How to Write a CIPD Level 5 Assignment(with Examples)
- October 28, 2023
- CIPD Level 5
- 4 Mins Read
Writing a CIPD Level 5 project may be a pleasant and demanding experience for both HR professionals and students. The Chartered Institute of Personnel and Development (CIPD) Level 5 qualification is intended to help individuals advance their knowledge of HR and L&D. It is critical to grasp how to produce good assignments in order to succeed in this program. We will walk you through the process of creating a CIPD Level 5 assignment in this blog article, including examples and recommendations to help you succeed.
Recognizing the Assignment Brief
It is critical that you properly comprehend the assignment brief before beginning to write your assignment. Identifying the important needs, such as word count, submission standards, and assessment criteria, is part of this. Consider the following assignment brief:
“Analyse the impact of employee engagement strategies on organizational performance in a case study company of your choosing.” Discuss the relevant theories and make suggestions for improvement. Your task should not be longer than 2,500 words.”
In this case, you must guarantee that your assignment is no more than 2,500 words long, that it focuses on employee engagement techniques and organizational success, and that it incorporates relevant ideas and recommendations.
Information Gathering and Research
Gather pertinent information and study materials next. This could contain academic articles, textbooks, industry reports, and case studies for a Level 5 assignment. Make certain that the sources you utilize are reliable and up-to-date. Here’s an example of how you could organize your research:
Review Academic Literature on Employee Engagement
Begin by studying academic literature on employee engagement and its impact on organizational performance. Cite applicable ideas and models, for example, Maslow’s Hierarchy of Needs or Herzberg’s Two-Factor Theory.
Choose a real-world company to serve as your case study. Collect information on their employee engagement strategies, such as surveys, policies, or success stories.
Interviews or Surveys
If possible, conduct interviews or surveys to collect primary data about the employee engagement activities of the case study company.
Organizing Your Assignment
A well-organized assignment is easy to read and evaluate. Consider the framework below for your CIPD Level 5 assignment:
Introduction (About 10% of Total Word Count)
Introduce the topic briefly and clarify the goal of the task.
Give a summary of the case study company and its significance.
Review of Literature (About 30% of Total Word Count)
Discuss pertinent theories and models concerning employee engagement and its impact.
Examine major discoveries from scholarly sources.
Methodology (About 10% of Total Word Count)
Describe your research methodologies, such as data gathering and analysis.
Justify your case study and research tools selection.
Case Study Analysis (About 30% of the Total Word Count)
Give a thorough examination of the case study company’s employee engagement practices.
Highlight their strengths and limitations in reference to the evaluated literature.
Recommendations (About 15% of the Total Word Count)
Provide ideas for the case study company to improve their employee engagement initiatives based on your investigation.
- Make sure your suggestions are practical and actionable.
- Conclusion (about 5% of total word count):
- Summarise the most important aspects of your assignment.
- Highlight the importance of your results and recommendations.
Use the appropriate referencing style (e.g., Harvard, APA, or Chicago) to cite all sources. Some tips that will help you;
Learn the Citation Style: Become acquainted with the citation style required by your discipline or institution. APA, MLA, Chicago, Harvard, and other styles are common. Get a style guide or use internet resources to learn about the rules and conventions of your preferred style.
Citation Management Software: Use citation management software such as EndNote, Zotero, Mendeley, or RefWorks. These tools let you automatically organize and cite your references, saving you time and eliminating errors.
The more you practice referring, the better you’ll get. To hone your skills, create sample references and citations. It is advisable to practice with authentic materials such as articles, books, and websites.
When in doubt, consult style guidelines or instructions pertaining to your preferred citation style. These manuals contain detailed instructions on how to format references, in-text citations, and other aspects.
Use Online Reference Generators: Online reference generators can assist you in swiftly creating properly styled citations. Citation generators, such as Citation Machine and BibMe, can generate citations depending on the information you provide.
Check Your References: Before submitting your work, double-check your references to confirm they are correct. Author names, publication dates, page numbers, and URLs should all be double-checked. Errors can result in misunderstandings or lower grades.
Cite as You Write: Don’t wait until the end of your paper to add all of your sources. In order to keep your writing flowing, provide in-text citations as you write. This also aids in keeping track of your sources.
Examples to Consider
Some of the examples that I came across while working with CIPD level 5 assignment help are as under;
“Herzberg’s Two-Factor Theory suggests that both hygiene factors and motivators are critical for understanding employee satisfaction and performance (Herzberg, 1959).”
“According to a Gallup report, organizations with highly engaged employees experience 21% higher profitability (Gallup, 2020).”
“We conducted semi-structured interviews with 10 employees at XYZ Company to gain insights into their perceptions of the company’s engagement initiatives.”
“Based on our analysis, XYZ Company should consider implementing regular feedback mechanisms, such as quarterly surveys, to ensure ongoing employee engagement.”
“CIPD Report (2023) showed that you get the best input from the employees when they are adequately rewarded in a transparent way”.
A CIPD Level 5 assignment needs careful planning, extensive research, and excellent organization. You may design an engaging assignment that showcases your HR and L&D knowledge by comprehending the assignment brief, completing rigorous research, and adhering to a defined framework. Remember that real-world examples, case studies, and current research can help you create an impressive CIPD Level 5 project. Best wishes for your studies!
