cipd 5eng assignment example

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5ENG Assignment Example

• October 28, 2020
• Posted by: Harry King
• Category: CIPD Level 5

1.1 An analysis of the meaning, principal dimensions and components of employee engagement and how it differs, if at all, from related concepts such as organizational commitment, employer involvement, job satisfaction

Organizations emphasize on employee engagement as a strategy to bolster enthusiasm, motivation, and uptake of their long-term ambitions, goals, and strategies. Effective employee engagement bears a significant positive impact on work performance and hence, improved organizational productivity. Employee engagement entails a combination of the elements of an entity’s commitment to its values as well as willingness to offer support to its stakeholders-organizational citizenship (Collings et al., 2018). Therefore, the outcomes of engagement include: improved productivity, employee/employer brand development, enhanced learning and development, increased motivation/commitment, and the generation of new ideas or improvements. While employee engagement births organizational commitment, it differs from organizational commitment, in that organizational commitment is a metric for measuring employee satisfaction while employee engagement is a devised method aimed at achieving organizational strategies and goals (Oluwatayo and Adetoro, 2020). Therefore, employee engagement does not always guarantee organizational commitment, but organizational commitment is a guarantee of job satisfaction.

According to William Kahn, a psychologist who sought to comprehend people engagement in the workplace, employee engagement is composed of three principal dimensions which include: physical, cognitive, and emotional engagement (Shrotryia and Dhanda, 2020). Physical engagement entails the degree to which employees expend both mental and physical effort in the conduct of their jobs. Kahn attributed the capacity to expend significant mental and physical energy during work, with increased levels of confidence (Shuck et al., 2017). Cognitive engagement requires employees to have knowledge of their employer’s vision and strategies, along with the requisite standards of performance. In this case, Kahn emphasized on people attaching meaning to their roles, theorizing that increased levels of knowledge fostered higher degrees of confidence in decision-making along with improved creativity (Oluwatayo and Adetoro, 2020). Emotional engagement entails the nature of the relationship between an employee and their employer; a positive relationship requires that organizations cultivate a sense of belonging in their staff, fostering employees’ trust and capacity to buy into their goals and objectives. According to Kahn, in this case, group dynamics, positive interpersonal relationships, and styles of management are examples of instrumental practices in making employees feel safe and trusted (Shuck et al., 2017). Kahn aimed at relating three psychological conditions-safety, meaningfulness, and possessing the ideal energy and resources-to the three employee engagement dimensions. Ultimately, he was of the belief that engaging individuals across these dimensions would yield feelings of security, importance, and the belief that they would have support in their mental and physical efforts.

2.1, 2.2 An identification of the principal drivers and business benefits of having an engaged workforce and a signposting of some of the steps an organization can take to create a culture of employee engagement e.g. through job design, discretionary behavior etc.

Principal Drivers

There exist various drivers of employee engagement, chief among them including: opportunities for growth, job security and value, merit-based appreciation and reward, and employee welfare. These principal drivers are vital in maximizing the productivity of the workforce and competitive advantage at large, by incorporating into the business strategies of an organization. Job satisfaction serves as an indicator as to how well these drivers are entrenched in the existent employee engagement strategies. When workers are content with their working conditions, their output complements other corporate components by maximizing their impact (Oluwatayo and Adetoro, 2020).

Opportunities for career growth serves an incentive for employees to buy into the visions and ambitions of their organizations. When organizations offer motivational factors such as promotion chances and pay increments, their staff are driven to make improvements to their competencies to have a better chance at enjoying the incentives therein (Shuck et al., 2017). Also, employees are more driven to actively participate in the operations of their organizations. Therefore, growth opportunities not only maximize an organization’s productivity, but also improve the skill sets of its workforce, building employee capacity to handle new and emerging issues. Consequently, the organization’s status as a going concern is better guaranteed.

Job security serves as an enabling factor for employee engagement as its accompanying policies guarantee the wellbeing of employees, enabling them to operate with freedom and visualization. Job security, as an enabling factor, functions in two opposing dimensions as employees who are not sure about their job security status will strive to prove their importance to their organizations, while those that enjoy job security will work hard to cement their positions and impact within their organizations (Shuck et al., 2017). However, uncertainty over job security may not always bear a positive impact on the attitudes of employees, as the fear of losing one’s job may impede their productivity (Oluwatayo and Adetoro, 2020). Also, lack of job security may serve as an impetus for high employee turnover. On the other hand, job security inspires increased healthy competition among employees, as every individual seeks to contribute to the stability and growth of the organization (Shrotryia and Dhanda, 2020).

Merit-based appreciation and reward ensures that workers work hard to meet the performance levels that warrant rewards such as higher remuneration and other appropriate rewards. In this case, this performance-related appreciation and reward system rewards hard work and yields a highly motivated workforce. An organization may examine employee performance regularly based on information provided by line managers (Home, 2016). However, this method of appraisal may morph into a fertile ground for favoritism. To counter this problem, the organization in question may incorporate other appraisal methods such as employee ratings, objectives management, and group ranking (Analoui, 2017). This approach to performance motivation benefits the organization by achieving faster growth and expansion, minimized costs, competitive advantage, and increased productivity (Analoui, 2017).

Business Benefits of Having an Engaged Workforce

Every organization ought to evaluate the challenges and needs of its workforce as an approach to strategizing employee activities and roles, to mitigate future inefficiencies arising from current and emerging issues. An engaged workforce bears significant impact on other organizational stakeholders, creating a ripple effect that culminates in overall organizational success. In this case, an engaged workforce results in increased loyalty for the organization from pivotal stakeholders such as creditors and suppliers. Suppliers in particular, bear tremendous significance to the success of an organization as they are the providers of the requisite basic supplies for the production process. On the other hand, distributors ease the process of reaching the market. Therefore, by maintaining an engaged workforce, an organization is able to guarantee the loyalty of key stakeholders, yielding a seamless supply chain.

Steps an Organization Can Take to Create A Culture of Employee Engagement

Contemporary studies expand on William Kahn’s work, widening the practice of human resources beyond simple motivation strategies, to more holistic employee engagement techniques. For instance, the CIPD champions the creation of a strategy that encompasses organizational commitment, work enjoyment, the quality of work relationships, and job satisfaction (Shrotryia and Dhanda, 2020). Engage For Success, a CIPD-sponsored organization, suggests four engagement enablers or principal drivers which include: manager engagement, employee voice, strategic narrative, and organization integrity (Oluwatayo and Adetoro, 2020). Kahn’s work is evident in present-day employee engagement steps such as the implementation of wellbeing initiatives, which achieve physical engagement, the conduct of workshops incorporating employee views concerning organizational values and strategies, which achieve cognitive engagement, and the development of management programs that utilize coaching and active listening, achieving emotional engagement.

