Critically assess the processes by which organisations innovate to sustain and improve their performance.

Assignment Brief

Learning Outcomes addressed
As this is a summative submission of formative work, all learning outcomes are addressed

• Critically assess the processes by which organisations innovate to sustain and improve their performance.
• Critically evaluate and select suitable business processes to facilitate sustainability within a business organisation that operates in a global context.
• Have the competencies to be a digitally literate professional.

ASSESSMENT SPECIFICATION

The third and final assessment on the module requires you to:

• Submit a 1250 word report (excluding references, tables and diagrams) on your research question.
• Submit your work on exploring the social media conversations EITHER building on work you have already done OR using the spreadsheet given on the module blackboard site refer defer area to produce visualisations using Tableau and analysing your results. (750 words excluding diagrams).

The two items above need to be submitted as ONE overall report in MS Word or pdf format.
Weightings for each item are shown below.
Guidance
1250 word report (60%)

This report addresses your research question and should represent an attempt to answer it through critical evaluation of secondary data sources. A suggested structure and word count allocation is given below:

• Introduction clearly setting out the research question (100 words)
• Methodology for searches of the academic literature and other sources (250 words)
• Summary of Research Findings and Critical Analysis (750 words)
• Conclusions (150 words)
• References (a single reference list at the end of coursework)

The research question must be one of the four in the Coursework document, shown here below again:

• How significant is the impact of the Modern Slavery Act in the UK on the supply chain practices in the fashion sector?
• How can the UK Retail sector further reduce food waste?
• What process improvements within the Manufacturing Sector have yielded the greatest reductions in emissions?
• What progress has been made on Gender Equality in the financial sector in the UK over the last five years?

YOU MUST INCLUDE A MINIMUM OF TWO SOURCES FROM ACADEMIC JOURNALS
Analysis of Social Media conversations (40%)

Students will have a choice here. EITHER you can use the work you have already done on the portfolio and continue with your own spreadsheet OR follow the instructions below: 

Through the summer support sessions and videos on the module, you will have been given substantial data on social media conversations (Excel Spreadsheet on Blackboard) and have established a collection of data visualisations of this using Tableau Software. You are required to produce a critical analysis of your results. In order to do this, you must select the most pertinent visualisations you have produced. The expected structure with word count guidance is:

• Introduction – a brief overview of the contents of your analysis. (50 words)
• Presentation of Results and critical analysis (600 words).
• Presentation of data visualisations MUST follow the naming conventions for each Figure covered in the workshops.
• Conclusions (100 words).

Video briefings to support your work here will be available on the module Blackboard site in the Refer Defer area in early June.
The presentations and guidance referred to will also be on blackboard in the refer/defer area. This should provide support for students to complete all the work due for this Assessment.

Sample Answer

Progress on Gender Equality in the Financial Sector in the UK Over the Last Five Years

Introduction

This report investigates the progress made on gender equality in the financial sector in the UK over the past five years. The financial industry has long been male-dominated, especially at senior levels, and gender inequality remains a concern. The research aims to critically evaluate policy changes, diversity programmes, and gender representation data from 2019 to 2024, assessing the extent to which meaningful change has occurred. The findings offer insight into how organisations innovate in HR practices to improve inclusivity and performance, with a particular focus on sustainability and digital literacy in gender equality initiatives.

Methodology

To explore gender equality progress, a systematic literature review was conducted. Peer-reviewed academic journal articles were accessed via databases such as JSTOR, ScienceDirect, and Google Scholar. Keywords included "gender equality", "financial sector UK", "diversity inclusion finance", "gender pay gap UK finance", and "women in finance leadership UK". Articles published between 2019 and 2024 were prioritised. The search was further refined by limiting results to those with an organisational, policy, or sectoral focus.

In addition to academic literature, government reports (such as from HM Treasury), non-governmental publications (e.g. Women in Finance Charter), and data from industry bodies (e.g. Financial Conduct Authority, CIPD, and McKinsey) were reviewed. To ensure balanced evaluation, both quantitative data (e.g. gender pay gap statistics, board composition data) and qualitative insights (e.g. employee feedback, case studies of good practice) were examined. At least two peer-reviewed academic journal sources were used, with additional references from reputable, evidence-based organisations to support analysis.

Research Findings and Critical Analysis

The UK financial sector has made incremental progress in promoting gender equality over the past five years. The implementation of the HM Treasury`s Women in Finance Charter (2016) continued to influence organisational behaviour through voluntary targets and accountability mechanisms. By 2024, over 400 firms had signed the Charter, committing to improving gender balance at the senior management level.

One major innovation was the adoption of data analytics and digital HR systems to monitor gender diversity. These tools allowed firms to track pay equity, promotion rates, and talent pipelines by gender. For example, a study by Mercer (2023) found that companies leveraging digital performance tracking tools showed a 15% faster improvement in female leadership representation compared to firms using traditional methods.

However, despite these advances, the gender pay gap in the financial sector remains among the highest in the UK. According to ONS data (2023), the median gender pay gap in finance and insurance was around 26.6%, much higher than the national average. This suggests that while more women are entering the sector, significant disparities persist in career progression and reward structures.

Several firms have implemented sponsorship programmes to support women`s leadership development. Lloyds Banking Group and HSBC launched initiatives providing mentoring, training, and flexible working arrangements. While these programmes improved visibility and support for women, critics argue that they address symptoms rather than structural issues. For example, rigid bonus systems and long-hours culture still disadvantage those with caregiving responsibilities, typically women.

Academic literature confirms the slow pace of structural change. Davies and Brown (2021) note that financial firms often frame diversity as a compliance issue rather than a cultural transformation. This superficial commitment limits impact. Moreover, female representation on boards rose only modestly from 25% in 2019 to 34% in 2024 (FTSE Women Leaders Review, 2024), suggesting a glass ceiling remains.

Digitally literate approaches have nonetheless enabled broader engagement. Social media campaigns such as #WomenInFinance and internal intranets were used to raise awareness, share role models, and encourage reporting of discrimination. These efforts improved employee perceptions of inclusion but must be coupled with robust policies for real impact.

In conclusion, while digital tools, policy commitments, and cultural efforts have supported gender equality in UK finance, progress is uneven. The sector must move beyond symbolic initiatives toward deep-rooted change in power structures and reward systems. Innovation in HR analytics and targeted leadership programmes shows promise but requires stronger governance and accountability.

Conclusions

The UK financial sector has demonstrated some progress in advancing gender equality over the last five years, driven by policy commitments like the Women in Finance Charter, digital innovations in HR practices, and increased awareness through internal and social media platforms. However, a persistent gender pay gap and slow advancement into senior leadership indicate that more systemic change is necessary. The use of data analytics and mentorship schemes has supported change, yet cultural and structural barriers still hinder full gender parity. To build a truly inclusive sector, firms must implement long-term strategies that go beyond compliance, addressing the root causes of inequality. This includes rethinking performance evaluation, remuneration, and leadership selection processes to ensure sustainable and equitable progress.

Continued...