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5CO03 PROFESSIONAL BEHAVIOURS AND VALUING PEOPLE TASK ONE GUIDELINE
- October 18, 2022
- Posted by: Fletcher Samuel
- Category: CIPD Level 5
A brief introduction to the 5CO03 unit
In 5CO03 Professional Behaviours and Valuing People, the role of the people professional in fostering productive working relationships is discussed. They accomplish this by examining their ethical standards and other fundamental behaviours that raise employee productivity. The unit offers insight into how human resources professionals should apply their moral principles to build an ethical workplace culture and make wise choices that will benefit both the organization and its stakeholders. The unit has discussed workplace inclusivity and collaboration issues as well as their advantages for both the organization and the workforce. The unit also emphasizes analyzing how individuals develop over time within an organization. Professionals should be dedicated to learning to increase their skill sets and enhance their work output.
Ethical Practices in Business: Task One
The first task is a presentation with one to two slides for each criterion of evaluation and presenter notes. The purpose of the presentation is to highlight how crucial ethical behaviour is to foster positive working relationships.
AC 1.1 Define the term professional and explain the requirements of a people professional.
Learners are asked to define the word “professional” in the question. A professional is someone who competes for their duties by practising, using their knowledge, and using their skills. People managers are experts at motivating and inspiring others, and they help others use the CIPD Professional Map’s core behaviours to direct their own behaviour.
The design and development of the CIPD Professional Map should be mentioned by learners. This framework has been developed to clarify the ideas, data, and results that human resources professionals must promote to enhance productivity and coworker relations.
AC 1.2 To help explain what is meant by ethical values, give at least three examples of your values and how this affects how you work and develop working relationships.
The following are some examples of personal values that students should discuss:
- decision-making based on facts
- professional ethics
Learners describe how their values guide their work and decision-making, enabling them to add value to the job. These individual values also shed light on the attitudes and principles that influence professional interactions. Learners should also discuss respecting cultural diversity and varying expectations.
AC 1.3, 1.5 Drawing upon work or personal examples, analyse how you could/have;- Contributed to discussions to ensure people practices are applied, How you can effectively communicate to engage and influence others, and how you might raise issues with situations such as organisational policies and approaches to leadership that conflict with legislation or ethical values.
Learners are expected to justify the need for professionals to be informed in AC 1.3 and to use their values to participate courageously in discussions. To ensure that the concepts of human resources, organizational design, and learning and development are fulfilled to create value for all workers, people professionals should have a voice and should speak up. How organizations interact with businesses, economies, and society while promoting better working conditions is an important topic to discuss.
Establishing appropriate communication platforms and styles in the workplace is a key component of engagement. Tone and pacing, paying attention while communicating, taking communication skills into account, and using evidence when communicating and making decisions are all significant variations to take into account.
Students responding to AC 1.5 should raise concerns by taking the organization’s policies into account and analyzing the various leadership philosophies that could lead to conflict. People specialists should research the various conflict styles, legal considerations, and ethical principles that govern when and how to raise issues. When organizations face the challenge of whistleblowing, for instance, human resources professionals should bring up issues that run counter to ethical principles.
AC 2.1 Drawing on relevant theory, provide a robust argument that includes both the business and human benefits of people at work feeling included, valued and treated fairly
The following advantages come from including, valuing, and treating others fairly:
- an increase in job satisfaction
- positive reputation for the company
- retaining personnel
- better methods for resolving disputes
- decreased absences and illness
- increased productivity and efficiency
Learners should explain pertinent theories that emphasize valuing and including people after outlining the advantages of doing so in the workplace. The following are some theories that students should discuss:
- Maslow’s hierarchy theory
- Worker engagement
- Worker wellbeing
- McLelland theory
- David Rock theorist
AC 2.2, 2.3 Identify a people practice initiative that has been put in place in response to internal and external feedback, set up the purpose of the initiative and explain the impact of the initiative.
The learning and development initiative, which grows from employee feedback and engagement, is an illustration of a people practice initiative. People specialists collaborate with partners to design solutions to the issues and initiatives looked at to provide the most efficient solutions.
The students should discuss how feedback, both formal and informal, affects workplace engagement. Professionals use a variety of engagement techniques, including emails, professional discussions, and documentary exchanges that help identify feedback and consultations.
The evaluation of how solutions affect influencing and engaging people in an organization leads to the realization that;
- Make a change in perception
- help people realize they must accept change
- Drive alterations as required
Students then complete the assessment by analyzing how solutions take into account various organizational needs and the needs of different people to have a positive organizational impact. The students should be ready to complete task two of the 5CO03 assignment after finishing the assessment.
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Start a new career in HR with a CIPD qualification
11 January 2021 - 3 min read
The CIPD have launched their new 2021 qualifications. In this blog we explore the changes, CIPD levels and different routes through.
Past CIPD Qualifications
If you have completed or are currently studying on a CIPD course, your qualification is just as relevant and recognised by employers as ever.
CIPD Level 3: Foundation
Award: 1 module Certificate: 6 modules: 6-8 months Diploma: 8 modules: 8-10 months Equivalent to A-level
CIPD Level 5: Intermediate
Award: 1 module Certificate: 6 modules: 6-8 months Diploma: 8 modules: 8-10 months Equivalent to undergraduate degree level
CIPD Level 7: Advanced
Award: 1 module Certificate: 4 modules: 10-12 months Diploma: 8 modules: two years Equivalent to master’s level
New CIPD 2021 Qualifications
The 2021 New CIPD qualifications are more streamlined with just one size of qualification at each level. As a result you can no longer work towards individual CIPD accredited Awards nor complete a Certificate then top-up to the Diploma later. If you have (or are working towards) the existing Level 7 Certificate, please contact us about what to do to top-up to the 2021 Diploma.
