The CIPD 5CO01 assignment example requires learners to analyze the connection between organisational structure, culture, and performance, typically through a case study. A high-pass submission must evaluate structural suitability (AC 1.1), analyze strategy formulation (AC 1.2), apply organisational behaviour theories to explain problems (AC 2.1), and recommend strategic people practices for retention and business goals (AC 3.1–3.3). Submissions must demonstrate critical thinking, use academic models (e.g., Kotter’s 8 Steps, Schein’s Culture), and adhere to a professional referencing style like Harvard.

(AC 1.1)

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.

The evaluation of the organisational structures at Calmere House must be framed within the context of the business’s strategy and environment, drawing on established organisational theory.

Kirsten’s Flat Non-Hierarchical Structure

Kirsten’s flat structure, with all 42 employees reporting directly to her, aligns with an organic structure model (Burns and Stalker, 1961). This structure was highly appropriate for the original Calmere House for several reasons:

1. Strategy and Ethos Alignment: The ethos of “high quality care with a personal touch” requires flexibility, rapid communication, and a high degree of employee autonomy. The flat structure facilitated this by enabling direct, open communication between Kirsten and all staff, supporting her consultative management style and valuing employee input.
2. Decision-Making: The short chain of command allowed for quick decision-making and adaptation, which is vital in the dynamic, resident-focused environment of a small care home. Employees, as specialists, were empowered to contribute to management decisions, leading to higher job satisfaction and strong engagement (Robbins and Judge, 2018).
3. Culture Reinforcement: The structure reinforced a culture of trust, teamwork, and shared ownership. The high employee retention and strong commitment observed are direct outcomes of this empowering, collaborative environment, where employee voice was actively sought.

However, the structure was approaching its limit. A span of control of 42 employees is exceptionally wide, placing a significant burden on Kirsten, which may have contributed to her concerns about costs and her decision to sell.

Chaffinch Group’s Hierarchical Bureaucratic Structure

Chaffinch Group’s structure is a classic mechanistic structure (Burns and Stalker, 1961), characterised by a tall hierarchy, a clear chain of command, and extensive formal policies and procedures.

• Suitability for Chaffinch (The Parent Company): For a large, multi-site organisation like Chaffinch, a hierarchical structure is suitable for achieving economies of scale, ensuring standardisation across all homes, and maintaining control over operations and compliance (Mintzberg, 1979). It provides clarity on reporting lines and responsibilities, which is necessary for managing hundreds or thousands of employees across a group.
• Unsuitability for Calmere House (The Acquired Unit): The structure is highly unsuitable for the newly acquired Calmere House and its existing culture. The shift from an organic to a mechanistic structure has led to a culture clash and significant operational problems:
  • Management Style Conflict: Kath’s autocratic style is a direct contradiction to the previous consultative approach, leading to employee dissatisfaction and feelings of being unvalued.
  • Loss of Flexibility: The introduction of standardised policies and procedures, along with the long chain of command, has stifled the flexibility and personal touch that was central to Calmere House’s success, leading to resident dissatisfaction (e.g., the loss of individual room character).
  • Impact on Performance: The structure is a key driver of the increased employee turnover and sickness absence, which directly compromises the quality of care and the organisation’s financial performance.

In conclusion, while the flat structure was appropriate for the small, personalised nature of the original Calmere House, the hierarchical structure imposed by Chaffinch is fundamentally misaligned with the home’s operational needs and pre-existing culture, making it highly unsuitable for sustaining performance in this specific context.

(AC 1.2)

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

The rational model of strategy formulation is a systematic, logical, and linear process that assumes decision-makers have full information and act in the organisation’s best interests (Johnson, Scholes, and Whittington, 2017). Chaffinch Group could use this approach to address the current crisis—where services are failing to meet customer (resident) needs—by following a structured, evidence-based process.

