CONSTRICTUM CONSULTANCY

Table of Contents
Introduction:...............................................................................................................................3
LO1. Appraisal:..........................................................................................................................3
1.1

Identifying and developing responsibilities:.....................................................................3

1.2

Develop objectives:...........................................................................................................4

1.3

Effectiveness against objectives:.......................................................................................4

1.4

Recommendations for improvement:................................................................................4

1.5

Review motivational techniques:......................................................................................5

1.6 Time management strategies:............................................................................................6

LO2. Report writing:..................................................................................................................6
2.1 Changes in the workplace:...................................................................................................8
2.2 Large scale workforce trends:..............................................................................................8
2.3 Solution for workforce trends:.............................................................................................8
LO3. Problem Solving:..............................................................................................................9
3.1 Evaluate tools and methods:.................................................................................................9
3.2 Strategy for resolving the problem:....................................................................................10
LO4. Teamwork:......................................................................................................................12
4.1 Different roles people play in a team:................................................................................12
4.2 Work together to achieve shared goals:..............................................................................12
4.3 Analyse the team dynamics:...............................................................................................12
4.4 Alternative ways to complete tasks and achieve team goals:.............................................13
Conclusion:..............................................................................................................................13
References................................................................................................................................14

Introduction:
The basic purpose of this paper is to develop and demonstrate the understanding of the skills
and principles that are relevant to the employability skills. The manager has assigned the
tasks top perform and ink down the reposes of those tasks. I have to assume myself as the
administrator of Constrictum and complete those assign tasks. The Constrictum is newly
developed high-tech consultancy company because of its technology hub it is called silicon
Constrictum. The company has specialization in the research and techniques of new media
and even it has developers who write their software for the company. This software especially
focuses on the clients interest in recruitment, personnel, and human resource management.
LO1. Appraisal:
The time of the annual appraisal has arrived after the one year work in Constrictum. The time
of the interview has been arrived too with the senior managers in one week who is not the
immediate line manager. For the preparation of the meeting, some of the tasks had to be
performed.
1.1

Identifying and developing responsibilities:

Cultivate Institutional Development: the purpose of the administrator is to set the direction
and be the role model for the institution because they are required to synchronize their work
with the interests of the organization. The administrator ha to develop the vision through
which he can predict and forecast the future of the organization. The role of the administrator
requires some strong skills like scanning of the business and organizational environment,
listening to demands of the stakeholders, forecasting the future conditions of the market and
provide them such a mental model which would compel the other people. This role has been
described as the kinaesthetic feel in which people are required to move from one state to
other for the development of the order (Muthuri, 2013).
Facilitate Employee Development: The organizations which are having knowledge and
talent rich environment the administrator had to develop the commitment of the employees
toward the organization by the mentoring process that requires the attitude of the employees
and leader attitude. In the servant leadership style the leader at the start the serves the
stakeholders like employees, customers, and community. After setting the role model, they
lead the other to follow their set path. Such type of the leadership and attitude is developed
through the mentoring process, and it requires the good listening ability, honesty, empathy
and encouragement by the leaders to perform the challenging tasks (Selmer and Chiu, 2004).

Expand Capacity: there are two basic skills that are required to expand the capacity of both
the human resource of the organization and organization itself. These abilities are being a
good team leader, and other is the having the experience and expertise with the generosity
and the spirit among the employees to serve as the consultant to the organization. It is
obvious that in the large organizations leaders cannot do all the work alone. The development
and cooperation among the employees to develop a team is seen as one of the important
methods to get the work of the organization done efficiently. There are numerous benefits of
the team analyzed like increases the productivity, encourages critical thinking process,
problem-solving, improve social interaction and raises the self-esteem. The proponents of the
total quality management are the staunch advocate of the team work in the organization for
higher productivity(Sheehan, 2012).
1.2

Develop objectives:

The performance development tools are used to develop the objectives.

