cipd level 3 assignment 1 examples

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Top Tips to Pass Your CIPD Assignments First Time 

August 20, 2024

Ready to ace your CIPD assignments? Discover key tips for success, including breaking down questions, using QuickScore for instant feedback, and mastering referencing. Learn practical strategies to boost your confidence and ensure you pass on the first attempt.

The skill of assignment writing is often overlooked, but it’s an essential part of your CIPD journey. Whether you’re just starting or looking to refine your approach, mastering this skill is crucial for success. CIPD assignments can be challenging, but you can confidently tackle them with the right strategies and tools. Here are some top tips to help you pass your CIPD assignments on the first attempt. 

Break Down the Question  

CIPD assignment questions often contain multiple parts, each with its own set of requirements. To ensure you address each aspect, start by breaking the question down into smaller chunks. Make sure you fully understand what is being asked before you begin writing. This will help you craft a comprehensive and focused response that meets all the criteria. A typical technique would be to start with taking notes first to further help plan out the potential structure of your assignment. 

Use QuickScore for Instant Feedback  

One of the most effective ways to improve your assignments is by getting feedback as you go. Avado has recently introduced QuickScore , an innovative AI tool that provides instant, real-time feedback on your assignments. QuickScore allows you to see if you’re on the right track before you submit your work, helping you identify areas for improvement and refine your responses. With QuickScore, you’ll have confidence that your answers align with the assessment criteria, making it easier to succeed. 

Utilise your teachers and CIPD learning community  

By engaging with your teachers for assignment feedback is going to help. It’s worth noting, while your teachers can provide valuable guidance, their support is bound by CIPD rules, meaning they cannot edit your entire assignment or correct every reference. Instead, they can offer targeted feedback, such as spot-checking a few references for accuracy, advising on consistency, and suggesting appropriate sources. To make the most of this feedback, ask specific questions, apply suggestions across your work, and familiarise yourself with CIPD guidelines.  

By leveraging this support effectively, you can ensure your references are accurate and consistent, bolstering the quality of your assignments and reflecting your academic abilities.  

It’s also worth noting not all CIPD providers have live classes and teachers. Pick a CIPD course provider such as Avado that has live classes, where you can also ask questions and engage with your teachers. The more you do, the more you will learn and retain the information.  

The community doesn’t just stop with your tutors, by enrolling in a CIPD course , you’ll be part of a cohort of learners. Get to know your fellow students, set up virtual coffee meetups as they likely will be going through the same as you. This will give you a boost in confidence. Co. Cohorts often set up WhatsApp support groups and CIPD course providers such as Avado also offer community platforms such as Avado Connect where you can engage with graduates or HR professionals to learn more and share experiences.  

Make It Easy for the Assessor  

Imagine you are the assessor, trying to mark numerous papers as quickly and efficiently as possible. Make their job easier by using the language from the question in your answers. This makes it clear that you’ve addressed each part of the question. Additionally, break your writing into paragraphs to avoid overwhelming the assessor with a solid block of text. A well-organised and written assignment is more likely to score higher marks. 

Reference Wisely  

References are key to demonstrating your understanding of the material and adding credibility to your arguments. Start by defining key terms in your answers, then integrate relevant models, theories, or real-life examples to support your points. This approach not only enriches your content but also provides a solid foundation for in-text citations. 

Include Real-Life Examples  

Incorporating real-life examples into your assignments not only makes them more relatable but also provides additional opportunities for referencing. The CIPD wants to see that you can apply HR concepts to practical situations, so don’t hesitate to draw connections between your coursework and actual workplace scenarios. 

Master In-Text Referencing and the Bibliography  

Proper referencing is non-negotiable in academic writing. Your in-text citations should be clear and consistent, such as (Smith, 2024), and every reference in your assignment should be included in your reference list. Ensure that your referencing is accurate and follows the Harvard system, which is standard for CIPD assignments. Don’t forget to include a bibliography for any sources you consulted but didn’t directly cite in your work. 