CIPD LEVEL 3 FOUNDATION
Introductory - A Level Equivalent
A practical entry-level qualification in People Management, perfect if you are:
- New or looking to move into a people profession role
- Currently in an HR admin role and looking to progress
- Seeking to improve team performance
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CIPD LEVEL 5 ASSOCIATE
Diploma in people practice.
Undergraduate - Degree Equivalent
Combines application of skills with exploring theory and research. An ideal level for those:
- Already in a people management advisor role
- Looking to move into management
- Who already have a degree
CIPD LEVEL 7 ADVANCED
Postgraduate - Masters Equivalent
This postgraduate advanced-level qualification is designed for those who satisfy at least one of the following criteria:
- Established in a strategic HR role
- People managers or leaders
- CIPD Associate Level 5 qualified and looking to progress to Chartered status
Diploma in Organisational L&D
This qualification combines the application of skills with the exploration of theory and research, ideal if you:
- Work in a training or people practice role and which to gain organisational L&D expertise
- Are looking to move into management level
- Already have a relevant university degree
Postgraduate - Masters equivalent
This postgraduate advanced-level qualification is perfect for those who fulfil at least one of the following criteria:
- Established people practitioners or working in a senior L&D role
- Seeking to develop your personal effectiveness and skills to influence strategy, policy and people
How will you be assessed and how has this changed for the CIPD 2021 qualifications?
There are still written assessments at each level which are set by the CIPD, often in the form of a report. The idea is that they look a little like a document you might submit to senior leadership to put forward a recommendation on a new idea or system.
At level 3 and 5 these written assessments follow the learning objectives for the module. Whereas at level 7 the learning objectives are more intertwined throughout the assessment.
The CIPD Level 3 no longer includes practical in class assessments. If you study with Acacia we will still give you the opportunity to will work with your tutor and peers to perfect these skills in a safe environment.
At Level 7 you will no longer have to complete the two national exams, this content is now covered via assignment work. There is however still a 7000-word research project on an aspect of HR or L&D of your choice.
Previous versions of the CIPD qualifications
There have now been two iterations of the CIPD levels and qualifications. The first was made in 2010, a year after the original CIPD profession map was launched. The 2021 changes have now been made two years after an updated profession map. However, all previous versions of the qualifications are of no less value and this is how they compare:
CIPD Level 3
- Certificate in Personnel Practice (CPP) = Foundation Diploma in Human Resource Practice = Foundation Certificate in People Practice
- Certificate in Training Practice (CTP) = Foundation Diploma in Learning & Development Practice = Foundation Certificate in People Practice
CIPD Level 5
- Intermediate Diploma in Human Resource Management = Associate Diploma in People Management
- Intermediate Diploma in Learning and Development = Associate Diploma in Organisational Learning and Development
CIPD Level 7
- Advanced Diploma in Human Resource Management = Advanced Diploma in Strategic People Management
- Advanced Diploma in Human Resource Development = Advanced Diploma in Strategic Learning and Development
Level 5 and 7 CIPD options did not exist prior to 2010 so (if like me) you studied some time ago you will have either the CPP or CTP.
CIPD Award, Certificate or Diploma – what are they?
Within their 2021 qualifications the CIPD has removed the option to choose the size of the course at each level. As a result you can no longer choose between an Award, Certificate or Diploma. However, for those currently studying this is what it all meant:
Award: bite-size qualifications designed to build a specific skill or update knowledge. This was also suitable for those who were not a in a position to commit to a full qualification.
Certificate: a certificate was six modules at Level 3 and 5 and four modules at Level 7. This size of qualification is will cover the core skills you need for a career in HR or learning and development.
Diploma: this is the most comprehensive option where you will take eight modules to cover the full spectrum of skills needed for a highly successful career.
Advice and guidance
We’re so excited at Acacia to be one of the first providers to be approved for the new CIPD qualifications. For more information about the different CIPD levels, speak with one of our Course Advisors. They will talk through your experience and expectations, offering advice on which is the best qualification to get you where you want to be. Click here to contact us .
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- What is CIPD Level 5? HR Qualifications Explained
Take your HR career to the next level with an online CIPD qualification.
11 April 2022 - 2 min read
What is CIPD Level 5?
Is the CIPD Level 5 qualification for me?
The CIPD Level 5 Associate Diploma may be right for you if any of the following points apply:
- You’ve already completed the Foundation level qualification or have basic HR experience
- You’re looking to take the next step in your HR career
- You’re currently in or aspiring to take on a mid-level HR role (i.e. HR Manager or HR Business Partner), or
- You simply want to add value to your organisation by upskilling with a professional and well-recognised qualification
How long is the CIPD Level 5 course?
Being that the CIPD Level 5 Diploma is offered by many providers through a number of different methods, how long it takes you to complete this qualification will depend on how you choose to study (i.e. online, in-person, or via blended learning), whether you work part-time or full-time, and what other commitments you may have outside of work. That being said, however, when you study with DPG , we find that most students complete their Level 5 qualification within 9 to 12 months when studying online or through blended learning.
How much does the CIPD Level 5 Diploma cost?
How will I be assessed?
The CIPD Level 5 Diploma covers three core units, three specialist units, and one optional unit for you to study. For each of these modules, you’ll complete a written assignment that you’ll hand in online to be marked by our assessors. And don’t worry! If for some reason you don’t pass one of your assignments the first time, you’ll have the option to have another go with tailored feedback and advice from your CIPD tutor! We hope that this blog has given you a better idea about whether the CIPD Level 5 Associate Diploma is for you, and how you can build and experience a career you’re proud of when you study with us! Looking for more information on how to advance your HR career? Download your free brochure and get started today with a 100% online CIPD Level 5 qualification .
