cipd level 5 assignment examples 5co03

CIPD 5CO03 5CO03 Professional Behaviors and Valuing People

Define the term professional and explain what it means to be a ‘people practice professional’. (1.1).

A professional is a person who is knowledgeable about specific field. It is a person who is educated, skilled, and experienced person in a certain speciality. For instance, one can be a L& D professional or HR professional based on the level of education and skills that he or she has. It is not merely based on education, knowledge, and skills, but also on the behaviour that one demonstrates. For instance, one has to demonstrate that he or she can act continuously in specific manner. It also encompasses one’s behaviour.

In this case, one has to demonstrate that he or she can uphold to the ethical values and hold to key attributes such as integrity, transparency, accountability, honesty, and other appropriate behaviours. In regard to skills, a professional has to be accredited and show high level of communication skills, analytical, and leadership (Lundgren et al., 2019).

According to CIPD, the Professional map, propel practice professional should demonstrate the appropriate code of conduct. For instance, according to the CIPD professional map, a people practice professional should adhere to the basic standards such as continued development. According to the CIPD professional map, a people practice professional should adhere to the professional’s shared identity in a manner that they adhere to a set of norms and principles. The CIPD professional map outlines the expectations of the people professional:

  Core values: this encompasses the common values that people practice professional should demonstrate. In this case, they need to show that they share the commonality of being evidence led, principle led, and be outcome driven. As such, for the people in the HR industry, they need to demonstrate these three core values as the bare minimum.

Core knowledge : In people practice profession, one should demonstrate having knowledge in core knowledge. They need to be specialists in knowledge of people, work, and change as people professionals. A foundational knowledge of a variety of people practices, as well as a grasp of how diverse practices interact and work together in an integrated manner, is essential.

Core behavior:  In today’s unpredictable workplace, core behavior entails what it takes to be a successful HR practitioner.  CIPD professional map outlines that a people professional should be ethical, courageous, and influential, value other people, value inclusion and diversity, have the passion to learn, be insight focused, and a sound decision maker.

Specialist knowledge- this covers the different areas where a people professional could specialize on. For instance, the professional could specialize on learning and development, resourcing, talent management or rewarding.

Discuss the concept of ‘ethical values’, and how at least three ethical values that you hold personally impact (or could impact) on your work as a people practice professional. (1.2)

Ethical Values are characteristics that act as the compass to determine what is right or wrong. A person who demonstrates personal values is deemed to act right for the right reasons as opposed to merely acting on personal behalf.

Personal values also distinguish between what is good acts and what are the bad ones, what are the moral and immoral acts based on the generally agreed societal norms (CIPD 2021).

My personal Ethical values

  In my practice, I am guided by the basic ethical values:

· Integrity: I always ensure that I do not mislead facts, I always present data as it is to the company management.

· Honesty: I always ensure that I provide information to the company and act in honesty.

· Accountability- I am accountable to my actions and never blame others for failure.

· Respect- I always ensure that I respect all people and listen to them regardless of the position in the company.

Benefits to the Employee

In order to achieve company goals, my ethical convictions help me to act as guided by principles, have appropriate focus on business and organizational goals. It also helps employees adhere to corporate regulations and procedures, such as the code of conduct, avoiding disagreements with management. It also helps employees adhere to corporate regulations and procedures, such as the code of conduct, avoiding disagreements with management. It’s also an opportunity for me as a worker to demonstrate my professionalism, which will help me advance in my job, and seek promotions. I can also embrace diversity and inclusivity, which encourages collaboration with my workmates. Indeed, I can work with other people from different culture, nationality, or race when I stay principled and guided by ethical beliefs (CIPD 2021).

Benefit to the Business

It aids in the improvement of the reputation of the organization. The reputation of a corporation is determined not only by the quality of its products and services, but also by how different stakeholders display ethical ideals. It also helps in improving the relationship with workers. Ethical principles aid in the development of relationships with coworkers and stakeholders, as well as instilling a feeling of responsibility and accountability in employees and stakeholders. It is an approach to enhance competitive advantage of the company: It is not just a risk-reduction strategy, but it also gives companies that display ethical behavior a competitive advantage (CIPD 2021). Enhances success in the organization: Trustworthy relationships with employees, customers, suppliers, and the general public are critical to an organization’s success CIPD 2021).

Made an engaging and well-informed contribution to discussions to support the application of good people practice (1.3)

As a key part of the people practice, ensuring fair compensation for the workers is essential in any organization. I consider better and fair remuneration as a key people practice that influences the retention of staffs as well as motivate employees to work hard (CIPD 2015).  In this case, I have made significant efforts towards my contribution towards fair compensation for the employees.

As such, after hiring right people, they should be compensated above average so that they can be engaged, show greater retention, be motivated, and work towards the interest of the company.

