Business Question

Greetings dear,

Please be informed that for the second time the institute asked me for 2dh resubmission and this will be the last chance for me to pas the course. The deadline is after 20 hours from now. Please find below the instructor comment and find attached the last version of the template with the full feedback for each question. Appreciate your support Assessment ID/CIPD_5CO02_23_01
Evidence-based practice
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LEARNER INSTRUCTIONS
The assessment has been developed to enable you to evidence achievement of the learning outcomes and assessment criteria for
5CO02 Evidence-based practice.
Each of the learning outcomes (LO) and assessment criteria (AC) for the assessment must gain a pass outcome for you to
successfully achieve the unit.
Preparation for the assessment
Before you begin the assessment, please access and complete the topic essentials videos, activities, and the assessment
guide video available via your virtual learning environment (VLE).
Completing the assessment
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The assessment contains a task/question which is clearly referenced to the relevant assessment criteria.
Refer to the generic grade descriptor grid at the end of the assessment which outlines the requirements.
Evidence must be provided in the main body of the assessment document. If appendices are included, these will not be
marked or moderated; however, they may be reviewed by your assessor.
The assessment must be completed in a professional manner (eg applying business conventions for writing formal reports)
and by using Microsoft Word.
The assessment must be saved as a Word document (.doc or .docx) and not in a PDF format, unless another format is
requested within the brief, eg PowerPoint.
An appropriate referencing system (Harvard referencing is recommended) must be used to ensure the original source(s) of
quotations or models can be verified.
You must sign the Learner Authenticity statement (a photo or scan of your signature is acceptable).
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LEARNER
INFORMATION
Please write clearly in block capitals.
Centre name and
number
MOL – 531
Learner CIPD
membership number
86959357
Learner surname
Turki Kuzaym
Learner other names
Turki Kuzaym
Unit code and title
5CO02 Evidence-based practice
Assessment ID
CIPD_5CO02_23_01
Assessment start
date
To be completed by the centre
Assessment
submission date
To be completed by the centre
First Assessment resubmission date for
centre marking (if
applicable)
To be completed by the centre
Second Assessment
re-submission date
To be completed by the centre
for centre marking (if
applicable)
Declared word count
Section 1, 2,820words
Section 2 851 words
Assessor name
Joan Itegboje
Assessor signature
jitegboje
IQA name (if
applicable)
IQA signature (if
applicable)
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DECLARATION OF AUTHENTIFICATION
Declaration by the learner (this box must be signed—not typed—or your assessment will not be accepted)
Learner name
Turki Kuzaym
Learner statement
of authenticity
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.
Standardisation
I am aware my assessment maybe chosen for standardisation purposes on the
understanding that the content will be anonymised.
Signed
Date
June 18, 2024
Declaration by the centre
Centre statement of
authenticity
On behalf of the centre, I confirm that the above mentioned learner is registered at
the centre on a CIPD programme of study.
I confirm that
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•
Name
Janet Brown
Signed
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the learner’s work was conducted under the conditions laid out by the
assessment brief
I am satisfied that, to the best of my knowledge, the work produced is
solely that of the learner
Role
Date
GUIDELINE WORD COUNT AND EXPECTATIONS
Quality Manager
Your word count allowance is specified against each task. There is a +/-10% allowance on this word count and you must not
exceed this. If you exceed the word count your work will be returned to you. The bibliography or list of references is not included in
the total word count.
You must demonstrate within the submitted evidence (through headings and sub-headings) which learning outcomes and
assessment criteria have been cited. CIPD will be unable to moderate your work if this is not included.
Expectations are set out in the marking descriptor grid which you will find at the end of this document. You must pass all learning
outcomes to successfully achieve this unit.
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EVIDENCE-BASED PRACTICE
This unit assignment addresses the significance of capturing robust quantitative and qualitative evidence to inform meaningful
insight to influence critical thinking. It focuses on analysing evidence through an ethical lens to improve decision-making and how
measuring the impact of people practice is essential in creating value.
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SCENARIO
Your manager has just returned from the monthly Senior Management meeting where all departmental heads have been asked to
present a report that showcases how they contribute to business performance. As someone who has experience in evidence-based
practice and data analytics, she has asked if you would produce a report for Senior Management that informs what evidence-based
practice is and its relevance to people professionals. She would also like you to include practical examples of the types of data
analysis that people practitioners use to gain insight on people practices.
In readiness for this you are required to complete a report comprising two sections.
SECTION ONE – REPORT
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For section one, you are to produce a report that provides the Senior Management team with knowledge and understanding of what
evidence-based practice is and the approaches that can be taken for effective critical thinking and decision-making that ensures
integrity and value is upheld.
You must ensure that you:
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Evaluate the concept of evidence-based practice and assess how approaches to evidence-based practice can be used to
provide insight that supports sound decision-making across a range of people practices and organisational issues. (AC 1.1)
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Evaluate one appropriate analysis tool and one appropriate analysis method that might be applied by organisations to
recognise and diagnose issues, challenges, and opportunities. (AC 1.2)
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Explain the main principles of critical thinking and describe how these might apply to your own and others’ ideas to assist
objective and rational debate. (AC 1.3)
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Explain three decision-making processes that can be applied to ensure that effective outcomes are achieved. (AC 1.4)
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Assess three different ethical perspectives and explain how understanding of these can be used to inform and influence
moral decision-making. (AC 1.5)
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Appraise two different ways organisations measure financial and non-financial performance, providing one example of each.
(AC 3.1)
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Explain how people practices add value in an organisation and identify two methods that might be used to measure the
impact of people practices (AC 3.2)
You should relate to academic concepts, theories and professional practice throughout your report to ensure that your work is
critical and informed by using key academic texts, articles and relevant publications. All cited references used should be correctly
acknowledged and presented in full in a bibliography at the end of your report.
Your evidence must consist of
•
a report (2,900 words +/-10%)
INSERT YOUR ANSWER IN THE SPACE PROVIDED BELOW.
(Please provide your word count at the end of your work for this task.)
Report on Evidence-Based Practice
Section 1
AC 1.1 The Concept of Evidence-Based Practice Concept
Evidence-based practice (EBP) is a concept that involves using critically appraised data, information, or facts from multiple
sources to make high-quality decisions and select effective practices for business operations (CIPD, 2023). The concept helps the
management of organizations to make decisions through explicit, informed, and conscientious use of the best available evidence from
various sources to improve outcomes of business functions like people management. The evidence or data used in evidence-based
practice may come from experienced professionals, scientific research, the organization’s internal data, expert judgment, or relevant
stakeholders.
Approaches to evidence-based practice can be used to provide insights that support sound decision-making in an organization
by collecting, analyzing, and interpreting data, information, evidence, and facts that support assumptions, hypotheses, and claims. EBP
approaches optimize people management decisions by enabling professionals to understand what works in bringing better
organizational outcomes (Almashyakhi, (2022). Approaches to EBP provide decision-makers in an organization with reliable and
trustworthy information to help them make better decisions. They support sound decision-making by helping organizational decisionmakers rely less on short-term fads, outdated insights, and natural bias.
Also, EBP approaches provide insights to support sound decision-making by creating a strong body of knowledge that
decision-makers can use to make prudent decisions (Almashyakhi, (2022). For instance, people professionals can use the body of
knowledge provided by EBP approaches to create an optimal selection criterion to ensure human resource management’s recruitment
and selection process identifies the most qualified candidate for available job positions. People professionals can also use EBP
approaches to design or formulate effective performance appraisal techniques based on available evidence from human resource
experts.
AC 1.2 Analysis Tool and Method
SWOT Analysis
A SWOT Analysis is a tool that organizations can use to assess their internal and external environments to identify strengths,
weaknesses, opportunities, and threats (Teoli et al., 2019). It is a simple yet powerful tool that companies can utilize to gather and
analyze information that can inform their business planning and decision-making processes. Strengths and opportunities are good for
an organization, while weaknesses and threats are bad. Firms can use the SWOT analysis tool to diagnose and evaluate challenges,
issues, and opportunities in the internal and external business environments that may affect their strategic planning processes in human
resource management and other business operations.