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5OS01 Assignment Example
- September 23, 2022
- Posted by: Harry King
- Category: CIPD Level 5
Task 1: Manager’s Briefing Paper
Ac 1.1 an evaluation of both the aims and at least three objectives of employment regulation.
Most laws and regulations on employment are written from the perspective of the worker. They are frequently put in place to perform a variety of things, such as a guarantee that workers are treated fairly, that government policy is implemented, that social and economic goals are met, and that a business is complying with international legal commitments.
Protection of Employees
The International Labour Organization (ILO) is widely acknowledged as having a vital role in establishing the goals of international employee legislation, with a focus on worker protection (Factorial HR, 2022). The International Labour Organization (ILO) established an employment protection law that was accepted by several nations including the United Kingdom. This legislation protects workers against discrimination and workplace injury. Accordingly, employers have a responsibility to shield their employees from any form of discrimination based on factors such as race, colour, or religion. The Health and Safety at Work etc Act 1974 safeguards workers in the workplace by ensuring that workplaces are safe and supply PPE to their staff (HSE, 2020).
Equality Act 2010 ensures equal chances and eradicates discrimination promoting fairness in the workplace (Factorial HR, 2022). The laws established by employment law are essential for proving that compensation and benefits are equitable. It also ensures that employees are treated properly and diversity and equality are more appreciated and respected when there is a culture of justice in the workplace. Furthermore, the act ensures that employees are paid following the agreements they made with their employers.
Equality Act 2010 establishes the basis for judicial jurisdiction by determining whether or not the termination of an employee’s employment followed the correct processes and was fair or unjust (Factorial HR, 2022). Employees are at risk of being terminated unfairly if not given procedural fairness in their termination process. Therefore, the regulation requires the employer to give the employee a reasonable opportunity to respond to allegations, seriously consider the claims that the employer is making against them, and then make a decision regarding a suitable penalty, which may include termination of employment terms based on evidence.
AC 1.2 An Examination of the Role Played by the Tribunal and Courts System in Enforcing Employment Law Covering the Hierarchy of the Court System in the UK
Employment Tribunals are a type of independent judicial body set up to hear cases involving potential violations of an employer’s rights by an employee (CIPD, 2022). Wrongful termination, discrimination, wages, and severance pay are common cases solved in court. Tribunals operate with a greater degree of informality and employment tribunal cases that are appealed often move to the Employment Appeal Tribunal, and from there to the court of appeals and ultimately the Supreme Court.
An unsuccessful party can seek a review of a judgement or decision by appealing to the presiding tribunal. The opposite party may appeal to the Employment Appeal Tribunal if it believes the tribunal did not appropriately apply the law or that the review process was flawed. In the event of a loss, the losing party has 21 days to file an appeal with the Court of Appeals (Suff, 2022). If the result still does not sit right with the complaint, they can take it up with the Supreme Court, but they will have to present their case strictly on legal grounds, showing that the law was not followed by the lower courts. And it only considers appeals in the most significant matters that affect the general public. If nothing else, it is the last resort for criminal and civil issues. Any national court or tribunal in Europe can seek a judgement from the European Court of Justice, as it is the highest court in Europe. However, it only hears cases like these if they involve European labour rules. The judicial equivalent of the administrative employment tribunals is the court system, where cases are initially heard at the county level and then moved to higher courts if an appeal is filed.
AC 1.3 An Explanation of How:
Employment cases are settled in terms of the role of acas and use of cot3 (gb) and the early conciliation process before the start of proceedings.
The Employment Rights Act of 1996 details the processes for resolving employment-related disputes. It is strongly advised that before going to an employment tribunal, an employee first submit a formal complaint to the ACAS. ACAS may mediate workplace disagreements if both parties agree to its involvement. ACAS’s goal is to help the parties reach a mutually agreeable resolution to the dispute. When ACAS identifies the cause of the conflict and gives each side a chance to air their grievances, it has fulfilled its mission.
ACAS may first step in when a claimant announces their intention to claim to ascertain whether or not the claimant is interested in early conciliation (Davidsonmorris, 2020). If the employee is willing to participate in early conciliation, ACAS will request information from them. A follow-up communication, an email, letter, or phone call detailing the individual’s final decision and the nature of the dispute is required. The conciliator will then interact with the complaint to get insight into the complainant’s desired resolution. After receiving confirmation from the responder, the conciliator will initiate communication between the parties to resolve. As soon as a settlement is reached, the conciliator will write a formal agreement using the COT3 form and underline the parameters of the agreement (Davidsonmorris, 2020). When all parties sign a COT3 agreement, the tribunal concludes the case.
Cases are Setting During Formal Legal Proceedings in Terms of Settlement Agreements
When a case is settled during formal legal proceedings, the parties will negotiate and determine the terms of a settlement agreement. This can be done through mediation or arbitration (Pon Staff, 2021). If the parties agree, then all procedural steps are taken to apply for that settlement on behalf of the client and move on to other cases or business activities with complete certainty that the case has been resolved. Mediation entails selecting a third party with no stake in the outcome of the dispute to act as an impartial arbiter. They instead pose a series of questions to both the employer and the employee to get to the bottom of the matter at hand. They help both parties identify the core issues at play and work together to achieve a mutually agreeable resolution. The primary goal of mediation in a work setting is to keep the working relationship between the employer and employee at the same level it was before the conflict arose. Arbitration is a process in which an impartial person is hired to hear both the arguments and grievances of the parties involved and come to a decision on their own. The arbitrator then sits with both parties and addresses the case in a fair fashion that works out the best for both parties involved.