Stages of the Rational Model and Application to Chaffinch:

Stage	Description	Application for Chaffinch Group
1. Strategic Analysis	Understanding the internal and external environment.	External: Conduct a thorough PESTLE analysis on the care industry and a competitor analysis. Internal: Analyse the current performance issues at Calmere House (high turnover, empty rooms, resident complaints) to identify root causes. This stage must explicitly define the customer need (e.g., personalised, high-quality, compassionate care) that is currently unmet.
2. Strategic Choice	Identifying and evaluating alternative strategic options.	Options: 1) Full integration and standardisation (current failed strategy). 2) Hybridisation (new strategy) – standardise back-office functions (e.g., finance, procurement) but allow local operational autonomy for care delivery, culture, and resident-facing services. 3) Divestment (if problems are insurmountable).
3. Strategic Implementation	Translating the chosen strategy into concrete actions, structures, and processes.	Action Plan: If the hybridisation strategy is chosen, Chaffinch must: a) Revise the organisational structure at Calmere House to be flatter. b) Replace the autocratic manager (Kath) with a leader who can foster the required culture. c) Re-introduce elements of personalised service (e.g., resident choice in decor). d) Implement a change management plan (see Q7).
4. Strategic Evaluation	Monitoring the strategy’s progress and making adjustments.	Metrics: Track key performance indicators (KPIs) against the goal of 100% room occupancy within six months. KPIs should include: Resident Satisfaction Scores, Employee Turnover Rate, Sickness Absence Rate, and Quality of Care Audits. Regular feedback loops will allow for course correction.

The failure of Chaffinch’s initial approach was its lack of a comprehensive strategic analysis, particularly of the internal culture and customer needs at Calmere House. The rational model forces a data-driven, objective assessment of the situation before imposing a top-down solution. By systematically analysing the unique needs of the residents and the strengths of the original culture, Chaffinch can formulate a strategy that balances the need for corporate standardisation with the necessity of a personalised, high-touch service model.

(AC 1.3)

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.

External factors, often analysed using the PESTLE framework (Political, Economic, Sociological, Technological, Legal, Environmental), exert significant pressure on the residential care industry.

Negative External Factor: Economic – Rising Costs and Funding Pressures

A major negative factor is the economic pressure from continually rising operational costs, particularly staff wages and utility costs, as explicitly mentioned by Kirsten.

• Analysis: The care sector is highly labour-intensive, making it acutely vulnerable to increases in the National Living Wage (NLW) and competitive wage pressures from other sectors (Skills for Care, 2023). Simultaneously, the energy crisis and general inflation drive up utility, food, and supply costs.
• Impact on Industry: These rising costs are often not matched by corresponding increases in local authority funding for residents, leading to a squeeze on profit margins. This forces care home operators, like Chaffinch, to either compromise on quality of care, increase fees (making them less competitive), or, as seen in the case, attempt to cut costs through standardisation and reduced investment in people, which ultimately backfires by causing high turnover and service decline. The economic factor creates a fundamental tension between financial viability and the delivery of high-quality, personalised care.

Positive External Factor: Technological – Advances in Digital Care and Monitoring

A significant positive factor is the technological advance in digital care and remote monitoring systems.

• Analysis: Innovations in technology, such as electronic health records (EHRs), remote monitoring sensors, and AI-driven fall detection systems, are becoming more accessible and sophisticated (NHS Digital, 2024).
• Impact on Industry: This technology offers several benefits:
  • Improved Quality of Care: Real-time data allows for proactive health interventions, reducing hospital admissions and improving resident safety.
  • Increased Efficiency: Digital record-keeping reduces the administrative burden on care staff, freeing up time to spend directly with residents, thereby enhancing the “personal touch.”
  • Attraction and Retention: Modern technology can make the care home a more attractive place to work for younger staff, improving recruitment and retention.

While the economic factor acts as a constraint, the technological factor presents an opportunity for Chaffinch to improve efficiency and care quality simultaneously, provided the technology is implemented thoughtfully (see Q4).

(AC 1.4)

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.