The SWOT analysis is a commonly used tool by organizations, especially at the start of the strategic planning process, because
it increases awareness of the factors that influence decision-making and strategy formulation processes. Small and large organizations
can use SWOT analysis to uncover opportunities for success and threats that may affect their going concern. The tool unveils
opportunities by identifying market gaps in which an organization has a competitive advantage. Opportunities are external to an
organization and involve new technologies, favorable market trends, tax cuts, economic growth, low interest rates, innovations for
business operations, acquisition opportunities, and favorable government regulations (Teoli et al., 2019). Threats prevail in the
external business environment and pose challenges to an organization. Organizations can use SWOT analysis to identify threats that
may affect their business operations, like aggressive competition, unfavorable government regulations, economic downturns, and
changes in consumer behavior.
Strengths are internal to an organization and consist of better management practices, product diversification, employee
innovativeness, good business systems, a strong brand name, a strong financial base, and a skilled workforce. Weaknesses are internal
to a business and involve overreliance on a single supplier, outdated business systems, ineffective human resource management
practices, and consistent cost overruns (Teoli et al., 2019). Organizations can use strengths and opportunities identified by the SWOT
analysis tool for business growth. Similarly, organizations can formulate strategies to deal with weaknesses and threats based on
insights provided by the tool.
Scenario Planning
Scenario planning is an analysis method that firms can use to diagnose and recognize opportunities, issues, and challenges. It
involves trend analysis, analysis of past events, and qualitative data analysis to identify possible future events that may affect an
organization’s long-term plans. By analyzing market trends, scenario planning can help organizations diagnose and recognize possible
opportunities and challenges provided and posed by the market. Scenario planning is a powerful analysis method as it helps
organizations make prudent decisions, prepare for the future, and think ahead by considering alternative outcomes. The method helps
companies identify opportunities for improving product quality, cutting production costs, enhancing profitability, and optimizing
resource allocation.
Organizations can use scenario planning to analyze key drivers that affect their future business operations, such as economic
trends, political developments, and technological changes. There are many scenario planning types that organizations can use to
analyze key drivers like interactive, operational, probability, and quantitative scenarios. An organization can use quantitative scenarios
to conduct a cost-benefit analysis on an opportunity to assess its best and worst financial case to evaluate its viability.
AC 1.3 Principles of Critical Thinking
Critical thinking refers to thinking well and reflecting objectively on an argument, idea, or opinion. It helps people make better
decisions, solve complex problems, clarify confusion, and answer technical questions. The main principles of critical thinking involve:
Rationality
Rationality involves logical reasoning and making decisions based on sound arguments and evidence. The principle requires careful
evaluation of the evidence used to support an idea, argument, or opinion by considering its reliability and validity (CIPD, 2022).
Looking at the reliability and validity of the evidence supporting an argument may assist rational and objective debate.
Gather information from multiple sources.
A universal truth to remember when attempting to uncover an accurate understanding of a topic is that everyone has an angel of
understanding. Therefore, the best way to get a clear and accurate understanding of any topic is to collect information from a broad
pool of resources (CIPD, 2022). Besides, different sources of information provide different ideas or opinions regarding a topic. A
critical thinker may find a source framing a piece of information as a fact and another questioning its validity. Cross-referencing
various sources may enable a critical thinker to evaluate the credibility of evidence from every angle and build a strong understanding
of the topic in question.
Address Biases
Critical thinking requires the critical thinker to address cognitive biases to reduce their effect on judgement. Besides, cognitive biases
distort or warp one’s view regarding a piece of information, affecting the ability to form objective judgments regarding an opinion,
argument, or idea (CIPD, 2022). Cognitive biases bring the aspect of subjectivity in critical thinking by circumventing a balanced
thought process. Therefore, it is imperative to actively look for bias signs in one’s thought processes and address them to avoid biased
judgement and assist rational and objective debate.
Scepticism or Interrogate Information
The scepticism principle of critical thinking requires a critical thinker to be open-minded and to consider the opinions, ideas, and
arguments of others while also questioning their validity and authenticity (CIPD, 2022). In interrogating information, a critical thinker
should start with the position of the person providing an idea and dive into it by asking for evidence to support the opinion to assess its
credibility. The critical thinker should look for inherent biases unaccounted for, the assumptions made, and the credibility of the
evidence provided.
Fairness
The fairness principle involves respecting the available perspectives and other people’s opinions. Rational and objective debates
require the parties involved to consider the perspectives of different groups in making decisions and be open to changing opinions
based on new evidence (CIPD, 2022). Treating others’ opinions in a debate fairly could go a long way toward ensuring rational and
objective debates and thought processes.
AC 1.4 Decision-Making Processes for Effective Outcome
Rational Decision-Making
Rational decision-making involves selecting the best course of action based on the logical and careful evaluation of each potential
option’s benefits, costs, and risks. It involves assessing the advantages and disadvantages of the available choices and utilizing logical
reasoning to decide based on the available evidence, data, information, or facts. It is a structured approach to decision-making that
involves defining the problem, collecting information, analyzing available solutions, and making a decision supported by the best
available evidence. In rational decision-making, decision-makers should address emotional factors, cognitive biases, and external
constraints on rational choice, like resource and time limits, to achieve the desired outcome.
Collaborative or Participative Decision Making
Involving different stakeholders in decision-making could help achieve the desired outcomes or decisions. Stakeholders include
customers, suppliers, employees, shareholders, business partners, and government representatives. Including stakeholders in decisionmaking could achieve the required outcomes because it helps consider all perspectives. Also, including different stakeholders in
decision-making ensures the final decision considers the values and needs of all stakeholders affected. For instance, involving all
employees in developing an employee appraisal system could help achieve the desired outcome of designing an effective employee
appraisal system.
Consultative Decision-Making
The consultative decision-making process occurs when a decision-maker asks for the opinion, ideas, information, and perceptions of a
selected few in an organization or a team regarding a decision but ultimately reserves the decision for themselves. In other words,
consultative decision-making involves seeking experts’ and professionals’ input or advice to make a decision. This decision-making
process ensures the best available data, information, or evidence-informed decisions. An organization’s executives may seek a
financial analyst’s advice before acquiring a foreign firm to pursue a global expansion strategic objective. Similarly, human resource
professionals in the human management department may consult the chief financial to make hiring decisions based on available
financial resources.
AC 1.5 Ethical Perspectives
Utilitarianism
Utilitarianism is an ethical perspective that holds that an action is ethical only if it brings the greatest good for the greatest
number of people. In other words, the best action maximizes people’s overall well-being or happiness. Utilitarianism is the most
commonly used ethical approach in business because of the cost-benefit analysis involved in accounting for costs and revenues (Dathe
et al., 2022). The framework is also used in military operations to justify war efforts. Despite being common in the business
environment, utilitarianism has weaknesses. The first weakness associated with utilitarianism is that a business cannot predict the
consequence of an action or decision with certainty. The second weakness is that it does not account for values such as individual
rights and justice in making decisions.
Utilitarianism can influence and inform moral decision-making in an organization, especially when faced with conflicting or
complex situations involving various stakeholders, uncertainties, and trade-offs. The theory can help businesses make moral decisions
by weighing the pros and cons of alternatives, evaluating the consequences of actions, and selecting the option with the maximum net
benefit to the greatest number of stakeholders (Dathe et al., 2022). For instance, a business can use utilitarianism to make informed
ethical decisions when it is faced with satisfying several employees and customers. In such a case, the business can decide to satisfy
customers’ needs at the expense of the few employees because the decision benefits the greatest number of people.
Also, utilitarianism informs moral decision-making by promoting a culture of transparency, collaboration, and accountability
as business tries to align its goals, objectives, and values with those of employees, customers, suppliers, partners, and the public
(Dathe et al., 2022). The framework helps businesses better associate with stakeholders by aiding in consistent and rational decisionmaking based on evidence and facts.
Deontology
This ethical perspective uses rules to distinguish right action from wrong. The founder of deontology, Immanuel Kant,
believed that ethical actions follow universal moral rules and laws like “don’t cheat, lie, or steal.” The perspective is simple for
businesses to apply because it requires them to follow business rules or laws and do their duty. Deontology requires organizations to
pay taxes, support inclusive workplaces, pay employees well, and protect the interests of customers, suppliers, partners, the public,
and other stakeholders.
