5CO03 Assignment Example
5CO03 Professional behaviours and valuing people
5CO03 Professional behaviours and valuing people
This unit focuses on how applying core professional behaviours such as ethical practice, courage and inclusivity can build positive working relationships and support employee voice and well-being. It considers how developing and mastering new professional behaviours and practice can impact performance.
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 working in the People Practice Team.
- 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 continuous professional development.
- Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as key research authors on the subject.
Task One –Professional and ethical behaviours
This task requires you to consider the significance of professional and ethical behaviours for a people practitioner and the values that underpin the people practice profession.
To complete the task, you should provide a written response to each of questions below, making appropriate use of academic theory and practical examples to expand your response and illustrate key points.
- With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’. (AC 1.1)
- Discuss how ethical values underpin the work of a people professional, including two examples of how ethical values might be applied in a people practice context. (AC 1.2)
- Consider the importance of people professionals being able to influence others and ensure that the ‘people practice voice’ is heard in an organisation, through informed, clear and confident communication. (AC 1.3)
- For each of the situations below (a & b), provide an example of an issue that would cause you to raise the matter to a manager (or other authority) – and describe how you would do this.
- a) where you consider something to be unethical (whether or not it is illegal),
- b) where you believe something contravenes legislation. (AC 1.4)
- Discuss two theories or models relating to the human and business benefits of people at work feeling included, valued, and fairly treated, concluding your discussion with a summary of your own view of these benefits. (AC 2.1)
- Discuss two ways in which a people professional can build inclusivity into a people practice initiative at the design stage, and two ways of checking inclusivity after a people practice initiative is implemented. (AC 2.2)
Task Two – Professional Review
This task requires you to demonstrate your commitment to professional development and performance improvement.
To complete the task, you are asked to undertake some reflection, self-assessment, and consideration of other’s feedback, leading to an identification of your strengths, weaknesses, and development areas. Following this identification, you will formulate a range of formal and/or informal activities to address your development needs and support your continuous development.
The task then shifts to a retrospective stance, where you are asked to reflect on the impact of development activities already undertaken, in the last 12 months.
All five activities below must be completed.
- Reflect on your own approach to working inclusively and building positive working relationships with others. (AC 2.3)
- Explore how the role of a people professional (specialist or generalist) is evolving and the implications this has for your CPD. (AC 3.1)
- With reference to your responses for Q1 & Q2, and feedback on your behaviours or performance obtained from (at least) one other person, assess your current strengths, weaknesses, and development needs. Your response should include an explanation of the feedback received and how it has informed your self- assessment. (AC 3.2)
- In follow-up to your self-assessment, identify a range of formal or informal development activities you will undertake to support your ongoing professional development. Your response should include a brief description of your chosen activities and your reasons for selecting them. (AC 3.3)
(Note: If using the CIPD ‘My Learning Plan’, you may find it useful to self-assess against the behaviours: ‘Working Inclusively’ and ‘Passion for Learning’ (along with other relevant areas) as this will stimulate development ideas around the areas at Q1 and Q2 above. (However, there is no requirement to provide copies of these self-assessment pages.) Your Learning Plan activities can be ‘copied and pasted’ into your assignment document, and edited so that you are not adding unnecessarily to your word count.)
- Reflect on the impact of three previous learning activities (i.e., not the activities planned at Q4 above) on your behaviour and performance. The selected activities may be any formal/planned or informal/unplanned activities undertaken in the last 12 months, which you consider to have impacted your behaviour and performance. (AC 3.4)
Present your reflections, attached to your assignment, as either:
- your own format CPD record, edited to include just the three selected activities, or
- a report (or reports) from the CIPD ‘My CPD Reflections’ tool.