Chaffinch Group can leverage technology to address the core challenges of efficiency, quality of care, and employee experience. The assessment must consider both the potential benefits and the risks of implementation, especially in a culture resistant to change.

Potential Uses and Impacts of Technology:

Technology Use	Impact on Patient Care	Impact on Employee Experience
Electronic Care Planning (ECP) / EHR	Replaces paper records, ensuring all staff have immediate access to up-to-date, accurate patient information. Reduces medication errors and streamlines handover meetings.	Reduces time spent on paperwork, allowing staff to focus on direct care. Improves communication and collaboration between shifts and multidisciplinary teams.
Remote Monitoring & Wearable Tech	Sensors (e.g., bed exit alarms, fall detection) and wearable devices (e.g., vital signs monitoring) provide real-time alerts. This enables proactive care, preventing incidents, and enhancing resident safety and peace of mind.	Reduces the need for constant physical checks, cutting down on unnecessary interruptions for residents and reducing staff fatigue. Allows for more meaningful, scheduled interactions.
E-Learning and Digital Training	Standardised, accessible online training modules (e.g., on manual handling, dementia care) ensure all staff, including agency workers, meet the same high standard of competence quickly.	Provides flexible, on-demand professional development, demonstrating an investment in the employee’s career, which is a key retention factor.
Automated Rostering & Scheduling	Optimises staff deployment based on resident needs and staff availability, ensuring safe staffing levels are maintained, especially when covering absences.	Reduces the administrative burden on Kath and provides employees with clearer, more predictable schedules, addressing the increased workload and long hours currently causing dissatisfaction.

Assessment of Impact:

The successful implementation of technology will depend entirely on the change management approach (see Q7). If technology is imposed in the same autocratic manner as the new structure, it will be viewed as a tool of surveillance and control, further alienating the workforce.

However, if implemented with consultation (Q12) and framed as a tool to support the original ethos—by freeing up time for the “personal touch”—technology can be a powerful enabler. For example, ECPs can reduce the workload that is currently driving up sickness and turnover, thereby directly improving employee wellbeing and, consequently, the quality of patient care. The key is to ensure the technology is seen as a support system for the staff, not a replacement for human judgment or a source of increased bureaucratic reporting.

(AC 2.1)

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.

The problems at Calmere House—high turnover, dissatisfaction, and poor performance—are a classic manifestation of organisational culture clash and poorly managed change, explained by several behavioural theories.

1. Schein’s Three Levels of Organisational Culture (1985): The takeover represents a collision between two fundamentally different cultures:

• Calmere House (Organic Culture):
  • Assumptions: High trust, employee value, personalised care is paramount.
  • Values: Consultative management, teamwork, emotional commitment to residents.
  • Artefacts: Flat structure, informal ad-hoc approaches, Kirsten’s stories (history/ethos).
• Chaffinch Group (Mechanistic/Bureaucratic Culture):
  • Assumptions: Control, standardisation, financial return is paramount.
  • Values: Autocratic management, strict adherence to policy, hierarchy.
  • Artefacts: Hierarchical structure, standardised policies, Kath’s focus on “return on investment.”

The new management immediately attacked the artefacts (flat structure, informal policy) and values (consultative style) of Calmere House, creating a deep-seated conflict with the employees’ fundamental assumptions about how work should be done and how they should be treated. This clash causes disorientation and resistance, as the deeply held norms that guided behaviour are suddenly invalid.

2. Herzberg’s Two-Factor Theory (1959): This theory distinguishes between Hygiene Factors (which prevent dissatisfaction) and Motivators (which create satisfaction).

• Loss of Motivators: Under Kirsten, employees experienced strong motivators: Recognition (consultative style), Achievement (input into decisions), and Responsibility (autonomy). The new autocratic style and loss of employee voice eliminated these motivators, leading to a loss of engagement and commitment.
• Deterioration of Hygiene Factors: The new management failed to maintain hygiene factors. The increased workload, lack of support from departed colleagues, and long hours (poor Working Conditions) have actively created dissatisfaction and driven up sickness absence and turnover.

