Case Study Home International is a furniture manufacturer and online retailer. The organisation is a family-owned business that was started over 30 years ago, and currently employs 175 people on full-time or part-time contracts in the UK. They have offices based in Oxford, Munich, Santa Cruz, Suez, and Kuala Lumpur. The organisation is growing and reaching a wider market due to the growth of online furniture shopping. The organisation has grown during the pandemic, as clients have decided to invest in their homes. More and more people are changing their habits and purchasing sustainable products, which is seen as a positive, because Home International specialise in this area. However, the business is currently in the process of reviewing all its policies, as Brexit means there have been several changes to rules regarding importing and exporting. This review includes people management processes in areas such as performance and reward. The objective is to cut costs, improve profits and reduce turnover. Each office has a factory where the furniture is made and distributed on a global scale. Recently, the organisation has seen a higher turnover among the factory operatives who are aged 18 32 years old, whereas the office employees stick around for longer, and have an age range from 48 to 68 years old.

Based on the case study above ,answer question below

An explanation of how Home International can implement new policy initiatives and practices in relation to rewards across the organisation AC1.2 - Explain how policy initiatives and practices are implemented.

Hints and Tips:

Provide an explanation of how policy and practices are implemented, including the various stages involved, and best practice in terms of managing the process.

Consider inclusivity of the different demographics of the organisation.

Evidence the application of the process linked to a working example, supported by academic referencing where appropriate.