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Solution
Adopting the definition of CIPD (2023), people management practices include a set of activities which are pursued in workplace for maximising organisation performance through an investment in skills and capabilities of staff. This is by ensuring what CIPD (2023a) identify as best strategy of recruitment, training, engagement and retention of individuals for optimising their talent and maximising their productivity. Hence, the people management practices is an area of people practice professionals. This area is involved in covering the working strategies of individuals, behaviours, engagement and growth in their workplace. This inform on the need for appropriately prioritising on the people management practices as they have a direct influence on the organisation operations and hence ought to be fully adhered to as dynamic individual puzzle areas with zero priority on the large picture/image. Taking into account of Saudi Aramco organisation, by embracing the people management practices, they are in a position of successfully guiding an engaging employee experience for optimising and retention of best talented employees. All these areas cumulatively contribute to increased organisation creativity and innovation. For Saudi Aramco, in order to ensure people management practices promote creativity and innovation, they prioritise on ensuring that their employees are working in a team-based approaches. According to Lee et al. (2020) by an effective embrace of people management practices, the organisation is able to bring the employees together, challenging one another and learning successful.
The examples of people management practices promoting creativity and innovation include;
People Management Practice 1- Building an Agile Culture
Adopting the definition of McKinsey & Company (2020), an agile culture entail moving the strategy, structure, processes, people and technologies to a new operating model. This is through rebuilding of an entity through hundreds of self-steering, high-performing teams with a stabilised backbone. This means that in such a system, they are in a position of enhancing collaboration and cooperation amongst individuals and teams in adaptable environment minimising autocracy, control and bureaucracy. This has a positive implication in enhancing creativity and innovation through what Ajayi and Udeh (2024) identify as continuous innovation and improvements for ensuring an organisation and their products maintain relevance for a substantial period of time.
In order to enhance agile culture, Saudi Aramco enhance creativity and innovation by putting their intention and shaping organisation practices with the purpose. As part of people management practices, they influence the path, anticipate possibility and source for outcomes from their actions. According to Al Jafa et al. (2021) the effectiveness of people management practices is creation of a positive working environment fostering an active collaboration, learning process and holistic employee engagement. This has a direct implication on ensuring that the organisation achieves innovativeness and creativity in their operations. According to Crnogaj et al. (2022), the agile is in a position of replacing the traditional linear-based strategy having an incremental and iterative approach which facilitate the different teams in responding promptly to evolving needs.
In specific, the people management practices which build an agile culture impact on creativity and innovativeness include;
Iterative development– According to Miller et al. (2020) through an embrace of agile culture, it is possible for an organisation to categorise different tasks to small, manageable iterations identified as sprints. In Saudi Aramco,….
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