In light of this, I have been involved in conducting performance evaluation, which forms basis for review of wages and bonuses. As such, I have actually been involved in the development of the score card to evaluate employees. in this case, I made contribution to the numerous aspect that should be covered in the appraisal, to ensure that they are fair and based on performance of the employee. I also ensured that the conduct and behavior of the employee is also put into scale to ensure that as workers perform well, but also remain within the expected code of behavior. Indeed, the team endorsed my opinion and elements to include in the balanced score card, which ultimately allowed employees to be remunerated fairly based on performance and behavior.

Other CIPD 5CO03 Professional Behaviors and Valuing People

• taken responsibility for your work/actions, including recognising and rectifying mistakes (1.4).
• known when and how to raise concerns when issues such as organisational policies or leadership approaches conflict with ethical values or legislation. (1.5)
• Provide a robust argument for ethical people practice that is supported by academic theory and details both the business and human benefits of people at work feeling included, valued and fairly treated. (2.1)
• Using your own example of providing a people practice solution to meet a particular need, or a hypothetical example such as introducing a new policy or reward initiative, comment on how you would/have:
• Ensured the ‘design’ of the solution was informed by engagement with others, particularly those most affected by the solution. (2.2)
• Evaluated the impact of the solution in terms of how well it met the needs of and engaged all those it was aimed at. (2.3)
• Undertake a self-assessment against the following three CIPD Profession Map core behaviours, at associate level: Ethical Practice, Valuing People, and Working Inclusively.
• Your self-assessment should include conclusions derived from other people’s feedback as well as your own reflections, on your behaviour and performance. (2.4, 3.2)
• (An example self-assessment template, for Ethical Practice, is provided at Appendix 1 of this assignment brief and can be extended to accommodate the other core behaviours.)
• From your self-assessment, identify your weaker areas and your development objectives for addressing these. Determine the most appropriate professional development activities to meet your objectives, and add these to your Professional Development Plan (PDP). (3.2, 3.3)

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References 

CIPD 2015. Best to good practice HR: developing the principles. Available at https://www.cipd.co.uk/knowledge/strategy/hr/good-practice-report#gref. <Accessed on 16 May 2022>

CIPD 2021. Ethical practice and the role of people professionals. https://peopleprofession.cipd.org/profession-map/core-behaviours/ethical-practice#gref <Accessed on 16 May 2022>

CIPD. Professional Map. Available at https://peopleprofession.cipd.org/profession-map <Accessed on 16 May 2022>

Erlangga, H., Sos, S., & Erlangga, H. (2021). The Influence of Motivation, Ability, Organizational Culture, Work Environment on Teachers Performance. Turkish Journal of Computer and Mathematics Education, 12(4), 99-108.

Kocakulah, M. C., Kelley, A. G., Mitchell, K. M., & Ruggieri, M. P. (2016). Absenteeism problems and costs: causes, effects and cures. International Business & Economics Research Journal (IBER), 15(3), 89-96.

Lundgren, H., Poell, R. F., & Kroon, B. 2019. “This is not a test”: How do human resource development professionals use personality tests as tools of their professional practice?. Human Resource Development Quarterly, 30(2), 175-196.

Shore, L. M., & Chung, B. G. (2021). Inclusive leadership: How leaders sustain or discourage work group inclusion. Group & Organization Management, 1059601121999580.

Tehrani, H. D., & Yamini, S. (2020). Personality traits and conflict resolution styles: A meta-analysis. Personality and Individual Differences, 157, 109794.

Related Services

• CIPD 5CO01 Business, culture, and change in context
• CIPD 5CO02 Principles of analytics
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• Professional Behaviours and Valuing People 5CO03

The unit called Professional Behaviours and Valuing People 5co03 focuses on understanding how people behave professionally at work and how they value each other. It`s important for people to have good relationships at work and this unit teaches how to do that. It talks about the behaviors and ethical practices that help people do well at their jobs.

In this unit, professionals learn how to use their own values to create a positive work culture and make good decisions that help everyone in the organization. It also talks about how teamwork and including everyone at work are important. The unit explains why these things are good for both the people and the organization.

Another important part of the unit is about helping people grow and develop while they work in the organization. People who work with others must keep learning and improving their skills to do their jobs better.

The unit also assess the learners to increase their insight for analysing the significance or continue their activities for professional development on the performance and behaviour at the workplace. They are required to check on the optimistic changes and analyse if the intended conclusions are assessed or met the influence on behaviour and personal per. IT through per be, result performance change identification. Learners also check out the versatile methods of Learning and Development true formal and informal way to analyse the personal development activities which is required for supporting the learning journey. Another emphasis of this unit is on the assessment of learners who are expected to recognise their weaknesses and strengths. They can also check out the results by utilising the feedback and analysing the areas of development.