The framework helps businesses avoid uncertainty and subjectivity because they must only follow the set rules when making
decisions. The perspective has a weakness in that following rules rigidly can produce outcomes that may be unacceptable to some
individuals. Understanding deontology can influence and inform moral decision-making by following rules and laws to make
decisions (Dathe et al., 2022). For instance, consider an organization experiencing financial challenges and cost overruns related to
direct labor. The organization can make ethical laydown decisions by following laws governing employee laydowns. Although laying
down the targeted employees would be at the expense of their job security, following lay down laws would produce ethical decisions.
Consequentialism
Consequentialism’s ethical perspective judges whether or not an action is right by considering its consequences. Also, an action
that produces better than the other is more right. The framework holds that a person or an organization should choose an action that
maximizes good consequences when faced with a dilemma (Dathe et al., 2022). For instance, most tax authorities would agree that
exploiting tax laws to avoid paying taxes is wrong, but if avoiding paying taxes will help save a business from collapsing,
consequentialism holds that it is the right thing to do.
An example of consequentialism is hedonism, which argues that an action is good if its consequence avoids pain or produces
pleasure. The framework has a weakness in that it is difficult and even impossible to predict the consequences of an action before it
happens. Besides, no one can forecast the future with certainty. Also, consequentialism can result in actions or decisions that are
objectionable despite their consequences being arguably good.
AC 3.1 Measuring Financial and Non-financial Performance
Measuring Financial Performance
Financial Ratios
Financial ratios are financial metrics used to analyze an organization’s financial statements to gain insights regarding its
financial performance. These financial metrics use formulas to analyze balance sheets, cash flow, and income statements. The
commonly used financial ratios include current, profit margin, working capital, return on equity, debt, debt-equity, return on assets,
dividend per share, and net income ratios. Organizations use these financial ratios to measure liquidity, efficiency, leverage, and
profitability. The current ratio measures an organization’s liquidity by dividing current assets by short-term liabilities. The debt-equity
ratio measures how a company finances its long-term operations and investment through equity, debt, or a combination.
Horizontal and Vertical Analysis
Organizations analyze financial statements vertically and horizontally to identify growth trends and patterns in revenue, cash
flow, and costs. Horizontal analysis refers to a technique companies use to analyze their financial statements from one year to another.
It helps spot trends and growth patterns of revenues and costs from one financial year to another. On the other hand, vertical analysis
helps organizations analyze proportional relationships of items of financial statements within a financial year. The main difference
between vertical and horizontal analysis is that horizontal analysis analyses revenue and cost trends over several financial years, while
vertical analysis compares line items of financial statements in a single financial year.
Measuring Non-Financial Performance
Balanced scorecard (BSC)
A balanced scorecard is a strategic framework that businesses use to connect their visions with targets, goals, objectives, measures,
and objectives. The tool measures an organization’s financial and non-financial performance (Omran et al., 2021). BSC uses
performance four performance measures, including customer, financial, internal operations, and organizational learning and growth, to
measure performance. Evaluating performance in satisfying customers, implementing internal operations, and the process of
organizational growth and learning help measure the non-financial performance of an organization.
Key performance indicators (KPIs)
KPIs refer to critical quantifiable indicators that businesses use to measure progress towards achieving intended outcomes.
They help organizations set goals, monitor progress toward achieving them, and identify areas for improvement. Key performance
indicators measure non-financial performance metrics like employee satisfaction, retention rate, customer satisfaction, sustainable
growth, and quality control (Omran et al., 2021). KPIs that measure non-financial metrics of an organization can be categorized into
operational, customer, and marketing. Key performance indicators measure both financial and non-financial performance.
Measuring Financial Performance
Gross and net profit
Gross and net revenue are key financial measures as they show the profitability of an organization. Gross profit is determined
by subtracting the cost of sales from net sales revenue. Net profit is calculated by subtracting expenses from gross revenue. Expenses
include costs related to an organization’s revenue-generating activities, including transportation, interest, salaries, and administrative
costs.
Balanced scorecard
A balanced scorecard (BSC) is a strategic framework businesses use to connect their visions with targets, goals, objectives,
measures, and objectives. The tool measures an organization’s financial performance using four performance measures: customer,
financial, internal operations, and organizational learning and growth (Omran et al., 2021). Financial analysis in BSC includes
measures like budgeted sales, operating income, return on investment, and profitability. Return on investment is a financial metric that
an organization uses to measure investment return relative to costs by dividing net income by investment cost.
Measuring Non-Financial Performance
Customer satisfaction
Customer satisfaction measures the value organizations add to clients. Organizations create customer value by satisfying their
needs, tastes, preferences, and overall experience. Customer satisfaction is a non-financial measure because it cannot be quantified in
monetary terms. Satisfied customers keep returning to an organization and refer others to the organization. Organizations can attract
more customers and retain the existing ones by offering quality products and unique customer service.
Stakeholder feedback
Stakeholders in a company include shareholders, employees, partners, suppliers, customers, lenders, government, and the
public. Stakeholder feedback offers invaluable benefits like enhanced trust, improved decision-making, and better alignment with
stakeholder needs. For instance, feedback from suppliers regarding possible supply chain disruption helps an organization improve
inventory management by keeping enough safety stock for demand fluctuation.
AC 3.2 People Practices and Methods for Measuring the Impact of People Practices
People practices refer to organizations’ approaches and processes across the employee lifecycle. Examples of people practices
include developing policies, creating talent pools, analyzing people data, recruiting human resources, managing employee grievances,
and learning how to analyze people’s needs (Okunev, 2022). Some people’s practices, including learning and development and
resourcing, require the knowledge of people specialists or professionals, while others are fundamental to all people practitioners.
People practices add value to an organization by attracting, recruiting, and retaining top talent that brings innovativeness.
People practices create competitive benefit and compensation packages, strong employer brand equity, and supportive workplaces that
attract and retain qualified employees. Top talent adds value to an organization by making their expertise, skills, and knowledge
available for the organization to use.
Also, people practices add value to an organization by creating a conducive environment for employees to thrive. A conducive
work environment ensures employees are included in aspects that affect them and feel valued. Employees in such a work environment
are motivated to perform at their best. People practice also adds value to an organization by creating a sense of teamwork among team
members (Okunev, 2022). People practices connect employees to their colleagues and the organization’s vision, making them work
together for success.
Feedback surveys/interviews
Interviews and surveys are among the most effective methods of collecting feedback to measure the impact of people’s
practices on organization members. Organizations can use interviews and surveys to ask employees to provide feedback about their
motivation, satisfaction, suggestions, challenges, grievances, and achievements.
Focus groups
A focus group is a research technique that researchers use to gather data through group interactions. Organizations can use
focus groups to collect in-depth employee feedback about the performance of people management practices in place. Organizations
can use focus groups in conjunction with 360-degree feedback to identify the strengths of people, practices in place, and areas for
improvement.
word count
2,946 words
2820
Words
SECTION TWO – QUANTITATIVE AND QUALITATIVE ANALYSIS REVIEW
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For section two, you are to provide a quantitative and qualitative analysis review using the two sets of data provided.
Firstly, review the Equality, Diversity, Inclusion and Salary data that is presented in Table 1 and provide analysis of it to show the
a)
b)
c)
d)
e)
percentage of each gender by type
ethnicity as a percentage per team
disability percentage as an organisational whole and by teams
salary difference across genders
overall average salary paid by the organisation
Present your findings using appropriate diagrammatical forms and make justifiable recommendations based on your evaluations.
Table 1 – Equality, Diversity and Inclusion Salary Data
(Please double-click on the icon to open the table.)
Table 1
General employee
data.xlsx
Secondly, Table 2 gives the rating feedback scores for a sample of 300 employees taken from a recent survey on hybrid working
practices. Provide scrutiny of the applied scores, present written commentary on any themes or patterns that might be occurring,
and present recommendations based on your findings.
Table 2 – Feedback Scores from a Recent Employee Survey on Hybrid Working Practices
(Please double-click on the icon to open the table.)