3. Psychological Contract Theory (Rousseau, 1989): The psychological contract is the unwritten set of expectations between an employee and the organisation.

• Breach: Employees at Calmere House had an relational contract with Kirsten, based on loyalty, job security, and mutual support. Chaffinch Group immediately and unilaterally breached this contract by changing the structure, management style, and values. This breach leads to feelings of betrayal, reduced trust, and a desire to exit the organisation (turnover), as employees no longer feel obligated to honour their side of the commitment.

The problems are a direct result of Chaffinch’s failure to understand the existing culture and the human impact of imposing a mechanistic system onto an organic environment, leading to a profound cultural and psychological contract breach.

(AC 2.2)

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

The changes to selection and employee voice at Calmere House under Chaffinch Group have had a profoundly negative impact, fundamentally altering the organisational culture and driving dysfunctional behaviours.

Impact of Changes to Selection:

• Kirsten’s Selection: Co-workers participated, focusing on behaviours as much as qualifications. This process was designed to ensure cultural fit and reinforce the existing team-oriented, high-commitment culture.
• Chaffinch’s Selection: The process is outsourced to an agency, with Chaffinch only checking qualifications and experience. This is a purely transactional approach, neglecting the critical element of cultural and behavioural fit.
• Impact on Culture and Behaviour:
  • Erosion of Team Cohesion: The influx of agency workers who lack commitment to the Calmere House ethos and have not been vetted for behavioural fit disrupts the previous strong team dynamic.
  • Devaluation of Existing Staff: Existing employees feel their co-workers’ input is no longer valued, leading to resentment and a feeling that the quality of the team is being compromised.
  • Shift from Relational to Transactional: The culture shifts from one based on deep, long-term relationships and shared values to one based on short-term, contractual work, which is a key driver of the increased turnover (CIPD, 2024).

Impact of Changes to Employee Voice:

• Kirsten’s Voice: High employee voice was institutionalised through regular staff meetings and one-to-one check-ins, where employee views were actively sought for decision-making. This is a form of consultative voice.
• Chaffinch’s Voice: Employee voice has been eliminated. Kath’s autocratic style (“I know what Chaffinch wants”) and the communication of policies via email are forms of unilateral communication with no feedback loop.
• Impact on Culture and Behaviour:
  • Culture of Silence and Hopelessness: The removal of voice leads to a culture where employees feel their views are “no longer sought or valued.” This manifests in the observed behaviours of hopelessness and dissatisfaction.
  • Exit Behaviour: According to the EVLN model (Exit, Voice, Loyalty, Neglect) (Farrell, 1983), when the “Voice” channel is blocked, employees who are dissatisfied have three remaining options. Given the high commitment to residents (Loyalty), many choose Exit (high turnover) or Neglect (increased sickness absence) rather than tolerate the new environment.
  • Reduced Ownership: Employees no longer know what the business is planning, which removes their sense of ownership and responsibility, directly contradicting the original culture and leading to a decline in proactive, quality-focused behaviour.

The changes have replaced a high-trust, high-involvement culture with a low-trust, low-involvement culture, resulting in a workforce that is disengaged and actively seeking to leave.

• Cultural Identity in a Globalized World: Challenges and Celebrations
• CIPD 5CO02 Evidence-based Practice Task Two
• CIPD 5CO02 Evidence-based Practice Assignment Example
• 5CO01 Assignment Example- Organisational Performance and Culture in Practice
• Impact of US Trade Policies on International Accounting

(AC 2.3)

Q7. Explain how Chaffinch Group could have better managed the change from a small owner-managed care home to Calmere House being part of a large organisation.

Effective change management is crucial for successful mergers and acquisitions, particularly when a small, high-touch culture is absorbed by a large, bureaucratic one. Chaffinch Group’s failure was in treating the acquisition as a simple administrative transfer rather than a profound cultural and human transformation. They could have used a structured change model, such as Kotter’s 8-Step Process for Leading Change (1996), to manage the transition more effectively.

