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3CO04 Essentials of people practice
Learner Assessment Brief
Assessment ID / CIPD_3CO04_22_01
Foundation Certificate in
Please write clearly in block capitals.
Learner number (1st 7 digits of CIPD
Learner other names:
Essentials of people practice
Assessment start date:
Assessment submission date:
First resubmission date for centre
marking – if applicable
Second resubmission date for centre
Declared word count
IQA name (if applicable):
IQA signature (if applicable):
3CO04 Essentials of people practice
This unit assignment introduces the fundamentals of people practice, ranging from the employee lifecycle to policies, regulation, and law. It further explores a diverse array of specialist subjects such as recruitment, talent management, reward and learning and development essential to a career in people practice. Importantly, this unit enables practitioners to apply their knowledge and skills, building their confidence and ability to practice progressively.
Talent management seeks to attract, identify, develop, engage, retain and deploy individuals who are considered particularly valuable to an organisation. To be effective, it needs to align with business goals and strategic objectives. To be effective, it needs to align with business goals and strategic objectives. By managing talent strategically, organisations can build a high-performance workplace, foster a learning climate in the organisation, add value to their employer brand, and improve diversity management.
For these reasons, people professionals consider talent management to be among their key priorities. The CIPD Profession Map also recognises Talent Management as one of the special knowledge areas within the people profession and sets out the expected standards to follow.
Inclusion and diversity in the workplace (May 2021)
Promoting and supporting diversity in the workplace is and important aspect of good people management – it’s about valuing everyone in the organisation as an individual. However, to reap the benefits of a diverse workforce it’s vital to have an inclusive environment where everyone feels able to participate and achieve their potential. While UK legislation – covering age, disability, race, religion, sex and sexual orientation among others – sets minimum standards, an effective inclusion and diversity strategy goes beyond legal compliance and seeks to add value to an organisation, contributing to employee wellbeing and engagement.
Recruitment – an introduction (Oct 2021
Good recruitment is vital for every organisation, especially when labour markets are tight – finding the right people for the right roles at the right time. It ensures that the workforce has the relevant skills and abilities for the organisation’s current and future needs. Effective resourcing is not just about filling an immediate vacancy but about having an impact on the long term success of the business, using workforce planning data to understand what skills are needed for organisational performance.
Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so that you can engage with the latest thinking. It is not provided to replace the study required as part of the learning or as formative assessment material
You have recently been appointed as a member of the people practice team of Healthcare on Hand, a rapidly growing home healthcare company. Founded in 2017, Healthcare on Hand provides healthcare to adults and children with complex needs in their own homes. From start-up, the owners took pride in being involved in all aspects of people management, including interviewing all new employees. Now the organisation has grown, they realise they cannot continue to be involved in all activities and want to formalise many people practices. To this end, a small people team will be responsible for all aspects of people management.
The People Manager asks you to prepare a briefing paper that will be used when they meet with line managers and introduce the services the new team will provide. The briefing paper should explain:
In addition, your manager is keen that standard letters of appointment and non-appointment are used going forward. Your manager has asked you to draft a copy of each of these letters.
Appointment to the newly formed people team is not yet complete and your manager is keen to involve you in the selection of a People Assistant and has asked you to work as part of a team to:
If working as a panel, it is essential that each member of the team actively takes part in devising the criteria, shortlisting, interviews and decision-making and that your contributions are clearly and uniquely identified through comments from your assessor on the Assessor Observation Feedback Form. A copy of CIPD STARR Model Interview Questions (Appendix C) has been included that can be used when developing interview questions.
As a healthcare organisation, the owners of Healthcare on Hand are keen to support wellbeing at work. They have some concerns about work-life balance as their employees start work early, work evenings and weekends, in addition to providing healthcare support during weekdays. The owners are keen to comply with relevant legislation and aim to provide their employees with work-life balance. The clients of Healthcare on Hand are diverse, and the owners feel the diversity of their workforce should also reflect their client population but think there might be more to diversity than this.