Table 2
Feedback scores
from a recent employee survey on hybrid working practices.xlsx
Completion of the above two activities will address the following ACs.
▪
With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods (AC 2.1)
▪
Present key findings for stakeholders from people practice activities and initiatives (AC 2.2)
▪
Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions
(AC 2.3)
Your evidence must consist of
•
quantitative and qualitative analysis review (1,000 words +/-10%)
INSERT YOUR ANSWER IN THE SPACE PROVIDED BELOW.
(Please provide your word count at the end of your work for this task.)
Table 1 a)
Row Labels
Count of Gender
Female
45.38%
Male
53.85%
Non-binary
0.77%
Grand Total
100.00%
Gender Percentages
53.85%
45.38%
Total
0.77%
Female
Male
Non-binary
The bar chart shows gender distribution in the organization, with 53.85% male, 45.38% female, and 0.77% non-binary.
Table 1 b)
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0%
0.3
8%
0.0
0%
0.00
%
0.77
%
0.00 0.00 0.0
%
%
0%
0.00
%
0.0 0.0
0% 0%
0.0
0%
0.00
%
0.0
0%
0.3
8%
0.00
%
0.00
%
0.0
0%
1.1
5%
Whit 0.0
e and 0%
Blac
k
Carib
bean
0.38
%
0.00
%
0.00 0.00 0.0
%
%
0%
0.00
%
0.0 0.3
0% 8%
0.0 0.
0% 00
%
0.0 0.
0% 00
%
0.0
0%
0.00
%
0.0
0%
0.0
0%
0.00
%
0.38
%
0.0
0%
1.1
5%
Asia
nBang
lades
h
Blac
kOthe
r
Chin
ese
ace
s
Whit
e
Britis
h
Whit
e
Irish
Whit
e
Othe
r
Gran
d
Total
2.6
9%
1.54
%
4.62
%
1.54 0.77 3.0
%
%
8%
0.77
%
4.2 6.1
3% 5%
6.5 3.
4% 08
%
3.8
5%
1.54
%
3.8
5%
37.
69
%
1.92
%
3.85
%
3.4
6%
91.
15
%
0.3
8%
0.00
%
0.00
%
0.00 0.00 0.0
%
%
0%
0.00
%
0.0 0.0
0% 0%
0.0
0%
0.00
%
0.0
0%
0.0
0%
0.00
%
0.00
%
0.0
0%
0.7
7%
0.3
8%
0.00
%
0.00
%
0.00 0.00 0.0
%
%
0%
0.00
%
0.3 0.0
8% 0%
0.3 0.
8% 00
%
0.3 0.
8% 00
%
0.0
0%
0.00
%
0.0
0%
0.0
0%
0.00
%
0.00
%
0.7
7%
1.9
2%
3.4
6%
2.69
%
5.77
%
1.92 0.77 3.8
%
%
5%
1.15
%
4.6 6.9
2% 2%
7.3 3.
1% 46
%
3.8
5%
1.54
%
4.2
3%
38.
08
%
1.92
%
4.23
%
4.2
3%
100
.00
%
1.2
1
100%
100%
92%
0.8
80%
78%
80%
89%
89%
100%
99%
91%
89%
100%
91%
82%
80%
67%
0.6
57%
0.4
33%
0.2
20%
14%
14%
14%
11%
11%
7%13%
18%
10%
10%
8%
6% 6%
5%
5%
11%
9%
1%
9%
0
Asian – Bangladesh
Black – Other
Chinese
Indian
Mixed – Other
Pakistani
White and Black Caribbean
White British
White Irish
White Other
The clustered column graphs show team formation in the organization based on ethnicity. White British employees dominate the
organization, with Asian-Bangladesh and Mixed-other being the least. Generally, the organization supports diversity and inclusivity.
Table 1 c)
Cou
nt
of
Tea
m
Ro
w
Lab
els
Column Labels
Busi
ness
Serv
ices
Community
Engagement
and
Partnerships
Cust
omer
Servi
ces
Di
rec
tor
s
Fi
na
nc
e
Go
ver
nan
ce
Gre
en
Spa
ces
H
ou
sin
g
Dis
able
d
0.00
%
0.38%
1.15
%
0.0 0.0 0.
0
0
77
% % %
0.0
0%
0.3
8%
0.
77
%
Not
disa
bled
3.46
%
2.31%
4.62
%
1.9 0.7 3.
2
7
08
% % %
1.1
5%
4.2
3%
6.
15
%
6.9
2%
Gra
nd
Tot
al
3.46
%
2.69%
5.77
%
1.9 0.7 3.
2
7
85
% % %
1.1
5%
4.6
2%
6.
92
%
7.3
1%
Disability Percentage as an Organization
Fa
cil
iti
es
Inc
om
e
Tea
m
0.3
8%
I
T
Le
tti
ng
s
Ma
rke
tin
g
Peop
le
Serv
ices
0.
7
7
%
2.
6
9
%
3.
4
6
%
0.
38
%
0.0
0%
0.77
%
Pro
pert
y
Tea
m
1.92
%
Reg
ener
atio
n
Supp
orted
Housi
ng
3.
46
%
1.5
4%
3.
85
%
1.5
4%
Ten
anc
y
Tea
m
0.38
%
Gr
an
d
Tot
al
8.0
8%
0.00
%
0.00
%
3.46
%
36.1 1.92
5% %
4.23
%
3.85 91.
%
92
%
4.23
%
38.0 1.92
8% %
4.23
%
4.23 10
%
0.0
0%
8%
92%
Disabled
Not disabled
Physically enabled employees predominate the organization, with only 8% being disabled. The organization supports inclusivity in
terms of physical disability.
Disability Percentage by Team
120%
100%
100%
100%
100%
100%
100%
92%
80%
90%
89%
86%
100%
95%
95%
80%
91%
82%
78%
80%
100%
60%
40%
20%
20%
22%
20%
14%
8%
11%
5%
18%
10%
5%
9%
0%
Disabled
Not disabled
Physically enabled people predominate the organization’s teams, with some teams like facilities, directors, marketing, governance,
regeneration, and supported housing having no disabled employees.
Table 1 d)
Row Labels
The sum of Salary FTE
Female
3764235
Male
4453705
Non-binary
39000
Grand Total
8256940
Salary Differences Accross Genders
53.85%
Salary
45.38%
Total
0.77%
Female
Male
Gender
Non-binary
The analysis shows that most of the organization’s salary bills go to male employees, with the least going to non-binary.
Table 1 e)
Total Salary FTE
8256940
Number of Employees
260
Average Salary Paid by the
31757.46
Organization
100000.00
90000.00
80000.00
70000.00
60000.00
50000.00
40000.00
30000.00
20000.00
10000.00
0.00
Average Salary
Overall Average
The average salary across the organization is $31,757.46.
Table 2 AC 2.1
Percentages and Descriptive Statistics
Likert Scale
Questions
1
2
3
4
5
I enjoy working from home on some days of the week
Hybrid working practices support my work-life balance and wellbeing.
37%
54%
19%
29%
6%
4%
31%
11%
6%
3%
I miss engaging with my colleagues in the workplace
2%
5%
10%
52%
31%
I feel fully supported when working at work
I find working remotely a challenge
I find it difficult to separate work from my personal life when
working from home
7%
3%
33%
7%
21%
32%
6%
34%
8%
46%
18%
23%
34%
24%
5%
Hybrid working practices make me more productive
23%
26%
2%
27%
22%
Working from home does not affect cross-functional
communication and collaboration with my team
21%
18%
2%
26%
34%
Since hybrid working has been in place, I feel more connected to
our company culture.
3%
59%
1%
13%
24%
Working from home allows me to meet my targets
14%
20%
0%
19%
47%
I can easily access resources at home
Working from home removes conflict
16%
30%
33%
29%
2%
2%
12%
9%
37%
30%
I feel less stressed when away from the workplace
I get the same amount of recognition for my work when working
from home
14%
23%
1%
23%
0%
1%
2%
24%
83%
29%
Mean
Standard deviation
59.86
42.91
69.00
41.72
16.50
25.03
67.00
40.11
87.71
58.51
Stacked Bar Chart
I get the same amount of recognition about my work when working from home
I feel less stressed when away from the workplace
Working from home removes conflict
I can easily access resources at home
Working from home allows me to meet my targets
Since hybrid working has been in place, I feel more connected to our company
culture.