SOLUTION
5CO03 ASSIGNMENT ANSWERS
Task One –Professional and Ethical Behaviours
| Appraise what it means to be a people professional. (AC 1.1) Word count: Approximately 400 words |
| A people professional is a person who works in an organisation who specialises in managing and developing people (CIPD, n.d). These experts concentrate on actions and conduct that uphold the wellbeing of workers, foster a healthy work atmosphere, and improve interpersonal connections at work. The success of an organisation is greatly dependent on its people professionals. They do many things, like employee relations, organisational growth, and talent management. They develop and implement HR initiatives, frequently drawing on the CIPD Professional Map, which helps HR and L&D professionals advance their careers (CIPD, 2023). Core Knowledge, Specialist Knowledge, and Behaviours are the three main sections of this map.
People professionals need to be highly knowledgeable about people analytics, employment law, and HR foundations as part of their Core Knowledge (CIPD, 2023). Their knowledge of employment laws, such as those on discrimination, pay laws, and health and safety procedures, should be extensive. With this understanding, they can guarantee that their company follows these rules and establishes a lawful, equitable, and safe working environment. People professionals also succeed in the field of specialist knowledge. This covers proficiency in areas including hiring, training and development, and worker engagement. For instance, an expert in developing and overseeing a learning and development programme might help staff members progress their careers within the company and enhance their skill sets. But what distinguishes a people professionally is the behaviours component of the CIPD’s Professional Map. It strongly emphasises soft skills, such as the capacity to influence, establish rapport, and work well with others. For example, effective communication, empathy, and conflict resolution are essential skills for a people professional. To maintain harmony in the workplace, they must pay attention to the staff’s worries and offer helpful criticism. In addition, it is anticipated that people managers will promote inclusiveness and diversity inside their company. Regardless of ethnicity, gender, or age, they foster an atmosphere where employees feel appreciated and included. They might put diversity and inclusion plans into action, conduct unconscious bias training, or fight for equitable chances in hiring and advancement. A people professional is another essential player in creating a strong workplace culture (CIPD, 2023). They develop procedures and policies that support inclusion, employee wellbeing, and a positive work-life balance. To improve connections among coworkers, they might, for instance, implement flexible work schedules, employee support programmes, or plan team-building exercises. By doing this, they foster a welcoming workplace that celebrates diversity, promotes personal development, and inspires workers to give their all. |
| Recognise how personal and ethical values can be applied in the context of people practice. (AC 1.2)
Word count: Approximately 300 words |
| Ethical practice in the workplace refers to the adherence to a set of moral principles and values that guide professional behaviour (Green and Russell, 2022). Integrity is one of the key ethical principles that people professionals adhere to in their work. Honesty and openness in all interactions are essential components of integrity. When managing sensitive information, including employee data or compensation details, integrity must be upheld in a people practice setting. An ethical people professional would, for example, take immediate action to rectify the situation, notify the relevant parties, and take corrective action if an employee’s personal information was unintentionally disclosed. Fairness is another essential ethical principle for people professionals. Treating every employee equally and without prejudice is what it means to be fair. This could show up in choices about discipline, wage increases, or promotions in the workplace. When two employees with identical qualifications compete for a promotion, for instance, an ethical people professional would evaluate each candidate’s performance impartially, considering their abilities and contributions rather than any bias.
As a people professional, I uphold integrity by acting and making judgements with constancy, honesty, and transparency. For instance, I protect people’s privacy rights by handling confidential employee data and only accessing it when necessary for justifiable purposes. In addition to meeting my legal responsibilities, I create a great work environment by doing this and establishing trust and solid relationships with my staff. Fairness is another essential ethical principle that directs my work as a people professional. I aim to handle every person fairly, professionally, and impartially. For example, in the hiring process, I ensure that candidates are assessed more on their credentials, experiences, and abilities than their connections or personal traits. By guaranteeing equal opportunity for all, this dedication to justice fosters diversity and inclusion throughout the company. |
| Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others. (AC 1.3) Word count: Approximately 350 words |
| People professionals are essential in influencing others and forming conversations within an organisation. They need to contribute clearly, confidently, and knowledgeable to promote good change, teamwork, and a productive work environment (Ulrich, 2018). People professionals may impact decision-making and improve the organisation’s overall success by sharing their knowledge, offering insightful commentary, and articulating their ideas clearly.