Use Diagrams to Save Words  

Word counts can be restrictive, so use diagrams to convey information efficiently. If a diagram can succinctly explain a concept or model, include it in your assignment and refer to it in your text. This approach can save you valuable words while still covering essential content. Just make sure you check your provider’s guidelines on using diagrams, as rules can vary. 

Ensure Your Conclusion Follows the Discussion  

Your conclusion should naturally flow from the points you’ve discussed. For example, if you’ve highlighted more cons than pros in a particular assessment criterion, your conclusion should reflect that balance. There’s often no definitive right or wrong answer—what matters is that your conclusion logically follows from your discussion. 

Balance Your Word Count  

To ensure you cover all the assessment criteria thoroughly, aim to distribute your word count evenly across the assignment. For instance, if you have 3,500 words to answer 10 questions, try to allocate around 350 words per question. Sticking to this guideline helps you avoid running out of words for later questions, ensuring a balanced and comprehensive submission. 

Refer to the Case Study  

If your assignment includes a case study, make sure to refer to it in every answer. Even a brief mention of the industry, company growth, or relevant factors can earn you easy marks. Draw reasonable assumptions based on the case study and link these insights to your answers to demonstrate a thorough understanding.

Passing your CIPD assignments on the first attempt is entirely achievable with the right approach and resources. By breaking down the questions, using tools like QuickScore for instant feedback, and following these tips, you’ll be well-prepared to tackle your assignments with confidence. Remember, the key to success lies in careful preparation, consistent practice, and making full use of the support and resources available to you. Good luck with your CIPD journey!

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5co01 Assignment Example

• June 20, 2024
• Posted by: Fletcher Samuel

This unit assignment examines how organisational structure interrelates with the broader realm of commercial activities. It emphasises the factors and trends, such as the digital landscape, that affect business strategy and workforce planning. The assignment acknowledges the significant role of culture, employee well-being, and behaviour in driving organisational change and enhancing performance.

Assessment Brief

Assessment of knowledge and understanding for this core unit will be conducted through written responses to the following questions.

AC 1.1 Evaluate the advantages and disadvantages of the organisation structure in your organisation (or an organisation with which you are familiar) and evaluate the advantages and disadvantages of one other organisation structure. Within the evaluation, you should include the reasons underpinning the structure

This question addresses two critical components:

• Evaluate the advantages and disadvantages of the organisational structure within your own organisation or one you are acquainted with. Include reasons why an organisation might opt for this particular structure.
• Repeat the evaluation process for a different type of organisational structure, again providing insights into why organisations might select this alternative structure.

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AC 1.2 Analyse connections between your organisation’s strategy (or an organisation with which you are familiar) and its products or services, and customers.

Examine the integration of strategy with products/services and customer relationships. Consider both vertical and horizontal integration strategies aimed at achieving organisational objectives. Explore the implications of strategic planning tools like SWOT and PESTLE analyses. Discuss the formulation of strategy and its connection to products/services and customer engagement.

AC 1.3 Analyse three external factors or trends currently impacting your organisation (or one with which you are familiar). The impact of these factors or trends could be positive, neutral or negative, some are short-lived whilst others are long-lasting. Identify organisational priorities arising from the factors or trends analysed

This question consists of two parts:

• Analyse at least three external factors or trends that affect your organisation or one you are familiar with. Describe each factor/trend and its specific impact on the organisation.
• Identify at least two organisational priorities that emerge as a result of these factors/trends

AC 1.4 When setting out its view on automation, AI and technology, the CIPD states, ‘ Automation, artificial intelligence (AI) and other workplace technologies are bringing major changes to work and employment .’ Assess the scale of technology within organisations and how it impacts work. 