Working from home does not affect cross functional communication and
collaboration with my team
Hybrid working practices make me more productive
I find it difficult to separate work from my personal life when working from home
I find working remotely a challenge
I feel fully supported when working at work
I miss engaging with my colleagues in the workplace
Hybrid working practices support my work-life balance and well-being.
I enjoy working for home on some days of the week
Fully agree
Agree
0
50
Not sure
Disagree
100
150
Strongly disagree
200
250
300
350
Stacked Bar Chart
I get the same amount of recognition about my work when working from home
I feel less stressed when away from the workplace
Working from home removes conflict
I can easily access resources at home
Working from home allows me to meet my targets
Since hybrid working has been in place, I feel more connected to our company
culture.
Working from home does not affect cross functional communication and
collaboration with my team
Hybrid working practices make me more productive
I find it difficult to separate work from my personal life when working from home
I find working remotely a challenge
I feel fully supported when working at work
I miss engaging with my colleagues in the workplace
Hybrid working practices support my work-life balance and well-being.
I enjoy working for home on some days of the week
Fully agree
Agree
0%
20%
Not sure
Disagree
40%
Strongly disagree
60%
80%
100%
120%
AC 2.2 Key Findings
The descriptive statistics reveal that the majority of employees strongly disagree with the survey question,
with a mean response of 87.71 and a standard deviation of 58.51, indicating a high level of disagreement
across the workforce.
Digging deeper into the data, over 50% of employees strongly disagree that they feel less stressed when
working away from the workplace. However, more than half of the employees fully agree that the
organization’s hybrid working practices support their well-being and work-life balance.
The survey explored several people practices that garnered significant employee attention, including
workplace conflict, employee interactions, remote productivity, and remote support. 30% fully agree that
remote work reduces conflict, while 30% strongly disagree, and 34% are unsure if it introduces new
challenges.
Encouragingly, 59% of employees agree the hybrid approaches have made them feel more connected to
the organizational culture, suggesting the hybrid model has helped maintain a sense of belonging despite
physical separation.
Overall, the findings present a nuanced and multifaceted picture, revealing a significant divide in opinions
regarding the stress-reducing benefits of remote work, with some individuals strongly disagreeing on its
effectiveness in this area. However, despite this disparity, a clear majority of respondents express support
for the hybrid approach, citing its positive impact on their overall well-being and sense of connectedness
to the organization. This suggests that while there may be varying perspectives on the benefits of remote
work, there is a broad consensus that a balanced approach that combines elements of both remote and inperson work can have a profoundly positive effect on employee well-being and organizational
engagement.”
Activity 1 on the stacked bar charts shows that 23% (fully agree) and 23% (agree) received the
same cognition about work while working from home, while 1% (not sure), 24% (disagree), and 29%
(strongly disagree). The results show that employees working from home do not get the recognition
needed to motivate them to achieve or exceed production goals. Most employees (83%) strongly
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disagreed that they feel stressed when away from the workplace. The high percentage indicates that the
workplace is positive and supports employees. Activity 3 on the stacked bar chart shows that – 30% (fully
agree), 29% (agree), working from home eliminates work conflicts, while 2% (not sure), 9% (disagree),
and 30% (strongly disagree). The result confirms that conflict at work is inevitable, whether working
from the workplace or remotely.
The employee slightly agrees and disagrees that they can access resources when working from
home. Most employees (47%) strongly disagree that working from home allows them to meet their
targets, and others gave mixed answers. A slightly high number of respondents (59%) agree they feel
more connected to the company culture since introducing hybrid working. Question 7 shows that – 21%
(fully agree), 18% (agree), working away from the workplace does not affect cross-function collaboration
and communication, while 2% (not sure), 26% (disagree), and 34% (strongly disagree). The results reveal
that there are challenges with communication when employees work away from the workplace.
Employees equally agree and disagree that working from home makes them more productive.
Question 9 shows that – 33% (fully agree), and 32% (agree), it is difficult to separate personal life
from work life when working from home, while 8% (not sure), 23% (disagree), and 5% (strongly
disagree). The analysis reveals that it is difficult to separate work from personal life when working away
from the workplace. Most employees (34%) were unsure whether working from home was challenging,
but others gave mixed answers. Most employees (46%) disagree that working at the workplace makes
them feel more supported. The results indicate that employees need support, whether working from the
workplace or home.
A relatively high number of employees (52%) disagree with missing engaging with colleagues at
the workplace. The results indicate that the workplace does not support teamwork. Most employees
(54%) fully agree that hybrid working practices support work-life balance, but others gave mixed
answers. The last question on the stacked bar chart indicates that – 37% (fully agree), 19% (agree) enjoy
working from home on some days of the week, while 6% (not sure), 31% (disagree), and 6% (strongly
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disagree). The results reveal that giving employees autonomy to work from home on some days increases
employee satisfaction.
AC 2.3 Recommendations
To reap the benefits of a highly productive and motivated workforce, organizations must prioritize
employee engagement and involvement in decision-making processes. A recent analysis revealed that
many employees are dissatisfied with the organization’s hybrid work practices, which may be due to a
lack of employee involvement in shaping these policies. Research has consistently shown that employee
participation in decision-making leads to high-quality outcomes and policies that are tailored to their
needs.
When employees are involved in decision-making, they feel valued and motivated, which can have a
significant financial impact on the organization. A study by Gallup found that engaged employees are
more productive, have better health, and are more likely to stay with their current employer. Moreover,
engaging employees in decision-making reduces the likelihood of conflicts between employees and
employers, as employees feel that their voices are being heard and their concerns are being addressed.
To effectively engage employees in decision-making, organizations should prioritize transparency,
communication, and inclusivity. This can be achieved by establishing open channels for feedback, regular
town hall meetings, and diverse representation on decision-making committees. By doing so,
organizations can ensure that all employees have a seat at the table and feel empowered to contribute to
key decisions.
Incorporating employee perspectives into decision-making also fosters a sense of ownership and
accountability among employees. When employees feel invested in the outcome of a decision, they are
more likely to be committed to its implementation and success.
Moreover, engaging employees in decision-making can help identify and address potential issues before
they become major problems. By soliciting feedback and suggestions from employees, organizations can
proactively address concerns and improve overall job satisfaction. This can lead to reduced turnover rates,
improved morale, and increased job satisfaction.
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Another benefit of engaging employees in decision-making is that it can lead to more innovative
solutions. When employees are involved in the decision-making process, they bring unique perspectives
and ideas to the table. This can lead to more creative and effective solutions that might not have been
considered otherwise.
Furthermore, engaging employees in decision-making can also improve employee engagement and
motivation. When employees feel that their voices are being heard and their opinions are valued, they are
more likely to feel engaged and motivated at work. This can lead to increased productivity, better job
performance, and improved overall job satisfaction.
In addition, engaging employees in decision-making can also improve employee retention rates. When
employees feel valued and heard, they are more likely to stay with their current employer rather than
seeking opportunities elsewhere. This can lead to significant cost savings for the organization as well as
reduced recruitment costs.
To achieve successful employee engagement and inclusion, organizations should adopt a comprehensive
and multifaceted approach that encompasses a wide range of initiatives, with regular training and
development opportunities at its core. This can include, but is not limited to, workshops focused on
enhancing communication skills, leadership development programs designed to foster future leaders, and
opportunities for career advancement that allow employees to grow professionally and personally. By
investing in the growth and development of their employees, organizations can create a highly motivated
and skilled workforce that is not only equipped to drive business success, but also empowered to
innovate, collaborate, and thrive in an ever-changing business landscape. Furthermore, this approach can
also lead to increased employee retention, improved job satisfaction, and a positive impact on overall
organizational culture. Ultimately, by prioritizing employee development, organizations can unlock the
full potential of their workforce, leading to enhanced productivity, creativity, and competitiveness in the
market.”
