3CO04 Essentials of people practice

Preparation for the Tasks:

▪ At the start of your assignment, you are encouraged to plan your assessment work with your
Assessor and where appropriate agree milestones so that they can help you monitor your
progress.
▪ Refer to the indicative content in the unit to guide and support your evidence.
▪ Pay attention to how your evidence is presented, remember you are a member of the People
Practice team for this task.
▪ Ensure that the evidence generated for this assessment remains your own work.

You will also benefit from:

▪ Completing and acting on formative feedback from your Assessor.
▪ Reflecting on your own experiences of learning opportunities and continuing professional
development.
▪ Reading the CIPD Insight and Fact Sheets and related online material on these topics.

Case study

You have recently been appointed as a member of the people practice team of Healthcare on
Hand, a rapidly growing home healthcare company. Founded in 2017, Healthcare on Hand
provides healthcare to adults and children with complex needs in their own homes. From start-up,
the owners took pride in being involved in all aspects of people management, including
interviewing all new employees. Now the organisation has grown, they realise they cannot
continue to be involved in all activities and want to formalise many people practices. To this end, a
small people team will be responsible for all aspects of people management.

Task One – Briefing paper

The People Manager asks you to prepare a briefing paper that will be used when they meet with
line managers and introduce the services the new team will provide. The briefing paper should
explain:
▪ the different stages of the employee lifecycle and the role of the people professionals in the
lifecycle. (AC 1.1)
▪ different ways in which information for specified roles can be prepared. (AC 1.2)
▪ different recruitment methods and when is it appropriate to use them.
(AC 1.3)
▪ factors to consider when deciding on the content of copy used in recruitment methods. (AC
1.4)
▪ different selection methods and when it is appropriate to use them. (AC 2.1)
▪ the selection records that need to be retained. (AC 2.4)
In addition, your manager is keen that standard letters of appointment and non-appointment are
used going forward. Your manager has asked you to draft a copy of each of these letters.
▪ Write letters of appointment and non-appointment for an identified role. (AC 2.5)

Task Two – Simulated interview

Appointment to the newly formed people team is not yet complete and your manager is keen to
involve you in the selection of a People Assistant and has asked you to work as part of a team to:
▪ Devise selection criteria for the post of People Assistant using the job description
(Appendix A). Use the selection shortlisting matrix (Appendix B) to shortlist applications
against the selection criteria to determine candidates to be interviewed. (AC 2.2)
▪ Interview one applicant and decide whether they meet the criteria for the post. The
interview could be a panel or one-to-one interview. The interview could be conducted
face-to-face, by telephone or by web conferencing. (AC 2.3)
If working as a panel, it is essential that each member of the team actively takes part in
devising the criteria, shortlisting, interviews and decision-making and that your
contributions are clearly and uniquely identified through comments from your assessor on
the Assessor Observation Feedback Form. A copy of CIPD STARR Model Interview
Questions (Appendix C) has been included that can be used when developing interview
questions.

Your evidence must consist of:

▪ The criteria that you devised. (not included in word count)
▪ Your notes from the shortlisting process, or an observation statement from your assessor as
to your part in shortlisting. (not included in word count)
▪ Some form of record of the interview process, for example audio or video recording,
photographic evidence.

Task Three – Guidance document

As a healthcare organisation, the owners of Healthcare on Hand are keen to support wellbeing at
work. They have some concerns about work-life balance as their employees start work early, work
evenings and weekends, in addition to providing healthcare support during weekdays. The owners
are keen to comply with relevant legislation and aim to provide their employees with work-life
balance. The clients of Healthcare on Hand are diverse, and the owners feel the diversity of their
workforce should also reflect their client population but think there might be more to diversity than
this.
Now the organisation has grown and the owners cannot be involved in all day-to-days issues, line
managers will take more responsibility for employment relations matters. Your manager asks you
to produce a guidance document to provide the owners and managers at Healthcare on Hand with
a fundamental understanding of employment legislation and organisational practices.

The guidance document must include:

▪ An explanation of the importance of achieving work-life balance within the employment
relationship with an overview of the regulations relevant to work-life balance. (AC 3.1)
▪ An explanation of what is meant by, and the importance of, wellbeing in the workplace. (AC
3.2)
▪ A summary of the main points of discrimination legislation. (AC 3.3)
▪ An explanation of what diversity and inclusion mean and why they are important. (AC 3.4)
▪ An explanation of the difference between fair and unfair dismissal. (AC 3.5)

Task Four – Briefing paper

Prepare a briefing paper, aimed at providing Healthcare on Hand’s management team with
essential knowledge and understanding of performance management and reward. You need to
ensure that you include an explanation of:
▪ the purpose and components of performance management. (AC 4.1)
▪ the main factors that need to be considered when managing performance. (AC 4.2)
▪ different methods of performance review. (AC 4.3)
▪ key components (financial and non-financial) that are required to achieve an effective total
reward system. (AC 5.1)
▪ the relationship between reward and performance, and the links to motivation. (AC 5.2), and
provide
▪ at least two reasons for treating employees fairly in relation to pay. (AC 5.3)

Task Five – Fact sheet

Employee development is important for both existing employees and new starters at Healthcare on
Hand and falls under the remit of the People Team. To date, learning and development (L&D) has
been limited to training courses that were necessary to ensure legal compliance. You have been
asked to develop a fact sheet for managers to raise awareness of the benefits of L&D, different
types of learning needs, L&D approaches, individual requirements and preferences and how L&D
can be evaluated.
Your factsheet should:
▪ Explain why learning and development activities are of benefit to individuals and
organisations. (AC 6.1)
▪ Describe different types of learning needs and reasons why they arise for individuals and
organisations. (AC 6.2)
▪ Summarise different face-to-face and blended learning and development approaches,
including: facilitation, training, coaching, and mentoring. (AC 6.3)
▪ Explain how, in the design and delivery of learning and development initiatives, individual
requirements and preferences must be accommodated. (AC 6.4)
▪ Discuss at least two methods of evaluating learning and development and its impact (AC
6.5).

SOLUTION

3CO04 ASSIGNMENT ANSWERS

 

3C0O4 Task (1) One  Answers – Briefing paper

 

AC 1.1 The different stages of the employee lifecycle and the role of the people professionals in the lifecycle.

Employee lifecycle

It refers to the different stages that all employees have to pass through during their term with an organisation from attraction to separation (Personio, 2022).

1. Attraction

This is the first stage and entails creating awareness about the organisation and painting it as an employer of choice (Personio, 2022). People professionals play an important role in this by developing and promoting the organisation’s brand to ensure its values are effectively communicated to attract top talent.