This question is divided into two parts:

• Evaluate 2-3 different types of technology applicable in HR practices. Discuss the benefits and potential limitations of each technology.
• For each technology chosen, explain its impact on work, referencing insights from the CIPD report. Consider the specific functions within your organisation most affected by technology. Assess the scale of technological impact on your business or sector, and speculate on the implications for work, jobs, and employees

AC 2.1 Explain Edgar Schein’s model of organisational culture and explain one theory or model which examines human behaviour

This question comprises two parts:

• Explain Edgar Schein’s organisational culture model, applying it to your workplace to illustrate the explanation.
• Describe a theory or model useful for examining human behaviour. Apply this model to demonstrate how HR professionals might utilise it.

AC 2.2 Assess how people practices in your organisation (or one with which you are familiar) impact both on organisational culture and behaviour, drawing on examples to support your arguments

Include specific examples of people practices (at least two) in this section, considering a broad perspective that encompasses line manager communication styles, learning and development (L&D), and diversity and inclusion (D&I) culture.

Evaluate how these various people practices influence organisational culture, and elaborate on their specific impacts on culture and behaviour. Support your assessment with relevant examples.

AC 2.3 Peter Cheese, current CEO of CIPD asserts, ‘People professionals are a vital function in supporting businesses to adapt to rapidly changing circumstances’. Explain two different models or theories for managing change.

This question asks you to outline at least two theories or models used for managing organisational change. Provide concise explanations of both models. You may apply these models to illustrate how your organisation effectively manages change

AC 2.4 A variety of models have been developed to explain how change is experienced. Discuss One model that explains how change is experienced

In the previous unit, the focus was on models for managing change. In this unit, the discussion centres around a model that addresses how individuals cope with and perceive change. Include both the positive and negative impacts of organisational change on individuals to enrich your response.

AC 2.5 The CIPD’s Health and Wellbeing at work survey 2022 found, ‘ There is less management focus on health and wellbeing compared with the first year of the pandemic’, and goes on to remark that this is disappointing. Assess the importance of wellbeing at work and factors which impact wellbeing 

• Provide at least two reasons to justify the significance of workplace well-being.
• Discuss at least two factors that influence the well-being of individuals at work.

AC 3.1 The CIPD Profession Map states ‘ People practices are the processes and approaches that we use across the employee lifecycle’. Discuss the links between the employee lifecycle and different people practice roles

This question prompts you to explore the connections between different stages of the employee life cycle and the various HR roles that are engaged at each stage. Consider roles such as HR Business Partners (HRBP), Learning & Development (L&D), Rewards, and Organisational Development (OD), and identify their involvement across the employee life cycle.

AC 3.2 Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies.

This question builds upon the discussion in AC 3.1 by exploring how people practices integrate with the broader organisation beyond HR and contribute to achieving both organisational and people strategies. You may use a cross-functional example to illustrate how HR collaborates with other departments.

Explain how effective people practices contribute to organisational goals. Include an example demonstrating how these practices support both employees and the achievement of strategic objectives

AC 3.3 Discuss processes you have or could use, for consulting and engaging with internal customers of the people function to understand their needs.

This question focuses on how the HR function engages with internal customers to discern their needs.

Explain at least two methods HR can employ to consult and engage with internal stakeholders effectively to understand their requirements.

• 5co01 organisational performance and culture in practice

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What is cipd.

CIPD is the professional body for Human Resources and people development. It’s for people who looking to transition into Human resources or advance the career in HR.  CIPD professional body has over 150,000 members around the world. CIPD is a recognized professional certificate in different parts of the world. 

Having the title CIPD in your resume makes you very competitive in the job market.  The good thing about CIPD is that you can join even if you don’t have any experience in Human resource management.

7 Stages Where You Can Join the CIPD Program

• CIPD Student Member – Joining as a student member gives you access to materials that help you with your studies. 
• Foundation Member – This is when you start from the very bottom because you don’t have any experience, and you have never worked in Human resources. At this level, you are exposed to the foundation knowledge and skill you need to have to be an HR professional. 
• CIPD Associate Member – This is for people who are approaching mid-level HR professionals. This level is for people who already have foundation knowledge, and have worked in the lower level, for example, HR assistants, HR coordinators, and HR administrators. A CIPD associate member is ideal for someone who has had some entry-level experience for 2-3 years.
• CIPD Chartered Membership – This is a more seasoned HR profession. You need to have upwards of 5 years of experience working in HR. 
• CIPD Chartered Fellow – This is for professionals whose experience and skills are top-notch.
• Academic Member Great – This is for people teaching and lecturing in the area of human resources, and learning and development. This is a good level for people looking to start teaching Human resources.
• Affiliate Member – This is for members who do lots of research and study on Human Resources. 

