3CO04 Essentials of people practice Assignment help

Please note: This version of the assessment brief must be completed and submitted for marking by the 30th of June 2025.

If you are completing this unit and/or are unable to complete this version of the assessment within this time, please use the most recent version of the assessment brief available to download on the portal.

3CO04
Essentials of people practice

This unit introduces the fundamentals of people practice,ranging from the employee lifecycle to policies, regulation, and law. It further explores a diverse array of specialist subjects such as recruitment, talent management, reward and learning and development, essential to a career in people practice. Importantly, this unit enables practitioners to apply their knowledge and skills, building their confidence and ability to practice progressively. 

CIPD’s insight

Performance management: an introduction (January 2024)

Helping employees perform well is a central role of line managers and people professionals. People are the greatest creators of organisational value, so effectively managing their performance is critical for success. Employees need to understand what’s expected of them, and must be managed so that they are motivated, have the skills, resources and support they need to succeed, and are accountable for their work. 

This factsheet describes core aspects to get right in performance management and recent shifts in thinking. It summarises the main tools used, including objective setting, performance ratings, appraisals (or reviews), feedback, learning and development, and performance-related pay.

https://www.cipd.org/uk/knowledge/factsheets/performance-factsheet/

Recruitment – an introduction (November 2023)

Good recruitment is vital, especially when labour markets are tight. It ensures that the workforce has the relevant skills and abilities for the organisation's current and future needs. Effective resourcing is not just about filling an immediate vacancy but about impacting the long-term success of the business, using workforce planning data to understand the skills needed for organisational performance.

This factsheet looks at what recruitment and resourcing involves and outlines the UK law affecting recruitment activities. 

https://www.cipd.org/uk/knowledge/factsheets/recruitment-factsheet/

Talent management (October 2023)

Talent management means putting in place processes to: attract, identify, develop, engage, keep and deploy individuals valuable to an organisation. To be effective, it needs to align with strategic business objectives. Strategic talent management has several benefits: it builds a high-performance workplace; it fosters a learning climate; it adds value to the employer brand, and it improves diversity. 

For these reasons, people professionals consider talent management to be a key priority. The CIPD Profession Map recognises talent management as one of the special knowledge areas within the people profession and sets out the expected standards to follow. 

This factsheet looks at the context of 'talent management' and its compelling benefits. 

Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so that you can engage with the latest thinking.  It is not provided to replace the study required as part of the learning or as formative assessment material. 

Preparation for the Tasks: 

·         At the start of your assessment, you are encouraged to plan your work with your assessor and where appropriate agree milestones so that they can help you monitor your progress. 

·         Refer to the indicative content in the unit to guide and support your evidence. 

·         Pay attention to how your evidence is presented.

·         Ensure that the evidence generated for this assessment remains your own work. 

You will also benefit from: 

·         Completing and acting on formative feedback from your assessor. 

·         Reflecting on your own experiences of learning opportunities and continuing professional development.

·         Reading the CIPD Insight and Fact Sheets and related online material on these topics. 

Case study 

Inter Luxe Hotel Group is a multi-national hotel chain with 800 properties in 25 countries. The hotels are based in coastal resorts and cities. In coastal resorts, customers are mainly those on holiday. In cities, the customer base is more diverse and includes sightseers and business customers. Both groups of customers have high expectations. You work as a People Advisor in the People Function of a cluster of eight hotels. Inter Luxe Hotel Group employs graduate trainees who spend time in different functions to enable them to develop knowledge and understanding of the whole business. A graduate trainee will soon be starting their placement in your function, and you are responsible for their learning during this placement. 

Task one – Wrce (recruitment and selecitten advition)

·         You feel a good starting place is to learn about the employee lifecycle. You decide to explain the stages of the employee lifecycle and how a people practitioner could contribute to each stage. (AC1.1)

Employee turnover is high for Food and Beverage Assistants, and you are about to recruit and select new employees for this role. You decide to advise the graduate trainee on how to recruit and select Food and Beverage Assistants. 