1. Recruitment

This is the process of identifying, sourcing, and selecting top talent to fill vacancies within the organisation (Personio, 2022). People professionals play an active role in this since they are involved in creating job descriptions, advertising job openings, screening resumes, conducting interviews, making job offers, etc.

1. Onboarding

It is the process of fitting new hires into the organisation, by providing them with the necessary tools, information, and support that they need to conduct their duties to the best of their abilities (Personio, 2022). In addition to designing and managing onboarding programs, people professionals play a vital role in assisting new hires to participate in orientation programs and introduce them to the organisation’s culture.

1. Retention

It entails developing strategies that can effectively keep employees engaged, satisfied, and motivated enough to stick with the organisation for a long time (Personio, 2022). People professionals are involved in the development and implementation of these strategies. They include performance management programs, employee recognition and reward programs, etc.

1. Career Development

It entails assisting employees’ growth within the organisation, facilitation of knowledge acquisition, as well as career advancement (Personio, 2022). People professionals facilitate this through developing and implementing employee development programs, performance appraisals, and succession planning.

1. Separation

This is usually the end of the employment relationship and can be attributed to factors such as termination, resignations, redundancies, or retirements (Personio, 2022). People professionals ensure the process, is conducted ethically and legally, and may also conduct exit interviews, and handle all the necessary paperwork.

AC 1.2 Different ways in which information for specified roles can be prepared.

There are several ways in which people professionals can prepare information for specified roles

1. Job analysis

It is the process of acquiring all the necessary information about a specific job. The aim is to understand all its requirements, responsibilities and duties involved. It can be attained through several ways such as conducting employee interviews, reviewing historical data, analysing tasks, or through observation.

1. Job description

It refers to any officially written document that outlines the key responsibilities, tasks, and qualifications required for a specific job. People professionals utilise the information they collect during job analysis to develop accurate and detailed job descriptions (SHRM, 2023 b).

1. Person specification

It outlines all the qualifications, skills, and attributes that a potential candidate needs to possess to carry out their jobs successfully. They can be prepared by collaborating with managers from different departments who are looking to hire to create an accurate and comprehensive document that outlines the required requirements for a specific vacancy.

1. Observation

It is a process used to gather information concerning how tasks need to be undertaken and to determine whether these tasks align with both the job analysis and job description. People professionals can attain this by observing employees undertake their roles to understand the duties being carried out and their requirements (SHRM, 2023 b).

AC 1.3 Different recruitment methods and when is it appropriate to use them.

Some of the most common recruitment methods are:

1. Employee referrals

This recruitment method enables organisations to hire from within by using their networks to get recommendations for top talents to fill specific vacancies. They are appropriate to use in cases where the organisation is searching for niche or highly specialised roles that are found within an existing workforce or network. One of its major benefits is that in most cases it yields high-quality candidates who are a good fit culturally. Its major drawback is that it may limit the diversity of the entire network (BrightHR, 2021).

1. Social media recruiting

It refers to the practice of utilising social media networks such as LinkedIn, Twitter, Facebook, or Instagram to post job vacancies, interact with professionals or search for potential candidates. Due to its wide reach, it is appropriate to use it when the organisation intends to reach a broad and highly diverse pool of candidates. Especially if they are to attract a younger and tech-savvy workforce. Some of its key advantages include the ability to reach a diverse pool of candidates, saving cost and increasing brand visibility. However, it may be hampered by information overload making it challenging and time-consuming to sort through a huge volume of applications and profiles (BrightHR, 2021).

AC 1.4 Factors to consider when deciding on the content of copy used in recruitment methods.

Some of the key factors to consider when deciding on the content of the copy that will be used in recruitment methods include:

1. Clarity of the job role

The copy used should clearly define the job role, including its responsibilities, tasks, and expectations. It should also outline the impact and role this specific position has on the entire organisation (Indeed, 2023).

1. Required qualifications skills and experience

The copy used should clearly outline the qualifications, skills, and experience required for a specific position. This is vital since it assists potential candidates in carrying out self-analysis to determine if they fit certain roles before sending in applications (Indeed, 2023).

1. Compensation and Benefits:

It should highlight the organisation’s salary range or compensation package for the specific job role. It plays an important role in highlighting an organisation’s competitive benefits or packages that may enable them to attract top talent (Indeed, 2023).

1. Application Process:

This provides vital information about the application process. For instance, it outlines the steps for applications as well as the deadlines. They are also vital for providing contact information that anyone with questions or inquiries may use during the application process (Indeed, 2023).

AC 2.1 Different selection methods and when it is appropriate to use them.

Employee selection methods encompass all the processes employed to find a new qualified candidate suited for specific positions within the organisation. Some of the most common selection methods include:

1. Skills Assessment

Skill-based assessments can be described as a form of assessment that evaluates the applicant’s relevant skills and competencies. They may consist of work samples, situational judgement evaluations, or the use of assessment centres. It is essential for skill-based assessments to mimic actual work duties (McCartney, 2022). Skill-based assessments are appropriate for use in positions where specialised skills or talents are critical. Thus, it is appropriate to utilise them when an organisation needs to confirm a candidate’s skills, especially for technical positions, such as data analysis.

1. Reference Checks

Any employment offer should be dependent on the successful completion of all the required pre-employment assessments, including references from the candidate’s previous employer(s). References should include actual details such as previous employment duration, title of position, a brief overview of tasks, and reason for departing (McCartney, 2022).

Reference checks are typically conducted in the final phases of the hiring process and are used to ascertain the background of the applicant and evaluate their suitability for the position.

AC 2.4 the selection records that need to be retained.

The Data Protection Act 2018 outlines the measures or guidelines that should be adhered to when handling most HR records, that are held either in paper or digital format. Under this legislation, data must be properly safeguarded and not be stored any longer than is necessary. Additionally, its uses should be for legitimate purposes only (Ayling, 2022). Some of the common selection records that people professionals typically need to retain include:

1. Records of job descriptions.
2. Copies of all job postings or advertisements.
3. All submitted job applications and resumes, whether in physical or electronic form.
4. Notes from interviews, including questions asked and responses given.
5. Results of any skills assessments, or other evaluations.
6. Copies of offer letters, employment contracts, etc (SHRM, 2023 a).

AC 2.5 Write letters of appointment and non-appointment for an identified role.

Letter of Appointment – People Assistant Position

Healthcare on Hand,

Address,

Date.

 

Dear (Add Name),

 

I am pleased to extend to you an offer of employment for the position of People Assistant at Healthcare on Hand.