Strength-Based Model for Performance Development: The Strength-based approach has
been reflected in the model of performance development. According to this model the
commitment and level of the engagement of employees to the organization have a close
relation to the engagement of the customers to the organizations. Another proponent of this
model states that the nature of the relationship between the employees and degree to which
the organization achieves the bottom line business results also has an effect on the customer
engagement. This model include the assessment of self and the feedback from the manager
for the employees (Sabbag, 2009).
Competency-Based Model for Performance Plan: A job could only be performed with the
help of the relevant knowledge and skills required for this and these are termed as
competencies. To evaluate the performance of the employees and ink it down the
performance plan review is used. Employee growth and development is assisted and also
articulate the performance expectations of the employees (Kandula, 2006).
1.3

Effectiveness against objectives:

The effectiveness of the objectives lies in following the models like a Strength-based model
and competency-based model because these have been developed keeping in mind the
ultimate objectives of the company. The effectiveness of the objectives could only be
achieved by the meeting the tools of the managers that have been efficiently and effectively
used up in the right way. The Self-assessment tools are present in the strength-based model.

However in the competency-based model the knowledge, skills and behavior of the
employees is tested which are imperative for the development of the company (Grimshaw et
al., 2005).
1.4

Recommendations for improvement:

The active participation in the business process is very important however the business is all
about learning new methods and improving the organization. Business productivity could be
raised to the higher standards with the help of the identification and resolution of the
problems which the organization encounters. If any business organization intent to improve
their marketing returns and investment then introducing the and implementing the new
strategies is need of the hour but on the other hand the business market is dynamic and prone
to frequent changes and for the efficient survival there is need to update these strategies time
to time. Outdated techniques would not only lower your productivity but overall output.
Business production could only be boosted by the implementation of new techniques (Sices,
2007).
1.5

Review motivational techniques:

The attitude of the employees of the organization, level of the efforts put in the progress of
the organization and level of the persistence all are due to the employee motivational level.
The level of motivation determines how much the employee is committed to the organization.
The performance of the employees was increased in the organization using the motivational
techniques. However, the motivational techniques differ with the difference in the nature of
the organization. The every organization tries to select those motivational techniques that are
more relevant that type of the organization and would be effective in making the employee
motivated. Motivational techniques usually fall into two major categories financial and nonfinancial. Both of the techniques are explained below.
Financial Motivators: the financial reinforcements include the increase in the salary,
bonuses, and share in the profit of the organization, paid leaves, medical reimbursements,
insurance from company and many other ting which are offered to the employees in return for
their good performance.
Non-financial Motivators: however the non-financial motivator is status, recognition, job
security, perks, etc.

Recognition: Every person has a desire that he gets an appraisal for his work from the
supervisors and leaders. When he would have the realization that his boss will recognize his
efforts, then he tries to work hard and gives his best in work. However, this recognition could
be in any form like verbal appraisal in front of staff or letter of appreciation, etc.
Status: the egoistic needs of the person are satisfied with the social status of the person. Some
status symbol could be created in the organization by the management. This status can be
created by offering many perks and privileges. These could be the own office, vehicle and
house by the organization etc. (Dunn, Deroo and Rivara, 2001)
1.6 Time management strategies:
The schedule and record of all the activities of the week should be maintained. This will help
you to evaluate your performance, and you can improve your performance, and this would
also give you insight that where you are spending your precious time. This would play a
significant role in analysing that how much time was spent in the productive activities and
how much went wasted. Moreover, you can increase your productive time by minimizing the
unproductive activities (Winter et al., 2007).
LO2. Report writing:
Memorandum

To: Marketing Director

Date: 01st July 2014
Re: Globe Workforce Megatrends
There are ten forces are impacting the changing workplace. These three trends for a key
aspect of the present and future workplace. The knowledge Economics, Globalization, and
Digital workplace. Which I suggested two options we can implement and recommend one
that you can consider.
The Knowledge Economy: Who is impacting the changing workplace?
Typically we can say The Knowledge Economy, Shifting workforce demographics is the
central driving force in the development of the economic system, short full of 1.5 M
graduates in 2020, possess skills required for the knowledge economy. The Employment