Another crucial part of this unit is to recognise the learners and their way of contemplating behaviour in terms of inclusive working and generating optimistic relationships at the workplace. It also provides the value essentiality for others by understanding their potential. Moreover, the learners can also recognise the significance of diversity, active listening of versatile opinions, trust building, support provision, seeking views and sharing information from others. With this, the learners can also analyse the significance of colleague dealings, information and knowledge sharing, and mastery to solve the difficulties faced by individuals at the workplace.

Objectives of unit

The unit Professional Behaviours and Valuing People 5co03 provides great details of the optimistic relationship of the work will beam of the employees and voice support might regenerate with the professional behaviour application that is comprised of the objective such as

• Inclusivity is the place where learners acquire the way to introduce collaborative and inclusive strategies showing the inclusive culture influence and the significance of employee treatment on a fair basis in the organisation. The learner also acquires versatile findings and solutions to different challenges to boost positive and healthy work relationships.
• Commitment to learn more in terms of performance enhancement, professional development and learning through identifying the people`s professional role in development and growth.
• Ethical practices at the place where you acquire more ethical and professional behaviours with having great concerns with the people practice. You can also learn the ways through which anyone can apply ethical and personal values and the way to impact their people through giving confident contributions during group or team discussions.

Learning Outcomes

The learning outcome of the unit Professional Behaviours and Valuing People 5co03 are designed to generate a great acquisition of ethical behaviour among learners of Human Resource Management. Some of the significant learning outcomes of the unit Professional Behaviours and Valuing People 5co03 are provided underneath.

LO1: Potential to signify ethical and professional behaviours emphasize the practice of people.

Lo2: potential to advocate for collaborative and inclusive strategies to impact the positive relationship of work., lo3: potential to show commitment in terms of personal development learning and increasing performance at a workplace., assessment criteria.

Assessment criteria of the unit Professional Behaviours and Valuing People 5co03 is comprised of the learning outcomes to Taylor the great acquisition in the life utilising work ethics at the organisation.

1.1 Elaborate the professional term and its meaning to the people in the profession.

1.2 Provide three minimum examples of the way through which ethical values influence your working procedure and working relationship development therefore you can elaborate on the ethical values.

1.3 Utilise your personal and professional experience to elaborate the way you can contribute to the discussions for certifying practices of people that are applied

1.4 Provide effective communication to influence and engage others

1.5 Elaborate ways you can increase the issues with practice and policy issues which dispute ethical or legislation value.

2.1 Utilising relatable theory presents a strong argument explaining the human and business benefits of having people get included fairly and valued at work.

2.2 Elaborate the initiative for enhancing the factors of people implement in the feedback response from external and internal sources

2.3 Elaborate on its working procedure and significance in terms of external and internal sources.

3.1 Explore the evolving character of the professional people in the organisation

3.2 Elaborate the self-assessment of the learners by checking out their weaknesses and strengths.

3.3 Design the activities for supporting the learning journey of individuals

3.4 Analyse the influence of activities on the behaviour of the learners.

You can also read about  Evidence-Based Practice 5CO02 .

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5CO03 Professional Behaviours and Valuing People Task One Guideline

Introduction to 5co03 unit.

5CO03 Professional Behaviours and Valuing People focuses on determining the people professional’s roles in building positive working relationships. They achieve this by analysing their ethical practices and other core behaviours that improve people’s performance. The unit provides insight on how people professionals should apply their personal and ethical values to create an ethical culture and make proper decisions that positively influence others and the organisation. Issues relating to inclusivity and collaboration at work have been explained in the unit and the benefits that these have to the organisation and the people. The unit also focuses on analysing people development as they evolve in an organisation. People professionals should be committed to learning to gain more skills to improve their work performances.

Task One: Presentation on Ethical Practice in Business

Task one assignment is a presentation with 1-2 slides for each assessment criteria and presenter notes. The presentation aims at explaining the importance of ethical practice in improving workplace relationships.

AC 1.1 Define the term professional and explain the requirements of a people professional.

The question requires learners to define the term “professional”. A professional is an individual who practices and uses knowledge and skills to perform their tasks and compete for their duties. People professionals are experts in influencing and inspiring people, who use the core behaviours in the CIPD Professional Map to guide their actions.

Learners should mention the designing and development of the CIPD Professional Map. This framework has evolved to explain the principles, evidence and outcomes that people professionals need to champion for better work and improve working relationships.

AC 1.2 To help explain what is meant by ethical values, give at least three examples of your values and how this affects how you work and develop working relationships.

Examples of the personal values that students should discuss are;-

• Inclusivity
• Evidence-based decision-making
• Professional integrity

Learners explain how personal values help them work and make appropriate decisions that create professional value. In addition, these personal values provide insight into the behaviours and values that shape working relationships. Learners should also explain valuing cultural differences and different people’s expectations.