I once made a knowledgeable contribution to a discussion on installing a new performance management system at a team meeting. I researched different performance management methods and how they affect worker productivity and engagement as a people professional. I presented my results during the meeting, outlining the advantages and disadvantages of each model and giving instances of businesses that had effectively put comparable systems into place. I was able to influence the team’s decision-making process and direct them towards choosing a performance management model that complemented our company’s objectives and core values by providing clear and concise facts. During a diversity and inclusion workshop, I made a knowledgeable, confident, and clear contribution to a discussion. We discussed unconscious bias, and I understood we had to approach the subject carefully and attentively. I started by introducing the idea of unconscious bias and referencing pertinent research and data. I then gave precise, practical examples that showed how it affected decisions made at work and how teams functioned. I led a clear conversation while encouraging people to consider their prejudices self-assuredly and sympathetically. My confident, straightforward, and well-informed presentation of the material changed the group’s perspective on unconscious prejudice. I inspired them to take action to make their workplace more inclusive. This strategy showed how important people managers are to encourage constructive change in companies by influencing conversations with their knowledge and style. I confidently shared my expertise and experience conducting employee surveys in another discussion regarding raising employee happiness. I discussed the value of using surveys to get input, assess how well current policies work, and pinpoint areas needing change. I gave instances of other companies’ effective employee survey implementations, emphasising the beneficial effects on staff engagement and morale. I persuaded the team to consider conducting an employee survey within our company and set aside the funds required to carry it out by confidently presenting my ideas. |
| Recognise when and how you would raise matters which conflict with ethical values or legislation. (AC1.4)
a) where you consider something to be unethical (whether or not it is illegal), b) where you believe something contravenes legislation Word count: Approximately 350 words |
| a) As a people professional, I am responsible for upholding ethical practices within the organisation. If I noticed systematic discrimination within the team, I could flag an issue to a manager due to ethical concerns. For example, I have observed a pattern where employees from a particular religious or racial group are consistently bypassed for promotions, even though they have shown exceptional performances. Although such a form of discrimination is not blatantly illegal unless proven, it is undoubtedly unethical since it goes against the principles of fairness, equal opportunity, and respect for individual rights. To communicate this issue, I would arrange a confidential meeting with the relevant manager urgently, adhering to the principle of addressing such issues as soon as they’re recognised. I would present my observations neutrally and factually in the meeting, focusing on noticeable promotion patterns rather than accusations. I would not mention any individuals’ identities to prevent backlash, but instead, I would try to explain the negative long-term effects of such practices on staff morale, diversity, and the company’s reputation. If the manager consents, I would also express my readiness to investigate this matter further for fairness and ethics.
b) One situation where I might need to raise an issue with a senior colleague due to contravention of legislation could be non-compliance with health and safety laws. Suppose the working environment is persistently unsafe, hazard identification and risk evaluations aren’t done correctly or in a timely fashion, and the necessary protective measures are not in place. Such a situation would be illegal, as it violates occupational health and safety laws. To address this, I would collate concrete evidence, including photographs of unsafe environments and records of incidents or near-misses. I would also gather communication records showing management had been alerted but had not taken sufficient corrective action. Then, I would schedule a formal meeting with the relevant manager, the highest level of management if necessary, or even an external authority, such as a safety inspector. In presenting the case, I would highlight the legal implications, including potential fines and reputational damage, and recommend immediate and robust interventions to rectify the issues. I would also offer to be part of the solution by suggesting strategies to improve safety protocols and create a safer working environment. |
| Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to (two) related theory. (AC2.1) Word count: Approximately 400 words |
| According to Maslow’s Hierarchy of Needs, people have needs that must be met in a hierarchy, with safety and physiological needs at the base and wants for love and belonging, esteem, and self-actualisation at the top (Cherry, 2022). Higher-level wants, like respect and belonging, are partly satisfied when workers feel appreciated and included in their work environment. For instance, an opportunity to lead a project or be acknowledged for one’s accomplishments during a team meeting can satisfy an employee’s demand for respect. The satisfaction and productivity of employees are contingent upon their motivation, engagement, and general wellbeing. Because motivated workers are more likely to be dedicated and innovative, which leads to higher production and creativity, this is advantageous for the company and the individual.