Evaluating the principles of discrimination law in recruitment, selection, and employment (AC 2.1)
Selecting the most qualified candidate for a position requires a selection process that is fair, objective, and nondiscriminatory. In the course of this procedure, any practices that discriminate against certain groups will be seen as unfair (Macdonald, n.d.). For instance, employers are not permitted to inquire about a candidate’s protected characteristics, marital status, civil union status, or if they are a parent or intend to become one (“Employment status I GOV.UK”, n.d.). The right to be treated equally and not be discriminated against because of a protected characteristic is a fundamental human right. Age, handicap, gender reassignment, marriage/civil union, pregnancy/maternity, race/ethnicity/belief, sex, and sexual preference are all protected categories (McKevitt, n.d.). The complainant in Scenario 1 very certainly had their offer rescinded due to one of the aforementioned qualities, making their case disputable before an employment tribunal. The Equality Act of 2010 makes it illegal to discriminate against someone either directly or indirectly, as well as to victimize someone. For example, if it was anticipated that the worker would be unable to function due to their civil partnership, this might be classified as direct discrimination in which an individual regards the other as less favorably compared to how the same person treats or would treat his/her fellows because of the protected trait of marriage or civil partnership (McKevitt, n.d.). Employers are prohibited by the Equality Act of 2010 from discriminating against job candidates based on a protected characteristic. Furthermore, refusing to hire a job candidate based on protected characteristics constitutes blatant discrimination. In regard to disability, the Equality Act of 2010 safeguards disabled employees at all stages of their job (Macdonald, n.d.). If a company can demonstrate that a certain work can be done successfully exclusively by a person with a certain impairment, then the employer will not be in violation of the discrimination statute. Furthermore, the law limits an employer’s capacity to conduct pre-employment health inquiries (Macdonald, n.d.). An employer shall not discriminate against a disabled employee due to a circumstance related to their disability.
The legal requirements in relation to defending equal pay claims and conducting equal pay reviews (AC 2.2)
‘Equal work’ is defined by law as either
- ‘Like work’ – employment where the duties and skills are identical or comparable
- ‘Work rated as equivalent’ – work deemed equivalent, typically based on a reasonable job evaluation. This could be due to the fact that the talent, responsibility, and effort required to complete the tasks are equivalent (McKevitt, n.d.).
- ‘Work of equal value’ – Work that is distinct but of equal worth. This may be due to the fact that the degree of ability, experience, responsibility, and expectations of the job are of equivalent value (Suff, 2021).
If a gender pay gap exists an employer must demonstrate that there is a “material element” that accounts for the difference in pay. Moreover, for the material to be considered relevant it must;
- entail a valid reason for the disparity in compensation
- Be important and pertinent.
- Clarify the pay disparity with ‘specificity,’ which implies the employer must be able to demonstrate how each consideration was weighed and demonstrated how it fit in the woman’s specific circumstance.
- It must be free of blatant and indirect sex discrimination.
Hence, if the woman in ARL is better skilled and qualified for a position than the males who are performing the same task, then it may be appropriate for her to receive a higher salary than the men. If there is an equal pay issue ARL is required to demonstrate, that the female’s qualifications and talents are essential for the work, and that they had trouble hiring and retaining employees for the position that the woman now has. However, the fact that they get paid more cannot be related in any way to their sexual orientation.
Explaining the major statutory rights workers have in relation to pay ( AC 4.1)
When it comes to employment law, statutory rights are meant to safeguard the interests of both employers and employees, giving either party a footing on which to pursue legal action. Under the UK law, all employees are entitled particular statutory rights, despite the fact that the applicability of the rights varies. For instance, the entitlement to redundancy pay or compensation for a wrongful dismissal only becomes vested after a specified amount of time has passed. The following are some key concerns that rights workers have in regard to pay:
Getting the National Minimum Wage; the minimum salary for a worker should vary based on their age and whether or not they are apprentices (“The National Minimum Wage and Living Wage”, n.d.). Workers in almost all industries are guaranteed at least the National Minimum Wage per hour. Worker eligibility for the National Living Wage, which is higher than the National Minimum Wage, depends on their age, and workers must be at least 23 years old to qualify for it. Employers, regardless of their size, are required to pay the exact minimum wage.
Statutory redundancy pay : Employees with two years or more of service are typically eligible for statutory redundancy pay from their employers. That is, if an employee works for a full year and is under the age of 22, they shall receive half a week’s salary, if they work for a full year between the age of 22 and 41, they will receive a full week’s salary, and if they work for a full year and are over the age of 41, they will receive a full week and a half’s salary (Gov.Uk). The maximum term of service is 20 years. Notate that the employee’s weekly compensation is the average amount they earned per week over the previous 12 weeks prior to the day they received their notice of layoff (Gov.Uk).
Discussing the legal implications of managing the change in relation to the working hours ( AC 3.1)
The 1998 Working Time Regulations (WTR) governs work hours in the United Kingdom. These restrict employees to a maximum of 8 hours of labor per day and a maximum of 48 hours per week (however workers in the United Kingdom can opt out of the regulations pertaining to the required 48-hour work week). Nonetheless, the pandemic has had a profound impact on working hour’s data (“Contracts of employment and working hours – GOV.UK”, n.d.). The average number of paid hours worked per week in the United Kingdom rose by 1.8 hours between the third and fourth quarters of 2020, according to data provided by the Office for National Statistics in February 2021.