AC 1.3, 1.5 Drawing upon work or personal examples, analyse how you could/have;- Contributed to discussions to ensure people practices are applied, How you can effectively communicate to engage and influence others, and how you might raise issues with situations such as organisational policies and approaches to leadership that conflict with legislation or ethical values.

AC 1.3 requires learners to explain why people professionals should be informed and use their personal values to engage in discussions courageously. People professionals should have a voice and should speak up to ensure that the human resources, organisation design, and learning and development concepts are fulfilled to create value for all workers. Important issues to discuss in this question are how organisations engage businesses, economies and society while seeking to champion better working lives.

Engagement in the workplace focuses on establishing suitable communication styles and platforms to enhance information exchange. Significant variations to consider when communicating include tone and pacing, attention when communicating, consideration of communication skills, and evidence when communicating and making decisions.

Learners answering AC 1.5 should raise issues by considering the organisational policies and evaluating the different leadership styles that might cause conflict. People professionals should look into the different styles of conflict, the legal matters and the ethical values that determine when and how to raise issues. For example, people professionals should raise issues that conflict with ethical values when organisations face the challenge of whistleblowing.

AC 2.1 Drawing on relevant theory, provide a robust argument that includes both the business and human benefits of people at work feeling included, valued and treated fairly

Benefits of including, valuing and treating others fairly include;-

• Improved job satisfaction
• Positive corporate reputation
• Employee retention
• Improved ways of handling conflicts
• Reduced absenteeism and sickness
• Improved work effectiveness and efficiency

After explaining the benefits of valuing and including people at work, learners should explain relevant theories that emphasise valuing and including people. Examples of theories that the students should discuss are;-

• Maslow’s hierarchy theory
• Worker engagement
• Worker wellbeing
• McLelland theory
• David Rock theorist

AC 2.2, 2.3 Identify a people practice initiative that has been put in place in response to internal and external feedback, set up the purpose of the initiative and explain the impact of the initiative.

An example of a people practice initiative is the learning and development initiative, which develops from feedback and engagement among employees. People professionals work with partners and collaborate with them to design solutions to the issues and initiatives examined to deliver the best effective solutions.

The learners should explain the impacts of formal and informal feedback on promoting engagements at work. Different engagement methods that people professionals use are emails, documentary exchanges that help identify feedback, discussions among professionals, and consultations.

The impact of solutions to influencing and engaging people in an organisation is a realisation from the evaluation of how solutions either;-

• Create an opinion change
• Help create the need for people to accept change
• Drive change when necessary

Learners then complete the assessment by analysing how solutions recognise different people and organisational needs to create positive organisational impacts. After completing the assesment, the students should be prepared to complete task two of 5CO03 assignment.

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5CO03 Professional Behaviours and Valuing People Task One Guideline

• February 24, 2022
• Posted by: admin
• Category: CIPD Level 5

Introduction to the 5CO03 Unit

The purpose of 5CO03 Professional Behaviours and Valuing People is to determine the role of people professionals in establishing positive working relationships. The organisation accomplishes this by analysing its ethical practices and other core behaviours that enhance the performance of its people. This unit will teach how people professionals can apply their personal and ethical values to create an ethical culture and make decisions that positively impact others and the organisation. In the unit, inclusiveness and collaboration in the workplace have been discussed and the benefits on the organisation and the employees. This unit also analyses people’s development as they evolve within an organisation. Professionals in the human resources field should be committed to learning new skills to improve their performance.

Task One: Present ethical practices in business

The task one assignment is a presentation with 1-2 slides for each assessment criterion and presenter notes. In the presentation, we explain how ethical practices enhance workplace relationships.

AC 1.1 Explain the term professional and what it means to be a people professional.

Defining the term “professional” is required in the question—those who perform their tasks and compete for their duties as professionals practice knowledge and use skills. In addition to their expertise in influencing and inspiring people, people professionals use the core behaviours in the CIPD Professional Map to guide their actions.

Students should mention that the CIPD Professional Map was designed and developed. The purpose of this framework has been to clarify the principles, evidence, and outcomes that people professionals need to champion for better work and improved relationships.

AC 1.2 Give at least three examples of how your ethical values affect how you work and develop working relationships so that you can explain what ethical values are.

The following are some examples of personal values that students should discuss:

• Inclusivity
• Evidence-based decision-making
• Professional integrity

They explain how personal values assist them in making appropriate decisions that contribute to professional success. Further, these personal values provide insight into how behaviours and values shape relationships. In addition, learners should explain how to value cultural differences and different expectations.

AC 1.3, 1.5 Using your professional or personal experiences, explain how you can/have;- Contributed to discussions to ensure people practices are applied;- Communicated effectively to engage and influence others; and how you might raise issues with policy or practice issues that conflict with legislation or ethical values.

AC 1.3 asks learners to explain why professionals should be informed and use their values when participating courageously in discussions. People professionals must speak up for themselves and ensure that human resources, organisation design, and learning and development concepts are fulfilled to create value for all workers. This question discusses how companies engage with businesses, economies, and societies to promote better working conditions.

