5CO01
Organisational performance and
culture in practice
Learner Assessment Brief
Version 2021. 1 February 2021
Level 5 Associate Diploma in
▪ People Management
▪ Organisational Learning and Development
2
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Level 5 Associate Diploma
3
5CO01
Organisational performance and culture in
practice
This unit assignment explores the connections between organisational structure and the wider
world of work in a commercial context. It highlights the factors and trends, including the digital
environment, that impact on business strategy and workforce planning, recognising the influence of
culture, employee wellbeing and behaviour in delivering change and organisational performance.
CIPD’s insight
Workplace technology: the employee experience (July 2020)
Our research looks at technology adoption and use at work, in addition to the people profession’s
role in supporting organisations and their workforce.
The COVID-19 pandemic has thrown a spotlight on technology as an enabler of work with many
organisations turning to its use for flexible and remote working. However, these circumstances
have also revealed other issues such as productivity, work–life balance, workforce engagement
and wellbeing which must all be considered when new technology use is introduced in the
workplace.
Taken together with the broader theme of increasing digitisation and technical advancement,
organisations and people professionals need to understand how workplace technology is
impacting their workforce if they are to drive and support the best outcomes for their people and
business.
https://www.cipd.co.uk/knowledge/work/technology/workplace-technology-employee
Technology and the future of work (January 2021)
How artificial intelligence (AI), robots and automation are shaping the world of work, the ethical
considerations and the role of people professionals.
Much has been said about the potential impact of AI, robots and automation on jobs and the future
of work. A common view is that many jobs are at risk of being taken over by machines, potentially
leading to large-scale job losses. Our research shows that while there are risks, there are at least
as many opportunities to increase the number and quality of jobs. No doubt these technologies will
change the nature of work as we know it. This change needs a proper people strategy led by
people professionals.
This factsheet describes some of the technologies that are having an impact on the world of work.
It looks at the ethical implications of using these technologies in the workplace and considers the
role of people professionals in shaping the future of work for humans.
https://www.cipd.co.uk/knowledge/work/technology/emerging-future-work-factsheet
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Workforce planning (November 2020)
Explores the benefits of workforce planning, the activities involved and the stages of the workforce
planning process.
Workforce planning is a core business process which aligns changing organisation needs with
people strategy. It can be the most effective activity an organisation can engage in. It doesn’t need
to be complicated and can be adjusted to suit the size and maturity of any organisation. It can
provide market and industry intelligence to help organisations focus on a range of challenges and
issues and prepare for initiatives to support longer term business goals.
This factsheet examines the concept of workforce planning. It distinguishes between strategic and
operational workforce planning, ‘hard’ and ‘soft’ workforce planning, which work together to
generate and analyse information before planning actions. It also explores the stages of the
workforce planning process and highlights key issues and action points for implementation.
https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-
planning-factsheet
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Case study
You are a member of the People Practice team for a company, BMC that has recently purchased a
large contemporary city centre licenced food premises in Manchester adding to its growing
portfolio of acquisitions in Leeds, London, Nottingham and Glasgow. You have been asked to
assist in preparing the managers for their forthcoming Strategic Management Planning meeting on
implementing the new business strategy, by providing them with a presentation and a written
report.
Currently the company operates a strict centralised policy to all its premises but during the COVID-
19 lockdown the CEO considers that the previous business strategy needs addressing and is open
to new ideas and approaches to improve the business once trading resumes.
The CEO of BMC is also fully aware that the focus of the business has all too often neglected the
people side of the business and is conscious that BMC has a legacy of high staff turnover and low
employee satisfaction. Previously, response to this has not been high on the company’s agenda
and the CEO is keen for the management team to appreciate the connections between
organisational structure, strategy and the wider business environment and gain an understanding
of organisational culture, behaviour and how people practices support the achievement of business
goals and objectives.
Preparation for the Tasks:
▪ At the start of your assignment, you are encouraged to plan your assessment 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, remember you are working in the People
Practice Team for this task.
▪ Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
▪ Acting on formative feedback from your Assessor.
▪ Reflecting on your own experiences of learning opportunities and training and continuing
professional development.
▪ Reading the CIPD Insight, Fact Sheets and related online material on these topics.