1.2 A brief explanation of the need for aligning engagement practices with other corporate components.

There is a need to ensure that employee engagement is line with other corporate aspects as this alignment fosters a conducive environment for the implementation of organizational strategies and achievement of organizational goals. Corporate components such as the mission and vision statements, the organizational scope and resources, strategies, and overall objectives, require the input of the staff to ensure the seamless function of the organizational structure (Oluwatayo and Adetoro, 2020). Similarly, members of the workforce possess individual goals, which must be aligned with those of the organization to ensure that their attention is drawn to their roles (Shuck et al., 2017). To achieve this alignment, the organization must make modifications to its policies such as pay increments and promotions, as a strategy to bolster employees’ enthusiasm and engagement with other corporate components.

The impact of the organization and its culture, is enhanced by not the involvement of the employer, but also employee engagement. In this case, it is vital to ensure the alignment of employee engagement with corporate goals, to foster a feeling of ownership of the general organizational trajectory, in the staff (Shrotryia and Dhanda, 2020). This alignment can be achieved through the cultivation of a positive managerial attitude towards employees, along with offering employees, room for individual growth as well as promotions (Oluwatayo and Adetoro, 2020). This working environment serves as an impetus for hard work, with the aim of achieving corporate objectives. It is important to consider that dissatisfied employees lack the motivation to provide high quality input in their roles, hampering the productivity of the organization in general; an organization must therefore, factor job satisfaction into its corporate mission. Employer involvement is key to aligning employee perspectives with the larger organizational structure, creative a conducive work environment for not only corporate goals and objectives, but also the pursuit of individual growth (Oluwatayo and Adetoro, 2020). An aligned workforce functions with visualization and freedom, innovating more efficient approaches towards tackling current and emerging issues, as they are absorbed of worry concerning job security (Shuck et al., 2017). Also, employee alignment with other corporate aspects achieves employee loyalty by generating a sense of belonging and ownership of organizational success.

3.1 An evaluation of suitable diagnostic tools for measuring employee attitudes and levels of employee engagement.

Study shows that organizations that have highly engaged workforces at the 99th percentile are four times as successful as the organizations at the first percentile (Shuck et al., 2017). However, there is no single perfect approach to measuring employee engagement as it entails a complex combination of human emotions. Therefore, a combination of various tools to track employee engagement and attitudes, depending on the individual circumstances of an organization, gives a fairly reliable overview of how well the organization aligns and motivates its workforce. Examples of suitable tools, in this case, include: focus groups, pulse surveys and polls, and holding exit interviews.

Focus Groups

The approach of convening an employee focus group entails following a well-structured set of instructions, gathering groups of 6 to 12 employees together to hold discourses. In this case, the party that convenes this meeting prepares questions beforehand, to which the employees in question are required to provide answers. Effective focus group questions should be restricted to critical employee engagement metrics. These metrics include: whether the employees are of the opinion that work is pivotal to the organization, and whether they have the requisite resources for the effective conduct of their roles (Oluwatayo and Adetoro, 2020). When dealing with a focus group, it is imperative that the organization in question seeks the input of a neutral moderator to regulate the group, to ensure that supervisors do not impede the discussion (Shrotryia and Dhanda, 2020). In this case, the moderator may be tasked with conveying the general tone of the discussion to the organization’s top management.

Pulse Surveys and Polls

Pulse surveys and polls are often made up of a brief question or two, sent out to employees, and are aimed at gauging current employee satisfaction, providing an immediate overview of the staff’s mood. Also, less frequently, an organization’s management may send out surveys and polls that measure employee satisfaction from a deeper perspective. Surveys and polls, as a diagnostic tool, should be limited to three metrics which include: satisfaction, alignment, and future orientation (Oluwatayo and Adetoro, 2020). Satisfaction entails an employee’s level of happiness with their duties, remuneration, benefits, supervision, and general working conditions. Alignment entails an employee’s level of motivation vis a vis their organization’s goals and missions. Future orientation entails whether an employee envisions a future at their organization or whether they intend to transition to a different organization. It is important to incorporate open-ended questions during surveys as they offer a dynamic view of the attitudes of employees (Shuck et al., 2017). Similarly, single-click polls are instrumental in gauging the degree of satisfaction as they are presented in various faces, from satisfied to neutral to dissatisfied, injecting a degree of accuracy into the measurement process (Oluwatayo and Adetoro, 2020).

Exit Interviews

Exit interviews seek to establish areas where things went wrong, by focusing on individual cases. While some employees leave for personal reasons that are not tied to the organization in questions, some leave for reasons that reflect on the organization. To overcome feelings of self-consciousness about making critical comments, on the part of the departing employee, the asking part may focus on why the employee hopes to gain from seeking a new role (Shrotryia and Dhanda, 2020). Also, it is imperative to ask the departing employee for suggestions as to areas the organization can improve. This diagnostic tool better serves larger organizations, as the close relationship between employers and line managers in smaller organizations may make staff members feel guarded (Oluwatayo and Adetoro, 2020). It is ideal to accompany exit interviews with written surveys as individuals tend to be more open and honest when they are alone and unsupervised (Shuck et al., 2017).

3.2 An example of an employee value proposition (EVP) to promote levels of employee engagement making reference to what makes a ‘good’ EVP.

An Employee Evaluation Preposition (EVP) refers to an organizational tagline meant to attract high quality employees, by exuding an attachment of value to an organization’s workforce. An effective EVP highlights an organization’s comparative advantage as a way of tapping into the highly comment end of the human capital pool ahead of the competition (Shrotryia and Dhanda, 2020). Similarly, to build on its comparative advantage, the organization must appeal to potential employees by incorporating its values in its existent employees’ profiles as well as in its EVP, as an added incentive (Shuck et al., 2017). An example of an EVP states, “We strive to building a company that is not only loved by our clientele, but also our workforce. We invest in our people’s capacity to deliver on their roles while enjoy a fun working environment. Our organization is built to stand the test of time.” This EVP alludes to support and love for the organization’s workforce, creating a sense of belonging and ownership of the organizational vision and mission. In contracting its EVP, the organization in question must apply a conducive language to attract suitable job candidates, easing the work of HR and leaving the seamless flow of overall business intact. As seen in the above example, the organization in question understand the contemporary employee’s need to be owned and supported by their organization. The present-day employee is drawn to organizations that commit to showing love, support, and appreciation for their staff, as employees mark the most important asset to any organization (Shuck et al., 2017). As seen the example above, the contemporary employee is not only drawn to the prospect of high remuneration, but also desires an environment that fosters a sense of belonging. Consequently, organizations must alter their EVPs to suit the needs of the present-day human capital market.