Nevertheless, under UK legislation, employers are required to protect the health and safety of all employees, which includes protecting them against overwork and long hours. The WTR currently provides the following fundamental rights and safeguards to employees:
- A maximum of 48 hours per week averaged over 17 weeks that an individual is be obligated to work.
- Night employees are only allowed to put in an average of eight hours of work each twenty-four-hour period.
- The right to receive 11 hours of rest each day.
- An entitlement to one day off every week (Suff, 2021).
- A right to an on-the-job rest period if the work schedule exceeds six hours.
- Annual paid leave of 28 days for full-time employees (Suff, 2021).
Scenario three is a clear violation of workers’ rights under the Working Time Regulations 1998, since it calls for ARL employees to work 12 hours per day or 84 hours per week, rather than the standard 8 hours per day/48 hours per week. On the other hand, ARL has the ability to get its employees to sign what is known as an opting-out agreement, which requests employees to consent to working more than 48 hours in a week. However, it is vital to highlight that companies cannot compel workers to sign an opt-out: employees should willingly consent to it, and they cannot be fired for not signing one (“Contracts of employment and working hours – GOV.UK”, n.d.).
Explaining the legal requirements relating to the transfer of undertakings ( AC 3.2)
A transfer of undertakings (TUPE) occurs whenever there is a change in the company’s ownership or service provider. The Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) ensures that employees in the UK continue to enjoy the same or comparable terms and conditions of employment in the event of a “relevant transfer” such as the sale of a business (Suff, 2022).
Transferors must undertake comprehensive, meaningful conversations with employees as soon as possible. In contrast to collective redundancy consultation, there is no minimum consultation period mandated prior to a transfer. Employers who fail to engage effectively may be obliged to compensate employees for up to 13 weeks of pay. Both the person making the transfer and the person receiving it are responsible for making this payment (Suff, 2022). The transferee assumes responsibility for all statutory rights, claims, and obligations, including those originating from the contract, tort liability, unjust termination, equal pay, and discrimination claims. Excepted from this regulation are criminal liabilities. The law prohibits employees and employers from “contracting out” of the requirements, hence it is impossible to avoid the application of TUPE. It may be feasible to arrange warranties and indemnities that soften the financial impact of any lawsuits emerging from the application of TUPE, either partially or entirely.
Explaining the major statutory rights in leave and working time ( AC 4.2)
The WTH regulations establish minimum requirements for weekly work time, rest benefits, and annual leave, as well as making special provisions for night employees. For example, practically all employees have the right, under the law, to 5.6 weeks of paid vacation time every year. Workers under zero-hours contracts, agency employees, or with unpredictable schedules fall into this category (“Holiday Entitlement & Pay | CIPD”, n.d.). It is essential to remember that the pandemic (COVID-19) does not influence employees’ eligibility to paid holidays and leave, with the exception of leave carryover.
According to the law, the majority of employees who work a standard 5-day workweek are required to receive at least 28 days’ worth of paid yearly leave each year. This equates to around 5.6 weeks of vacation time (“Holiday Entitlement & Pay | CIPD”, n.d.). While part-time employees have the right to at least 5.6 weeks’ worth of paid vacation time, although the total number of days will be less than 28 (“Holiday Entitlement & Pay | CIPD”, n.d.). However, statutory paid vacation days are limited to 28 days. Consequently, an ARL employee who opts out of the usual 48-hour workweek and works seven days per week is still eligible to 28 days of paid leave, as is an employee who chooses to continue working five days per week. However, ARL can grant additional leave than the minimum required by law. But they are not required to apply all statutory leave requirements to the additional leave.
Explain other employment rights relating to flexible working ( AC 4.4)
In order to alter its long-hours culture, ARL should think about implementing more flexible working hours for its employees. It is important for ARL’s management to be aware that after 26 weeks of employment, every employee has the right to seek flexible scheduling (McCartney, 2022). The ‘right to seek flexible working,’ previously available only to parents and certain workers in particular fields, was introduced by the British government in April 2003 (McCartney, 2022). Regardless of whether or not they have children, all employees who have been with their current employer for at least 26 weeks are now covered by the law. Employers are required to evaluate requests for flexible working in a rational manner and may only deny such requests if they can demonstrate that one of a limited number of causes applies (McCartney, 2022). Employers in the United Kingdom feel that the freedom to request flexible working law has been successful in raising the number of employees who take use of flexible work options in their organization. The (CIPD) believes more individuals would take use of flexible work options including part-time work, compressed hours, and job sharing if they had the legal right to seek them from the start (McCartney, 2022). Making it mandatory for all employees from the start should improve its efficiency by boosting its availability and uptake.
Explain the main principles of maternity, paternity, and adoption rights in the context of employment rights ( AC 4.3)
Paternity, maternity, or adoption leave and pay, as well as shared parental leave, should be guaranteed to all biological and adoptive parents (Suff, 2022). Other key ‘family-friendly’ policies include the opportunity to appeal for flexible work hours, time off for unexpected crises affecting dependents, and unpaid parental leave.
When an employee is pregnant, they are entitled to take off work for prenatal care and any additional appointments their doctor, nurse, or midwife deems necessary. The eleventh week prior to the due date is the earliest a woman can begin her leave for the birth of her child (Suff, 2022). The woman is obligated to provide her employer with information regarding her due date and her desired leave start date. The employer must answer within 28 days with the anticipated date of the employee’s return from maternity leave (Suff, 2022). Employers should presume that all 52 weeks of leave will be utilized unless they are advised otherwise.
