In the last 12 months, HR professionals in Australia have faced unprecedented levels of crisis and disruption with the Covid-19 pandemic forever impacting how we work and the sustainability of employment. Now operating in a disrupted environment, HR practitioners and organisational leaders are dealing with a range of issues including: working from home policies and practices; financial decline and reduced employment opportunities; changes in industrial relations policy and regulations; WHS and employee well-being; social-distancing and access to safe worksites. For those working in organisations that service the community and operate with scarce resources such as Not-For-Profit organisations and social enterprises, these issues are even more challenging as all stakeholders are impacted by the crisis in uneven ways.
In August 2020, the Australian Human Resources Institute (AHRI) published a report on Covid-19s Impact on
Culturethat provided the following key finding:
A surprising finding relates to the impact of remote working on culture. The majority of HR practitioners do agree
that building a culture with a remote workforce is a challenge. But they also feel that employees are connecting with each other in a more genuine way and are more comfortable sharing details about personal situations outside of work. What makes a remote culture work, besides having the right technology, comes back to leadership once again. As it is leaders and managers that can enable the required levels of support, communication, collaboration and ultimately trust.(p.3)
Based on this finding we would like you to research issues in managing a remote workforce and the link to culture and leadership by answering the following question:
What are the challenges for HR practitioners in managing a remote workforce?
In your answer, consider the NFP and/or social enterprise context along with issues of organisational culture and leadership.
The full AHRI report will be available on vUWS in the Essay Assessment folder.
Instructions for research:
As a level 3 capstone unit, we expect you to conduct independent research to provide critical analysis. Beyond standard journal articles, research may include recent academic sources such as government reports, industry reports, media reports and professional publications that are not traditionally viewed as peer-reviewed publications given the currency of the topic. Since 2020, there have been articles published on HR and Covid-19 and there is already a body of work on remote supervision, culture and leadership. There is also a body of work on the NFP sector, however it may be too soon to find articles on all of these together so you will need to create your own synthesis of issues and present an original response. You may make reference to the client organisation and their particular context as an example within the response though this task is NOT specifically on the client organisation. You are not expected to include extended discussion on a client as this analysis should be reserved for the major report.
1. This question is worth 35%.
2. Your answer should be approximately 1500 words (maximum).
3. Your completed assignment MUST be submitted to the Turnitin link. A hard copy is not required, as the work will be marked online using Grademark.
4. The completed assignment MUST include the completed cover sheet and the reference list along with the answer.
5. Assignments should be in Arial, 11 font, 1.5 spacing with appropriate margins.
6. The 1500 word limit must be adhered to within the acceptable range of + or – 10 per cent.
7. A minimum of eight references, at least three of which must be peer reviewed academic journal articles is required.
8. Normal referencing using the School of Business Harvard WesternSydU system MUST be used. This includes appropriate in-text citations and a reference list at the end.
This is an individual assessment task – if a submitted response is assessed as not being the work of a single author then academic misconduct rules apply.