3.2, 3.3 Examples of relevant HR strategies to raise levels of employee engagement and address barriers

To achieve a higher level of employee engagement, the HR department of an organization is required to take the requisite steps and strategies to alter the policies of the organization to suit the needs of the workforce. In this regard, there exists a plethora of strategies through which the HR can foster higher levels of employee engagement and reduce barriers. Examples of such strategies include: increased access to training and development, involvement in HRM decision-making, and employee welfare practices.

Increased Access to Training and Development

The modern-day HR must demonstrate a more flexible approach to employee relations by giving employees greater access to training and development. Contemporary HRM policy must recognize the importance of timely data and consultation as the backbone of organizational success. HR must spearhead the administering of emerging information and consultation procedures (Home, 2016). In this case, HRM practices are tailored to the needs and concerns of employees. This is because, in today’s competitive business environment, organizations are compelled to relook how they treat their workforce. Therefore, contemporary HR departments must foster employee engagement by showing the capacity to offer career growth through increased access to training and development, to face new and emerging issues.

Involvement in HRM Decision-Making

Employee participation in HRM decision-making yields a thinking performer who can set out their professional goals besides a time management plan for achieving set objectives. The modern employee has greater access to information on organizational and business needs and thus is in a better position to tap into opportunities that could be beneficial to their organization (Nankervis et al., 2016). Such employees actively contribute to the success of the organization as they have a sense of belonging and responsibility to the organization (Nankervis et al., 2016). Furthermore, this employee is an active listener and communicates freely and precisely with others (Nankervis et al., 2016). By involving such employees in HRM decision-making, the management finds it easy to adopt new working techniques in line with emerging technology.

Employee Welfare Practices

Employee welfare include various services, facilities, and benefits that employees are accorded by their employer in addition to basic wages and other statutory economic rewards (Noe et al., 2017). Organizations that expose their employees to adverse physical, emotional and mental effects are often synonymous with welfare amenities (Bailey et al., 2018). HR may intervene to alleviate the challenges of workers in oppressive conditions by implementing welfare policies and practices, demonstrating value for employees (Noe et al., 2017). On the other hand, HR policy in organizations whose operations are less dangerous may extends relevant welfare programs such as medical covers and psychological therapy services for mental health as a motivation tool (Rogers, 2016). Such practices benefit employees by guaranteeing sound physical and emotional health. Furthermore, such employees feel valued by their employer and thus, have the impetus to repay this gesture with loyalty and hard work.

Reference List

Analoui, F., 2017. The changing patterns of human resource management. Routledge.

Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource management. Oxford University Press.

Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A critical approach. In Human Resource Management (pp. 1-23). Routledge.

Home, A.Z., 2016. NatWest: Another Global Bank Gone. The Big Four British Banks: Organization, Strategy and the Future, p.120.

Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource management: strategy and practice. Cengage AU.

Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Oluwatayo, A.A. and Adetoro, O., 2020. Influence of Employee Attributes, Work Context and Human Resource Management Practices on Employee Job Engagement. Global Journal of Flexible Systems Management, 21(4), pp.295-308.

Rogers, D., 2016. The big four British banks: Organization, strategy and the future. Springer.

Shrotryia, V.K. and Dhanda, U., 2020. Development of employee engagement measure: experiences from best companies to work for in India. Measuring Business Excellence.

Shuck, B., Adelson, J.L. and Reio Jr, T.G., 2017. The employee engagement scale: Initial evidence for construct validity and implications for theory and practice. Human Resource Management, 56(6), pp.953-977.

• Employee Engagement 5ENG

The main aim of the unit Employee Engagement 5eng is to assist the employee to engage in level 5 of the CIPD which is considered as an intermediate level and offers the skills at the analytical level with strategy and critical thinking with HR insights. Most of the students require 5ENG employee engagement to recognize the better engagement of the employment and the way through which it can be interconnected to relatable concepts of the Human Resource Department. In the engagement of the employee, the employees participate actively when the task is intentionally contributed to and performed with intellectual efforts, experience optimistic emotions, and link meaningfully to others.

This unit is designed for the learners so that they can increase their competencies skills and knowledge to identify the engagement of employees and the performances at the organization. Moreover, the strategy of this unit has the main goal to generate an optimistic culture of organisation which extend the employee`s and employer’s horizons assists them in attaining their shared goals, and improve their moral and values in the organisation. In such a scenario the employee`s engagement in the unit is designed for learners. It assists them in recognizing the responsibilities and duties of supporting connections and interactions with the people at a workplace. After fulfilling all requirements of the unitEmployee Engagement 5eng, the learners will be able to get skills and knowledge significant for improving the culture of engagement which is significant to attain the success of the organization.

The unit Employee Engagement 5eng is appropriate for students who have a great interest in development or human resource management. The professionals of Human Resource Management are also enrolled in this course just to increase their skills and knowledge. The human resource managers working without any organization can also attend this unit to improve their engagement with the employees with the help of policies and strategies utilized by human resource managers. Despite that, the people who are related to the role of Human Resource Management in the environment or organization can also continue the unit.

Objectives of unit

Some of the significant objectives of the unit Employee Engagement 5eng include:

• To recognize the engagement of employees as the components and concepts that play a great role in the goals of the organization and its achievement.
• To make the learners educated on the engagement of employees and the way through which they contribute to keeping the optimistic outcomes of the corporation.
• It has the goal of teaching the students strategies and practices of Human Resource Management to improve the engagement of employees within the particular organization.

Learning outcomes

Here are some learning outcomes on which the unit Employee Engagement 5eng is comprised and the total learning the students can get is through gathering out all the learning outcomes of the unit such as.

LO1: Recognise the components and concepts of the engagement of the employees with evidence that demonstrates the contribution to attain the business outcomes.

Lo2: recognise the significance of the engagement of employees being a contributor to optimistic outcomes of corporate., lo3: identify the implementation of human resource management practices and strategies to increase the engagement level of employees in a particular context of the organization., assessment criteria.

The assessment criteria of the unit Employee Engagement 5eng is completely comprised of the learning outcomes. There are some queries by catering that students will learn step by step in terms of the concept of unit Employee Engagement 5eng.

1.1 Identify the principles dimension components and meaning of employee engagement and the way through which it is different among all, and according to the concepts such as the job is specification commitment of organization and employer employment.

1.2 Provide a short explanation of the requirement of aligning practices of engagement with other components of Corporate.

2.1 Identify the principles that drive benefits for the business because of having good engagement of the workforce.

2.2 Signpost some organization steps which are decided to generate the employee engagement culture using the example of discretionary behavior, job design, etc.

3.1 Evaluate the appropriate tools of Diagnostic for measurement of employee engagement levels and attitude of employee.

3.2 Provide the example of the EVP employee value proposition to generate the employee engagement level by forming references that make an EVP good.