Moreover, organizations should also prioritize employee recognition and reward programs. Recognizing
employee achievements and contributions can go a long way in boosting morale and motivation. This can
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be achieved through employee recognition programs, bonuses or incentives for outstanding performance,
or other forms of recognition.
In conclusion, engaging employees in decision-making is essential for driving business success. By
prioritizing employee participation and inclusion, organizations can reap numerous benefits, including
improved job satisfaction, increased productivity, enhanced employee retention rates, better decisionmaking outcomes, and improved overall business performance. By fostering a culture of collaboration
and transparency, organizations can create a positive and productive work environment that benefits both
employees and the organization as whole
The organization must develop strategies to reward employees working from home and motivate
them to continue performing at a high level. The survey results indicate that the company does not
appreciate or reward employees working from home like the ones working from the workplace. Rewards
or recognition may be in the form of simply mentioning performing employees during virtual or physical
meetings, giving them bonuses, or promoting them. Recognizing or rewarding employee achievements
and contributions can go a long way in boosting morale and motivation.
The results show that employees do not enjoy engaging with colleagues. The organization should
come up with strategies that support working teamwork. The organization should employ team-building
strategies like supporting open communication, setting goals for employees to achieve as a team,
promoting collaboration among employees, inclusivity and diversity, creating an environment of respect,
and empowering employees to work in teams.
The results show conflict in an organization is inevitable even when employees work from home.
The organization should develop strategies to prevent and resolve conflict between employees, employees
and management. Conflict is unavoidable whether employees work at the workplace or from home. Poor
communication, time management issues, and unclear performance goals are major causes of
organizational conflict. The organization should use strategies like avoidance, accommodation,
collaboration, and compromise to resolve conflict among employees working from home and workplace.
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Also, the organization should encourage open communication and set clear performance goals to reduce
conflict.
Finally, the organization should give autonomy to employees to choose to work from home or the
workplace. The survey results indicate that some employees enjoy working from home on some days, and
others enjoy working from the workplace. Some employees prefer working from home because remote
supports work-life balance. Also, the organization should provide the needed resources to support
employees who prefer working from home. For instance, the organization should help ensure employees
who prefer working from home have access to the internet, computers, and needed software like
QuickBooks for accountants.
In conclusion, organizations should create a conducive work environment that encourages
teamwork, supports open communication, and promotes respect to enhance employee productivity. Also,
organizations should formulate and implement strategies to prevent and resolve conflict among
organizational members. Conflict is inevitable among organizational members, whether working from
home or the workplace. A conducive work environment that supports employees working from home or
in the workplace has many benefits, including improved employee satisfaction, increased productivity,
enhanced employee retention rates, and improved overall business performance.
Word count:
963 words
851 words
»
REFERENCE LIST
Use the space below to cite any external sources used in your assessment.
References
CIPD. (2023). Evidence-based practice for effective decision-making.
https://www.cipd.org/en/knowledge/factsheets/evidence-based-practice-factsheet/#what-isevidencebased-practice
CIPD L5 CO02 Associate Diploma in
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Almashyakhi, A.M., 2022. An evidence-based review of e-HRM and its impact on strategic human
resource management. Journal of Human Resource and Sustainability Studies, 10(3), pp.542-556.
https://doi.org/10.4236/jhrss.2022.103033
Teoli, D., Sanvictores, T., & An, J. (2019). SWOT analysis. https://europepmc.org/article/med/30725987
Dathe, T., Dathe, R., Dathe, I. and Helmold, M., 2022. Ethical theories. In Corporate Social
Responsibility (CSR), Sustainability and Environmental Social Governance (ESG) Approaches to
Ethical Management (pp. 95-106). Cham: Springer International Publishing.
https://link.springer.com/chapter/10.1007/978-3-030-92357-0_7
Okunev, R., 2022. Financial ratios. In Analytics for Retail: A step-by-step guide to the statistics behind a
successful retail business (pp. 53-63). Berkeley, CA: Apress. https://doi.org/10.1007/978-1-48427830-7_5
CIPD. (2022). CPD tips – How to develop critical thinking skills. https://cpduk.co.uk/news/how-todevelop-critical-thinking-skills
Omran, M., Khallaf, A., Gleason, K. and Tahat, Y., 2021. Non-financial performance measures
disclosure, quality strategy, and organizational financial performance: a mediating model. Total
Quality Management & Business Excellence, 32(5-6), pp.652-675.
https://doi.org/10.1080/14783363.2019.1625708
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»
BIBLIOGRAPHY
Use the space below to include any sources referred to but not directly cited (eg books, articles,
websites) within your assessment.
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TO BE COMPLETED BY THE ASSESSOR
Centre name
MOL
Membership number
Please enter your learner number here. Must be first 7 digits of CIPD membership number
Learner surname
Turki Kuzaym
Learner other names
Please enter learner other names here eg first name and middle name(s)
»
Centre number
531
ASSESSMENT MARKSHEET
LO1 Understand strategies for effective critical thinking and decision-making.
LO2 Understand the importance of decision-making strategies to solve people practice issues.
LO3 Be able to measure the impact and value of people practice to the organisation.
Task
Assessment criteria
ASSESSOR FEEDBACK (Please ensure you provide
rationale for judgements against each assessment criterion
and identify areas for development)
Section One – Report
1.1
You have demonstrated an acceptable level of knowledge,
understanding, and skills required to meet the AC1.1. Answers
are acceptable but could be clearer in responding to the
demands of the question, if discussed in-depth.
Evaluate of the concept of evidencebased practice including how it can
be applied to decision-making in
people practice.
CIPD L5 CO02 Associate Diploma in
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Development Points: for improvement, it could have been
better to link discussion to Critical thinking, Group Decision
Making or Rational model etc and how these supports sound
decision making to avoid personal bias (both conscious and
unconscious). In addition, wider reading, and use of range of
references in support of answers are required for future
reports.
48
Mark (1-4)
2
1.2
Evaluate a range of analysis tools
and methods including how they can
be
applied
to
diagnose
organisational issues, challenges
and opportunities.
1.3
Explain the principles of critical
thinking including how you apply
these to your own and others’ ideas.
1.4
2ND
required.
Explain a range of decision-making
processes.
2
Development Points: for improvement, you have good ideas
but not well supported with adequate references. This a high
command verb question “Evaluate” it requires wider reading
and use of relevant good references in support of answers.
Having two references can only give you a Pass for a good
piece of work. You literally have only one reference here
because it’s a repetitive of same author.
You’ve demonstrated an acceptable level of knowledge,
understanding, and skills required to meet AC1.3. Answers are
acceptable but could be clearer in responding to “Ask” of the
question.
Development Points: for improvement, starting your discussion
with the main principles of critical thinking Eg. Objective
rational thinking and linking this to your ideas (use examples),
and work colleagues’ ideas (use examples) as the question
demands could have been better. In addition, wider reading
and use of good relevant references in support of answers are
required in future reports.
Insufficient demonstration of knowledge, understanding, and
skills required to meet the AC1.4. You are required to “Explain
three decision making processes”, such as, Best Fit, Future
Pacing,
Problem-Outcome
Frame,
Action
Learning
Approaches and De Bono (six thinking hats). Lastly and more
importantly, support your answers with adequate relevant
references.
2
1
2nd resubmission is required for AC1.4.
Resubmission
Kindly read the above feedback and act accordingly.
1.5
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You
have
demonstrated
acceptable
knowledge,
understanding, and skills required to meet the AC1.2. Your
structure and presentation of work adequate meets the
demands of the question but could be better if good references
were applied.
06/2023
Assess how different ethical
perspectives can influence decisionmaking.
This is an acceptable answer. You have adequately discussed
three different ethical theories, such as Deontology,
Utilitarianism, and Consequentialism. Answers are clear but
49
2
could have been better if wider research was applied to help
informed answers. (AC1.5).
3.1
2nd resubmission required.
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
Appraise
different
ways
organisations measure financial and
non-financial performance.
Development Points: for future improvement, this is a high
command verb question and requires wider reading and range
of academic sources in support of answers. These theories
where invented by some authors and needs to be
acknowledged accordingly.
Insufficient demonstration of knowledge, understanding, and
skills required to meet the AC3.1. Your answer failed to
adequately address the question. A resubmission is required.