This letter outlines the terms and conditions of your employment:

Position: People Assistant

Start Date: (Add Date)

Location: (Add Address)

Supervisor: (Add Name)

 

Salary and Compensation

You will receive an annual salary of (Specify Amount), payable monthly. You will also be eligible to receive a comprehensive benefits package, which includes (Add Details).

Probationary Period

The beginning of your term with us will commence with a probationary period of (Add Duration). During this period, your performance with our team will be assessed.

Working Hours

Your regular working hours will be (Add Hours) per week.

Confidentiality

Since you will have access to sensitive and confidential information, we will require you to sign a confidentiality and non-disclosure agreement to safeguard Healthcare on Hand’s proprietary information.

Termination of Employment

Your employment with Healthcare on Hand is at will, meaning that either party has the option to terminate the employment relationship at any time. The company will need a 30-day notice.

 

To accept this offer, please sign and return a copy of this letter by (Add Date).

 

We look forward to your contributions as a member of the people management team at Healthcare on Hand. If you have any questions or require further information, please do not hesitate to contact (Add Contact Person] at (Add Contact).

Sincerely,

(Add Name),

(Add Title).

 

Letter of Non-Appointment – People Assistant Position

Healthcare on Hand,

Address,

Date.

 

Dear (Add Name),

I want to express our sincere appreciation for taking the time to apply and showing interest in the People Assistant position at Healthcare on Hand. After a thorough evaluation and selection process, we have decided to move forward with another candidate.

Please understand that this decision was made after lengthy deliberation with our talent management team. We genuinely appreciate the effort and time you invested in the process.

Despite the setback, we encourage you to consider future opportunities at Healthcare on Hand.

Thank you once more for your interest in our organization. We wish you success in your job search and future career endeavours.

 

Sincerely,

(Add Name),

(Add Title). 

References

Ayling, L. (2022) Retention of HR Records: Factsheets, CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/keeping-records-factsheet/.

BrightHR (2021) HR Recruitment Techniques. Available at: https://www.brighthr.com/articles/hiring/recruitment/popular-employee-recruitment-techniques/.

Indeed (2023) How to write an effective job advertisement (with examples). Available at: https://uk.indeed.com/career-advice/career-development/job-advertisement.

McCartney, C. (2022) Selection Methods, CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/selection-factsheet/.

Personio (2022) What is the employee life cycle? your overview, Personio. Available at:

https://www.personio.com/hr-lexicon/employee-life-cycle-model-uk/.

SHRM (2023a) Complying with Employment Record Requirements, SHRM. Available at: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/employment-record-keeping-requirements.aspx.

SHRM (2023b) Job Description, Page not found. Available at: https://www.shrm.org/ResourcesAndTools/tools-and-samples/Pages/default.aspx.

3C0O4 Task (2) Two  Answers – Simulated interview

 

Devise selection criteria for the post of People Assistant using the job description (Appendix A). Use the selection shortlisting matrix (Appendix B) to shortlist applications against the selection criteria to determine candidates to be interviewed. (AC 2.2)

Selection criteria for the post of People Assistant

ATTRIBUTES	ESSENTIAL	DESIRABLE	TOTAL
Qualifications	Relevant language qualification (e.g., English proficiency).	CIPD CPP certification
Experience	– Previous experience in administrative roles. – Experience in HR administrative tasks (e.g., producing letters, contracts, new starter documentation).	– Experience in managing end-to-end recruitment and selection processes. – Experience with HR information systems.
Knowledge	– Understanding of HR processes and procedures. – Basic knowledge of employment contracts and documentation.	– Familiarity with HR software and tools. – Knowledge of relevant employment laws and regulations.
Skills	– Administrative skills. – Communication and interpersonal skills. – Technology proficiency.	– Report generation and data analysis skills. – Meeting support and minute-taking skills.
Personal qualities	– Teamwork and collaboration. – Customer service orientation. – Attention to detail.	Adaptability and problem-solving abilities.
Additional Requirements	– Ability to work well within a team. – Strong organizational and time management skills.	Strong problem-solving skills.
TOTAL SCORE
Interview – Y/N

Scoring:

0- Does not meet criteria

1- Partly meets

2- Fully meets

3- Exceeds

Interview one applicant and decide whether they meet the criteria for the post. The

interview could be a panel or one-to-one interview. The interview could be conducted

face-to-face, by telephone or by web conferencing. (AC 2.3)

Shortlisting applications against the selection criteria

Applicant reference: 0006298

Application for People Assistant

Name:  Marcia Jones

ATTRIBUTES	ESSENTIAL	DESIRABLE	TOTAL
Qualifications	3 GCSEs including English and Maths A* 4 A levels A*		3
Experience	12 years as an Engineering manager		1
Knowledge	Deal with HR matters relating to the engineering team.		1
Skills	Ability to supervise and manage engineer’s workload and activities.		1
Personal qualities	Ability to identify improvements to enhance efficiency.		1
Additional Requirements			0
TOTAL SCORE			7
Interview – Y/N			N

Post specification criteria

Marcia’s main background and experience revolve around engineering. Their pursuit of a career in HR begins after redundancy and fail to show commitment or passion for the work. The candidate lacks any experience as a people assistant and any experience in people management is just a supplementary. This candidate does not meet the criteria to be invited for an interview.

Applicant reference: 0006305

Application for People Assistant

Name:  John Graddage

ATTRIBUTES	ESSENTIAL	DESIRABLE	TOTAL
Qualifications	8 GCSEs including English and Maths Grades 5-9	Studying for CIPD Certificate in People Practice	2
Experience	2 years as an Administrator		2
Knowledge	Experienced administrator	Microsoft Office software and maintaining databases.	2
Skills	Arrange meetings and agendas. Take minutes at meetings.	Type letters. Maintain database and run reports.	2
Personal qualities	Conscientious and willing to learn more about HR.		1
Additional Requirements	Providing a good service to managers		2
TOTAL SCORE			11
Interview – Y/N			N

Post specification criteria

John fully meets the essential criteria for qualifications, experience, knowledge, and skills but falls short in the other categories. They do not qualify to be invited for an interview.