Policy Foundation estimate the 80 percent of the impending labor shortage will involve a
skills shortage. Throughout the economy, there would lack the talent for 12 to 24 million
jobs that are necessary during the era of 2010 and 2020, according to estimates. Moreover,
talent shortage would be felt wide around the world too. High entry level qualification would
be required for almost 75 percent of US jobs soon i.e. good education in liberal arts plus postsecondary career-specific technical skills. Today only about 25 percent of America's
workforce comfortably meets this benchmark. Anyway, such a small world anyone can work
from anywhere " Someone out there in the market with contact, who know who the best
industry analysts are and has taken the right peoples to the right place" How, where and work
is done is changing dramatically as more companies shift the composition of their workforce
to lower-cost countries while creating a greater percentage of tacit jobs in the U.S
Globalization: What is impacting the changing workplace?
Great consensus is found in economists regarding that globalization and new market wealth
and consumers are the compelling force for the creation of millions of the employment
opportunities across the globe.
Globalization does mean many jobs are outsourced from one country to another because of
lower labor price. This gives birth to the perception that the majority of the workforce in
those jobs are out of work and must find a new job. Technically speaking the jobs still exist,
they are simply located in a country with lower labor costs. Many first world countries are
suffering from the outsourcing that relates the job dislocation has created the buzz phrase of
re-employment. Re-employment, establishing programs to help dislocated workers get the
training and education they need for more skilled jobs in the global economy is creating in
their countries.
Another 21st-century workplace trend clearly related to greater globalization, technology,
improved productivity is increased job specialization.
The Digital Workplace: How is impacting the changing workplace?
A Digital/virtual workplace is a workplace that is not located in any one physical space.
60 percent of organizations consider mobile to be important and have already made
"Significant" or "Some" investment. There has been investment and planning of almost 90
percent adopters to continue this plan.

Forty-five percent of organizations offer either no mobile or simply access to email.

Even most of the early adopter the usage critical mass has not yet reached 35 percent for the
majority and the 70 percent those in which the enterprise social networking was deployed.
The organizations having no plan for the social networking has been decreased up to the 38
percent in 12 months and 7 percent at the end of 2012.
"Customer confidential information compromised" is the top major concern for organizations
that include that confidential information is accidentally is shared to other by the employees
or there is penetration of the strangers in organization is up to 40 percent.
There is variety in usage of the cloud technology by the organizations up to 70 to 80 percent.
The organization in the education, software, and industrial manufacturing sector is included,
and they all find cloud relevant technology.
Mobile technologies are transforming work and life; people contact anytime from anywhere.
A single smart device Cellphone + Internet is taking the place of multiple pieces of
equipment.
Many companies say that out of office work is "nothing special just part of how we do urban
nomads".
2.1 Changes in the workplace:
The positive results could be extracted by changing the workplace. These changes could be
helpful in saving the time of company and money spent in the workplace. Some of the
employees adapt to change quickly because of their adaptive nature, and some resist the
change process. The acceptance of unknown things causes distress among them. The leader
of the workplace must plan for the changes to be brought and assure this that all the transition
is made smoothly. The changes in the workplace must be done slowly making it acceptable
for everyone in the organization. The prime responsibility of the team leader is to find out
the appropriate time for the changes and inform the employees well in time about the
transitional process (Niessen, Swarowsky and Leiz, 2010).
2.2 Large scale workforce trends:
The business of all types and sizes would be affected by the workforce trend. Professional
and companies regard reputation as one of the most important features. Employment brand
has been the talk of the day and now the importance of this would be analyzed. The

customers and employees both want their association with the strong brands. The reputation
of the company is given more importance in the decision-making process now more than ever
before. Tough the small size organizations lack the budget to be spent on the advertisement,
but they must ensure that their decisions are smart enough to precede their reputation. The
significant importance they to give is to the hiring process because it plays a significant role
in the decision-making process (de Jonge et al., 2000).
2.3 Solution for workforce trends:
The decision made regarding the workforce work like weather, and the evaluation of the past
and future can help in the forecasting of future. Moreover partnering with Hudson today
would help in understanding the needs of the staff and would help to evaluate the need that
could be done the organization. The business on both and local and international scale keeps
being affected by the technological changes, governmental regulations, economic shifts and
changes in the population. The management of the workforce by the organization have
impact on the recruitment of the candidates and employee turnover scenario (Hankin, 2005).
LO3. Problem Solving:
The whole responsibility of the administrator becomes when any problem arises for the user.
The administrator has to give his full potential to resolve the problem and make it functional.
In the large size companies, this issue is likely to happen frequently. The works that have a
direct impact on the business can debilitate the user from the work get done. The
administrator has to come for the assessment of the problem and rescue the system by finding
the solution on the timely basis (Laughlin, 2011).
3.1 Evaluate tools and methods:
For the analysis and solution of the problem defining the problem is very important. It could
play a significant role in problem-solving. The effectiveness of the problem-solving process
could be increased dramatically if the cause of the problem has been evaluated in the first
place. Definition of the problem will save so much time in the problem-solving process. The
solving problem is about the attitude of the organization towards the problem. The problem
could be seen as the opportunity. The attitude of the administrator towards the problem would
pave the way for the problem solving and would help you exploit the potential and
opportunity of the situation. According to the words of the Peter Drucker, the best way and
method to solve any problem is to starve the problems and feed the opportunities at hand.
This because it is our common attitude that we do not see the cause of the problem and