CIPD ASSIGNMENT EXAMPLES

Cipd level 3 assignments examples.

• CIPD 3CO01 Business, culture, and cha nge in context
• CIPD 3CO02 Principles of analytics
• CIPD 3CO03 Core behaviors for people professionals
• CIPD 3CO04 Essentials of people practice

CIPD Level 5 Assignments Examples

• CIPD 5CO01 Organizational performance and culture in practice
• CIPD 5CO02 Evidence-based practice
• CIPD 5CO03 Professional behaviors and valuing people
• CIPD 5HR01 Employment relationship management
• CIPD 5HR02 Talent management and workforce planning
• CIPD 5HR03 The reward for performance and contribution
• CIPD 5LD01: Supporting Self-Directed and Social Learning
• CIPD 5LD02 Learning and Development Design  
• CIPD 5LD03 Facilitate personalized and performance-focused learning
• CIPD 5OS01 Specialist employment law
• CIPD 5OS02 advances in digital learning and development
• CIPD 5OSO3 Learning and Development Essentials
• CIPD 5OSO4 People management in an international context
• CIPD ‎5OS05 Diversity and inclusion
• CIPD 5OS06 Leadership and management development
• CIPD 5OS07 Well being at Work | CIPD Level 5 Assignment Help

CIPD Level 7 Assignments Examples

• CIPD 7CO01  Work and working lives in a changing business environment
• CIPD 7CO02 People management and development strategies for performance
• CIPD 7CO03 Personal effectiveness, ethics, and business acumen
• CIPD 7CO04 Business Research In People Practice
• CIPD 7HR01 Strategic employment relations
• CIPD 7HR02 Resourcing and talent management to sustain success
• CIPD 7HR03 Strategic reward management
• CIPD 7LD01 Organizational design and development
• CIPD 7OS01 Advanced employment law in practice
• CIPD 7LMD Leadership and Management Development
• CIPD 7OS03 Technology-enhanced learning
• CIPD 7OS04 Advanced diversity and inclusion
• CIPD 7OS05 Managing people in an international contex t
• CIPD 7OS06 Well Being at Work | CIPD Level 7 Examples

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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.  

Maternity Rights

Maternity 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.

Maternity Pay

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.

Paternity Rights

Paternity leave

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.

Adoption Rights

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].

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• How to Study Effectively for the CIPD Level 3 Certification

Enhance your HR career with a globally recognised CIPD qualification.

31 January 2024 - 4 min read

Congratulations, you’ve enrolled on the CIPD Level 3 Foundation Certificate in People Practice and you’re excited to get started with your studies.

Depending on how you’ve chosen to learn, whether this be face to face, with an online learning provider or through a blended approach, you’ll now be asking yourself, how you are going to study effectively for the CIPD Level 3 Certification.

As experts in professional flexible learning, we’re going to discuss our best tips to ensure you stay on track, from study planners to CIPD Memberships, online organisational apps to efficiently managing your time. Keep reading!

How to Study Effectively at CIPD Level 3

What is cipd level 3.

CIPD Level 3 Foundation Certificate in People Practice is aimed at those who are either new to the people profession or are working in a Human Resources or Learning and Development support role. The purpose of the qualification is to provide you with the basic level of skills and knowledge required to benefit an organisation at an operational level, as well as learning how to support positive change in the workplace.

You will study four modules which include:

• Business Culture and Change in Context
• Core Behaviours for People Professionals
• Principles of Analytics
• Essentials of People Practice

These modules have been created based on relevant industry research, the insights of thousands of professional people experts and real-life scenarios. Upon completion of the qualification, you will become a CIPD Foundation Member.