·         Explain the purpose and key content of a job description and person specification. Explain how job analysis can be used to decide on the content of these documents.  (AC1.2) 

·         Explain two different recruitment methods that Inter Luxe Hotel Group could use for the Food and Beverage Assistant vacancies and why the two methods are appropriate for the role.(AC 1.3)

·         Explain factors to consider when deciding on the content of copy used in the recruitment methods you have explained above. You could consider factors such as budget, balance between providing an accurate and positive image, space available, corporate image. (AC 1.4)

·         Explain two different selection methods that Inter Luxe Hotel Group could use for the Food and Beverage Assistant vacancies and why the two methods are appropriate for the role. (AC 2.1)

·         Explain what selection records Inter Luxe Hotel Group should retain and why they should retain these records. (AC 2.4). 

·         Write letters of appointment and non-appointment for the Food and Beverage Assistant role. (AC 2.5)

1.  
2. Your evidence must consist of:

·         Written advice – with reference to the case study (approximately 1500 words, refer to CIPD word count policy).

·         Letters of appointment and non-appointment (Not included in word count)

Task two – Simulated interview 

• Devise selection criteria for the post of Food and Beverage Assistant using the job description already written (Appendix A). Use the selection shortlisting matrix (Appendix B) to shortlist applications against the selection criteria to determine candidates to be interviewed. Your assessor will provide you with completed, sample application forms.(AC 2.2)

• Interview one applicant and decide whether they meet the criteria for the post. The interview could be a panel or one-to-one interview (as determined by your centre). The interview could be conducted face-to-face or by web conferencing. (AC 2.3)

  [If working as a panel, it is essential that each member of the team actively takes part in devising the criteria, shortlisting, interviewing and decision-making.

A copy of CIPD STARR Model Interview Questions (Appendix C) has been included, that can be used when developing interview questions.]

Your evidence must consist of:

·         The selection criteria that you devised. (Not included in word count).

·         Your notes from the shortlisting process or a skills observation feedback form completed by your assessor as to your part in shortlisting. (Not included in word count).

·         A video recording of the interview (approximately 20 minutes long) .

·         A skills observation feedback form completed by your assessor about your role in the interview (Not included in word count).

·         Either a video of the subsequent decision-making process oryour notes from the decision-making process. (Not included in word count).

Note to assessors

Please ensure that all video recordings are retained and, if selected for moderation, uploaded to ROGO along with other materials for 3CO04. Please ensure that each learner is identified by name in the recording.

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Please ensure that an individual skills observation feedback form (Appendix D) is completed for each learner regardless of whether an individual or panel interview is carried out. If a panel interview is conducted, individual contributions must be clearly and uniquely identified through comments on the skills observation feedback form. Each panel should comprise no more than 3 panel members.

Task three - Guidance document (legislation and employment relations)

After meeting the graduate trainee, you realise that their knowledge of employment legislation and employment relations is limited. As part of their development, you develop a guidance document. 

The guidance document must include:

·         an explanation of the importance of achieving work-life balance within the employment relationship with an overview of the legislation relevant to working time. (AC3.1) 

·         an explanation of what is meant by, and the importance of, wellbeing in the workplace. (AC 3.2) 

·         a summary of the main points of discrimination legislation. (AC 3.3)

·         an explanation of what diversity and inclusion mean and why they are important. (AC 3.4)

·         an explanation of the difference between fair and unfair dismissal. (AC 3.5)

Your evidence must consist of:

·         A guidance document (approximately 1250 words, refer to CIPD word count policy).

Task four – Guidance document (performance management and reward)

The second part of the guidance document contains essential knowledge and understanding of performance management and reward. You need to ensure that your explanation includes: 

·         the purpose and typical components of performance management. (AC 4.1) 

·         two factors that need to be considered when managing performance. (AC 4.2)

·         different methods of performance review. (AC 4.3)

·         key components (financial and non-financial) that are required to achieve an effective total reward system. (AC 5.1) 

·         how reward can motivate employees to perform. (AC 5.2)

·         at least two reasons for treating employees fairly in relation to pay. (AC 5.3)

Your evidence must consist of: 

·         Guidance document (Approximately 1500words, refer to CIPD word count policy). 