Now the organisation has grown and the owners cannot be involved in all day-to-days issues, line managers will take more responsibility for employment relations matters. Your manager asks you to produce a guidance document to provide the owners and managers at Healthcare on Hand with a fundamental understanding of employment legislation and organisational practices.
The guidance document must include:
Prepare a briefing paper, aimed at providing Healthcare on Hand’s management team with essential knowledge and understanding of performance management and reward. You need to ensure that you include an explanation of:
Employee development is important for both existing employees and new starters at Healthcare on Hand and falls under the remit of the People Team. To date, learning and development (L&D) has been limited to training courses that were necessary to ensure legal compliance. You have been asked to develop a fact sheet for managers to raise awareness of the benefits of L&D, different types of learning needs, L&D approaches, individual requirements and preferences and how L&D can be evaluated.
Your factsheet should:
You may find the following checklist helpful to make sure that you have included the required evidence to meet the task. This is not a mandatory requirement as long as it is clear in your submission where the assessment criteria have been met.
Task 1 – Briefing paper Assessment criteria
Explain each stage of the employee life cycle and the role of the people professional in it.
Explain different ways in which you can prepare information for specified roles.
Explain different recruitment methods and when it is appropriate to use them.
Explain factors to consider when deciding on content of copy used in recruitment methods.
Explain different selection methods and when it is appropriate to use them.
Explain the selection records that need to be retained.
Write letters of appointment and non- appointment for an identified role.
Task 2 – Simulated interview Assessment criteria
Develop selection criteria and shortlist candidate applications for interview for an identified role.
Participate effectively in a selection interview and the decision-making process for an identified role.
Task 3 – Guidance document Assessment criteria
Explain the importance of work-life balance within the employment relationship and how it can be influenced by legislation.
Explain the concept of wellbeing in the workplace and why it is important.
Summarise the main points of discrimination legislation.
Explain what diversity and inclusion mean and why they are important.
Explain the difference between fair and unfair dismissal.
Task 4 – Briefing paper Assessment criteria
Explain the purpose and components of performance management.
Explain factors that need to be considered when managing performance.
Explain different methods of performance review.
Explain the key components of an effective total reward system.
Explain the relationship between reward and performance.
Explain the reasons for treating employees fairly in relation to pay.
Task 5 – Fact sheet Assessment criteria
Explain why learning and development activities are of benefit to individuals and organisations.
Describe different types of learning needs and reasons why they arise for individuals and organisations.
Summarise different face-to-face and blended learning and development approaches including:
Explain how individual requirements and preferences must be accommodated in the design and delivery of learning and development.
Discuss how learning and development can be evaluated.
I can confirm that this assessment is all my own work and where I have used materials from other sources, they have been properly acknowledged.
*This should be the date on which you submit your assessment
Declaration by Assessor You have recently been appointed as a member of the people practice team of Healthcare on Hand, a rapidly growing home healthcare company.
I confirm that I am satisfied that to the best of my knowledge, the work produced is solely that of the learner.
Assessment Criteria marking descriptors.
Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC.
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions.
The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided
NONE of the assessment criteria have been failed or referred.
Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be used internally by the centre.
0 to 49
50 to 64
65 to 82
83 to 100
Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does not meet the assessment brief.
Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to support answers.
Required format adopted but some improvement required to the structure and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way.
Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC.
Includes confident use of examples, where required, to support each answer.
Presentation and structure of assignment is appropriate for the assessment brief.
Answers are clear and well expressed.
Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link and support the answer well.
Answers are applied to the case organisation or an alternative organisation.
Answers are clear, concise and well argued, directly respond to what has been asked.
The presentation of the assignment is well structured, coherent and focusses on the need of the questions.
Includes clear evidence of the use of references to wider reading to help inform answer.