Kotter’s Step	Chaffinch’s Failure	Recommended Action for Chaffinch
1. Create Urgency	No urgency was communicated to employees beyond Kirsten’s personal reasons.	Chaffinch should have framed the need for change around external economic factors (rising costs, need for investment) and the opportunity to enhance care through Chaffinch’s resources, not just “return on investment.”
2. Form a Guiding Coalition	The only “coalition” was Kath and the central People team.	Chaffinch should have immediately formed a Joint Transition Team including Kirsten, Kath, and highly respected long-term employees from Calmere House. This team would lend credibility and cultural insight to the process.
3. Develop a Vision and Strategy	The vision was solely “return on investment” and standardisation.	The new vision should have been a hybrid that explicitly preserved the “high quality care with a personal touch” ethos while integrating Chaffinch’s financial stability and resources.
4. Communicate the Change Vision	Communication was unilateral (email) and transactional.	Communication should have been frequent, face-to-face, and two-way. Kath should have held town halls, listened to concerns, and used the Joint Transition Team to cascade the vision and answer questions honestly.
5. Empower Action	Employees were disempowered by the autocratic style and new hierarchy.	Chaffinch should have granted the Calmere House team autonomy over resident-facing procedures (e.g., room decor, daily routines) for a transitional period, empowering them to find local solutions that align with the new structure.
6. Generate Short-Term Wins	The only “win” was the room refurbishment, which was poorly executed and impersonal.	Short-term wins should have been people-focused, such as immediate investment in new equipment requested by staff, or a bonus for achieving a short-term quality-of-care metric, celebrating the Calmere House team’s effort.
7. Consolidate Gains and Produce More Change	N/A – the initial change failed.	After achieving short-term wins, Chaffinch could have gradually introduced standardised policies, but only after consulting with the staff on how to adapt them to the Calmere House culture.
8. Anchor New Approaches in the Culture	N/A – the new approach was rejected.	Chaffinch needed to ensure the new manager (Kath) and the People team’s behaviour consistently reflected the hybrid vision, making the new, successful ways of working part of the Calmere House identity.

By adopting a structured, people-centric model like Kotter’s, Chaffinch could have reduced resistance, maintained employee trust, and successfully integrated Calmere House without destroying its core value proposition.

(AC 2.4)

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

The employees at Calmere House are experiencing a profound, negative emotional journey of change, driven by a sense of loss, betrayal, and powerlessness. This experience can be effectively mapped using the Kübler-Ross Change Curve (often adapted for organisational change), which outlines the emotional stages individuals pass through when dealing with significant loss or change.

Employee Experience and the Change Curve:

Stage	Employee Experience at Calmere House	Observed Behaviour/Outcome
1. Shock and Denial	Employees were “shocked and find it hard to believe” the sale would go ahead. They were emotionally invested in Kirsten and the home’s history.	Initial disbelief and a sense of unreality. A hope that the change might not be as bad as feared.
2. Anger and Blame	The introduction of the autocratic manager (Kath) and her focus on “return on investment” generates anger. Employees feel their years of commitment are being dismissed.	Resistance to Kath’s instructions, challenging her authority, and expressing dissatisfaction.
3. Bargaining	Employees attempt to maintain the old ways by working longer hours to “reduce the impact on residents” and covering for absent colleagues. This is an attempt to “bargain” with the situation to preserve the quality of care and the old culture.	Increased workload, working longer hours, and covering absences, which is unsustainable and leads to fatigue.
4. Depression and Hopelessness	Employees realise their efforts are futile (“their views and opinions are no longer sought or valued”) and the old culture is gone. They “feel hopeless” and “more dissatisfied.”	Increased sickness absence (passive withdrawal) and high employee turnover (active withdrawal/Exit). The loss of co-workers deepens the sense of depression and loss.
5. Acceptance	The current workforce has not reached a positive acceptance. Those who cannot accept the new reality are leaving (Exit). The remaining employees are in a state of chronic dissatisfaction and neglect.	The only way to reach acceptance would be for Chaffinch to implement a new, positive vision and management style (as per Q7), allowing employees to find a new, valued role within the integrated organisation.