Task five – Written answers (learning and development)

Your manager is keen that being responsible for the development of the graduate trainee is also a development opportunity for you. Your manager asks you to:

·         explain why learning and development activities are of benefit to the graduate trainee andInter Luxe Hotel Group. (AC 6.1) 

·         describe different types of learning needs and reasons why they arise for the graduate trainee andInter Luxe Hotel Group. (AC 6.2)

·         summarise different face-to-face and blended learning and development approaches, including facilitation; training; coaching; and mentoring that you could use when developing the graduate trainee. (AC 6.3) 

·         explain how, in the design and delivery of learning and development initiatives, individual requirements and preferences of the graduate trainee must be accommodated. (AC 6.4)

·         discuss at least two methods of evaluating the graduate trainee’s learning and development and its impact. (AC 6.5)

Your evidence must consist of:

·         Written answers (approximately 1250 words, refer to CIPD word count policy). 

Assessment Criteria Evidence Checklist

You may find the following checklist helpful to ensure you have included the required evidence to meet the task. This is not a mandatory requirement as long as it is clear in your submission where the assessment criteria have been met.

Declaration of Authentication 

Declaration by learner 

3CO04
Essentials of people practice
 

Assessment Criteria marking descriptors.

Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC. 

Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions.

The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria. 

To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.

The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the assessment criteria have been failed or referred. 

Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be used internally by the centre.

Marking Descripto

Marking grid and feedback for learner

Note to Assessor – Please enter a mark for each AC. You need only provide feedback

where you have awarded a mark of 1. This feedback should be developmental.

*This must be a true signature, so a handwritten signature, or a photo or scan of a handwritten signature, or an e-signature. A typed signature is not acceptable.

Appendix A – Job description

The following job description was produced by adapting the job description template produced by Acas  (available athttps://www.acas.org.uk/job-description-templates).

Appendix B

SELECTION SHORTLISTING MATRIX

Candidate Name:                             Job Title: 

Scoring:

1. Does not meet criteria
2. Partly meets
3. Fully meets
4. Exceeds

This is a template that can be adapted as required. Examples should be removed from submission for assessment.

Appendix C – STARR Model Interview Questions

The model looks at:

Situation     – what was the situation faced by the candidate?

Task           – what specifically did the candidate need to do, what was their part?

Action        – what did they actually do?

Result         – what was the outcome, was it what they intended it to be?

Reflect        – what was learned from the experience?

The model can be used in different ways:

·         By candidates when answering questions to ensure they cover all the relevant information.

·         By the interviewer to probe and ask candidates further questions based on their responses.

·         By the interviewer to bring a talkative candidate back to the question in hand.

Using one of the three open questions below, try to give examples of probing questions you could ask a candidate to get more information.

·         Tell me about a time when you have managed a project.

·         Talk me through a time when you have delivered outstanding customer service.

·         Tell me about a time when you have worked as part of a team.

Turning competencies into questions using the STARR approach 

Below is an example of how you might turn one set of competencies into a short, structured interview (1-1.5 hour)

Situation

Ask for an example of a situation in which the candidate was required to demonstrate the competence under review.

Task

Clarify what was the task that the candidate had to undertake in the specific situation identified.

Action

Find out very specifically what the candidate did.

Result

Find out the outcome or result and what happened.

Reflect

Find out what the candidate learned from the experience and/or what they would do differently when in the same or similar situation again.

Below are some suggested questions for STARR

Situation      

·         Tell me about a time where…

·         Explain a time when…

·         Describe an occasion when you…

·         Give me an example of when you…

·         Can you think of a time when you…

·         Talk me through an experience when you…

Task   

·         What was the task?

·         What was expected from you?

·         What was your role?

·         What were your responsibilities?

·         What was your approach?

·         Who else was involved?

Action          

·         How did you begin?

·         What exactly did you do?

·         What timescales were you working to?

·         How did you go about…?

·         What happened next?

·         What did you consider?

·         How did you monitor what you did?

·         What obstacles did you have to overcome?

Result 

·         What was the outcome?

·         What was the end-result?

·         What happened in the end?

·         What did you achieve?

·         How do you know the outcome was a success?

·         Did that work?

Reflect         

·         What did you learn?

·         What did you discover about yourself?

·         What insights has the experience given you?

·         What would you do differently?

·         Looking back, what was the most challenging aspect of…?

·         What changes have you made since in your approach to…?

Appendix D –CIPD Skills observation feedback form (SOF)
 

Notes on skills observation

When carrying out observations, consideration should be given to the following points:

1. A form must be complete for each learner, regardless of whether they are part of a panel or individual interview. 
2. Learners should be informed of the intention to carry out this kind of observation and given sufficient notice of when the observation will take place. 
3. Observers should be familiar with the appropriate learning outcomes and assessment criteria prior to the observation and assessment.
4. Achievements should be recorded promptly once skills and knowledge have been demonstrated.