3.3 Provide examples of human resource management activities that are relevant to increasing employee engagement levels and addressing the barriers.

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How to Write a CIPD Level 5 Assignment(with Examples)

• October 28, 2023
• CIPD Level 5
• 4 Mins Read

Writing a CIPD Level 5 project may be a pleasant and demanding experience for both HR professionals and students. The Chartered Institute of Personnel and Development (CIPD) Level 5 qualification is intended to help individuals advance their knowledge of HR and L&D. It is critical to grasp how to produce good assignments in order to succeed in this program. We will walk you through the process of creating a CIPD Level 5 assignment in this blog article, including examples and recommendations to help you succeed.

Recognizing the Assignment Brief

It is critical that you properly comprehend the assignment brief before beginning to write your assignment. Identifying the important needs, such as word count, submission standards, and assessment criteria, is part of this. Consider the following assignment brief:

“Analyse the impact of employee engagement strategies on organizational performance in a case study company of your choosing.” Discuss the relevant theories and make suggestions for improvement. Your task should not be longer than 2,500 words.”

In this case, you must guarantee that your assignment is no more than 2,500 words long, that it focuses on employee engagement techniques and organizational success, and that it incorporates relevant ideas and recommendations.

Information Gathering and Research

Gather pertinent information and study materials next. This could contain academic articles, textbooks, industry reports, and case studies for a Level 5 assignment. Make certain that the sources you utilize are reliable and up-to-date. Here’s an example of how you could organize your research:

Review Academic Literature on Employee Engagement

Begin by studying academic literature on employee engagement and its impact on organizational performance. Cite applicable ideas and models, for example, Maslow’s Hierarchy of Needs or Herzberg’s Two-Factor Theory.

Choose a real-world company to serve as your case study. Collect information on their employee engagement strategies, such as surveys, policies, or success stories.

Interviews or Surveys

If possible, conduct interviews or surveys to collect primary data about the employee engagement activities of the case study company.

Organizing Your Assignment

A well-organized assignment is easy to read and evaluate. Consider the framework below for your CIPD Level 5 assignment:

Introduction (About 10% of Total Word Count)

Introduce the topic briefly and clarify the goal of the task.

Give a summary of the case study company and its significance.

Review of Literature (About 30% of Total Word Count)

Discuss pertinent theories and models concerning employee engagement and its impact.

Examine major discoveries from scholarly sources.

Methodology (About 10% of Total Word Count)

Describe your research methodologies, such as data gathering and analysis.

Justify your case study and research tools selection.

Case Study Analysis (About 30% of the Total Word Count)

Give a thorough examination of the case study company’s employee engagement practices.

Highlight their strengths and limitations in reference to the evaluated literature.

Recommendations (About 15% of the Total Word Count)

Provide ideas for the case study company to improve their employee engagement initiatives based on your investigation.

• Make sure your suggestions are practical and actionable.
• Conclusion (about 5% of total word count):
• Summarise the most important aspects of your assignment.
• Highlight the importance of your results and recommendations.

Use the appropriate referencing style (e.g., Harvard, APA, or Chicago) to cite all sources. Some tips that will help you;

Learn the Citation Style: Become acquainted with the citation style required by your discipline or institution. APA, MLA, Chicago, Harvard, and other styles are common. Get a style guide or use internet resources to learn about the rules and conventions of your preferred style.

Citation Management Software: Use citation management software such as EndNote, Zotero, Mendeley, or RefWorks. These tools let you automatically organize and cite your references, saving you time and eliminating errors.

Regular Practice

The more you practice referring, the better you’ll get. To hone your skills, create sample references and citations. It is advisable to practice with authentic materials such as articles, books, and websites.

When in doubt, consult style guidelines or instructions pertaining to your preferred citation style. These manuals contain detailed instructions on how to format references, in-text citations, and other aspects.

Use Online Reference Generators: Online reference generators can assist you in swiftly creating properly styled citations. Citation generators, such as Citation Machine and BibMe, can generate citations depending on the information you provide.

Check Your References: Before submitting your work, double-check your references to confirm they are correct. Author names, publication dates, page numbers, and URLs should all be double-checked. Errors can result in misunderstandings or lower grades.

Cite as You Write: Don’t wait until the end of your paper to add all of your sources. In order to keep your writing flowing, provide in-text citations as you write. This also aids in keeping track of your sources.

Examples to Consider

Some of the examples that I came across while working with CIPD level 5 assignment help are as under;

“Herzberg’s Two-Factor Theory suggests that both hygiene factors and motivators are critical for understanding employee satisfaction and performance (Herzberg, 1959).”

“According to a Gallup report, organizations with highly engaged employees experience 21% higher profitability (Gallup, 2020).”

“We conducted semi-structured interviews with 10 employees at XYZ Company to gain insights into their perceptions of the company’s engagement initiatives.”

“Based on our analysis, XYZ Company should consider implementing regular feedback mechanisms, such as quarterly surveys, to ensure ongoing employee engagement.”

“CIPD Report (2023) showed that you get the best input from the employees when they are adequately rewarded in a transparent way”.

A CIPD Level 5 assignment needs careful planning, extensive research, and excellent organization. You may design an engaging assignment that showcases your HR and L&D knowledge by comprehending the assignment brief, completing rigorous research, and adhering to a defined framework. Remember that real-world examples, case studies, and current research can help you create an impressive CIPD Level 5 project. Best wishes for your studies!

What is the Difference Between CIPD Level 5 Certificate & Diploma?

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5ENG Assignment Example

• February 19, 2022
• Posted by: admin
• Category: CIPD Level 5

Introduction

Employee engagement is a HR practice that has gained the attention of scholars in the recent past, thus the development of various scholarly articles to explain the different dimensions of employee engagement organisations should be keen on identifying with the employee engagements HR practices with the aim of ensuring that they take into consideration the important issues reviewed by different researchers on the same issue. This report will provide a review of different research articles focusing on employee engagement. The information obtained from the review will be used as reference to help the CEO and the senior management in the organisations to improve on how they can enhance engagement of the employees.

Conceptualising and measuring employee engagement by Joubert and Roodt (2019)

Joubert and Roodt (2019) in conceptualising the issue of employee engagement wanted to explain how employees, through the pull and push factors identify with the individual, team, and organisational performances. These are the factors that relate to the demands and the resources needed by the employees while carrying out their different roles and responsibilities in the organisation. The authors aimed at explaining how the employees, performances are determined with the levels of satisfaction and dissatisfaction. From this perspective, the authors explain the need for the employees to go beyond the demands and the resources to promote higher levels of engagement.