The model demonstrates that Chaffinch’s management style has trapped employees in the early, negative stages of the curve. By failing to acknowledge the emotional impact of the loss of the old culture, Chaffinch has perpetuated the cycle of anger and depression, directly leading to the high turnover and poor performance they are now observing.

(AC 2.5)

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

Employee wellbeing is a holistic concept encompassing physical, psychological, and social health. At Calmere House, the rapid, poorly managed change has severely compromised the psychological and social wellbeing of the staff.

Factor 1: Workload and Staffing Levels (Physical and Psychological Wellbeing)

• Impact: The departure of co-workers and the reliance on agency staff have led to a significant increase in the workload for existing employees. They are working “longer hours” and “cover absences,” which is a direct cause of physical fatigue and psychological stress. Furthermore, the lack of support from departed colleagues contributes to feelings of isolation and pressure.
• Importance of Addressing: Addressing workload is critical because it is a direct precursor to burnout and presenteeism (CIPD, 2023). High workload is linked to increased sickness absence (as already observed) and higher error rates, which are unacceptable in a care setting. From a business perspective, a stressed, overworked workforce cannot deliver the high-quality, compassionate care required to attract and retain residents. Addressing this requires better automated rostering (Q4) and a strategic focus on recruitment and retention (Q10, Q11) to stabilise staffing levels.

Factor 2: Lack of Autonomy and Employee Voice (Psychological and Social Wellbeing)

• Impact: Under Kirsten, employees had high autonomy and a strong voice. Under Kath, the shift to an autocratic style and hierarchical structure has removed this control. The feeling that their “views and opinions are no longer sought or valued” is a major source of psychological distress and job dissatisfaction. The loss of consultative meetings also damages social wellbeing by breaking down the strong team bonds and sense of community.
• Importance of Addressing: Autonomy and voice are fundamental drivers of employee engagement and organisational justice (Greenberg, 1990). When employees feel they have no control over their work environment, their sense of commitment declines, leading to apathy and the desire to leave. To address this, Kath must re-establish mechanisms for genuine, two-way communication and consultation (Q12), providing employees with a sense of control over their immediate work processes, even within the new corporate framework. This will rebuild trust and commitment.

Addressing these two factors is not merely an ethical obligation but a strategic imperative. A well-supported workforce is essential to achieving Chaffinch’s goal of 100% room occupancy, as the quality of care is directly dependent on the wellbeing and engagement of the staff.

(AC 3.1)

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

The retention stage of the employee lifecycle is focused on keeping valuable employees engaged, motivated, and committed to the organisation. At Calmere House, this stage is failing dramatically. The People team at Chaffinch Group—consisting of a People Manager, Recruitment Advisor, and Employment Relations (ER) Case Advisor—must collaborate to stabilise the workforce.