How can I study CIPD Level 3?

There are a few ways in which you can study a CIPD Level 3 Certification, these include:

• Face to Face: in either a college or University
• 100% Online: with an online learning provider, like us!
• Blended: both online and in person

The way in which you will effectively study for the CIPD Level 3 qualification will depend on the method of study you choose, e.g., face to face or 100% online. However, generally, we would recommend the following advice.

Tips for How to Study Effectively at Level 3

Manage your time.

The first thing we recommend that you do as a learner, is map out time that you can dedicate to your studies. This may seem obvious but breaking down your existing schedule and finding either one dedicated slot or a few different ones that you can focus on revision and assignments, will help create a new routine. Ultimately this is what you want, especially if you are a new learner.

On average, it takes our students between 7-9 months to complete their CIPD Level 3 Foundation Certificate in People Practice. This is a considerable amount of time, so it’s worth slightly alternating your current routine (if you can) to make room for your new study commitments.

We recommend:

• Looking at your daily tasks and identifying gaps in your day
• Prioritising what is an essential task and what can be done at a later stage
• Batch similar tasks together
• Tackle the hardest or longest tasks, first

Create a study plan

Once you’ve pinpointed the time(s) of day that you are going to study, invest in a study planner and calendar that you can personalise. This is something that you can create yourself, however, in the spirit of saving you time and stress, download our 2024 ICS Learn Printable Study Planner and Calendar by clicking the link below.

Create Your Own Printable Study Planner and Calendar 2024

If you do decide to opt for our study planner and calendar, you can edit and print the sections that best suit you. We’ve found the:

• assignment planner
• monthly planner
• weekly planner
• weekly overview PDF

to be specifically helpful, so if you think you would to, here’s how to use them.

Fill out your assignment planner

Before getting into the nitty gritty of studying, write a list of your assignments. This means you’ll have something to refer to when making your monthly and weekly planners, which we will speak more about soon.

When it comes to when each assignment is due, this is up to you and how quickly you work. We don’t provide deadlines, however, if this is something you think you would benefit from, you can speak to your tutor.

The CIPD Level 3 Foundation Certificate in People Practice requires you to write a total of four assignments, so we recommend printing out four assignment planners, which will allow you to plan accordingly.

The assignment planner includes a section for descriptions, details and a to-do list. This will help you map out each of your assignment, of which will be based on an individual question and will include learnings from the module it’s based on.

The four modules include:

• Business, Culture and Change in Context

Monthly and weekly planning

Once your assignment planners are filled out, you can then move onto your monthly planners. Now, as this is unique to everyone and with a support period of 12 months, it is up to you how many months in advance you plan out. We recommend planning the next 7-9 months as this is the average completion time of past students, however, it’s ultimately up to you.

Monthly planners allow you to set your own timeframes and have a guide in place to follow as you progress. Bear in mind that as you are planning months ahead, it’s okay for these plans to change, just as life does.

Following, your weekly planners can be more comprehensive, planning tasks for each individual day if you so wish. We also recommend using the weekly overview PDF to assist you if you need more structure. The weekly overview includes sections for:

• Important points
• CTA’s for next week

Your weekly overviews can be created at the beginning of each new week, as you’ll have more of an idea then of the work that’s to be completed. Your weekly planner will help shape these overviews. Once you have your weekly overviews completed and have pinned up your assignment planner on the wall, you’ll be able to get started on studying the module content.

Make sure you have a CIPD Membership

It’s worth noting at this point that before you submit any of your assignments, you will need to sign up as a CIPD Student Member . The cost is paid directly to CIPD themselves and student membership will provide you with:

• Professional content
• Study guides
• Tips for your assessments
• Access to the CIPD community

You will have been made aware of this throughout your enrolment process by one of our CIPD advisors, however, it’s up to you to action this – so don’t forget!

Utilise the available resources

As the CIPD Level 3 Foundation Certificate is self-paced we recommend utilising the many resources available to you, they’ll not only help you but make learning much more enjoyable.