Discuss one financial measure and one non-financial measure.
Financial measure includes any of the following: – revenue,
gross and net profit, cash flow, return on investment,
productivity, key performance indicators, service level
agreements, balanced scorecard, or similar performance
management tools. You should focus one measure and
discuss in-depth. Non-financial measures include any of the
following: stakeholder benefits and feedback, customer
satisfaction, for example, survey can be used to collect
customers feedback to know how satisfied or unsatisfied they
are with the organisation’s services or products. Then the
organisation can review the feedback and improve on the
lapses identified. Your discussion should be on this line of
argument. In your resubmission, adequate relevant references
are required in support of answers.
2nd resubmission is required for AC3.1.
Whilst you have presented some interesting ideas on the
question, but because you have not shown any proof of
adequate evidence in terms of references in support of your
answers, a resubmission of AC3.1 is required. You required to
have more than one reference for a high command verb
question “Appraise”, in support of your answers. Your work
requires adequate relevant references to support your
argument. Secondly, it could have been better to discuss one
financial and one non-financial measures more in-depth rather
than having to shallowly discussed two each.
50
1
3.2
Explain how to measure the impact
and value of people practice using a
variety of methods.
You’ve demonstrated an acceptable level of knowledge,
understanding, and skills required to meet the AC3.2. Answers
are acceptable but could be more detailed in responding to the
Ask of the question.
Development Points: for improvement, it could have been
better to clearly discuss in detail how people practice adds
value and make impact in an organisation. For example, this
can be through recruitment and selection, hiring the right
people with the right skills for the right position. This can be
measure using ROI. Same applies to training and
development, Kirkpatrick Model can be used to measure its
effectiveness. You have the ideas but not well-developed.
Lastly, wider reading around subject unit and use of adequate
relevant references are required for future reports. Avoid the
repetitive use of a single author within an AC.
Total marks for Task 1 (your grade is
provisional until moderated and confirmed
by the CIPD)
Total marks for Task 1 (first
resubmission) (your grade is provisional
until moderated and confirmed by the
CIPD)
Total marks for Task 1 (second
resubmission) (your grade is provisional
until moderated and confirmed by the
CIPD)
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
10
12
51
2
Task
Assessment criteria
ASSESSOR FEEDBACK (Please ensure you provide rationale for
judgements against each assessment criterion and identify areas
for development)
Section Two – Qualitative and
quantitative analysis review
2.1
A resubmission of Q2.1 is required. Your analyses are incorrect.
You are required to present your analysis in diagrammatical form
and in percentage. Below are examples of what is expected from
AC2.1.
With reference to a people practice issue,
interpret analytical data using appropriate
analysis tools and methods.
Ethnicity:
You have 18 departments below are examples of three of the
depts. That is how you should analyse the 18 depts. You can
present the 18 depts in form of graph and in percentages.
1. Business Services:
7 x White British
1 x White Irish
1 x White Other
77.78%
11.11%
11.11%
2. Comm Engagement =
White British: – 57.1%;
W/B Caribbean-14.2%;
India14.2%;
Mixed other14.1%
3. Customer Services:White British- 80%;
Pakinstani13.3%;
Chinses6.6%
Disability:
Same applies to Disability percentage as an organisational whole
and by teams was incorrect.
Example of how disability percentage should be analysed, and
there are 11 depts with disability, below are 4 examples-
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
52
•
•
•
•
Comm & Engage Part- 14.28%
Customer service – 20%
Finance= 20%
Green spaces= 8.33%
Salary difference across gender:
Female
(118)
Male (140)
Non-Binary
(2)
Total (260)
Grand Total
£3,764,235
£4,453,705
£39,000
£8,256,940
Average
£31,900
£31,812
£19,500
£31,757
Also, run commentaries after each graph. For example, After
the analysis of Ethnicity, explain the analysis, same applies to
disability, and salary differences Support your answers with
relevant references. (1)
2.2
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
Present key findings for stakeholders from
people practice activities and initiatives.
53
This is a demonstration of an acceptable level of knowledge,
understanding, and skills required to meet the AC2.1. Your
analyses are correct, could be better discussed in-depth and
supported with relevant references.
Development Points: for future improvement, support your
commentaries on each of the diagrams with adequate relevant
references, this adds more credibility to your work and could earn
you better grade. (2)
A resubmission is required for AC2.2. Presentation and structure
of assignment are not appropriate, you can run commentaries or
use diagrams/percentage to analyse the Key Activities such as: I
enjoy working from home, Stress level, hybrid working
arrangement, communication & collaboration, support, targets,
productivity, resources, conflict etc.
For example, activity 1 on the table indicates- 112 (Fully Agreed),
57 (Agreed) enjoyed working from home on some days of the
week, while 19 (not sure), 94 (disagreed), and 18(strongly
disagreed). In your analysis, you could state, “Slight majority fully
agreed but a mixed set of answers”, then briefly discuss your views
on this or relate it to the views of other authors on similar subject
and support your answer with relevant references. There is also
strong evidence that working from home can impact employee
performance in Q12 on if working from home impacts targets being
met, with 66% strongly disagreeing or disagreeing that it does not
support this. This demonstrates home working can have a negative
impact on overall organisational outcomes. Support your
analysis/commentaries with relevant references. (1)
This is an acceptable analysis of the table. You have demonstrated
adequate knowledge, understanding and skills required to meet
AC2.2. Analyses are acceptable but could be clearer in responding
to the task by analysing only the key activities.
2.3
nd
2
Make justified recommendations based on
evaluation of the benefits, risks and financial
implications of potential solutions.
A resubmission of AC2.3 is required, due to lack of references.
Although, you already have some interesting recommendations on
AC2.2, however, justified recommendations is to be based on the
resubmission required.
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
Development Points: for improvement, it could have been better to
run commentaries on the key activities, and support with adequate
relevant references. (2)
A resubmission of AC2.3 is required. Justified recommendations is
to be based on the analyses from AC2.1 and AC2.2. You need to
make justified recommendations taking into account benefits, risks
and financial implications. For example, clearly, make
recommendations on what you have analysed from AC2.1. for
instance, Salary benchmarking: ensuring employees are being
paid competitive salary relative to others in similar position of equal
value, this will lead to employee retention. Also, a possible
recommendation on AC2.1, could be implementing diversity and
inclusion strategy, having diverse workforce promotes creativity,
innovation and productivity. On AC2.2, for example, employees
feel more stressed when working away from the workplace. Line
managers need to speak to employees to find out why they are
feeling stressed and point them in the right directions for resources
that are available. Also, develop and implement a training program
for managers on how to manage and support hybrid working teams
effectively. Include relationship building, communication,
collaboration, and performance management. This is to avoid the
risk of losing talented employees. Finally, support your answer with
adequate references.
(1)
54
analyses from AC2.1 and AC2.2, taking into account the benefits,
risks and financial implications. For example, clearly, make
recommendations on what you have analysed from AC2.1. for
instance, Salary benchmarking: ensuring employees are being
paid competitive salary relative to others in similar position of equal
value, this will lead to employee retention. Also, a possible
recommendation on AC2.1, could be implementing diversity and
inclusion strategy, having diverse workforce promotes creativity,
innovation and productivity. Support your answers with good
relevant references. (1)
Total marks for Task 2 (your grade is provisional until
moderated and confirmed by the CIPD)
Total marks for Task 2 (first resubmission) (your grade
is provisional until moderated and confirmed by the CIPD)
1
4
Total marks for Task 2 (second resubmission) (your
grade is provisional until moderated and confirmed by the
CIPD)
Total marks for unit (your grade is provisional until moderated
and confirmed by the CIPD)
Total marks for unit (first resubmission) (your grade is
provisional until moderated and confirmed by the CIPD)
Total marks for unit (second resubmission) (your grade
is provisional until moderated and confirmed by the CIPD)
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
16
Grade
Refer
Grade
Grade
55
Overall summary
Turki Kuzaym has demonstrated adequate level of knowledge and understanding of CIPD_5CO02_Evidence-based practice. Some of the learning outcomes and
associated assessment criteria have been met.