 

Applicant reference: 0006312

Application for People Assistant

Name:  Rajinder Kaur

ATTRIBUTES	ESSENTIAL	DESIRABLE	TOTAL
Qualifications	11 GCSEs including English and Maths Grades A-C. BTEC L3 Diploma Business studies.	CIPD Certificate in People Practice	3
Experience	3 years as a People Administrator.		3
Knowledge	Producing HR documents such as contracts, letters, and references. Run sickness reports.	Input employee details in the HR database.	2
Skills	Organise interviews and associated documentation.	Organise inductions. Support the People Advisors	3
Personal qualities	Works well with people at all levels		2
Additional Requirements	Understands the importance of HR in ensuring staff can provide high-quality, safe care.		3
TOTAL SCORE			16
Interview – Y/N			Y

Post Specification Criteria

Rajinder possesses all the right qualifications, experience and skills needed for this position. The candidate’s experience as a people administrator comes in handy and demonstrates their potential to fit well into this position. Further, the candidate understands the importance of HR in ensuring staff can provide high quality.  Possessing a CIPD certification indicates that the candidates possess sufficient knowledge and skills for this work. The candidate should be invited for the next round of interviews.

 

Applicant reference: 0006555

Application for People Assistant

Name:  Catherine Brown

ATTRIBUTES	ESSENTIAL	DESIRABLE	TOTAL
Qualifications	12 GCSEs including English and Maths A* 3 A levels A*	BA in Human Resource management	3
Experience	2 years as an Office Assistant		2
Knowledge	Handling HR issues	Inputting HR data into the HR database	2
Skills	Administrative roles. Maintaining payroll. Recruiting Talent. Advertising job vacancies.	Maintaining personnel files in accordance with Data protection law.	2
Personal qualities	Good interpersonal skills. Interact well with different people.	Valuable experience dealing with members of the public.	2
Additional Requirements	Currently studying CIPD Level 3 Foundation certificate.		2
TOTAL SCORE			13
Interview – Y/N			N

Post Specification Criteria

Catherine demonstrates adequate qualifications, knowledge and skills needed for this post. However, since she lacks the required CIPD certification. However, her passion for the work is visible and since she’s pursuing her Level 3 Foundation, she can be considered for the next round of interviews if this post or a similar one becomes available.

3C0O4 Task (3) Three  Answers – Guidance document

 

AC 3.1 An explanation of the importance of achieving work-life balance within the employment relationship with an overview of the regulations relevant to work-life balance.

According to Wood (2018), when employees have more control over their scheduling, they are far less likely to fall behind on their work and may experience fewer disruptions from co-workers and family members.

Secondly, work–life balance may boost employee autonomy. For instance, giving employees a greater say over their working hours may increase their awareness of time and their capacity to use it efficiently. This may generate a sense of increased autonomy, and a feeling of being more in control of their lives, as well as the energy to plan out their schedules and have more time to grow professionally (Wood, 2018).

Third, the use of work–life balance supports may improve employees’ perceptions of their employer’s support, fairness, and concern for them for two primary reasons. Work–life balance supports exert a symbolic influence on all employees, suggesting that their employer cares about them and that management is on their side. however, in the long run, this effect tends to be greater for organisations that actively implement strategies that support work-life balance (Wood, 2018).

Working Time Regulations 1998 (WTR)

This is the primary legislation governing working hours in the UK. The WTR guarantees employees with several fundamental rights and safeguards:

• A maximum of 48 hours per week, averaged over 17 weeks, that a worker may be required to work.
• A limit of an average of eight hours of work per day for night labourers.
• The entitlement to 11 hours of sleep per day.
• The entitlement to a weekly day off.
• The right to an on-the-job rest break if the workday exceeds six hours.
• Full-time labourers are entitled to 28 days of paid leave per year (Suff, 2023 b).

AC 3.2 An explanation of what is meant by, and the importance of, wellbeing in the workplace.

Wellbeing in the workplace refers to the physical, and mental health and satisfaction of their employees (Suff, 2023 a). Wellbeing in the workplace is an important aspect of the employment relationship for several reasons

1. Promoting employee health

When an organisation prioritises wellbeing in the workplace, it encourages employees to take up healthier habits such as exercising, proper nutritional choices, and regular health check-ups. As a result, it can reduce healthcare-related costs for employers and healthier, more productive employees.

1. Promoting mental health

As organisations continue to be more aware of the importance of mental health, more workplace well-being initiatives are encompassing strategies that assist employees to combat stress, reduce anxiety, and prevent depression. As a result, organisations experience decreased absenteeism and improved productivity.

1. Enhanced employee engagement

When employees feel valued and supported at the workplace they are more likely to be engaged and devoted to their work. Highly engaged employees tend to be more productive and also more likely to remain with the organization over a longer time.

1. Improved employee retention

Organisations that prioritize employee wellness tend to retain their talent for extended periods. Turnover is costly, but a focus on employee wellness can reduce the cost associated with it.

1. Enhanced productivity and performance:

Employees who are healthy and content are more likely to perform at their highest level. (Suff, 2023 a) Wellbeing programs can contribute to increased productivity and enhanced overall performance.

AC 3.3 A summary of the main points of discrimination legislation.

The Equality Act 2010 addresses several main points of discrimination legislation.

Types of discrimination

1. Direct discrimination – this occurs when a protected characteristic results in less favourable treatment.
2. Indirect discrimination – it occurs when everyone is treated equally but people with a protected characteristic are disadvantaged.
3. Harassment – this refers to unwanted or inappropriate conduct related to a protected characteristic.
4. Victimisation – this refers to unfair treatment subjected towards an individual as a result of raising a complaint related to harassment or discrimination  (Acas, 2023).

The Equality Act 2010 in the UK addresses discrimination primarily through the following provisions:

1. Protected Characteristics

It identifies several protected characteristics against which discrimination is prohibited. These characteristics include age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation (Acas, 2023).

1. Disability Discrimination

Under this legislation, there are specific protections that have been enacted to safeguard disabled individuals, from discrimination in various contexts, including employment and the provision of goods and services. Employers are also required to make reasonable adjustments to accommodate disabled employees (Acas, 2023).

1. Equal Payment

This legislation has several provisions related to equal pay. For instance, it requires that men and women receive equal pay for equal work. This aims to address gender pay disparities.

1. Public Sector Equality Duty

It mandates that all public bodies must consider all individuals in their daily operations, including policy formulation, service delivery, and interactions with their employees.

In addition, it stipulates that public bodies must take active measures to:

• Eradicate discrimination
• Promote equality of opportunity
• Promote mutually beneficial relationships between various people when conducting their operations (GOV.UK, 2015).

AC 3.4 An explanation of what diversity and inclusion mean and why they are important.

Promoting and fostering diversity and inclusion in the workplace is a crucial aspect of effective people management. It entails creating workplaces and organisational cultures in which every employee feels safe, has a sense of belonging, and is empowered to reach their maximum potential (Ali, 2022).

Diversity acknowledges that each individual is unique in several visible and non-visible forms and that these differences must be acknowledged, valued, respected, embraced, and celebrated. They include, but are not limited to, Equality Act 2010-protected differences.