Level 5 Associate Diploma
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Task One – Strategic planning meeting
report
As your report is being prepared for a formal senior management meeting, it should be written in
formal business report format and style.
Your report is to be provided to BMC’s forthcoming Strategic Management Planning meeting
where the main priority is to discuss implementing the new business strategy. The team is made
up of mainly operational managers who have limited knowledge and understanding of the
connections between organisational structure, strategy, and the wider business environment so the
CEO has asked that your report should include an understanding of the connections between
organisational structure, strategy, and the business operating environment.
The report must therefore include:
▪ an evaluation of the advantages and disadvantages of two different types of organisational
structures in different types of organisations, the range of products, services and customers
associated with each, and how they link to organisational purpose. (AC 1.1)
▪ an analysis of the way in which organisational strategy should be linked to products,
services, customers and revenue (AC 1.2)
▪ an analysis of the current and ongoing impact on organisations of the range of external
factors and trends. (AC 1.3)
▪ an assessment of two current issues and causes that identify key priorities within
organisations that will affect product/service delivery, and the impact this may have on
people practice and solutions. (AC 1.4 & AC 3.3)
▪ an explanation of the ways in which people practices can impact on organisational systems
and structures, and therefore affect the effective employment, management and
development of people (AC1.5)
▪ an exploration of the impact that technology has on people, work and working practices,
and the current and emerging scale of the use of technology within organisations. (AC 1.6)
Your evidence must consist of:
▪ Formal business report (approximately 2500 words) refer to CIPD wordcount policy
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Task Two – Presentation pack
The CEO has also asked you to prepare a presentation to the managers prior to their formal Strategic
Management Planning meeting to position them for their meeting. The focus is to give theoretical
understanding of organisational culture and workplace behaviour and how people practices should
support the achievement of business goals and objectives. The presentation pack needs to include
presentation slides and supporting notes.
The presentation must include:
▪ an explanation of the principles of different approaches, theories and models of
organisational and human behaviour that illustrate the factors that can influence how
individuals, groups and teams contribute to organisational success. (AC 2.1)
▪ an identification of the main drivers of change in organisations, and using at least two
established models, an explanation of how people might experience change (AC 2.2)
▪ an explanation of the steps that can be taken to increase diversity and inclusion in your
work, and the implications for a positive and inclusive culture of not taking these steps (AC
2.3)
▪ using examples from your experience and current good practice concepts, an explanation
of the positive and negative ways in which people practices can affect organisational
culture and behaviours. (AC 2.4)
▪ an assessment of the importance of wellbeing in the workplace and identification of the
different factors affecting wellbeing that can impact physically and psychologically and upon
relationships, affecting health, commitment and performance. (AC 2.5)
▪ a critical evaluation of your experience of work and how this illustrates and supports the
concept and principles of employee lifecycle (AC 3.1)
▪ explains both the strategic and operational links and support between people practice and
other organisational functions. (AC 3.2)
▪ explores the principles of different approaches for engaging with internal customers to
establish their needs (AC 3.4)
▪ explains the key components of project planning strategies that can be used for ensuring
projects are delivered in line with customer requirements. (AC 3.5)
It is essential that you refer to academic concepts, theories and professional practice for the tasks
to ensure that your work is supported by analysis. Please ensure that any references and sources
drawn upon are acknowledged correctly and supported by a bibliography.
Your evidence must consist of:
▪ Slide deck and presenter notes (approximately 2000 words, refer to CIPD word count
policy)
Level 5 Associate Diploma
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Assessment Criteria Evidence Checklist
Use this as a checklist to make sure that you have included the required evidence to meet the
task. Please enter the evidence title and where it can be referred to. An example has been
provided for you.
Task 1 – Strategic planning meeting report
Assessment criteria
Evidenced
Y/N
Evidence reference
1.1 Evaluate the advantages and
disadvantages of different types of
organisation structures including the
reasons underpinning them.
Strategic planning meeting report.
1.2 Analyse connections between
organisational strategy, revenue
generation, products, services and
customers.
1.3 Analyse external factors and trends
impacting organisations.
1.4 Assess current organisational priorities
and the associated issues and causes.
1.5 Explain how people practices impact on
organisational systems and structures.