Role	Retention Support Activities	Rationale
People Manager	Culture and Engagement Strategy: Design and implement a new, hybrid culture that integrates the “personal touch” ethos with Chaffinch’s standards. Manager Coaching: Coach Kath (and future managers) on adopting a more consultative, supportive leadership style to rebuild trust and re-introduce employee voice. Wellbeing Oversight: Lead the implementation of wellbeing initiatives (e.g., stress management, EAP) to address the high sickness absence.	The People Manager owns the strategic alignment of people practices with the business strategy. By fixing the culture and management style, they address the root cause of the psychological contract breach (Rousseau, 1989).
Recruitment Advisor	Retention-Focused Selection: Revise the selection process (Q6) to re-introduce a focus on cultural fit and behavioural assessment for all hires, including agency conversions. Internal Mobility/Development: Develop clear career pathways and training programmes (e.g., digital care training, Q4) to show employees a future within Chaffinch Group. Exit Interview Analysis: Conduct in-depth, structured exit interviews with departing staff to gather actionable data on the causes of turnover (e.g., management style, workload).	While primarily focused on filling roles, the Recruitment Advisor must ensure that new hires are retained. Investing in development is a key motivator (Herzberg, 1959) and a powerful retention tool.
Employment Relations Case Advisor	Fairness and Consistency: Ensure all disciplinary and grievance procedures are handled fairly and transparently to rebuild employee trust in the new policies. Policy Communication and Consultation: Work with the People Manager to communicate new policies in a consultative manner, explaining the why and allowing for input on how they are implemented locally. Absence Management: Implement a supportive, fair, and consistent absence management policy to address the high sickness rate, focusing on identifying and mitigating the underlying causes (e.g., stress, workload).	The ER Advisor ensures the new, standardised policies are perceived as a source of organisational justice (Greenberg, 1990), rather than arbitrary control, thereby reducing conflict and the desire to exit.

(AC 3.2)

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

The goal of filling 100% of resident rooms is a business objective that is directly dependent on the quality of care, which, in turn, is dependent on the people practices. The analysis must link specific HR interventions to the desired business outcome.

The Causal Chain: Poor People Practices –> High Turnover/Low Wellbeing –> Poor Quality of Care –> Resident Exit/Inability to Attract New Residents –> Empty Rooms.

Chaffinch must reverse this chain by focusing on practices that stabilise the workforce and restore the home’s reputation.

People Practice	Business Impact (Filling Rooms)	Rationale
Workforce Planning & Staffing	Stabilises Care Quality: Strategic planning to move away from reliance on agency staff to a permanent, well-trained team. This ensures consistency and continuity of care, which is a primary concern for prospective residents and their families.	High-quality care is the product being sold. Consistent, permanent staff are essential for delivering the “personal touch” that attracts and retains residents.
Performance and Reward Management	Drives Service Excellence: Implement a performance management system that measures and rewards behaviours aligned with the original ethos (e.g., compassion, teamwork, resident-focused initiative). Introduce a non-financial reward system (e.g., recognition for personalised care stories) to reinforce the desired culture.	Aligning reward with the desired service outcome (personalised care) motivates staff to deliver the experience that generates positive word-of-mouth and attracts new residents.
Employee Voice and Engagement	Restores Reputation and Trust: Re-establishing consultative practices (Q12) and acting on employee feedback will lead to higher employee satisfaction. Satisfied employees are the best ambassadors for the home, improving the home’s atmosphere and reputation, which is a major factor in resident choice.	The current problem is a reputational one. Engaged employees will naturally improve the atmosphere and service, making the home attractive again.
Learning and Development (L&D)	Enhances Service Offering: Invest in specialist L&D (e.g., advanced dementia care, end-of-life care) that differentiates Calmere House’s service. Ensure all staff, especially agency workers, receive mandatory training to meet the home’s specific standards.	A highly skilled workforce can offer a superior service, justifying higher fees and attracting residents who require specialist care, thereby increasing occupancy.

In essence, Chaffinch must use people practices to transform the employee experience, which will, in turn, transform the resident experience, ultimately leading to the achievement of the 100% occupancy goal.

(AC 3.3)

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

Kath’s current autocratic management style is the primary barrier to understanding the turnover problem. To effectively consult and engage, she must shift her approach from telling to listening, using a combination of formal and informal mechanisms.