Herzberg’s Two-Factor Theory focuses on elements that avoid unhappiness (hygiene factors) or satisfy employees (motivators) (Nickerson, 2023). Employees’ feelings of inclusion and value are closely linked to motivators like accomplishment, accountability, and recognition. Businesses are addressing the motivators when they offer chances for advancement, praise for a job well done, and a feeling of being a part of a more significant cause. Employee retention, performance, and job satisfaction will likely rise because happier workers are probably more satisfied with their work. Instead of being linked to job happiness, hygiene characteristics are linked to the lack of job dissatisfaction. Factors such as equitable remuneration and good working environments are vital in mitigating discontent and may aid in keeping skilled personnel. I believe there are many benefits for workers to feel valued, included, and treated fairly. People are more likely to be devoted and productive at work when they are happy and inspired. For example, employees are more inclined to contribute their creative ideas and help the company produce better goods and services if they feel appreciated and part of a team that works well together. A positive work atmosphere is also promoted when workers feel fairly treated, which lowers turnover rates and the related expenses of hiring and training new staff. In addition, less stress and burnout might result from a pleasant workplace, which can enhance worker wellbeing. Positive mental health is associated with fewer sick days and higher job satisfaction in employees who feel appreciated and included. For instance, an organisation is one of the best workplaces because of its effective employee engagement approaches. While challenging work and acknowledging achievements serve as motivators, firms also need to address hygiene aspects through fair company regulations and comfortable working environments. The remarkable commercial success of the company is supported by this strategy, which fosters a highly motivated and effective staff. |
| Discuss (two) strategies for designing and ensuring inclusive people practices. (AC 2.2)
. Word count: Approximately 450 words |
| Building inclusivity into a people practice initiative at the design stage requires meticulous planning, recognising diversity, and developing strategies to ensure everyone feels valued and respected (Murphy, 2023). One way to ensure inclusivity is by structuring an inclusive design team. This includes representation from various backgrounds, gender, cultural perspectives, and professional expertise. An inclusive design team is less likely to exclude important perspectives and ensure the initiative works for everyone. For instance, when setting up a professional development initiative, a team that includes younger employees, senior staff, individuals from different departments, and people with different racial and cultural backgrounds allows for a breadth of insight and experience to form an inclusive strategy. Another method is to engage in stakeholder consultation at the design stage. This can be done by conducting surveys, focus groups, or interviews with diverse employees to understand their needs, concerns, and suggestions. Involving a wide range of stakeholders in the process can help the initiative be designed more inclusively and reduce the likelihood of unintended negative effects. For instance, if the company is designing a flexible working arrangement policy, interviewing employees with parental responsibilities, those with disabilities, and various age groups could offer valuable insights to ensure the policy is inclusive and beneficial for all.