Further explanations by the authors relate with the evaluation of the role theory as well as the role identity theory. The theory suggest that employees working in an organisation carry out different roles and each of those roles have different push and pull factors, which are unique to the responsibilities that should be achieved. Although not much research has on the same with regard to employee engagement, the authors get to evaluate how to promote the demands and resources to enhance team and management engagements.

Joubert and Roodt (2019) used cross sectional survey to conduct the research, and thus quantitative data research method was used. The authors developed different variables that the research participants would be part of when answering the research questions. The variables are then analysed quantitatively. The research participants were among the employees who carry out different roles in the organisation, and more specifically, the researchers gave more attention to the management executives, senior managers, and supervisors. The different roles that the participants would e involved in are related to the participant working as an individual, the participant working as a member of a team in the organisation, and the same participant working in in a supervisory, managerial, or executive level.

The results from the research confirmed that individual engagement is influenced by the full factors related to the individual social support, autonomy and feedback. The team engagement is influenced by the aspects of teamwork promotion, group efficacy, burnout at the team level, as well as team conflict. The aspects of self-efficacy, support of the organisation, management workload, and lack of the advanced opportunities are the factors that influence managerial engagement. From the results in the study, the aspect of employee engagement operates from the multi-level model perspective. Clearly, the individual, team, and managerial types of engagements are related to each other, meaning that they cannot be independent on their own.

The research is significant in helping the CEO and the senior management within the organisation to evaluate the push and pull factors that associate with the demands and resources that enhance improved levels of engagements. This means that the CEO has to consider how to effectively integrate the individual employees who also work as team members and managers in the organisation. This makes it easier for such employees, though working in different organisational roles, to actively become part of the process to which they get satisfied as they work, and they also become engaged. Thus, the pull and push factors identified to create individual engagement, team engagement, and management engagement should all be considered by the HR to ensure that they motivate the employees to become engaged in the workplace.

Effect of high performance HR practices on knowledge sharing behaviour: the mediating role of employee engagement by Karim and Majid (2017)

In determining the relationships between the knowledge sharing behaviours in higher education institutions and the practices in HR, Karim and Majid (2017) introduced the concept of employee engagement as one that improves that specific relationship. The authors define employee engagement as the aspect that requires an individual to be part of the process to which they get to connect with other people as well as with the work that they perform. This is an aspect that contributes to higher performance of the individuals, thus impacting positive organisational performances as well. In promoting employee engagement, the HR has to focus on making sure that all the employees are dedicated to what they do and how they interact with the others. The aspect of dedication reflects on the willingness of the employees to become engaged, the energy put in by the employees to enhance achievement of the goals and objectives within the organisation, and the mental resilience seen among the engaged persons. The employees also have to be absorbed, meaning that they have to be fully engrossed with the work and put their concentration of making ends meet with all the possible efforts they can make.

With the main purpose of the research being to find out how knowledge sharing can be enhanced within organisations, Karim and Majid (2017) argue that the HR has a big role in influencing the attitudes and perceptions of the people they work with. This associates with the development of positive relationships among the people, which then enhances effectiveness in knowledge sharing. Engaged employees become committed to the organisational roles and responsibilities. The HR has to specifically make an effort to become committed to the committed and engaged personnel, with the aim of ensuring that they positively impact their involvement in the work place. The possibility of having the engaged employees get highly involved in knowledge sharing is very high. This is in reference to the idea of Karim and Majid (2017) who argue that the engaged employees are dedicated employees, and they are also enthusiastic thus can easily share their expertise with their colleagues. This is an aspect that promotes knowledge sharing among the employees,

The researchers in carrying out the study focused on reviewing literature or review of secondary sources to explain the role of the HR in influencing positive forms of knowledge sharing behaviours. The conclusions made by the authors with regard to answering the research questions is that the HR in promoting employee engagement promotes greatly the relationships of the HR practices and the aspects of knowledge sharing. This means that through the promotion of employee engagement concept among the employees, the individuals get to associate with positive relationships that become part of the process to which they can easily share ideas and enhance growth of the high education institutions.

Although the research is focused on enhancing growth of the higher education institutions, the management in any other institution may involve the HR in developing alternatives that are part of the process to which the employees become more engaged. Therefore, the HR has to play a big part in ensuring that the employees become dedicated to the work they do, and this will not only promote knowledge sharing, but also promote interactions in all work dimensions in the organisations. In this perspective, the CEO of the organisation should identify the means through which the HR would support the employees and ensure that their attitudes and perceptions are changed, and in turn relate to improved natures of employee engagements.

Factors affecting employee engagement by Chandani et al. (2016)

In a review paper to explain the factors that affect employee engagement, Chandani et al. (2016) seeks to explain why organisations should consider implementing the employee engagement drivers. These drivers should be considered priorities by the organisation leaders, more especially because the engagement has been found to have positive influences and impacts to other issues among the employees. The authors define employee engagement in terms of enthusiasm that the employees use to focus on promoting organisational success.

From the literature review, the authors identified the main factors that affect employee engagement. One of the factors identified is related to employee career development. Learning to improve skills, knowledge, and capabilities is more common among the engaged employees. Organisations that focus on learning and development to improve the skills of the employees and promote their careers are likely to relate with the aspect of employee engagement and employee retention as well. Another important factor is the management of talent, which the authors identify to be part of the process to which an engagement culture is developed within the organisation. Talent management associate with the achievement of the future vision, and this requires the HR to get involved in proper planning to ensure that all variations are well dealt with.

The leaders play a big role in determining the nature of employee engagement. Leaders who give appraisals to their employees and whose attention is focused on supporting the employees often support engaged employees. Engaged employees often require the support of people who can mentor them and help them achieve their vision. Leaders who are also committed often have their subordinates become committed to the organisation they work for as well. These are the leadership aspects that influence the levels of engagements within the organisations. Another factor is related to the organisation commitment to the company values and policies. The organisations that are committed to these have higher levels of engagements among their employees, who are the support needed in meeting the organisational objectives.

Another important factor that was determined to have an influence on employee engagement is the treatment of the employees. Employees who are treated with respect relate with high levels of engagements. Thus, the attitude of the management or the HR towards the employees determines how willing the employees would become committed to working with the managers and for the organisation. The standards that determine the ethical behaviours of the employees are another factor that influences the aspect of employee engagement. The manners in which the employees relate with other stakeholders determine significantly how the employee engagement aspects would be enhanced. Thus, it becomes important for organisations to relate with the development of positive citizenship behaviours to enhance high levels of engagements. Empowerment is also a factor that the authors identified would have an influence on employee engagement. When employees are given the opportunity to express their views and get involved in the decision making process, they become engaged to the organisation.

