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In order to improve organisational performance and accomplish strategic goals, people practices—which include human resources (HR) policies and initiatives—are essential. Organisations can get a competitive edge in the market by managing talent acquisition, development, and retention well. The strategic alignment of HR efforts with organisational objectives is a key way that people practices contribute value. […]
A person’s job role can be greatly impacted by external circumstances, which are things that transpire outside of an organisation. These elements, which together make up the PESTLE framework, include political, economic, social, technical, environmental, and legal aspects. Government laws, rules, and policies that control workplace behaviour are examples of political considerations. Anti-discrimination laws, for […]
5CO03 AC 1.1 With reference to the CIPD profession map, appraise what it means to be a people professional. *Approx 500 words The CIPD rofession Map is a thorough framework that outlines the expectations for excellence in the human resources (HR), learning and development (L&D), and organisational development (OD) fields. Better work and working lives are […]
3CO03 AC 1.2 Describe with examples two ways in which you as a people professional conform with ethics-related legislation. *Approx. 300 words Observing ethics-related laws is essential for people professionals to promote an equitable positive workplace. Adherence to regulations such as the Equality Act 2010 and the General Data Protection Regulation (GDPR) guarantees that businesses […]
5HR03 AC 3.4 Explain the legislative requirements that impact reward practice. *Approx 450 words Organisational rewards must abide by applicable laws designed to ensure justice, equity, and legal compliance. Workplace hours and overtime compensation, gender pay gap reporting, and equal pay and reward are a few examples of reward practices. Equal Pay and Reward The […]
5HR03 AC 3.3 Explain approaches to job evaluation. *Approx 450 words Job evaluation entails a systematic process used to determine the relative value of jobs/roles. Approaches to job evaluation can be broadly divided into two categories: analytical and non-analytical. Non-Analytical Approaches Non-analytical methods assess jobs qualitatively and holistically, without mentioning their many components. These methods, […]
5HR03 AC 2.1 Explain the differences between types of grade and pay structures. *Approx 450 words Pay and benefit distribution can be effectively determined by grade and pay systems. A comparison of pay grades and pay structures is shown in the table below. Pay Structure Pay Grade Definition Overarching framework that dictates employee compensation, outlining […]
5HR03 AC 1.2 Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organizational performance. *Approx 400 words Extrinsic and intrinsic rewards are essential for maintaining a motivated workforce and attaining organisational success. Intrinsic Rewards Intrinsic rewards constitute internal motivations that revolve around a person’s sense of job satisfaction and are […]
5HR03 AC 2.3 Explain the merits of different types of benefits offered by organisations. *Approx 400 words Employee benefits, which provide incentives in line with an organisation’s objectives, are an essential component of a comprehensive reward system. Flexible work schedules and performance-based compensation are two examples of these benefits. Performance-Related Pay (PRP) By establishing a […]
5HR02 AC 2.2 Evaluate the techniques used to support the process of workforce planning. *Approx 400 words In order to support its workforce planning efforts and achieve its overall corporate goals, an organisation can leverage techniques such as the Delphi technique and ratio analysis. Delphi Technique The Delphi Technique is a methodical, participatory forecasting method […]