potential solution and opportunities present in them. So according to Peter Drucker the
movement from problem focus to opportunity focus is best method to solve any
problem(Wilson and Corlett, 2005). There are two basis method which are used in problem
solving. One is fish borne and other is brain storming. These methods are explained in
diagrams below.

Figure 1: Fish Borne Diagram

Figure2: Brain storm writing

3.2 Strategy for resolving the problem:

For the non-profit organizations and profit based organizations where the competition and
profitability are of core importance, the strategies would differ. So the objectives of the
departments and teams for the problem resolutions would be different too in case of the scope
of those objectives in terms of their scope. So depending on the scope and situation of the
organization the strategies would be selected which help in the achievement of profitability,
more market share would be gained, approval ratings would increase, customer satisfaction
would boost and completion of project under budget(Cloke and Goldsmith, 2011). There are
different methods used for problem solving and they are listed below.
Algorithm method of problem-solving: Algorithm has been regarded as one of the most
powerful problem-solving techniques among the problem-solving scheme. The method of
Algorithm problem solving is step by step procedure such as Gather the Available Data,
Situation Analysis, State the Major Problem, Develop Alternatives, Evaluate the Alternatives
etc. This method always produces correct solution, but the greatest drawback of this method
is time-consuming.
Test and error method: This is a rudimentary method of resolving problems. It can be
regarded as repeated, variety of attempts that are continued success, or until the person gives
up trying. Insight is not employed being it an unsystematic method, theory or organized
methodology it is narrowing the choice.
Heuristic methods for problem-solving: This method refers to an experience grounded
techniques for problem-solving, discovering, and discovery that give a result that is not
guaranteed to be optimal. Where the exhaustive search is impractical, heuristic methods are
employed to quicken up the operation of getting a satisfactory solution via mental shortcuts to
ease the cognitive burden of preparing a determination. Instances of this method include
using a rule of thumb, an educated guess, an intuitive judgment, stereotyping, or vulgar sense.
In more precise terms, heuristics is strategies using readily accessible though loosely
applicable, information to control, problem-solving in human beings and machines,
3.3 Impact on business:
The comprehensive analysis of the organization must be conducted for the evaluation of the
resources, liabilities, capabilities, strengths and weaknesses. The methods for this analysis is
SWOT analysis that would provide you a complete picture of strengths and weaknesses of the
organization and would also help to find a way how you could use them effectively. The

organization must also analyze their core competencies. These competencies help for the
analysis of the strengths and how these could help the organization to be distinct from the
competitors (Adair, 2010).
LO4. Teamwork:
Teamwork is called when many subordinates are performing their assigned tasks, but the
basic purpose of this exercise is to achieve the common objective as a whole. The teamwork
plays a significant role in the enhancement of the performance of the employees.
4.1 Different roles people play in a team:
The people in the team paly different roles like they are extrovert, enthusiastic, explorers of
the opportunities, contact developers. Some of the team workers are cooperative and
perceptive while some are diplomatic. The effective attributes of the team workers should be
good listeners, should calm as water, averts the frictions. They must be mature, confident,
clarification of the goals and should promote the decision-making process. The team workers
must be the shapers, dynamic, and can thrive the pressure. They must be courageous, risk
takers Disciplined, reliable, conservative and confident(Powers, 2002).
4.2 Work together to achieve shared goals:
The organizations and communities persuade the people to work together and bind them with
each other through the glue of social capital. The social trust and achievement of the shared
goals come from the everyday day contact between the people and the trust among then is
built on the shared values and reciprocity. The successful social and economic development
in any community could be achieved by the social capital that is the key ingredient. The
sustainable communities and social capital are bound with each other. If the level of the social
capital is high, then it would help in to encourage the participation in the local democracy,
building and renewal of the civic pride would be possible. This would also help in the
increase of economic activity this would also play a significant role in the social exclusion
and anti-social attitude (Belbin, 2012).
4.3 Analyse the team dynamics:
The behavior of the team and performance are influenced by the psychological forces like
team dynamics and unconscious. These serve as the undercurrents in any ocean that change
the direction of the boat from one direction to other where they do not intend to sail. The
working life considers team dynamic are the most important player. Profitability of the

