phase entails the development of communication means to make all the employees understand the various procedures involved. Some need to be reviewed often to view their efficiency in managing emerging concerns and to ensure they align with Organisational requirements.

However, properly elaborated procedures may become obstacles to amicable resolution, and one’s lack of training or awareness may lead to procedural irregularities. There are tensions between a highly processed approach to working, where many tasks are very formalised, and a process that is still highly standardised but with variants for different contexts and conditions. If feasible, such systems improve Organisational relations and protect employees’ statuses, all of which are key components towards Organisational success.

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