Areas for development
2nd resubmissions are required for the following ACs: 1.4, 3.1, & 2.3.
AC1.4.
You are required to “Explain three decision making processes”, such as, Best Fit, Future Pacing, Problem-Outcome Frame, Action Learning Approaches and De Bono
(six thinking hats). Lastly and more importantly, support your answers with adequate relevant references.
AC3.1.
Whilst you have presented some interesting ideas on the question, but because you have not shown any proof of adequate evidence in terms of references in support of
your answers, a resubmission of AC3.1 is required. You required to have more than one reference for a high command verb question “Appraise”, in support of your
answers. Your work requires adequate relevant references to support your argument. Secondly, it could have been better to discuss one financial and one non-financial
measures more in-depth rather than having to shallowly discussed two each.
AC2.3.
A resubmission of AC2.3 is required, due to lack of references. Although, you already have some interesting recommendations on AC2.2, however, justified
recommendations is to be based on the analyses from AC2.1 and AC2.2, taking into account the benefits, risks and financial implications. For example, clearly, make
recommendations on what you have analysed from AC2.1. for instance, Salary benchmarking: ensuring employees are being paid competitive salary relative to others in
similar position of equal value, this will lead to employee retention. Also, a possible recommendation on AC2.1, could be implementing diversity and inclusion strategy,
having diverse workforce promotes creativity, innovation and productivity. Support your answers with good relevant references.
Resubmissions are required for the following ACs: 3.3, 2.1, 2.2, 2.3.
AC1.4.
Insufficient demonstration of knowledge, understanding, and skills required to meet the AC1.4. You are required to “Explain three decision making processes”, such as,
Best Fit, Future Pacing, Problem-Outcome Frame, Action Learning Approaches and De Bono (six thinking hats). Lastly and more importantly, support your answers with
adequate relevant references.
AC3.3.
Insufficient demonstration of knowledge, understanding, and skills required to meet the AC3.1. Your answer failed to adequately address the question. A resubmission is
required. Discuss one financial measure and one non-financial measure. Financial measure includes any of the following: – revenue, gross and net profit, cash flow,
return on investment, productivity, key performance indicators, service level agreements, balanced scorecard, or similar performance management tools. You should
focus one measure and discuss in-depth. Non-financial measures include any of the following: stakeholder benefits and feedback, customer satisfaction, for example,
survey can be used to collect customers feedback to know how satisfied or unsatisfied they are with the organisation’s services or products. Then the organisation can
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
56
review the feedback and improve on the lapses identified. Your discussion should be on this line of argument. In your resubmission, adequate relevant references are
required in support of answers.
AC2.1.
A resubmission of Q2.1 is required. Your analyses are incorrect. You are required to present your analysis in diagrammatical form and in percentage. Below are examples
of what is expected from AC2.1.
Ethnicity:
You have 18 departments below are examples of three of the depts. That is how you should analyse the 18 depts. You can present the 18 depts in form of graph and in
percentages.
1. Business Services:
7 x White British
77.78%
1 x White Irish
11.11%
1 x White Other
11.11%
2. Comm Engagement =
White British: – 57.1%;
W/B Caribbean-14.2%;
India14.2%;
Mixed other14.1%
3. Customer Services:White British- 80%;
Pakinstani13.3%;
Chinses6.6%
Disability:
Same applies to Disability percentage as an organisational whole and by teams was incorrect.
Example of how disability percentage should be analysed, and there are 11 depts with disability, below are 4 examples•
•
•
•
Comm & Engage Part- 14.28%
Customer service – 20%
Finance= 20%
Green spaces= 8.33%
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
57
Salary difference across gender:
Female
(118)
Male (140)
Non-Binary
(2)
Total (260)
Grand Total
£3,764,235
£4,453,705
£39,000
£8,256,940
Average
£31,900
£31,812
£19,500
£31,757
Also, run commentaries after each graph. For example, After the analysis of Ethnicity, explain the analysis, same applies to disability, and salary differences
Support your answers with relevant references.
AC2.2.
A resubmission is required for AC2.2. Presentation and structure of assignment are not appropriate, you can run commentaries or use diagrams/percentage to analyse
the Key Activities such as: I enjoy working from home, Stress level, hybrid working arrangement, communication & collaboration, support, targets, productivity, resources,
conflict etc.
For example, activity 1 on the table indicates- 112 (Fully Agreed), 57 (Agreed) enjoyed working from home on some days of the week, while 19 (not sure), 94 (disagreed),
and 18(strongly disagreed). In your analysis, you could state, “Slight majority fully agreed but a mixed set of answers”, then briefly discuss your views on this or relate it
to the views of other authors on similar subject and support your answer with relevant references. There is also strong evidence that working from home can impact
employee performance in Q12 on if working from home impacts targets being met, with 66% strongly disagreeing or disagreeing that it does not support this. This
demonstrates home working can have a negative impact on overall organisational outcomes. Support your analysis/commentaries with relevant references.
AC2.3
A resubmission of AC2.3 is required. Justified recommendations is to be based on the analyses from AC2.1 and AC2.2. You need to make justified recommendations
taking into account benefits, risks and financial implications. For example, clearly, make recommendations on what you have analysed from AC2.1. for instance, Salary
benchmarking: ensuring employees are being paid competitive salary relative to others in similar position of equal value, this will lead to employee retention. Also, a
possible recommendation on AC2.1, could be implementing diversity and inclusion strategy, having diverse workforce promotes creativity, innovation, and productivity.
On AC2.2, for example, employees feel more stressed when working away from the workplace. Line managers need to speak to employees to find out why they are feeling
stressed and point them in the right directions for resources that are available. Also, develop and implement a training program for managers on how to manage and
support hybrid working teams effectively. Include relationship building, communication, collaboration, and performance management. This is to avoid the risk of losing
talented employees. Finally, support your answer with adequate references.
Assessor signature
Jitegboje
Date
05/07/2024
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
58
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
59
»
REFERRALS
If you receive a Refer grade for your assessment, you will have one week to resubmit from the date that you receive your feedback.
Please ensure you update the version of your assessment that includes your tutor feedback and remain within the allocated word count. Any text added to the original
submission MUST be in a different colour, so the new text appears like this. This clearly shows what was in the original submission and what has been added. In the
event that you want to remove part of your original submission, we ask this is indicated using the strikethrough key so the text to be ‘removed’ appears like this.
Before you resubmit your assessment, please ensure you refer back to the Topic Essentials, Assessment briefing webinar or the Assessment guide video, and the
learner resource zone, as these will support you with any changes needed to achieve a pass grade. You can contact your Support Tutor via the VLE for further
assessment guidance if needed or email the team at cipdsupport@mollearn.com, who will be able to respond to any administrative questions.
You must fully address all parts of the tutor feedback before you upload your resubmission to the VLE.
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
60
»
MARKING GUIDELINES
You will receive a Low Pass/Pass/High Pass or Refer/Fail result at unit level. Assessors will provide a mark from 1 to 4 for each of the
assessment criteria in the unit. The marking descriptor grid is provided here as guidance. This will provide you with feedback that is
developmental. To pass the unit assessment you must achieve a 2 (Low Pass) or above for each of the learning
outcomes/assessment criteria.
Mark
Range
Descriptor
1
Refer/Fail
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 are not appropriate and do not meet the assessment brief.
Insufficient or no evidence of the use of references to wider reading to help inform answer.
2
Low Pass
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.
Sufficient evidence of the use of references to wider reading to help inform answer.
3
Pass
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 are appropriate for the assessment brief.
Answers are clear and well expressed.
Good evidence of the use of references to wider reading to help inform answer.
4
High Pass
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, and directly respond to what has been asked.
The presentation of the assignment is well-structured, coherent and focusses on the need of the questions.
Considerable evidence of the use of references to wider reading to inform answer.
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
61
The overall mark achieved will dictate the grade you receive for the unit, provided NONE of the assessment criteria have been referred.
Overall mark
Unit result
0 to 19
Refer
20 to 25
Low Pass
26 to 32
Pass
33 to 40
High Pass
CIPD L5 CO02 Associate Diploma in
People Management/Organisational Learning and Development
Assessment submission template v3
06/2023
62