After the implementation of a people practice initiative, it is critical to undertake measures to assess its inclusivity. One way could be by conducting regular audits or evaluations where feedback from diverse employees is gathered and analysed (Murphy, 2023). This should involve not just feedback from traditionally dominant groups but also actively seeking feedback from those who might be marginalised. For example, after establishing a mentoring program, companies can evaluate its inclusivity by checking its utility among different demographic groups of employees. Another method for checking inclusivity after implementation is through outcome monitoring. This involves tracking key metrics related to the initiative and disaggregating them by demographic information such as race, gender, age, and disability status. If inequalities are detected in the outcomes, the initiative is not inclusive in its impact. For instance, if a leadership training initiative results in a significantly higher proportion of a specific gender or racial group being promoted, it may indicate a lack of inclusivity in the training’s design or implementation. It may then be necessary to redesign the initiative to ensure equal opportunities. Often, using an intersectional approach to dissect outcome data can help uncover nuanced issues of exclusion that might be overlooked otherwise. |
References
| Please provide your full long reference list here. The Harvard method is preferable. Please refer to the guidance on the Learner HUB. |
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Cherry, K. (2022) How maslow’s hierarchy of needs explains human motivation, Verywell Mind. Available at: https://www.verywellmind.com/what-is-maslows-hierarchy-of-needs-4136760 (Accessed: 15 October 2023). CIPD (2023) The profession map / core knowledge / people practice, CIPD. Available at: https://www.cipd.org/en/the-people-profession/the-profession-map/explore-the-profession-map/core-knowledge/people-practice/ (Accessed: 15 October 2023). CIPD (no date) Why work in the people profession?, CIPD. Available at: https://www.cipd.org/en/the-people-profession/careers/why-work/#:~ (Accessed: 15 October 2023). Green, M. and Russell, T. (2022) Ethical practice and the role of people professionals, CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/ethics-role-hr-factsheet/ (Accessed: 15 October 2023). Murphy, A. (2023) 9 steps to building a better, more inclusive future: Crafting a diversity, equity, and inclusion plan, LinkedIn. Available at: https://www.linkedin.com/pulse/9-steps-building-better-more-inclusive-future-crafting-anita-murphy-/ (Accessed: 15 October 2023). Nickerson, C. (2023) Herzberg’s two-factor theory of motivation-hygiene, Simply Psychology. Available at: https://www.simplypsychology.org/herzbergs-two-factor-theory.html (Accessed: 15 October 2023). Ulrich, D. (2018) How do HR professionals influence others?, LinkedIn. Available at: https://www.linkedin.com/pulse/how-do-hr-professionals-influence-others-dave-ulrich/ (Accessed: 15 October 2023).
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Task Two – Professional Review
| Reflect on your own approach to working inclusively and building positive working relationships with others. (AC2.3) Word count: Approximately 200 words |
| My approach to working inclusively and fostering great working relationships with others is comprehensive and exclusive as a people professional. Taking an exclusive approach implies that I prioritise fostering an atmosphere where people of all genders, races, nationalities, ages, sexual orientations, and disabilities feel appreciated, valued, and included. I actively combat any biases or acts of discrimination to guarantee everyone has an equal chance to contribute and thrive. By cultivating an inclusive environment, I aim to give every employee a feeling of community and inspire them to be who they are at work.
A thorough strategy also entails devoting time and energy to cultivating a positive work environment with others. I can better recognise and value the distinct skills and talents that each person brings to the table when I actively listen, seek out alternative viewpoints, and value differing thoughts. I aim to establish a welcoming and encouraging atmosphere where people may freely share their thoughts, worries, and suggestions. In addition, empathy and understanding are necessary for developing healthy partnerships. Knowing people’s personal and professional challenges enables me to be a supportive mentor and colleague. By taking the time to comprehend others’ needs and goals, I can give them the support and direction they need to succeed in their roles. |
| Explore how the role of a people professional is evolving and the implications this has for continuing professional development. (AC 3.1) Word count: Approximately 250 words |
| People professionals, whether specialists or generalists, change with society and organisations. Administrative responsibilities like payroll and employment records were traditionally HR professionals’ main duties. A people professional’s function has broadened and become more strategic as firms have become more complicated and people management has become more important (Green and Russell, 2022). The transformation from business supporter to business partner is a major change. People professionals must now contribute to organisational objectives and corporate goals. They shape an organisation’s culture and success through talent acquisition, performance management, leadership development, and employee engagement. People professionals need broader skills and business knowledge for this strategic role.