1.6 Evaluate the scale of technology within
organisations and how it impacts work.
3.3 Discuss key themes that currently shape
the work of an area of people practice
and how these impact on the provision of
people solutions.
Level 5 Associate Diploma
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Task 2 – Presentation Pack
Assessment criteria
Evidenced
Y/N
Evidence reference
2.1 Interpret theories and models which
examine organisational and human
behaviour.
Presentation pack.
2.2 Evaluate the drivers for change and basic
models for how these changes are
experienced.
2.3 Explain how to build diversity and
inclusion into your work in order to build a
positive culture.
2.4 Assess how people practices impact on
organisational culture and behaviour.
2.5 Assess the importance of well-being at
work and the different factors which
impact well-being.
3.1 Critically evaluate the relationship
between the employee lifecycle and your
work.
3.2 Assess how people practice connects
with other areas of an organisation and
supports wider people and organisational
strategies.
3.4 Discuss processes for consulting and
engaging with internal customers to
understand their needs.
3.5 Explain the key components of planning
strategies for ensuring that projects are
delivered in line with customer
requirements
Level 5 Associate Diploma
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Declaration of Authentication
Declaration by learner
I can confirm that this assessment is all my own work and where I have used
materials from other sources, they have been properly acknowledged.
Learner name:
Learner signature:
Date:
Declaration by Assessor
I confirm that I am satisfied that to the best of my knowledge, the work produced is
solely that of the learner.
Assessor name:
Assessor signature:
Date:
Level 5 Associate Diploma
11
5CO01
Organisational performance
and culture in 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.
Overall mark Unit result
0 to 31 Fail
32 to 41 Low Pass
42 to 52 Pass
53 to 64 High Pass
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Marking Descriptors
Mark Range Descriptor
1 Fail Insufficient demonstration of knowledge, understanding or skills (as
appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does
not meet the assessment brief.
2 Low Pass Demonstrates an acceptable level of knowledge, understanding or
skills (as appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to
support answers.
Required format adopted but some improvement required to the
structure and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task
and presented in a more coherent way.
3 Pass
Demonstrates good knowledge, understanding or skills (as
appropriate) required to meet the AC.
Includes confident use of examples, where required, to support each
answer.
Presentation and structure of assignment is appropriate for the
assessment brief.
Answers are clear and well expressed.
4 High Pass Demonstrates a wide range and confident level of knowledge,
understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link
and support the answer well.
Answers are applied to the case organisation or an alternative
organisation.
Answers are clear, concise and well argued, directly respond to what
has been asked.
The presentation of the assignment is well structured, coherent and
focusses on the need of the questions.
Includes clear evidence of the use of references to wider reading to
help inform answer.
Level 5 Associate Diploma
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Marking grid
Task One – Assessment criteria Mark (1-4)
1.1 Evaluate the advantages and disadvantages of different types of
organisation structures including the reasons underpinning them.
1.2 Analyse connections between organisational strategy, revenue
generation, products, services and customers.
1.3 Analyse external factors and trends impacting organisations.
1.4 Assess current organisational priorities and the associated issues and
causes.
1.5 Explain how people practices impact on organisational systems and
structures.
1.6 Evaluate the scale of technology within organisations and how it impacts
work.
3.3 Discuss key themes that currently shape the work of an area of people
practice and how these impact on the provision of people solutions.
Total for this task
Task Two – Assessment criteria Mark (1-4)
2.1 Interpret theories and models which examine organisational and human
behaviour.
.
2.2 Evaluate the drivers for change and basic models for how these changes
are experienced.
2.3 Explain how to build diversity and inclusion into your work in order to build
a positive culture.
2.4 Assess how people practices impact on organisational culture and
behaviour.
2.5 Assess the importance of well-being at work and the different factors
which impact well-being.
3.1 Critically evaluate the relationship between the employee lifecycle and
your work.
3.2 Assess how people practice connects with other areas of an organisation
and supports wider people and organisational strategies.
Level 5 Associate Diploma
14
Task Two – Assessment criteria Mark (1-4)
3.4 Discuss processes for consulting and engaging with internal customers to
understand their needs.
3.5 Explain the key components of planning strategies for ensuring that
projects are delivered in line with customer requirements
Total for this task
Total marks for unit