Inclusion can be referred to as the practice of incorporating people in a manner that is fair for all, respects everyone’s differences, and empowers and enables each individual to be themselves, attain their full potential, and excel at work (Ali, 2022).

An inclusive workplace culture refers to one where all employees feel they belong since their contributions and opinions matter, that the policies and practises are fair, and that a diverse range of individuals are supported to function effectively as a team (Ali, 2022).

The importance of diversity and inclusion

1. Attracting top talent

To be profitable, organisations need every employee to be the best and at their best when working. In the current corporate climate employers are becoming increasingly aware of the significance of diversity and inclusion when it comes to attracting and retaining all the top talent they require (Ali, 2022).

1. Enhancing corporate reputation

Businesses have to think about Corporate Responsibility (CR) in the context of diversity since social exclusion along with low economic growth rates have been proven to limit market growth. As a result, CR is important since maintaining an overall positive organizational image is crucial for attracting and retaining both customers and employees (Ali, 2022).

1. Enhanced business efficiency

Recognition of diversity increases access to top talent. Effective talent engagement is made possible by inclusion. This results in improved creativity, inventiveness, output, reputation, employee engagement, and business outcomes (Ali, 2022).

AC 3.5 An explanation of the difference between fair and unfair dismissal.

In accordance with the Employment Rights Act of 1996, when an employee has been employed for more than two years, there are only five acceptable grounds for termination, they are: Misconduct; Capability; Redundancy; Contravention of a Statutory Duty; and Other Substantial Reasons (Suff, 2022).

Dismissal procedures

It adheres to the following guidelines:

• Investigating problems thoroughly and taking into account mitigating circumstances;
• Notifying the affected employee in writing of explaining the issues at hand and the possibility of dismissal;
• Carrying out a disciplinary hearing with the affected employee and providing them platform that they can use to respond;
• Permit the affected individual to be accompanied to all dismissal proceedings;
• Notifying the affected individual in writing of the decision to dismiss;
• Providing employees with an opportunity to appeal (Suff, 2022).

Fair dismissal

For a dismissal to be fair, there has to be a valid reason to dismiss and follow all the guidelines outlined in the dismissal procedures (Suff, 2022).

Unfair dismissal

A dismissal will be deemed unfair if: The reason for dismissal does not fall within the scope of one of the five possible fair reasons for dismissal discussed above. The employer did not follow an equitable disciplinary or dismissal procedure; and/or The decision to dismiss was not within the range of reasonable responses available to the employer (Suff, 2022).

References

Acas (2023) Discrimination and the Equality Act 2010 – discrimination at work, Acas. Available at: https://www.acas.org.uk/discrimination-and-the-law#:~:text=By%20law%2C%20all%20employers%20must,people%20from%20discrimination%20by%20others.

Ali, L. (2022) Equality, diversity and inclusion in the workplace: Factsheets, CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/diversity-factsheet/#:~:text=An%20inclusive%20workplace%20culture%20is,supported%20to%20work%20together%20effectively.

GOV.UK (2015) Equality Act 2010: Guidance, GOV.UK. Available at: https://www.gov.uk/guidance/equality-act-2010-guidance#equality-act-provisions-commencement-dates.

Suff, R. (2022) Dismissal procedures: Factsheets, CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/dismissal-factsheet/#:~:text=To%20successfully%20defend%20an%20unfair,Conduct.

Suff, R. (2023a) Wellbeing at Work, CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/well-being-factsheet/#:~:text=Fostering%20employee%20wellbeing%20is%20good,employee%20engagement%20and%20organisational%20performance.

Suff, R. (2023b) Working Hours & Time Off Work: Factsheets, CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/working-time-factsheet/.

Wood, S. (2018) Work–life balance supports can improve employee well-being – CIPD. Available at: https://www.cipd.org/globalassets/media/comms/get-involved/events/work-life-balance-supports_tcm18-57294.pdf.

 

3C0O4 Task (4) Four  Answers – Briefing paper

 

AC 4.1 The purpose and components of performance management.

Performance management is a methodical procedure that aims to improve both individual and organisational performance by ensuring that employee activities are in line with the goals and objectives of the organisation (Performance Management | Factsheets | CIPD). The primary objective of performance management at Healthcare on Hand will ensure that workers’ efforts and contributions are in accordance with the strategic objectives of the organisation. Performance management guarantees that personnel are effectively carrying out their duties and making valuable contributions to the overall achievements of the firm (Kawani, 2018).

This process encompasses a variety of actions to establish clear objectives, assess progress, offer feedback, and promote ongoing development. It facilitates efficient communication and collaboration between employees and their supervisors, promoting a culture that emphasises ongoing improvement and the pursuit of excellence (Middlewood & Abbott, 2017). The components include:

1. Goal setting

Goals establish clear and precise performance expectations and objectives for every employee. This facilitates the provision of employees with a comprehensive comprehension of the specific expectations placed upon them, establishing the fundamental basis for subsequent performance evaluations.

1. Monitoring and feedback

An effective performance management system necessitates the consistent monitoring of employee performance throughout the designated performance period (Kalogiannidis, 2020). Additionally, managers and supervisors who engage in the process of monitoring and evaluating employees offer constructive comments regarding strengths, areas for improvement, and any deviations from anticipated outcomes.

1. Performance evaluation and appraisal

This entails a thorough evaluation of the employee’s performance in relation to the predetermined objectives and benchmarks. The platform offers a well-organised framework for engaging in discussions about achievements, areas of improvement, and prospects for personal and professional development

1. Development and support

Developmental planning and support are integral components of the managerial process, wherein managers collaborate with employees to design individualised growth plans, as informed by the outcomes of performance evaluations (Kroll & Moynihan, 2015).

1. Employee recognition and reward

Recognition and rewards should be provided to employees who demonstrate high levels of performance to acknowledge and appreciate their valuable contributions.

AC 4.2 The main factors that need to be considered when managing performance.

Healthcare on Hand’s management of employee performance takes into account several important elements to guarantee that staff members are making meaningful contributions to the company’s goal of providing excellent home healthcare.

1. Ensuring Alignment with Organisational aims:

The performance of individual employees must be compatible with the overarching aims and objectives of the company (Sharma & Sharma, 2017). In the context of Healthcare on Hand, it is important to ensure that the contributions of each employee are aligned to provide exceptional, patient-centric care inside the home environment. This alignment facilitates the coordination of employees’ efforts towards shared organisational objectives.