Mothers are eligible for up to 39 weeks of Statutory Maternity Pay (SMP) if they meet the following requirements: Meet specified minimum earnings requirements for National Insurance contributions (Suff, 2022). Have worked nonstop for the past 26 weeks and assessed on the 15th before the baby is due. 90% of the average weekly wage is paid as SMP for the first six weeks, while the remaining weeks are paid at the lower statutory rate (Suff, 2022).
Additional rights, include;
- If their maternity leave is fewer than 26 weeks, women are entitled to return to their old position with no changes in pay or benefits.
- Women who take longer than 26 weeks out for maternity leave should be permitted to return to their previous positions, or be offered suitable alternatives if doing so would be unrealistic under the circumstances.
The primary eligibility requirements for paternity leave:
- An employee can only be eligible for paternity leave if he or she is the child’s biological father or the mother’s partner who has or will have legal custody of the child.
- Holding down a job for the full 26 weeks leading up to the due date, and continuing until the 15th week of pregnancy.
Employees who are eligible for paternity leave are entitled to:
- Resuming the same position.
- Get back to working under the same conditions as before (Suff, 2022).
- Not be discriminated against, treated poorly, or fired without just cause.
Since April 2015, the United Kingdom has provided up to 52 weeks of paid statutory adoption leave, making it comparable to the length of statutory maternity leave (Suff, 2022). A minimum of 26 weeks of continuous employment is required to be eligible for Statutory Adoption Pay (SAP), which is paid out over a period of 39 weeks.
Contracts of employment and working hours – GOV.UK . Gov.uk. Retrieved 31 August 2022, from https://www.gov.uk/browse/employing-people/contracts .
Employment status . GOV.UK. Retrieved 31 August 2022, from https://www.gov.uk/employment-status/worker .
Employment Law Updates UK | CIPD . CIPD. (2022). Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/about/legislation-updates#gref .
Holiday Entitlement & Pay | CIPD . CIPD. Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/holidays .
McCartney, C. 2022. Flexible Working Practices | Factsheets | CIPD . CIPD. Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/factsheet#6661 .
Macdonald, L. Discrimination in recruitment and selection | Recruitment and selection | Employment law manual | Tools | XpertHR.co.uk . Xperthr.co.uk. Retrieved 31 August 2022, from https://www.xperthr.co.uk/employment-law-manual/discrimination-in-recruitment-and-selection/157530/ .
McKevitt, T. Marriage and civil partnership discrimination | Equality and human rights | Employment law manual | Tools | XpertHR.co.uk . Xperthr.co.uk. Retrieved 31 August 2022, from https://www.xperthr.co.uk/employment-law-manual/marriage-and-civil-partnership-discrimination/105268/#justification
Suff, R. 2022. Maternity, Paternity & Adoption Rights | Factsheets | CIPD . CIPD. Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/maternity-paternity-rights/factsheet#gref .
Suff, R. 2022. TUPE (Transfer of Undertakings) | Factsheets | CIPD . CIPD. Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/tupe/factsheet#7094 .
The National Minimum Wage and Living Wage . GOV.UK. Retrieved 31 August 2022, from https://www.gov.uk/national-minimum-wage .
CIPD, 2021. UK Court System & Employment Law | Factsheets | CIPD . [online] CIPD. Available at: <https://www.cipd.co.uk/knowledge/fundamentals/emp-law/about/uk-court-system-factsheet> [Accessed 31 August 2022].
Davidsonmorris, 2020. COT3 Agreement (Settlement FAQs) . [online] Davidsonmorris.com. Available at: <https://www.davidsonmorris.com/cot3/> [Accessed 31 August 2022].
Factorial HR, 2022. UK Employment Laws – Everything You Need to Know . [online] Factorial HR. Available at: <https://factorialhr.co.uk/blog/uk-employment-laws/> [Accessed 31 August 2022].
HSE, 2020. Health and Safety at Work etc Act 1974 – legislation explained . [online] Hse.gov.uk. Available at: <https://www.hse.gov.uk/legislation/hswa.htm#:> [Accessed 31 August 2022].
Pon Staff, 2021. What are the Three Basic Types of Dispute Resolution? What to Know About Mediation, Arbitration, and Litigation . [online] PON – Program on Negotiation at Harvard Law School. Available at: <https://www.pon.harvard.edu/daily/dispute-resolution/what-are-the-three-basic-types-of-dispute-resolution-what-to-know-about-mediation-arbitration-and-litigation/> [Accessed 31 August 2022].
Suff, R., 2022. Employment Tribunals | Factsheets | CIPD . [online] CIPD. Available at: <https://www.cipd.co.uk/knowledge/fundamentals/emp-law/tribunals/factsheet> [Accessed 31 August 2022].
- CIPD Level 5_New Brief
5OS02 Advances in Digital Learning and Development Assessment Brief Guidance
5os02 advances in digital learning and development assignment task 1, 5co01 organisational performance and culture in practice _ new assignment questions, cipd level 5_5co01 organisational performance and culture in practice.
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- CIPD Level 3 assignments are designed to provide a foundational understanding of HR practices and principles. These assignments typically cover topics such as recruitment and selection, performance management, employee relations, and employment law.
- To succeed in CIPD Level 3 assignments, students must be able to demonstrate an understanding of these topics and their practical application in the workplace. Assignments will typically involve the analysis of case studies and the development of HR policies and procedures.
- CIPD Level 5 assignments are designed to provide a deeper understanding of HR practices and principles. These assignments typically cover topics such as talent management, diversity and inclusion, HR strategy, and leadership development.