Marking grid and feedback for learner
Unit 3CO04: Assessor Feedback to Learner
Please enter your centre number here
Please enter your centre name here
Learner number (1st 7 digits
of CIPD Membership number)
Please enter the learner number here. Must be 1st 7
digits of CIPD membership number
Please enter learner surname here
Learner other names
Please enter learner other names here e.g., first name
and middle name(s)
Please enter your Assessor feedback here
Please enter your Assessor feedback here for resubmission 1 (if applicable)
Please enter your Assessor feedback here for resubmission 2 (if applicable)
Explain different ways in which you can prepare information for
Explain different recruitment methods and when it is appropriate to
Explain factors to consider when deciding on content of copy used
in recruitment methods.
Explain different selection methods and when it is appropriate to
Please enter your Assessor feedback here You have recently been appointed as a member of the people practice team of Healthcare on Hand, a rapidly growing home healthcare company.
Write letters of appointment and non-appointment for an identified
Total marks for TASK 1
Enter total marks
Total marks for TASK 1 (resubmission 1 if applicable)
Total marks for TASK 1 (resubmission 2 if applicable)
Develop selection criteria and shortlist candidate applications for
interview for an identified role.
Participate effectively in a selection interview and the decision-
making process for an identified role.
Total marks for TASK 2
Total marks for TASK 2 (resubmission 1 if applicable)
Total marks for TASK 2 (resubmission 2 if applicable)
Enter total marks here
Explain the importance of work-life balance within the employment
relationship and how it can be influenced by legislation.
Explain the concept of wellbeing in the workplace and why it is
Explain what diversity and inclusion mean and why they are
Total marks for TASK 3
Total marks for TASK 3 (resubmission 1 if applicable)
Total marks for TASK 3 (resubmission 2 if applicable)
Explain the purpose and components of performance
Explain factors that need to be considered when managing
Total marks for TASK 4
Total marks for TASK 4 (resubmission 1 if applicable)
Total marks for TASK 4 (resubmission 2 if applicable)
Explain why learning and development activities are of benefit to
individuals and organisations.
Describe different types of learning needs and reasons why they
arise for individuals and organisations.
Explain how individual requirements and preferences must be accommodated in the design and delivery of learning and
Total marks for TASK 5
Total marks for TASK 5 (resubmission 1 if applicable)
Total marks for TASK 5 (resubmission 2 if applicable)
Total marks for UNIT
Enter total unit marks here
Total marks for UNIT (resubmission 1 if applicable)
Grade (resubmission 1
Total marks for UNIT (resubmission 2 if applicable)
Grade (resubmission 2
Assessor Feedback Summary
Please enter your summary and developmental points for the learner here. Please use a different font colour for any resubmission comments.
Please enter your Assessor signature here
Please enter date here
Appendix A – Job description
The following job description was produced by adapting the job description template produced by Acas (available at https://www.acas.org.uk/job-description-templates).
Main purpose of job
To provide a professional administrative support service to the People Team
Candidate Name: Job Title:
For example, relevant language qualification
For example, CIPD CPP
Interview – Y/N
0- Does not meet criteria 1- Partly meets
2- Fully meets
You have recently been appointed as a member of the people practice team of Healthcare on Hand, a rapidly growing home healthcare company.
This is a template that can be adapted as required. Examples should be removed from submission for assessment.
The model looks at:
Situation – what was the situation faced by the candidate?
Task – what specifically did the candidate need to do, what was their part?
Action – what did they actually do?
Result – what was the outcome, was it what they intended it to be?
Reflect – what was learned from the experience?
The model can be used in different ways:
Using one of the three open questions below, try to give examples of probing questions you could ask a candidate to get more information.
Below is an example of how you might turn one set of competencies into a short, structured interview (1-1.5 hour)
Ask for an example of a situation in which the candidate was required to demonstrate the competence under review.
Clarify what was the task that the candidate had to undertake in the specific situation identified.
Find out very specifically what the candidate did.
Find out the outcome or result and what happened.
Find out what the candidate learned from the experience and/or what they would do differently when in the same or similar situation again.
Below are some suggested questions for STARR
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