Performance appraisal is another factor that has an influence on employee engagement. The management has to be careful in determining how they appraise their employees for the work that they perform. Failure to give appraisals may result to low levels of engagements. This goes hand in hand with the pay and benefits factor. With good and improves payment systems, employees would feel satisfied with what they have been compensated with. This in turn influences the engagement levels, as well as development of strong relationships between the employees and the employers. Ensuring that the employees work in healthy and safe conditions is also an identified factor that influences employee engagement. The extent to which the employee feel satisfied while working improves the nature of self-efficacy and improves the focus of the employees on the job thus promoting employee engagement. Another important factor is the support given to the families of the employees. Organisations that give support to employee families have more engaged employees. The nature of the job that the employees work in determines how engaged they would become.

Emotional factors also determine how the employees would become engaged to the organisation they work for. This relates with the psychological interventions that influence the emotions. The issue of productivity also determines employee engagements, especially because the tasks have to be in line with the organisational objectives to enhance productivity.  Personality factors also determine the influences of employee engagements. These associate with the perception of the employees on the job, on the relationships that they have with their seniors and subordinates, and their commitment to the job.

The CEO should relate with all the identified factors so as to come up with the best engagement drivers that support the employees. Clearly, giving support to the employees from all angles of employment improves their commitment to the organisation, and this improves the levels of engagements.

Stages of the research process

The research process starts with the identification of a research problem, to which a research area is consider for study. This step involves formulating research objectives for the study and determining the significance of the research. The second step is the review of literature to evaluate what other researches relate to in addressing the research problem. This helps the researcher clarify what the problem is. The third step is the carrying out of the research methodology. This involves designing the research and identifying the population for the study. The instruments used to collect data from the respondents are also identified in this step. The fourth step in the research process is the collection of data and development of the research data findings. The data is analysed and this leads to the final step where conclusions are made and recommendations developed to help identify with the possible solutions to solve the research problem.

Comparing survey research and focus groups

Survey research method involves having the researcher develop questionnaires that are given to the respondents to answer. The questions may be open-ended or closed ended. Focus group discussions on the other hand involve having the researcher engage in discussions with respondents on evaluation of certain research topics. Advantage of survey research is that the researcher gets responses from high number of respondents who represent that population. It does not require the researcher to observe the research participants as they answer the questions, and it is more convenient. The disadvantage of survey research is that it is expensive compared to focus group research. Advantage of focus group discussion is that the researcher saves time and money in the research process compared to survey research. The researcher gets a wide range of information from the respondents, and when need be; the researcher may seek for clarification from the respondents.

Improving the employee practice in the business is an important aspect that promotes interactions and connections among all the organisational stakeholders. This also impact the performance and productivity of the firm. Organisational managers should consider identifying with the right factors that promote engagement, and consider implementing those factors to improve levels of engagements. The management should realise that failure to consider implementing the right drivers to engagement may result to employees experiencing instances of dissatisfaction. This also prevents the employees from being committed to the organisational work, making it difficult for the organisational objectives to be achieved. Having the CEO improve on the employee engagement HR practice would result to development of changes that would have positive impact to the overall functions and operations in the organisation.

References:

Chandani, A., Mehta, M., Mall, A., & Khokhar, V. (2016). Employee engagement: A review paper on factors affecting employee engagement.  Indian Journal of Science and Technology ,  9 (15), 1-7.

Joubert, M., & Roodt, G. (2019). Conceptualising and measuring employee engagement as a role-related, multi-level construct.  Acta Commercii ,  19 (1), 1-17.

Karim, D. N., & Majid, A. H. A. (2017). The effect of high performance HR practices on knowledge sharing behavior: the mediating role of employee engagement.  International Postgraduate Business Journal ,  9 (2), 74-88.

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5ENG Employee Engagement

Introduction to 5eng employee engagement.

The unit employee engagement is offered at level 5 of the CIPD course . CIPD Level 5 is an intermediate level and units offered at this level require strategic human resource insights, analytical skills and critical thinking. The primary purpose of the 5ENG (employee engagement) is to broaden the students understanding of the terms of employee engagement and how it can be linked or differentiated from other related human resource concepts. Employee engagement has been described as being available when a task is being performed and intentionally contributing intellectual effort, experiencing positive emotions and meaningful connection to others. Students who enrol for the unit are expected to understand their roles as professionals in building an engaged workforce. Additionally, learners will be introduced to the concept of high-performance work.

The unit offers lessons aimed at equipping the learners with the necessary knowledge, skills and competences in the analysis of employee engagement and organizational performance. Students also learn that the strategies are intended to promote shared goals in a given organization, improve values, and develop a positive organizational culture that is beneficial to both the employer and the employee. Therefore, the unit, employee engagement is primarily useful for learners as it helps them understand their duties and responsibilities in supporting interactions and connections with people in a workplace to promote organizational success. At the end of the unit, learners are equipped with the necessary knowledge and skills essential for promoting an engaged culture which is useful for developing organizational success.

Unit objectives

The primary objectives of the unit include:

• To understand the concept and components of employee engagement and its contribution to achieving organizational goals and objectives.
• To educate learners to the importance of employee engagement and its contribution to positive corporate outcomes
• To educate students on how to implement human resource strategies and practices to improve levels of employee engagement in particular organisations.

Suitability- who should take this course

This unit is suitable for all people seeking to develop a career in human resource and development. Human resource practitioners who are seeking to develop their skill and knowledge in the field of employee engagement can also enrol for the module. In organisations without Human resource managers, the people appointed to implement HR strategies and policies are eligible to attend the unit lessons to improve their knowledge of employee engagement for the greater organizational good. Nevertheless, anybody who is interested in understanding the role of human resource in the organisational and environmental context can pursue the unit.

Unit Content

The unit content is based on the unit objectives and the expected learning outcomes. The first lesson covers the first unit objective by giving a clear definition of employee engagement. The three primary dimensions of employee engagement, that is emotional, cognitive and physical engagement are also discussed and exemplified in the first lesson. The components of employee engagement, the three mindsets of organizational commitment and the need for alignment are also some of the topics covered in the introductory lessons. The second unit objective results in the development of other lessons that are essential for students pursuing employee engagement. These lessons include the assessment of the importance of employee engagement in HR policies, practices and strategies. In this lesson, learners will understand the benefits of engaging employees and related high-performance results.

The unit further elaborates on the systematic approach to the development, growth and maintenance of employee engagement through organizational and HR policies. Unit content covered in the lesson includes employee segmentation techniques, the measure of employee attitude, and the business case for employee engagement, design and implementation of relevant people management and development policies and recruitment and selection process. Special references such as Gallup Q12 and practical examples will be used during the study. The four primary drivers of an engaged workforce will also be discussed in the unit. Additionally, employee voice as an essential element of employee engagement will be discussed in detail (formal, informal, complementary to employee voice).