Firstly, our Online Learning Guide for New Students is a great one-pager for anyone new to learning online and feeling a bit overwhelmed on where to start.

Following this, we recommend making use of the following:

Live online workshops and FAQ sessions

Your online tutor will run workshops that you can attend on a weekly basis and you’ll have an opportunity to ask questions and contact your tutor directly if you so wish. Your tutor will inform you as to when these sessions are, however, we recommend reaching out on your own accord and then making a note of these sessions on either your weekly planner or your calendar – this decreases the likelihood of you missing out, although they are recorded for the days that you do!

mystudyspace

Additionally, our virtual learning environment, my studyspace provides lots of resources to keep you informed and connected as the weeks and months go by, utilise them and continue to ask questions throughout the live online sessions.

Online study tools and apps

Outside of what we offer, there’s several different study apps and tools accessed that can be accessed through the internet, Google Play Store or Apple App store.

Depending on what kind of learner you are, these are some of our favourites:

• StudyBlue : with an option to upload study material and have flashcards created for you, StudyBlue is perfect for visual learners, as well as those who enjoy a quiz or two!
• EdApp : for those who better absorb information in small bursts, or simply have a limited amount of time to dedicate to studying, EdApp uses a microlearning approach and provides templates in which you can create your own mini lessons.
• Forest : in conjunction with the Pomodoro study technique, forest utilises gamification which allows learners to plant a tree at the beginning of their study session. The tree will continue to grow for as long as you concentrate.
• Notability : if you learn best through writing, notability allows your handwritten scribbles to be converted into both text and audio. There’s also an auto-back feature that ensures nothing gets lost.

Reach out to your employers, loved ones and friends

Finally, to effectively study for the CIPD Level 3 Foundation Certificate, it’s important to lean on those closest to you. It can be difficult and challenging gaining a new qualification, especially while working full-time or alongside any additional commitments.

Discuss your study plan with your employer and display it physically where your support system can see it. This means that everyone will be aware of plans, assignments and when you’ll studying, which will help them support you.

So, with all, or a combination of these things, you’ll be on the right track and receiving your CIPD qualification before you know it! We wish you the best of luck with your studies and happy learning!

Become CIPD qualified and gain your Level 3 Foundation Certificate in People Practice with ICS Learn today.

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CIPD Level 3 Assignments Examples Answer Sample for UK Students

Solved cipd level 3 assignments examples answers, cipd level 3des assignment example uk: designing learning and development activities, 3co04 essentials of people practice cipd level 3 assignment examples, uk, 3co03 core behaviours for people professionals cipd level 3 assignment example, uk, 3co02 principles of analytics cipd level 3 assignment examples, uk, 3co01 business, culture and change in context cipd level 3 assignment example, uk.

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3CO01 Assignment Example

• February 8, 2022
• Posted by: admin
• Category: CIPD Level 3

Assessment Questions

Your manager has asked you to prepare an information sheet about the organisation and its environment to support the onboarding of a new member of the People Team. To be effective in their role, the new team member needs an appreciation of the organisation’s activities, goals and how the external environment impacts these. As organisational culture and change are essential to achieving business goals and responding to the external environment, you decide to add points about these too.

An examination of three key external influences impacting or likely to impact the organisation’s activities. (AC 1.1)

Certainly, organisations are influenced by a range of external factors that can significantly affect their activities and operations. Here are three key external influences:

• Economic Factors
• Technological Advancements
• Regulatory and Legal Environment

A discussion of at least two of the organisation’s business goals and why organisations need to plan for how they will achieve these. (AC 1.2)

This comprehensive analysis examines three key external influences that impact, or are likely to impact, an organisation’s activities: economic factors, technological advancements, and the regulatory and legal environment.

A discussion of the organisation’s products and/or services and main customers. (AC 1.3)

Certainly, let’s engage in an in-depth discussion of the organisation’s products and/or services, as well as its primary customers. For this comprehensive analysis, we’ll consider a fictional company called “TechNet Solutions.”