1. Clearly defined job expectations and Objectives

Establishment of clear definitions for primary duties, assignments, and benchmarks for evaluating performance. For example, for Healthcare on Hand, the work responsibilities of a registered nurse may encompass duties such as conducting comprehensive patient evaluations, formulating individualised care plans, and administering various therapeutic interventions. By establishing explicit expectations, employees acquire a comprehensive comprehension of the specific requirements placed upon them (Brown et al., 2019).

1. Training and skill development

This factor guarantees that personnel have the requisite knowledge and competencies to carry out their job responsibilities proficiently. Continuous learning and staying updated with best practices are of utmost importance in a healthcare context. For instance, nurses may require instruction in the utilisation of specialist medical apparatus or the implementation of novel healthcare practices.

1. Consistent Feedback and Communication

The establishment of effective performance management necessitates the continuous exchange of information and dialogue between managers and employees. This entails the provision of consistent performance feedback, recognition of accomplishments, and the identification and resolution of areas requiring improvement (DeNisi & Murphy, 2017). The establishment of open and transparent communication channels plays a crucial role in fostering a culture of continual development.

1. Recognition and rewards

Acknowledging and providing incentives for outstanding performance serves to cultivate a climate of excellence and motivates people to constantly provide their optimal performance (Greene, 2018). There are multiple ways of recognition in the nursing profession, including the acknowledgement of exceptional patient care demonstrated by nurses, the provision of avenues for professional growth and development, and the implementation of incentives based on performance. This motivates employees by acknowledging and incentivizing exceptional performance.

AC 4.3 Different methods of performance review

Healthcare on Hand can utilise a range of performance review methods:

1. 360-Degree Feedback

With this method, you get feedback from a lot of different people, such as clients or patients, coworkers, friends, and even supervisors. The comprehensive assessment offers a comprehensive perspective on an employee’s performance and facilitates the identification of areas that require enhancement (CIPD | Performance Reviews | Factsheets). This approach holds significant value within the healthcare domain due to its consideration of diverse stakeholder views.

1. Conventional Annual Reviews

It is the implementation of a structured assessment on a yearly basis. This method facilitates a thorough evaluation of the employee’s job performance for the entirety of the calendar year. Nevertheless, its efficacy in delivering prompt feedback for rapid enhancements may be limited (Varma, Budhwar & DeNisi, 2023).

1. Continuous Performance Management

It is a contemporary approach that differs from the conventional annual review process by incorporating regular feedback and discussions throughout the year. Managers consistently offer timely feedback to staff, facilitating prompt adjustments and acknowledgement of accomplishments. This methodology guarantees the continuous monitoring and enhancement of performance (Mone & London, 2018).

1. Self-assessment and goal-setting

It is an integral component of performance evaluation, wherein employees actively engage in evaluating their performance and establishing objectives (Varma, Budhwar & DeNisi, 2023). This approach promotes the cultivation of self-awareness and fosters a sense of empowerment among employees, enabling them to assume responsibility for their professional development.

1. Behaviourally Anchored Rating Scales (BARS) are

It is a method of performance assessment that integrates both quantitative and qualitative evaluations. This approach involves the utilisation of concrete behavioural illustrations to evaluate an individual’s performance. This approach offers tangible illustrations of behaviours linked to varying degrees of performance, hence facilitating the evaluation and discourse surrounding performance.

AC 5.1 Key components (financial and non-financial) that are required to achieve an effective total reward system

The goal of a total reward system is to attract, motivate, and retain employees using a combination of financial and non-financial incentives (CIPD | Strategic & Total Reward | Factsheets). Healthcare on Hand should incorporate the following essential elements:

1. Pay and Benefits

These comprise attractive basic pay, bonuses, and incentives in addition to benefits like paid time off, retirement plans, and health insurance. Providing competitive pay guarantees that workers receive just recompense for their contributions (Beck-Krala, 2020).

1. Recognition and appreciation

Establishing a culture of appreciation requires non-monetary incentives such as verbal praise, commendations, and recognition programs. Employee motivation and morale are increased when efforts and accomplishments are acknowledged.

1. Career growth and growth opportunities

It is critical to offer chances for mentorship, training, professional growth, and career promotion. This part guarantees that workers have the abilities and know-how to flourish in their positions while assisting them in achieving their professional goals (Strategic & Total Reward | Factsheets).

1. Workplace and organisational culture

Contentment and engagement among employees are influenced by an encouraging workplace, an inclusive culture, and a feeling of community. Fostering a supportive work environment increases employees’ dedication and sense of pride.

1. Flexibility and Work-Life Balance

Providing employees with flexible work arrangements, such as telecommuting or adjustable hours, shows a commitment to their well-being and aids in their achievement of a good work-life balance.

AC 5.2 The relationship between reward and performance, and the links to motivation

Motivating employees and increasing productivity is largely dependent on the relationship between compensation, performance, and motivation. The provision of recognition and prizes to employees serves to strengthen their perception of achievement and worth within the organisational context (Reward | CIPD Profession Map). Consequently, this phenomenon serves to amplify their intrinsic drive to sustain optimal performance. Rewards encompass both monetary forms, such as bonuses or pay increments, as well as non-monetary forms, such as verbal commendation, acknowledgement, or increased job duties (Emmanuel & Nwuzor, 2021).

The establishment of a clear and evident connection between an employee’s performance and the benefits they obtain fosters a perception of equity and openness, so enhancing their motivation to thrive in their respective positions (Greene, 2018). The implementation of a positive reinforcement loop fosters a culture that promotes elevated levels of performance and ongoing enhancement, hence yielding advantages for both the individual employee and the organisation as a collective entity.

AC 5.3 At least two reasons for treating employees fairly in relation to pay

1. Employee Morale and Engagement

Sustaining strong levels of employee morale and engagement depends on fair remuneration policies. When employees hold the perception that their compensation aligns with their contributions, it cultivates a sense of trust and contentment (Scott et al., 2020). On the other hand, an unfair compensation system might result in feelings of resentment, decreased motivation, and finally, disengagement. By implementing equitable compensation practices, Healthcare on Hand may cultivate a conducive work atmosphere that fosters employee appreciation and enhances their motivation to achieve optimal performance.

1. Talent Attraction and Retention

Enticing and keeping top talent requires equitable compensation policies. In the context of a highly competitive labour market, it is important to provide competitive remuneration packages and benefits to effectively attract and retain proficient workers (Das, Byadwal & Singh, 2017). Furthermore, a strong correlation exists between employees’ perception of fair compensation and their level of commitment to the firm. This leads to a decrease in turnover rates, which might incur significant expenses in relation to the processes of recruitment, onboarding, and the subsequent loss of productivity. Equitable compensation methods have the additional benefit of functioning as a compelling recruitment tool, as potential employees are more inclined to be attracted to firms that have established a reputation for fair pay practices (Alterman et al., 2021).