Deducting from the third and final objective, the unit covers quite many lessons. The first lesson of the third objective will be understanding the diagnostic tools and use of metrics such as attendance, turn over and absenteeism. These tools are essential in the evaluation of individual employee performance and their engagement to work. Another lesson will cover the construction of the employee value proposition and barriers to employee engagement. Learners will identify various issues that may block employee engagement and also come up with working strategies to deal with the barriers. The application of employee engagement may be faced with resistance to change in some organisations. The unit ensures to cover methods of overcoming change resistance that is effective and particular to different settings. The last lesson will cover the creation of structures that facilitate the creation of employee engagement culture in an organisation.

Learning outcome

At the end of the module, students are expected to:

• Demonstrate a clear understanding of the concept and components of employee engagement and its contribution to positive business outcomes.
• Demonstrate an understanding of the importance of employee engagement and its contribution to positive corporate outcomes.
• Demonstrate their ability to implement HR strategies and practices to increase the level of employee engagement in particular organizational contexts.

Summary and Assessment

Employee engagement is an essential unit in human resource management because it does not only focus on physical involvement in work but also the psychological and emotional involvement. The module equips the student with knowledge and skills of identifying psychological, emotional and physical traits of high performers. It also equips learners with knowledge on how to use employee engagement to improve organizational performance. The guided learning hours for the unit is a total of 60 hours.  The hours are dived into half (30 hours each), for guided learning and self-directed learning. Self-directed learning involves personal study time and reading in preparations for assessments. The unit assessment requires the students to complete a 3900 words written assignment. In some cases, learners will be required to give a presentation on certain lessons covered by the unit. It is important to note that all the assessment questions for this unit are based on the unit objectives but may require critical thinking and analytical skills. There are numerous learning resources for the unit. The resources include but are not limited to CIPD course materials, books, online resources, journal articles and websites.

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CIPD Intermediate Award – Employee Engagement (5ENG)

This unit is intended to provide learners with a broad understanding of what is meant by employee engagement, including how it can be linked to and yet be distinguished from other related concepts. It covers the components of employee engagement and the processes through which high levels of engagement can be secured and sustained within an organisation, with special reference to the comprehensive application of human resources (HR) policies, strategies and practices. The unit also introduces the learner to the principles of and applications for high-performance working (HPW).

Please click below for details about a suitable alternative.

Unit details

• Specialist unit

This unit is suitable for persons who:

seek to develop a career in HR management and development

are working in the field of HR management and development and need to extend their knowledge and skills

have responsibility for implementing HR policies and strategies

need to understand the role of HR in the wider organisational and environmental context.

Learning outcomes

On completion of this unit, learners will:

Understand the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes.

Understand the importance of employee engagement as a contributor to positive corporate outcomes.

Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context.

The learner will:

1. Understand the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes.

2. Understand the importance of employee engagement as a contributor to positive corporate outcomes.

3. Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context.

Assessment criteria

The learner can:

1.1 Analyse the meaning, principal dimensions and components of ‘employee engagement’ and compare with other related concepts.

1.2 Justify the need for alignment between engagement practices and other corporate components if the full benefits of high engagement are to be realised.

2.1 Identify the principle drivers of employee engagement and evaluate the business benefits for the organisation and different stakeholders.

2.2 Explain the application of employee engagement through job design, discretionary behaviour, role autonomy and organisational citizenship.

3.1 Identify and evaluate the use of diagnostic tools for measuring employee attitudes and levels of employee engagement.

3.2 Construct an ‘employee value proposition’ and propose relevant strategies to raise levels of employee engagement and address any barriers.

3.3 Propose relevant people resourcing, development, performance and communication strategies to raise levels of employee engagement.

CIPD Assignment Examples – Exploring Key Topics in HR

CIPD Assignment are tasks that test your knowledge of HR principles. They cover areas like employee relations, HR strategy, and employment law. You’ll analyze real scenarios and propose solutions. Completing these assignments is important for getting CIPD qualifications and advancing in HR. CIPD Assignment examples are given below:

Performance Management (7PFM)

Performance management is about how companies make sure their employees are doing well in their jobs. In this assignment, you might study how businesses set goals for their workers, how they give feedback on performance, and how they help employees improve. You could also explore different methods of performance appraisal, such as regular reviews or self-assessment forms. By understanding these practices, you can see how companies motivate their staff and improve overall performance.

Managing and Developing People (7LMP)

Managing and developing people is a crucial part of any business. In this assignment, you might look at how companies recruit new employees, how they train them, and how they help them grow in their careers. You could study strategies for employee retention, such as offering opportunities for advancement or providing a positive work environment. Understanding these aspects helps businesses ensure they have the right people in the right roles and that their employees feel valued and supported.

Business Research in People Practice (7CO04)

Business research in people practice involves studying how businesses gather information about their employees and use it to make decisions. In this assignment, you might explore different research methods, such as surveys, interviews, or data analysis. You could examine how businesses use research to understand employee needs, identify trends in the workforce, and address issues like diversity and inclusion. By conducting effective research, companies can make informed decisions that benefit both employees and the organization as a whole.

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Developing Skills for Business Leadership (7SBL)

Developing skills for business leadership focuses on how individuals can become effective leaders within their organizations. In this assignment, you might study different leadership styles, communication techniques, and strategies for motivating teams. You could also explore topics like conflict resolution, decision-making, and managing change. By developing these skills, individuals can become better leaders who inspire and guide their teams to success.

Strategic Employment Relations (7HR01)

Strategic employment relations delve into the dynamics between employers and employees within an organization. In this assignment, you may analyze the strategies companies use to build positive relationships with their workforce, such as effective communication channels, employee involvement in decision-making processes, and conflict resolution mechanisms. Additionally, you might explore how businesses navigate issues like collective bargaining, unionization, and employee representation. Understanding strategic employment relations helps organizations foster a supportive and collaborative work environment conducive to productivity and employee satisfaction.

Specialist Employment Law (5OS01)

Specialist employment law focuses on the legal framework governing the employer-employee relationship. In this assignment, you could examine various aspects of employment law, including discrimination, harassment, wrongful termination, and workplace health and safety regulations. You might also analyze case studies or real-life scenarios to understand how employment law applies in different situations. By studying specialist employment law, individuals gain insight into their rights and responsibilities as employees and employers, ensuring fair and lawful treatment in the workplace.

Employee Engagement (5ENG)

Employee engagement refers to the emotional connection and commitment employees have towards their work and organization. In this assignment, you may explore strategies for measuring and improving employee engagement levels, such as employee surveys, feedback mechanisms, and recognition programs. You could also examine the link between employee engagement and organizational performance, productivity, and retention rates. Understanding the factors that drive employee engagement allows businesses to create a positive work culture where employees feel valued, motivated, and empowered to contribute their best efforts.