A short review of information and communication technologies available to people professionals and how these can be, or are, used to improve working practices and collaboration. (AC 1.4)

Certainly, I can provide an extensive review of the information and communication technologies (ICT) available to HR professionals and how these technologies can enhance working practices and collaboration. Due to the word limit, this review will offer an overview of the key ICT tools and their applications.

A definition of what is meant by organisational culture and an explanation of why it is important to foster an appropriate and effective workplace culture. (AC 2.1)

A variety of information and communication technologies (ICT) are available to HR professionals, and these tools can significantly enhance working practices and collaboration. In this detailed discussion, we’ll provide examples of these technologies and their applications.

An explanation of how organisations are whole systems, within which aspects such as structure, systems and culture are all interrelated, and how people professionals’ work and actions could impact elsewhere in the organisation. (AC 2.2)

Organisations can be seen as holistic systems where various components, including structure, systems, and culture, are intricately interconnected. These elements collectively shape the organisation’s identity, functioning, and ability to achieve its objectives. The actions and decisions of HR practitioners and other professionals can have significant, far-reaching impacts that extend beyond their immediate areas of responsibility. Understanding this interconnectedness requires exploring how these organisational aspects are interrelated and how the work of people professionals can influence different areas within the organisation.

An explanation of why it is important that organisational change is planned and effectively managed. (AC 3.1)

Organisational change is a complex process that involves significant alterations to an organisation’s structure, systems, culture, or strategies. This can include initiatives such as mergers and acquisitions, restructuring, process optimization, technology implementation, and cultural transformation. Regardless of the nature of the change, it is crucial that organisational change is carefully planned and effectively managed. In this comprehensive discussion, we will examine why this is of utmost importance and how it can impact an organisation’s success, employee morale, and overall sustainability.

An explanation of the importance and role that can be played by people professionals within change. You might consider roles such as gatekeeper, champion, facilitator, critical friend or record-keeper. (AC 3.2)

“People professionals within change” refers to individuals or teams within an organisation who are responsible for managing various aspects of organisational change. These professionals, often associated with human resources (HR) and other people-related functions, play a crucial role in facilitating and supporting the planning, implementation, and management of changes within the organisation, particularly those affecting employees and the workforce.

Their primary responsibility is to ensure that employees are effectively prepared for and guided through the change process, which can include initiatives such as mergers and acquisitions, restructuring, process optimization, cultural transformations, technology implementations, and more.

A discussion of how organisational change can impact people in different ways, such as changing their role status or financial situation. (AC 3.3)

“Change management professionals” refers to individuals or teams within an organisation tasked with overseeing various aspects of organisational change. Typically aligned with human resources (HR) and other departments focused on people-related affairs, these professionals play a pivotal role in facilitating and managing changes within the organisation, especially those affecting employees and the workforce.

Their key responsibility lies in guiding and supporting employees through the change process, ensuring effective preparation and implementation. This can involve a diverse array of initiatives, including mergers and acquisitions, restructuring, process optimization, cultural transformations, technology implementations, and beyond.

5CO01: Organisational Performance and Culture in Practice

• AC 1.1 Advantages and Disadvantages of Two Types of Organisation Structures
• AC 1.2 Connections Between Organisational Strategy, Products, Services and Customers
• AC 1.3 External Factors and Trends and their Influence on Organisational Priorities
• AC 1.4: The Scale of Technology within Organisations and its Impact on Work
• AC 2.1 Theory/Model of Organisational Culture and Theory/Model of Human Behaviour
• AC 2.3 Different Approaches to Managing Change
• AC 2.4 Models for how Change is Experienced
• AC 2.5 Importance of Wellbeing and Factors that Impact Wellbeing
• AC 3.1 Links between Employee Lifecycle and Different People Practice Roles
• AC 3.2 Connection of People Practice and With Other Areas of an Organisation
• AC 3.3 Processes for Consulting and Engaging with Internal Customers to Understand their Needs

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