References

Alterman, V. et al. (2021) ‘Best not to know: Pay secrecy, employee voluntary turnover, and

the conditioning effect of distributive justice’, Academy of Management Journal, 64(2), pp. 482–508.

Beck-Krala, E. (2020) ‘Total rewards’, Encyclopedia of Sustainable Management, pp. 1–9.

Brown, T.C. et al. (2019) ‘Performance Management: A Scoping Review of the Literature and

an Agenda for Future Research’, Human Resource Development Review, 18(1), pp. 47–82. Available at: https://doi.org/10.1177/1534484318798533.

CIPD | Performance Reviews | Factsheets CIPD. Available at:

https://www.cipd.org/uk/knowledge/factsheets/appraisals-factsheet/.

CIPD | Strategic & Total Reward | Factsheets CIPD. Available at:

https://www.cipd.org/uk/knowledge/factsheets/strategic-total-factsheet/.

Das, P., Byadwal, V. and Singh, T. (2017) ‘Employee Engagement, Cognitive Flexibility and

Pay Satisfaction as Potential Determinants of Employees’ Turnover Intentions: An Overview’, Indian Journal of Human Relations, 51(1), pp. 147–157.

DeNisi, A.S. and Murphy, K.R. (2017) ‘Performance appraisal and performance

management: 100 years of progress?’, Journal of applied psychology, 102(3), p. 421. Available at: https://psycnet.apa.org/record/2017-03603-001.

Emmanuel, N. and Nwuzor, J. (2021) ‘Employee and Organisational Performance:

Employees Perception of Intrinsic and Extrinsic Rewards System.’, Applied Journal of Economics, Management and Social Sciences, 2(1), pp. 26–32.

Greene, R.J. (2018) Rewarding performance: Guiding principles; custom strategies.

Routledge.

Kalogiannidis, S. (2020) ‘Impact of effective business communication on employee

performance’, European Journal of Business and Management Research, 5(6).

Kawani, S.H.H. (2018) ‘The impact of human resource practices on organizational

performance: A study of businesses in Kurdistan’, International Journal of Engineering, Business and Management (IJEBM), 2(6), pp. 72–79.

Kroll, A. and Moynihan, D.P. (2015) ‘Does Training Matter? Evidence from Performance

Management Reforms’, Public Administration Review, 75(3), pp. 411–420. Available at: https://doi.org/10.1111/puar.12331.

Middlewood, D. and Abbott, I. (2017) Managing staff for improved performance: Human

resource management in schools. Bloomsbury Publishing.

Mone, E.M. and London, M. (2018) Employee engagement through effective performance

management: A practical guide for managers. Routledge.

Performance Management | Factsheets | CIPD. Available at:

https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet.

Reward | CIPD Profession Map. CIPD People Profession. Available at:

https://peopleprofession.cipd.org/profession-map/specialist-knowledge/reward.

Scott, D. et al. (2020) ‘Global pay transparency: An employee perspective’, Compensation &

Benefits Review, 52(3), pp. 85–97.

Sharma, A. and Sharma, T. (2017) ‘HR analytics and performance appraisal system: A

conceptual framework for employee performance improvement’, Management Research Review, 40(6), pp. 684–697.

Strategic & Total Reward | Factsheets CIPD. Available at:

https://www.cipd.co.uk/knowledge/strategy/reward/strategic-total-factsheet.

Varma, A., Budhwar, P.S. and DeNisi, A. (2023) Performance management systems: A global

perspective. Taylor & Francis. Available at: https://books.google.com/books?hl=en&lr=&id=Bem9EAAAQBAJ&oi=fnd&pg=PT15&dq=performance+management&ots=gKH_sb8xpv&sig=z3rTabkRnu49wrDXG7Cs2tROCgE

 

3C0O4 Task (5) Five  Answers – Fact sheet

 

AC 6.1 Explain why learning and development activities are of benefit to individuals and organisations.

Learning and development activities are important because they provide employees with the opportunity to better their skills, acquire knowledge, and experience personal growth (CIPD | Learning and Development resources). These activities hold immense value for individuals and organisations, particularly within the healthcare sector, which is characterised by its ever-changing nature. Moreover, these activities have the potential to enhance employee self-assurance and job contentment, as they experience a heightened sense of proficiency and recognition in their respective positions (CIPD | Learning & Development Strategy and Policy | Factsheets).

Investing in learning and development at the organisational level fosters the development of a proficient and flexible workforce (Brown, 2017). Consequently, this results in enhanced service quality, elevated levels of patient contentment, and even augmented innovation, as staff effectively utilise their acquired expertise to address intricate healthcare dilemmas. In the context of Healthcare on Hand, it is plausible for nurses and caregivers to engage in specialised training programs aimed at acquiring knowledge about novel medical technologies or procedures. This is undertaken to enable them to deliver optimal care to their patients.

AC 6.2 Describe different types of learning needs and reasons why they arise for individuals and organisations.

1. Technical skills

These are specialised competencies and expertise necessary for the execution of activities or the operation of equipment within a certain domain. In the context of a healthcare organisation such as Healthcare on Hand, nurses and caregivers may need to undergo training pertaining to the utilisation of specialist medical equipment and the administration of intricate therapeutic interventions. Professionals need to be up-to-date with the newest advancements in research and medical procedures, as these domains are subject to continuous evolution (North & Kumta, 2020).

1. Soft skills

Refer to a set of non-technical abilities that facilitate effective communication, collaboration, critical thinking, and interpersonal relationships (Ibrahim, Boerhannoeddin & Bakare, 2017). For example, in healthcare, soft skills play a vital role in establishing a positive rapport with patients, fostering effective collaboration among colleagues, and delivering compassionate care to patients.

1. Regulatory and compliance knowledge

This is crucial in numerous areas, such as the healthcare sector, where staff are required to strictly adhere to stringent rules and compliance standards. Acquiring knowledge in this domain guarantees that individuals possess comprehension and adhere to legal and ethical principles in their field (Hislop, 2016). The continuous evolution of industries leads to the emergence of new information and techniques, resulting in advancements in knowledge and practice.

1. Skills in Leadership and Management

As people advance in their jobs, they may need to acquire abilities in team leadership, strategic decision-making, and efficient resource management. This holds significance for both personal development and the achievement of organisational objectives. These learning needs emerge to provide individuals with the requisite skills and knowledge essential for making meaningful contributions towards the attainment of these objectives.

AC 6.3 Summarise different face-to-face and blended learning and development approaches, including: facilitation, training, coaching, and mentoring. 