Providing suitable communication styles and platforms for information exchange is a crucial part of engagement in the workplace. Tone and pacing are essential variations to consider, attention when communicating, and communication skills and evidence when communicating and making decisions.

AC 1.5 asks learners to raise issues by considering organisational policies and leadership styles that might cause conflict. In addition to learning the different types of conflict, legal issues, and ethical values, professionals should think about how and when to raise issues. For example, professionals in human resources should discuss topics that conflict with ethical values when organisations face the challenge of whistleblowing.

AC 2.1 Using relevant theory, present a robust argument demonstrating the business and human benefits of having people feel included, valued and fair at work.

Inclusion, respect, and fair treatment of others have the following benefits:

• Job satisfaction increased
• A positive reputation for the company
• Retention of employees
• Conflict resolution improved
• Reduced sick leave and absenteeism
• Efficiencies and effectiveness improved

In addition to explaining the value of valuing and including people at work, learners should explain relevant theories that emphasise the value of valuing and including people. Examples of theories that students should discuss include:

• Maslow’s hierarchy theory
• Worker engagement
• Worker wellbeing
• McLelland theory
• David Rock theorist

AC 2.2, 2.3 Explain an initiative for improving people practices implemented in response to feedback from internal and external sources, how it works, and the benefits.

The learning and development initiative, developed through employee feedback and engagement, is an example of a people practice initiative. Partnering with partners and collaborating with them on designing solutions to the issues and initiatives examined to deliver effective solutions is part of professionals.

Learning outcomes should include explaining how to promote engagement at work through formal and informal feedback. For example, professionals engage in various engagement methods, such as emails, document exchanges that facilitate feedback, discussions among professionals, and consultations.

It is essential to evaluate how solutions contribute to influencing and engaging people in an organisation;-

• Influence people’s opinions
• Encourage people to accept change by creating a need for it
• If necessary, change your drive

As part of the assessment, the learners analyse how solutions consider different people and organisational needs to impact the organisation positively. After completing the assessment, students should complete the second part of the 5CO03 assignment.

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5co03 Assignment Example

Task One: 5co03 Assignment Example Presentation Pack

The presentation covers the broad topic of professional behaviours and valuing people, focusing on ethical practice in business. Several areas have been covered in the presentation, including the definition of a professional and the requirements of a people professional. The presentation also discusses the definition of ethical values, provides examples of personal values and their impacts on the development of relationships. In addition, drawing on personal values, I provided examples of how I have contributed to discussions, communicated, engaged and influenced others while raising issues in conflict with legislation and ethical values. The presentation also highlights a grounding theory for inclusion and the business benefits of treating people fairly at work. In addition,  the presentation highlights an example of a people practice initiative that has been implemented in response to internal or external feedback. Lastly, I will take and answer any questions you may have at the end of this presentation.

Definition of the term professional and explain what it means to be a ‘people practice professional’. (1.1)

Definition of a professional

  A professional is a member of a profession who earns income from specific knowledge and experience (ACoP, 2019). Consequently, professionals abide by a code and profess their commitment to integrity, competence, morality, and public good within their expert domain. They are also accountable to the individuals they serve and to society (ACoP, 2019).

The people profession integrates a significant body of knowledge to facilitate holistic management and development of people and practices while prioritising employee experiences in their places of work. The people profession is guided by professional standards and considers employees as human capital, and values their contributions to the organization.

Requirements of a People professional

  Notably, the Chartered Institute of Personnel and Development ( CIPD ) profession map highlights the requirements of a people professional ( CIPD , 2020).  From the CIPD profession map , professionals need to possess specific core knowledge, core behaviours and specialist knowledge.  Examples of core knowledge that professionals must possess include change, people practice, business acumen, culture and behaviour ( CIPD , 2020). Consequently, core behaviours include ethical practice, professional courage and influence, valuing people, situational decision making and passion for learning. Specialist knowledge provides employee relations, people analytics, learning and development inclusion and diversity.

Definition of ethical values, examples of personal values and impacts on the development of relationships (AC 1.2)

  Notably, throughout their lives, individuals are faced with choices that impact the quality of their lives. Consequently, such choices have consequences not only to those who make them but on others. Ethical values provide individuals with a moral compass regarding which they live their lives and make decisions.  Ethical values also guide individuals regarding what behaviour is acceptable and desirable, above and beyond compliance with laws and regulations.

Examples of personal values

Accountability

  One of the personal values I uphold is personal accountability which entails being willing to accept the consequences of my choices, actions and behaviour (Samuel, 2021). Similarly, I am accountable for all situations I am involved in, whether the outcome is good or bad. Nevertheless, where the outcome is bad, I am always willing to remedy the situation.