Technology and automation demand people professionals to learn new tools and systems. They must comprehend HR technology and its effects on HR data management and analysis. People professionals must acquire analytical abilities and apply data-driven insights to their strategy and decision-making. Employee well-being, diversity, and inclusion are also becoming more important to people professionals. Companies understand the importance of employee physical, mental, and emotional health. Therefore, people professionals must create well-being initiatives, assist employee mental health, and promote an inclusive and varied workplace. They must follow these fields’ research and best practices to create effective solutions. People professionals’ changing roles affect CPD. Staying current in this fast-changing sector requires CPD. Professionals need ongoing training to improve their skills. Attending conferences, workshops, and webinars, seeking appropriate credentials, joining industry organisations, and networking and mentorship can help. Professionals can also work on cross-functional initiatives, explore other business areas, and cooperate with diverse colleagues. CPD helps people professionals remain ahead of trends, learn new skills, and develop a strategic attitude, helping them handle changing job needs. |
| Assess your strengths, weaknesses and development areas based on self-assessment and feedback from others. (AC 3.2) Word count: Approximately 250 words |
| The first feedback came from my secretary, who appreciated my commitment to inclusivity, noting that she feels valued and fully integrated within her role. She stated that I create an environment of safety and respect, which paves the way for open communication channels and emphasises the importance of individuals’ opinions. This feedback informed my self-assessment by reinforcing my communication and inclusive leadership styles as key strengths. However, my secretary recommended that I utilise more digital tools to streamline administrative processes. This forms one of my developmental needs, where I must boost my digital literacy and learn how to integrate technology into daily operations.
My supervisor’s feedback commended my strategic approach to human resource management. He mentioned that my ability to align people management strategies with organisational objectives significantly contributes to the overall performance and corporate goals. This feedback informed my self-assessment, emphasising my strategic capability as a core strength. On the flip side, my supervisor noted that I need to further improve my data analytical capabilities to make more informed decisions. With the evolution of HR into a more strategic function, it is integral that I apply data-driven insights to my strategies. This forms another developmental target. Through this feedback, I have learned that while my inclusive approach and strategic skills are highly valued, there is still room for improvement. My next steps involve more hands-on learning about digital tools, HR technology and increased exposure to HR analytics. I plan to achieve these through professional training, participation in relevant webinars and seminars, utilising online materials, and increased collaboration with colleagues to gain new insights. |
| Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey. (AC 3.3). Word count: Approximately 300 words |
| Continuous professional growth is essential to adapting to changing workplace conditions. I plan to engage in formal and informal events over the next year to streamline administrative processes utilising digital tools, improve my analytical abilities, and acquire confidence in using HR data for decision-making. I would start with a four-month online HR Digital Transformation course focusing on digitalising administrative activities. This training will teach me to integrate digital tools into our organisation’s workflow to simplify and automate administrative operations. Understanding how to use these technologies in the digital world boosts HR efficiency and lowers mistakes.
I also plan to attend a three-month Data Analytics workshop to improve my analytical skills. Effective data utilisation in HR improves decision-making, operational efficiency, and employee performance. My learning goes beyond formal education. I want to use Coursera and LinkedIn. To gain confidence, I will search for short courses or webinars on data-driven decision-making. Since this study method is adaptable, I aim to spend six months on it alongside other hobbies. My personal development plan includes networking events and seminars. I hope to attend two similar gatherings next year. Learning from other professionals’ experiences and methodologies will benefit my career progress, especially in data-driven decision-making. I will also aggressively seek feedback and implement any new information or skills from these activities in my existing employment to ensure these learnings are well incorporated into my work. This actual application and constructive criticism will help cement these ideas in real life. Finally, I will seek feedback and mentoring from my supervisors and coworkers on my development in these areas. This will allow me to gain from their expertise and drive me to complete my professional growth plan. |
| Reflect on the impact of your continuing professional development activities on own behaviour and performance. (AC 3.4) NO WORD COUNT |
| In November 2022, I participated in a Communication Skills training programme to enhance our interpersonal, oral, and written skills. Through this activity, not only has my ability to convey information succinctly, accurately and enhanced, but it has also radically improved my active listening skills. As a people professional, this has increased my effectiveness immensely. I now engage more meaningfully with colleagues and stakeholders, ensuring everyone is on the same page, and misunderstanding miscommunication is now a thing of the past. This has improved team collaboration and individual performance and made me a more approachable and reliable co-worker.