1. Facilitation

An experienced facilitator leads a group of students through a pre-planned curriculum. It is geared toward fostering a stimulating setting in which students are encouraged to participate actively in their education (CIPD | Learning and Development resources). Facilitators employ methods including workshops, and group exercises to promote teamwork and information exchange.

1. Training

It consists of guided classroom instruction meant to teach a set of abilities to trainees. A trainer may employ a variety of methods, including but not limited to lectures, PowerPoint presentations, and hands-on activities (Brown, 2017). This works particularly well in circumstances where content has already been decided upon, such as in standardised or technical training.

1. Coaching

A coach provides one-on-one assistance with career goals in a face-to-face setting. One-on-one sessions between coach and learner help both parties work through challenges and progress toward shared goals. Each learner receives individualised attention in an effort to help them flourish.

1. Mentoring

It is a relationship in which an experienced person (the mentor) helps guide and advise a less experienced person (the mentee) (Khan et al., 2016). Mentoring is a long-term commitment that centres on the mentee’s personal development. A mentor’s role is to guide a mentee along their professional journey by sharing their wisdom, experience, and insights.

Blended learning might include virtual simulations or role-playing activities that provide students with experience with real-world scenarios before they encounter them. Pre-simulation work may be done online, while in-person time is spent on debriefing, feedback, and putting what was learnt into practice.

AC 6.4 Explain how, in the design and delivery of learning and development initiatives, individual requirements and preferences must be accommodated.

In designing and implementing learning and development programs, one should acknowledge and accommodate the unique needs and preferences of individuals (Rodriguez & Walters, 2017). This holds particular significance within the healthcare industry since professionals assume diverse tasks and duties. For example, a nurse working in a home healthcare environment such as Healthcare on Hand may express a preference for shorter and more frequent training sessions that may accommodate their demanding schedule. Conversely, a clinical supervisor might find greater advantages in participating in a comprehensive and immersive training program.

It is crucial to take into account the various learning styles of individuals. Certain individuals may excel in experiential, practical sessions, whereas others may have a preference for theoretical or conceptual modes of learning. Tailoring learning initiatives to accommodate these preferences guarantees that every employee may optimise their learning experience, resulting in enhanced proficiency and self-assurance in their respective responsibilities (Narayanan, Rajithakumar & Menon, 2019).

AC 6.5 Discuss at least two methods of evaluating learning and development and its impact.

1. Kirkpatrick’s Four-Level Model

This is a widely recognised framework used to evaluate the effectiveness of training programs. It is a generally acknowledged approach for assessing the impact of learning and development. The success of training is evaluated across four distinct levels; Reaction, Learning, Behaviour, and Results (Kirkpatrick & Kirkpatrick, 2016).

• Reaction: The 1^st level assesses the initial responses of participants towards the training program, measuring their level of satisfaction and level of involvement. For example, subsequent to a training session pertaining to a novel medical device, participants may offer feedback regarding the utility and level of engagement experienced throughout the session.
• Learning: 2^nd level which evaluates the degree to which participants have attained fresh information and abilities. Evaluations may encompass a variety of methods, such as quizzes, assessments, or witnessed demonstrations. For example, nurses who have participated in a wound care training program may be subjected to an evaluation aimed at showcasing their comprehension of wound assessment and dressing methodologies.
• Behaviour: Assesses the extent to which participants can use the knowledge and skills acquired during the training in their real-life work environments.
• Results: Level 4 assesses the comprehensive influence of the training program on organisational outcomes. For example, the evaluation process may encompass the examination of several criteria such as patient satisfaction ratings, the decrease in medical errors, or the enhancements in patient outcomes after the introduction of novel training initiatives.

1. Return on Investment (ROI)

This a tool commonly utilised to assess the effectiveness of learning and development efforts. This approach measures the monetary advantages of training in relation to its associated expenses (Rossman, Alamuddin and Kurzweil, 2019). Within healthcare, the measurement of ROI may encompass the quantification of cost reductions or revenue enhancements that arise as a consequence of enhanced patient care. For example, in the event that training initiatives yield a decrease in patient problems or readmissions, it might contribute to significant financial savings for the company. Likewise, the organisation’s reputation and potential revenue might be positively influenced by enhanced patient satisfaction resulting from proficiently trained personnel. Through the process of assessing the ROI, Healthcare on Hand can evaluate the justification of investing in learning and development programs based on the good outcomes they yield.

Both of these evaluation methodologies provide vital insights into the effectiveness and impact of learning and development programs, aiding Healthcare on Hand in customizing its initiatives for ongoing enhancement and optimal outcomes.

References

Brown, K.G. (2017) The Cambridge handbook of workplace training and employee

development. Cambridge University Press.

CIPD | Learning & Development Strategy and Policy | Factsheets CIPD. Available at:

https://www.cipd.org/uk/knowledge/factsheets/strategy-development-factsheet/.

CIPD | Learning and Development resources CIPD. Available at:

https://www.cipd.org/uk/topics/learning-development/.

Hislop, D. (2016) ‘Knowledge management’, in Encyclopedia of human resource

management. Edward Elgar Publishing Limited.

Ibrahim, R., Boerhannoeddin, A. and Bakare, K.K. (2017) ‘The effect of soft skills and

training methodology on employee performance’, European Journal of Training and Development [Preprint].

Khan, A.A. et al. (2016) ‘Impact of training and development of employees on employee

performance through job satisfaction: A study of telecom sector of Pakistan’, Business Management and Strategy, 7(1), pp. 29–46.

Kirkpatrick, J.D. and Kirkpatrick, W.K. (2016) Kirkpatrick’s four levels of training

evaluation. Association for Talent Development. Available at: https://books.google.com/books?hl=en&lr=&id=mo–DAAAQBAJ&oi=fnd&pg=PT10&dq=kirkpatrick%27s+evaluation+model&ots=LNLfWRrkOy&sig=GEneWqc684qWNasrEfmriHUKHZQ.

Narayanan, A., Rajithakumar, S. and Menon, M. (2019) ‘Talent management and employee

retention: An integrative research framework’, Human Resource Development Review, 18(2), pp. 228–247.

North, K. and Kumta, G. (2020) Knowledge management: Value creation through

organizational learning. Springer.

Rodriguez, J. and Walters, K. (2017) ‘The importance of training and development in

employee performance and evaluation’, World Wide Journal of Multidisciplinary Research and Development, 3(10), pp. 206–212.

Rossman, D., Alamuddin, R. and Kurzweil, M. (2019) ‘Estimating the return on investment

(ROI) for instructional improvement efforts. American Council of Education. https://acue. org/wpcontent/uploads/2

 

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