- To succeed in CIPD Level 5 assignments, students must be able to demonstrate a high level of critical thinking and analysis. Assignments will typically involve the development of HR strategies and policies, as well as the analysis of case studies and the application of HR theories to real-world scenarios.
- CIPD Level 7 assignments are designed for HR professionals who are looking to further develop their knowledge and skills. These assignments typically cover topics such as strategic HR management, organizational development, and coaching and mentoring.
- To succeed in CIPD Level 7 assignments, students must be able to demonstrate a deep understanding of HR practices and their application in complex organizational settings. Assignments will typically involve the development of HR strategies and policies, as well as the analysis of case studies and the application of HR theories to complex organizational scenarios.
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Level 3 CIPD assignments typically focus on introducing learners to the fundamentals of HR and L&D. Assignments may cover topics such as the role of HR and L&D in organizations, employment law, performance management, and learning and development strategies.
When completing level 3 assignments, it is important to demonstrate your understanding of the key concepts and theories covered in the course, and to use relevant examples to illustrate your points.
Level 5 CIPD assignments are designed to develop learners' understanding of HR management and L&D practices. Assignments may cover topics such as managing employee relations, managing HR information, and developing and implementing HR strategies.
When completing level 5 assignments, it is important to demonstrate your ability to apply HR and L&D concepts and theories to real-world scenarios, and to critically analyze and evaluate HR practices and strategies.
Level 7 CIPD assignments are designed for HR professionals who wish to develop their strategic management skills. Assignments may cover topics such as leadership and management, organizational development, and strategic HRM.
When completing level 7 assignments, it is important to demonstrate your ability to analyze and evaluate complex HR issues and develop effective strategic solutions. You should also be able to demonstrate your understanding of the wider business context and how HR can contribute to organizational success.
Regardless of the level of CIPD assignment you are completing, it is important to read the assignment brief carefully, conduct thorough research, and use credible sources to support your arguments. You should also follow any formatting and referencing guidelines provided by your course instructor. If you need further assistance, consider seeking guidance from an expert in the field.
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- Research: Conduct research using a variety of sources to gather information about the topic. Use credible sources such as academic journals, books, and industry reports to support your arguments.
- Plan your work: Create a plan for your assignment that includes key points you want to cover, the order in which you will present them, and the evidence you will use to support your arguments.
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If you are struggling with your CIPD level 3 assignment, consider seeking guidance from an expert in the field. This can help you to better understand the key concepts and theories and develop effective strategies for completing your assignment
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Writing a CIPD (Chartered Institute of Personnel and Development) assignment typically involves the following steps:
- Understand the Assignment Brief: Read and understand the requirements and expectations of the assignment brief.
- Analyze the Information: After collecting the necessary information, analyze and evaluate it to determine its relevance to the assignment requirements.
- Develop an Outline: Develop a clear outline that highlights the main sections of the assignment and the key points to be covered.
- Write the Assignment: Use the outline to write the assignment, ensuring that you present ideas logically, clearly, and concisely. Use proper citation and referencing to avoid plagiarism.
- Edit and Proofread: Review the assignment, making necessary corrections and ensuring that it meets the assignment requirements. Check for spelling, grammar, and punctuation errors.
- Submit the Assignment: Submit the assignment before the deadline, ensuring that you have followed the submission guidelines.
It's important to note that the structure and format of a CIPD assignment may vary depending on the specific requirements of the assignment brief. Therefore, it's important to follow the instructions given in the assignment brief to ensure that you meet the expectations of the tutor or assessor
The word count for CIPD (Chartered Institute of Personnel and Development) Level 5 assignments may vary depending on the specific requirements of the assignment brief. Typically, the word count for a CIPD Level 5 assignment ranges from 2,500 to 3,500 words.
However, it's important to note that the word count may also depend on the type of assignment and the specific requirements of the CIPD unit. Therefore, it's important to carefully read and understand the assignment brief to determine the word count requirements.
Additionally, it's essential to ensure that the assignment is not under or over the word count limit, as this may affect the overall grade or assessment of the assignment.
The CIPD (Chartered Institute of Personnel and Development) qualifications are not just a pass or fail. The CIPD offers a range of qualifications that are designed to enable learners to develop and demonstrate their knowledge, skills, and competencies in HR and L&D. The qualifications are assessed through a variety of methods, including written assignments, case studies, exams, presentations, and practical activities.
CIPD qualifications are awarded a grade, which indicates the level of achievement. The grades awarded for CIPD qualifications are:
The grades are based on the assessment criteria, which are designed to reflect the level of knowledge, skills, and competencies required to achieve the qualification..
The specific assessment criteria and grading structure may vary depending on the level and type of qualification. Therefore, it's important to carefully read and understand the assessment criteria to ensure that you meet the expectations of the tutor or assessor..
If you fail a CIPD (Chartered Institute of Personnel and Development) assessment, you will have the opportunity to resit the assessment. The CIPD offers resit options for all of its qualifications.
The specific resit options and requirements may vary depending on the level and type of qualification. Generally, you will be allowed to resit the assessment on a scheduled resit date, which is typically a few weeks or months after the initial assessment. You will be required to pay a resit fee for the assessment.
It's important to note that the maximum grade you can achieve for a resit assessment is a Pass, even if you achieve a higher grade in the resit. Additionally, there may be a limit to the number of times you can resit an assessment, depending on the specific qualification.
If you fail a CIPD assessment, it's essential to review the feedback provided by the assessor and identify the areas that require improvement. You may need to revise your study plan, seek additional support, or improve your exam technique to improve your chances of success in the resit assessment.
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