  As a personal value, I relate commitment with a high sense of discipline, resilience and persistence. I demonstrate persistence by always pursuing my goals and executing the duties assigned to me regardless of the obstacles that I encounter. Similarly, I seek to fulfil those commitments that I make and those I make to others.

  Composure entails the act of being steady even when under stress. In all situations that I encounter, I always endeavour to control my feelings and remain calm, and this helps me avoid conflicts and from acting out of anger.

My Personal values significantly contribute to how I interact with others and develop relationships in the workplace. For instance, personal accountability allows me to build trust in the workplace since it presents me as reliable and dependable. Similarly, it allows me to have more positive interactions, which facilitate healthy relationships with friends and colleagues. Besides, composure allows me to give others confidence that I am confident in my abilities and can make the best out of any situation.

Contributing to discussions to ensure the implementation of people practices

In my workplace, I have continuously contributed to discussions that have ensured that people practice is applied.  For instance, I observed that my workplace did not have paternity leave rights. As a result, I raised the issue in the next employee meeting, highlighting that all employees are entitled to up to two weeks of paternity leave. I emphasised the dangers of discrimination and how it could contribute to employee job satisfaction and engagement. As a result, the proposal was adopted and implemented.

Effectively communicating, engaging and influencing others. (AC 1.3, 1.5)

  I have also effectively communicated to engage and influence others. I am always a composed and accountable person who employs active listening to understand all facts relating to a specific matter. When communicating, I ensure my gestures and tone match the mood and the message I am sending. Besides, as a person who values commitment and accountability, I am easily trusted by colleagues at the workplace who are willing to rally behind me towards a specific goal.  

Raising issues with situations that conflict with legislation or ethical values

  In my workplace, I have raised issues in situations that have conflicted with ethical values and legislation. I raise the conflicting issues by always being prepared, professional and free from bias. For instance, I ensure that I do proper research to have objective information that supports my assertions and maintain professionalism and a cool, collected attitude. Besides, I am always willing to admit fault and take advice.

Theory and business case for inclusion and fair treatment to people at work (AC 2.1)

Notably, the inclusion of employees has significant benefits to the organisation. For instance, in an inclusive organisation, employees are more engaged and experience higher job satisfaction they also become motivated and are more likely to pursue organisational goals (Inegbedion et al., 2020). Moreover, the inclusion of employees improves organisational reputation hence making it attractive to top talents in the market (Inegbedion et al., 2020). This reduces advertisement costs and recruitment costs for the organisation and enhances employee retention.

William Khan’s employee engagement theory presents a business case for the inclusion and fair treatment of people at work (Kahn & Fellows, 2013). He argued that meaningfulness, safety and availability affected whether or not employees could meaningfully connect with the organisation’s mission and vision, company culture and daily tasks. Employees who understand the organisation’s mission and values and the value of its products and services gain a sense of meaningfulness in their work. In addition, when employees feel safe to work without fear of judgment, they are more productive. Consequently, availability which refers to an employee’s ability to feel that the job’s demands are reasonable and achievable, contributes to engagement.

People practice initiative-Google Employee Assistance Initiative (AC 2.2, 2.3)

People practice initiative – google policy.

  In 2011, Google implemented a people practice that involved providing financial benefits to employees next of kin. For instance, surviving partners of Goggle employees received a ten-year pay package while children receive $1000 monthly until they are 18 years of age and 23 for full-time students (Casserly, 2012).

Purpose of the Initiative

  Financial security is one of the major concern’s employees have and one of the major causes of employee turnover. Following internal employee surveys (Googlegeist) and analysis of feedback by employees to the human resource department. Google discovered that the deaths of employees had negative impacts on their families and children and were a cause of financial insecurity for many employees (Casserly, 2012). This was meant to provide employees with a sense of financial security and motivate them at their jobs.

Evaluating impact

  The impact of the initiative is evident in the high employee engagement levels at Google. Besides, recent employee surveys have also shown that the benefits provided by Google to their employees increased their happiness, curiosity and productivity (Bhagat, 2012). 

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5CO03 Professional behaviours and valuing people

Unit description

In the realm of 5CO03, the orchestration of professional behaviours intertwines harmoniously with the art of valuing individuals. This intricate dance involves not merely adhering to a list of prescribed actions but rather embracing a profound commitment to nurturing robust inter employee connections while safeguarding their welfare within the organizational tapestry.

At its core, this module unfurls a canvas adorned with vibrant strokes of inclusivity, courage, and ethical rectitude. These shades, when deftly brushed onto the corporate palette, paint a portrait of a workplace where every voice resonates, where audacity kindles innovation, and where moral compasses guide the collective endeavour. Thus, the symphony of this unit reverberates with the cadence of progress, echoing how the crescendo of organizational achievement finds its crescendo through the mastery of these newfangled professional rituals.