5. Constructive and meaningful feedback on performance should be given to the learner. Feedback should not be limited to yes/no.

    

Centres should retain a copy of the completed form in the learner’s record and if the learner is selected for moderation, a copy must be uploaded to Rogo. The learner should also retain a copy.

The following applications forms  were produced by adapting the job description template produced by Acas  (available at https://www.acas.org.uk/job-application-form-template). Personal details have been removed to support objective screening and shortlisting. Please add suitable names for the purpose of interviewing. 

Application form

Applicant reference: 001

Application for Food and Beverage Assistant 

Your details

Name:          

Address:                 

Phone:

Email:

Education and training

Please give details:

Qualifications

Please give details:

Employment history

Your current or most recent employer

Name of employer: Inter Luxe Hotel Group

Address: 

Postcode:

Job title: Room Attendant

Pay: £25,000

Length of time with employer: 10 years

Reason for leaving: Still employed

Duties: 

Previous employers

Please tell us about other jobs you have done and about the skills you used or learned in those jobs.

Supporting statement

Please tell us why you applied for this job and why you think you are the best person for the job.

Interview arrangements and availability

If you have a disability, please tell us if there are any reasonable adjustments we can make to help you in your application or with our recruitment process.

Are there any dates when you will not be available for interview?

When can you start working for us?

Right to work in the UK

Do you need a work permit to work in the UK? Yes / No

References

Please give the names and contact details of 2 people who we can ask to give you a reference. We may ask them before an employment offer is made. We will not ask your current employer until we get your permission. 

Referee 1

Referee 2

Declaration

I confirm that to the best of my knowledge the information I have provided on this form is correct and I accept that providing deliberately false information could result in my dismissal.

Name:

Signature:

Date:

Application form

Applicant reference: 002

Application for Food and Beverage Assistant

Your details

Name: 

Address:                 

Phone:

Email:

Education and training

Please give details:

Qualifications

Please give details:

Employment history

Your current or most recent employer

Name of employer: Frédérique’s

Address: High Street, Westside.

Postcode: W63 6FG

Job title: Server

Pay: £12 per hour

Length of time with employer: 2 years

Reason for leaving: NA

Duties: 

Previous employers

Please tell us about other jobs you have done and about the skills you used or learned in those jobs.

Supporting statement

Please tell us why you applied for this job and why you think you are the best person for the job.

Interview arrangements and availability

If you have a disability, please tell us if there are any reasonable adjustments we can make to help you in your application or with our recruitment process.

Are there any dates when you will not be available for interview?

When can you start working for us?

Right to work in the UK

Do you need a work permit to work in the UK? Yes / No

References

Please give the names and contact details of 2 people who we can ask to give you a reference. We may ask them before an employment offer is made. We will not ask your current employer until we get your permission. 

Referee 1

Referee 2

Declaration

I confirm that to the best of my knowledge the information I have provided on this form is correct and I accept that providing deliberately false information could result in my dismissal.

Name:

Signature:

Date:

Application form

Applicant reference: 003

Application for Food & Beverage Assistant

Your details

Name:          

Address:        

Postcode:      

Phone:

Email:

Education and training

Please give details:

Qualifications

Please give details:

Employment history

Your current or most recent employer

Name of employer: NA

Address: 

Job title:

Pay:

Length of time with employer: 

Reason for leaving: 

Duties: 

Previous employers

Please tell us about other jobs you have done and about the skills you used or learned in those jobs.

Supporting statement

Please tell us why you applied for this job and why you think you are the best person for the job.

Interview arrangements and availability

If you have a disability, please tell us if there are any reasonable adjustments we can make to help you in your application or with our recruitment process.

Are there any dates when you will not be available for interview?

When can you start working for us?

Right to work in the UK

Do you need a work permit to work in the UK? Yes / No

References

Please give the names and contact details of 2 people who we can ask to give you a reference. We may ask them before an employment offer is made. We will not ask your current employer until we get your permission. 

Referee 1

Referee 2

Declaration

I confirm that to the best of my knowledge the information I have provided on this form is correct and I accept that providing deliberately false information could result in my dismissal.

Name:

Signature:

Date:

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