organizations is greatly influenced by the team dynamics. The team dynamics create the
enjoyment of the work, increases the staff retention rate, individual performance and
reputation of the company is increased (Stumpf and McDonnell, 2002). A study was
conducted by the Elton Mayo to know what effects the organizations profitability. They
found at the Hawthorne Electronic company and found that team dynamic was the reason
which increased the productivity of organization rather than the increased pay in the worker
and the giving them flexible hour.
4.4 Alternative ways to complete tasks and achieve team goals:
The weekly meetings, development of the project management software, set of specific
deliverables, sharing the big picture are some of the alternatives that could be used to achieve
the objectives.
Conclusion:
For becoming the marketing professional, all the necessary tasks have been completed. All
the understanding of principles and skills have been developed for the employability skills.

References

Adair, J. (2010). Decision making and problem solving strategies. London: Kogan Page,
p.261.

Belbin, R. (2012). Team roles at work. Oxford: Butterworth-Heinemann, p.93.

Cloke, K. and Goldsmith, J. (2011). Resolving conflicts at work. 3rd ed. San Francisco:
Jossey-Bass.

de Jonge, J., Bosma, H., Peter, R. and Siegrist, J. (2000). Job strain, effort-reward imbalance
and employee well-being: a large-scale cross-sectional study. Social Science & Medicine,
50(9), pp.1317-1327.

Dunn, C., Deroo, L. and Rivara, F. (2001). The use of brief interventions adapted from
motivational interviewing across behavioral domains: a systematic review. Addiction, 96(12),
pp.1725-1742.

Grimshaw, J., Thomas, R., MacLennan, G., Fraser, C., Ramsay, C., Vale, L., Whitty, P.,
Eccles, M., Matowe, L., Shirran, L., Wensing, M., Dijkstra, R. and Donaldson, C. (2005).
Effectiveness and efficiency of guideline dissemination and implementation strategies.
International Journal of Technology Assessment in Health Care, 21(01).

Hankin, H. (2005). The new workforce. New York: AMACOM, American Management
Association, p.77.

Kandula, S. (2006). Performance management. New Delhi: PHI Learning, p.268.

Laughlin, P. (2011). Group problem solving. Princeton, N.J.: Princeton University Press,
p.101.

Muthuri, J. (2013). Corporations and Public Responsibilities in Developing Countries.

Academy of Management Proceedings, 1(1).

Niessen, C., Swarowsky, C. and Leiz, M. (2010). Age and adaptation to changes in the
workplace. Journal of Managerial Psych, 25(4), pp.356-383.

Powers, B. (2002). The roles staff play in the social networks of elderly institutionalized
people. Social Science & Medicine, 34(12), pp.1335-1343.

Sabbag, M. (2009). Developing exemplary performance one person at a time. Boston: DB/Nicholas Brealey Pub., p.24.

Selmer, J. and Chiu, R. (2004). Required human resources competencies in the future: a
framework for developing HR executives in Hong Kong. Journal of World Business, 39(4),
pp.324-336.

Sheehan, M. (2012). Developing managerial talent. Euro J of Training and Dev, 36(1), pp.6685.

Sices, L. (2007). Developmental screening in primary care. [New York, N.Y.]:

Commonwealth Fund.

Stumpf, S. and McDonnell, J. (2002). Talking about team framing: using argumentation to
analyse and support experiential learning in early design episodes. Design Studies, 23(1),
pp.5-23.

Wilson, J. and Corlett, E. (2005). Evaluation of human work. 3rd ed. London: Taylor &
Francis, p.939.

Winter, M., Puspitawati, H., Heck, R. and Stafford, K. (2007). Time-management strategies
used by households with home-based work. Journal of Family and Economic Issues, 14(1),
pp.69-92.