Here’s what you’ll learn

Within this educational voyage, students embark upon a voyage of discovery centred around the intricate interplay of ethics and professionalism requisite for navigating the terrain of people practice. Through the lens of this unit, the aperture of understanding widens, offering a vista into the mosaic of virtues demanded by this dynamic field.

Steered by the compass of comprehension, learners chart a course towards grasping the very bedrock of becoming a proficient people practice professional. This involves deciphering the keys that unlock the gates to this realm, integrating the alchemy of ethics and personal principles into the crucible of real-world scenarios, and wielding the influence to orchestrate symphonies of thought and behaviour through the crucible of meaningful discourse.

Yet, this odyssey doesn’t merely rest on the plane of theory. Instead, it unfurls the map of collaborative inclusivity, revealing paths that wind towards the summit of business efficacy. Here, students not only learn to weave the tapestry of cohesive teamwork but also delve into the profound nuances of employee well-being within the sanctuary of the workplace.

As the journey continues, the horizon broadens to unveil the architecture of interpersonal relationships – a blueprint for nurturing bonds that fortify the very edifice of an organization. And as the tides of knowledge rise, so too does the awareness of the evolution of the people professional, a metamorphosis that requires unwavering commitment, the pursuit of knowledge, and the alchemical transformation of improvement.

Thus, this unit becomes a crucible wherein students distil their self-awareness, crystallize their strengths and frailties, and craft a symphony of growth. Its ultimate orchestration culminates in the harmonious notes of triumph, echoing the potential for success etched in the footprints of those who traverse its enlightening path.

The unit is suitable for those who are

This unit holds paramount significance across diverse qualifications and professional domains. The following delineations serve not as rigid prerequisites, but rather as guiding beacons illuminating the traits that could greatly bolster the suitability of individuals considering its pursuit. Individuals:

• Engaged in Human Resources or Learning and Development: This unit resonates with those currently immersed or aspiring to be part of the human resources or learning and development landscape. Whether you’re already working within these realms or aiming to step onto this dynamic stage, the unit’s offerings align with your journey.
• Charged with Strategy and Policy Implementation: If your role entails steering the implementation of strategies and policies rooted in human resources or learning and development, this unit becomes a compass guiding your efforts. It equips you with the necessary tools to navigate the intricate landscape of strategy enforcement.
• Possessing Relevant Work Experience or Degree: A reservoir of relevant work experience or a corresponding degree acts as a fulcrum upon which this unit can elevate your career trajectory. Your existing knowledge and background blend harmoniously with the unit’s teachings, enhancing your professional journey.
• Holding a CIPD Level 3 Diploma or Certificate: Those who’ve undertaken studies at the diploma or certificate level in CIPD (Chartered Institute of Personnel and Development) Level 3 find this unit to be an apt progression. It seamlessly complements and expands upon your existing knowledge base.
• Nurturing Aspirations in People Management: Aspiring to cultivate a career within the realm of people management, this unit provides you with a scaffold to build upon. Its content and insights resonate with your aspirations, aiding you in constructing a solid foundation for future growth.

In essence, this unit beckons to a spectrum of individuals, signalling a common thread of affinity. It acknowledges diverse pathways and backgrounds while extending a welcoming hand to those seeking to hone their acumen in human resources, learning and development, and people management.

The learning outcomes.

Upon traversing the expanse of this educational terrain, students will emerge with the mastery of three overarching learning outcomes. These outcomes, characterized by their comprehensive nature, bestow upon learners a panoramic vista of capabilities that transcend mere competence, emboldening them to fulfil their professional obligations with distinction. The three resolute learning outcomes are outlined as follows:

• Application of Ethical and Professional Behavior in People Practice: Under this pivotal learning outcome, students cultivate an adeptness in translating their acquired knowledge and skills into tangible actions within the realm of people practice. By example, they not only cultivate the indispensable skills and behaviours synonymous with the people profession, including inclusivity, candour, equity, and justice but also develop an astute comprehension of how ethical and personal values interweave within the organizational fabric to yield mutual prosperity. Armed with this knowledge, learners attain the capacity to invigorate their surroundings through active engagement in discussions surrounding pertinent organizational issues. This outcome further nurtures a profound sense of accountability, empowering students to proactively identify shortcomings, rectify missteps, and navigate ethical conundrums, such as the intricate web of whistleblowing.
• Elevation of Positive Working Relations through Collaborative and Inclusive Strategies: Within this transformative learning outcome, learners are equipped with the scaffolding to understand the transformative potential of fostering harmonious relations within an organizational context. Concepts of equitable treatment, value recognition, and inclusivity come to the forefront as beacons of organizational betterment. This outcome empowers students to harness the currency of feedback and interpersonal interaction, sculpting them into instruments to craft efficacious solutions and strategies in the domain of people practice. By honing the ability to gauge the efficacy of these solutions vis-à-vis engagement and performance metrics, learners become adept at fostering inclusive work cultures and cultivating interrelations enriched with trust, knowledge sharing, and mutual growth.
• Demonstration of Commitment to Personal Growth and Professional Development in People Practice: Embedded within this culminating learning outcome lies the key to harnessing the role of people professionals as stewards of evolution. Students grasp the significance of keeping a vigilant eye on the shifting sands of their field and comprehending how these changes ripple through the tapestry of their professional journey. Empowered by introspection and feedback, learners navigate the labyrinth of self-assessment, illuminating developmental areas, strengths, and weaknesses. This outcome propels students to curate their learning odyssey, curating an array of formal and informal activities under the banner of continuous professional development (CPD). Here, the learners wield the ability to assess the transformative impact of these CPD endeavours upon their performance and behavioural canvas, thus painting a vivid portrait of perpetual growth and accomplishment.