In March 2023, I got the opportunity to undertake an informal Diversity and Inclusion course, which was an eye-opening experience. This course impacted my views on society overall and the workplace in particular. This has made me more aware of my peers’ diverse cultural, socioeconomic, and personal backgrounds in my capacity as a people professional. I now recognise the importance of fostering an inclusive and respectful society. I can contribute to establishing a work environment that genuinely values diversity since I am more sensitive to the needs and worries of other people. This has also improved my performance because I can now cultivate stronger bonds with my stakeholders and team, fostering an atmosphere of respect and raising our level of productivity overall. Finally, in August 2023, I attended a leadership workshop on nurturing, developing, and utilising leadership skills professionally. This formal activity gave me a profound insight into leading a team and self-leadership. The workshop’s major emphasis was on accountability, delegation, conflict management and decision-making. I have tried to incorporate this learning into my everyday interactions. I have realised that taking responsibility for my actions has increased my credibility among my team members and given me the confidence to strive for excellence in every task I undertake. My decision-making skills have improved significantly, and I can confidently lead my team through challenging situations. |
Assessment Criteria Evidence Checklist
| Task 1 – Professional, ethical, and inclusive behaviours.
Assessment criteria |
Evidenced Y/N |
Evidence reference | |
| 1.1 | Appraise what it means to be a people professional. | Y | Task 1 – Professional, ethical, and inclusive behaviours. |
| 1.2 | Recognise how personal and ethical values can be applied in the context of people practice. | Y | Task 1 – Professional, ethical, and inclusive behaviours. |
| 1.3 | Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others. | Y | Task 1 – Professional, ethical, and inclusive behaviours. |
| 1.4 | Recognise when and how you would raise matters which conflict with ethical values or legislation. | Y | Task 1 – Professional, ethical, and inclusive behaviours. |
| 2.1 | Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. | Y | Task 1 – Professional, ethical, and inclusive behaviours. |
| 2.2 | Discuss strategies for designing and ensuring inclusive people practices. | Y | Task 1 – Professional, ethical, and inclusive behaviours. |
| Task 2 – Professional Development
Assessment criteria |
Evidenced Y/N |
Evidence reference | |
| 2.3 | Reflect on your own approach to working inclusively and building positive working relationships with others. | Y | Task 2 – Professional Development |
| 3.1 | Explore how the role of a people professional is evolving and the implications this has for continuing professional development. | Y | Task 2 – Professional Development |
| 3.2 | Assess your strengths, weaknesses and development areas based on self-assessment and feedback from others. | Y | Task 2 – Professional Development |
| 3.3 | Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey. | Y | Task 2 – Professional Development |
| 3.4 | Reflect on the impact of your continuing professional development activities on own behaviour and performance. | Y | Task 2 – Professional Development |
Declaration of Authentication
Declaration by learner
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Marking grid and feedback for learner
| Unit 5CO03: Assessor Feedback to Learner | |
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| TASK 1 | ||
| AC Number | Assessment Criteria | Mark
1-4 |
| 1.1 | Appraise what it means to be a people professional. | |
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| 1.2 | Recognise how personal and ethical values can be applied in the context of people practice. | |
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| 1.3 | Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others. | |
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| 1.4 | Recognise when and how you would raise matters which conflict with ethical values or legislation. | |
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| 2.1 | Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. | |
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| 2.2 | Discuss strategies for designing and ensuring inclusive people practices. | |
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| TASK 2 | ||
| AC Number | Assessment Criteria | Mark
1-4 |
| 2.3 | Reflect on your own approach to working inclusively and building positive working relationships with others. | |
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| 3.1 | Explore how the role of a people professional is evolving and the implications this has for continuing professional development. | |
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| 3.2 | Assess your strengths, weaknesses and development areas based on self- assessment and feedback from others. | |
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| 3.3 | Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey. | |
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| 3.4 | Reflect on the impact of your continuing professional development activities on own behaviour and performance. | |
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