1. Formal Consultation Mechanisms:

• Structured Stay Interviews: Instead of waiting for exit interviews, Kath should conduct stay interviews with long-term, high-performing employees. These are confidential, structured conversations focused on what keeps the employee at Calmere House and what might cause them to leave (CIPD, 2024).
  • Focus Questions: What is the best part of your job? What would make your job easier? What would make you consider leaving?
  • Goal: To gather proactive, actionable data on the current pain points (e.g., workload, lack of voice, management style).
• Employee Focus Groups: Organise small, confidential focus groups, facilitated by the People Manager (Q10), to discuss the impact of the change, the new policies, and the reasons for turnover.
  • Goal: To allow employees to express collective concerns in a safe environment, identifying systemic issues that individual interviews might miss.
• Anonymous Pulse Surveys: Implement short, frequent, anonymous pulse surveys focused on key engagement drivers: workload, manager support, and clarity of communication.
  • Goal: To gather quantitative data and track changes in morale over time, providing objective evidence that bypasses the fear of speaking out directly.

2. Informal Engagement Mechanisms:

• “Management by Walking Around” (MBWA): Kath needs to move away from her office and spend time on the floor, not giving instructions, but listening and observing. This is a powerful way to understand the day-to-day reality of the increased workload and the impact of the new policies.
  • Goal: To rebuild trust and show genuine, non-judgmental interest in the employees’ work and wellbeing.
• Re-establishing Handover Meetings: The nursing staff’s successful handover meetings should be used as a model. Kath should attend these not as a manager but as an observer, using the opportunity to ask open-ended, non-threatening questions about operational challenges.
  • Goal: To leverage existing, functional communication channels to gain insight into team dynamics and operational friction points.

Crucial Element: Acting on Feedback

Consultation and engagement are meaningless—and often counterproductive—if the feedback is not acted upon. Kath must publicly report on the feedback received and announce specific, tangible actions being taken (e.g., “We heard that the workload is too high, so we are immediately implementing the new automated rostering system”). This demonstration of procedural justice will be the single most effective way to rebuild trust and signal a genuine shift in management style, which is essential to reversing the high turnover trend.

References for the 5CO01 Assignment Example

Burns, T. and Stalker, G.M. (1961) The Management of Innovation. London: Tavistock Publications.

CIPD (2023) Health and well-being at work. Available at: https://www.cipd.org/uk/knowledge/reports/health-well-being-work/ (Accessed: 22 October 2025).

CIPD (2024) Employee turnover and retention. Available at: https://www.cipd.org/uk/knowledge/factsheets/employee-turnover-retention-factsheet/ (Accessed: 22 October 2025).

Farrell, D. (1983) ‘Exit, Voice, Loyalty, and Neglect as Responses to Job Dissatisfaction: A Multidimensional Scaling Study’, Academy of Management Journal, 26(4), pp. 596–607.

Greenberg, J. (1990) ‘Organizational Justice: Yesterday, Today, and Tomorrow’, Journal of Management, 16(2), pp. 399–432.

Herzberg, F., Mausner, B. and Snyderman, B.B. (1959) The Motivation to Work. New York: John Wiley & Sons.

Johnson, G., Scholes, K. and Whittington, R. (2017) Exploring Strategy: Text and Cases. 11th edn. Harlow: Pearson Education.

Kotter, J.P. (1996) Leading Change. Boston, MA: Harvard Business School Press.

Mintzberg, H. (1979) The Structuring of Organizations: A Synthesis of the Research. Englewood Cliffs, NJ: Prentice-Hall.

NHS Digital (2024) Digital transformation in health and social care. Available at: https://www.nhsx.nhs.uk/ (Accessed: 22 October 2025).

Robbins, S.P. and Judge, T.A. (2018) Organizational Behavior. 18th edn. Harlow: Pearson Education.

Rousseau, D.M. (1989) ‘Psychological and Implied Contracts in Organizations’, Employee Responsibilities and Rights Journal, 2(2), pp. 121–139.

Schein, E.H. (1985) Organizational Culture and Leadership. San Francisco: Jossey-Bass.

Skills for Care (2023) The state of the adult social care sector and workforce in England. Available at: https://www.skillsforcare.org.uk/resources/documents/Skills-for-Care/Research-and-info/The-state-of-the-adult-social-care-sector-and-workforce-in-England.pdf (Accessed: 22 October 2025).