Evidence-Based Practice (5CO02)

Evidence-based practice involves using research and data to inform decision-making and practices in the workplace. In this assignment, you might explore how businesses collect, analyze, and apply evidence to address organizational challenges and optimize processes. You could examine case studies, empirical studies, or industry reports to understand best practices in areas like talent management, training and development, and performance evaluation. By embracing evidence-based practice, organizations can make informed decisions that lead to more effective and sustainable outcomes. You can find various CIPD Assignment Examples on cipdassignmenthelp.com. They offer complete sample topics and help students with their assignment research.

There are a lot of topics and assignment samples available at CIPD Assignment Help so you check all samples at Cipd Assignment Examples.

Final Words

CIPD assignments cover a wide range of topics related to people management and organizational development. From performance management to leadership skills, these assignments help individuals understand key concepts and practices that are essential for success in today’s business world. By studying these topics, students can gain valuable insights into how businesses operate and how they can contribute to their organization’s growth and success.

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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 7OS03 Learning and Development Essentials
• CIPD 7OSO4 People management in an international context
• CIPD ‎7OS05 Diversity and inclusion
• CIPD 7OS06 Leadership and management development
• CIPD 7OS07 Well being at Work | CIPD Level 5 Assignment Help
• 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 5OS04 Managing people in an international context
• CIPD 7OS06 Well Being at Work | CIPD Level 7 Examples

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Cipd examples and samples.

CIPD assignments always looking for best of the students and that’s why students are always looking for CIPD examples. It is because of this reason, we are providing lot of examples here for different levels as given below:

CIPD Examples for Different Levels

Examples for all Level Given Below

Level Three CIPD Examples and Samples

3CJA Assignment Examples and Samples

3DEL Assignment Examples and Samples

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3HRC Assignment Examples and Samples

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Level Five Examples and Samples

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5EML Assignment Examples and Samples

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5HR03 Assignment Examples and Samples

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Level 7 Assignment Examples and Samples

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Level 7 CIPD Assignment Samples

The Level 7 CIPD assignment is an advanced level assignment for human resource professionals who are looking to develop their strategic thinking and leadership skills. The Level 7 CIPD assignment focuses on various aspects of human resource management, such as talent management, employee relations, performance management, and organizational development. The purpose of this assignment is to enable HR professionals to apply their theoretical knowledge to real-world business scenarios.

For instance, in a Level 7 CIPD assignment, a HR professional may be asked to analyze a company’s talent management strategy and recommend changes that would improve the organization’s overall talent management approach. This may involve assessing the current talent management practices of the organization, identifying any gaps or weaknesses, and developing strategies to address these gaps.

In addition to talent management, a Level 7 CIPD assignment may also cover topics such as employee relations, performance management, and organizational development. For example, a HR professional may be asked to analyze the effectiveness of a company’s performance management system and recommend changes to improve employee performance and productivity.

Overall, the Level 7 CIPD assignment is a challenging and comprehensive assignment that requires HR professionals to apply their theoretical knowledge to real-world business scenarios. To complete this assignment successfully, HR professionals must be able to demonstrate their strategic thinking, leadership, and analytical skills, and deliver a high-quality and plagiarism-free write-up.

What is Level 7 CIPD Assignment Samples Module Covered?

The Level 7 CIPD assignment covers a wide range of modules related to human resource management. The purpose of this assignment is to enable HR professionals to develop their strategic thinking and leadership skills and apply them to real-world business scenarios. Some of the key modules covered in a Level 7 CIPD assignment include:

Strategic HRM:

Strategic HRM is a critical module in the Level 7 CIPD assignment as it helps HR professionals develop a strategic mindset and understand how HRM can contribute to the achievement of organizational goals. This module covers topics such as strategic planning, organizational analysis, and HR metrics.

Leading, Managing and Developing People:

This module focuses on developing the leadership and management skills of HR professionals. It covers topics such as employee engagement, talent management, and performance management.

Resourcing and Talent Planning:

This module covers the recruitment and selection process, as well as talent management strategies that organizations can use to attract and retain top talent. It also covers topics such as employer branding and diversity and inclusion.

Employee Relations:

Employee relations is a critical module that covers the legal and ethical issues surrounding employment relationships. It covers topics such as employment law, employee engagement, and conflict resolution.

Learning and Development:

This module covers the various approaches to learning and development in the workplace, such as training, coaching, and mentoring. It also covers topics such as performance management and career development.

Organizational Design and Development:

This module covers the process of organizational change, including the design of organizational structures, the implementation of change initiatives, and the management of organizational culture.

Business Research Methods:

Business research methods are critical in helping HR professionals to make evidence-based decisions. This module covers topics such as data analysis, research design, and survey methods.

In conclusion, a Level 7 CIPD assignment covers a broad range of modules related to human resource management. The assignment is designed to help HR professionals develop their strategic thinking, leadership, and analytical skills, and apply them to real-world business scenarios. To successfully complete a Level 7 CIPD assignment, HR professionals must be able to demonstrate their knowledge and understanding of each module, as well as their ability to apply this knowledge to real-world situations.

CIPD Level 7 Assignment  Samples  along with other Level Examples for Reference

·   5CO01 CIPD Assignment Help Examples Online

·   5CO02 CIPD Assignment Help Examples Online

·   5UIN CIPD Assignment Help Examples Online

·   5CHR CIPD Assignment Help Examples Online

·   5ODG CIPD Assignment Help Examples Online

·   5ODT CIPD Assignment Help Examples Online

·   5DVP CIPD Assignment Help Examples Online

·   5HRF CIPD Assignment Help Examples Online

·   3CO02 CIPD Assignment Help Examples Online

·   3CO03CIPD Assignment Help Examples Online

·   5HR01 CIPD Assignment Help Examples Online

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7CO01 Assignment Example

• May 1, 2024
• Posted by: Fletcher Samuel
• Category: CIPD Level 7

Assessment questions

Question 3 .

AC1.3 Explain why the population in most countries is ageing rapidly. Illustrating your answer with examples, evaluate how this trend is creating challenges for people professionals in organisations. 

AC2.1 In what ways are developments in technology currently affecting the management of people within your organisation, or one that is familiar to you, and your own work as a people professional? Illustrating your answer with TWO distinct examples, evaluate the major advantages and disadvantages of these developments. 

Question 9 

AC3.1 Analyse the effective management and leadership of change in organisations with reference to TWO change management models. Illustrate your answer with examples of how and when the models might help contemporary organisations to manage and lead change effectively and when the models are less relevant. 

Question 16

AC 4.4 Critically discuss how Equality, Diversity and Inclusion (EDI) efforts could be more impactful in your own organisation, or one that is familiar to you.

• 7co01 work and working lives in a changing business environment

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