In summation, this educational expedition unfolds as a triumvirate of transformation. Its outcomes, expansive and resolute, mould learners into torchbearers of ethical comportment, architects of inclusive work scopes, and vanguards of their growth. With these three pillars of proficiency firmly in hand, students are poised to chart a course towards an enriched professional destiny, where their steps echo with the harmonious cadence of principled action, collaborative prowess, and unwavering commitment.

What are the requirements for entry?

While the CIPD, as an entity, doesn’t lay down specific prerequisites for individuals aspiring to undertake this unit, each educational institution offering it establishes its unique entry criteria. Thus, while a concrete set of requisites may not be etched in stone, it remains imperative for prospective learners to outline their aspirations before embarking on this educational journey. By delineating their ultimate goals, learners can aptly navigate the path ahead.

For example, those eyeing a career in the realm of Human Resources (HR), such as an HR assistant, would find the foundation level 3 certificate to be an invaluable stepping stone. This foundational certificate not only opens doors but also aligns with their career trajectory, providing a sturdy foothold for professional advancement. Alternatively, learners who embark on this unit sans the foundation level 3 certificate can amplify their engagement by wielding pre-existing experience within the relevant professional milieu. This practical experience is of paramount importance since the unit’s assignments are calibrated at a degree level, necessitating a foundational bedrock of knowledge.

Hence, the entry requirements for this unit span a spectrum of possibilities, embodying:

• A relevant degree or substantial work experience in the domains of Human Resources (HR) or Learning and Development (L&D) – a precondition upheld by certain institutions.
• Possession of a CIPD level 3 certificate, acting as a cornerstone for entry into the unit.
• Proficiency in both written and spoken English, an indispensable facet of engagement. This proficiency is either established through fluency or substantiated by an equivalent to an IELTS score of 6.5 or attainment of ESOL level 2.

In essence, while a uniform set of prerequisites might not be etched in stone across the CIPD realm, the importance of charting a purpose-driven trajectory and considering one’s background and aspirations remains unwavering. It’s a landscape where the puzzle pieces of qualifications, experience, and language proficiency seamlessly fit together to compose an enriched educational voyage.

How we can help

We’ve got a team of experts who are good at handling different kinds of assignments in this unit. We’re known as reliable writers and researchers who help with both easy and hard assignments. We spend our time providing the best solutions to our valued clients because we want to give them great quality for what they invest in terms of money, trust, and time.

5CO03 PROFESSIONAL BEHAVIOURS AND VALUING PEOPLE TASK ONE GUIDELINE

Task one: presentation on ethical practice in business.

The first assignment task involves creating a presentation with 1-2 slides for each assessment criterion, along with presenter notes. This presentation’s goal is to elucidate the significance of ethical practice in enhancing relationships within the workplace.

What is the focus of the CIPD 5CO03 module on Professional Behaviours and Valuing People?

The module 5CO03 emphasizes the importance of professional behaviors and valuing individuals within the realm of people practice. It covers topics such as ethical behavior, workplace relationships, and the role of people professionals in creating a positive organizational culture.

What are some key professional behaviors discussed in the module?

The module highlights key professional behaviors such as inclusivity, courage, ethical conduct, and the application of personal values in the workplace.

How does the module address the enhancement of workplace relationships?

The module delves into strategies for fostering positive working relationships through collaborative and inclusive approaches. It explores the impact of effective communication, engagement, and interrelation among employees.

What are the entry requirements for the 5CO03 module?

While the CIPD itself doesn’t set specific requirements, different educational institutions may have their own prerequisites. Generally, having a relevant background in HR or Learning and Development, a foundation level 3 certificate, and proficiency in English are some common expectations.

What kind of learning outcomes can participants expect from this module?

Participants can expect to gain a deeper understanding of ethical and professional behavior, strategies for positive working relations, and ways to enhance their own performance and professional development within the field of people practice. The module aims to equip learners with practical skills to excel in their roles as people professionals.

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CIPD 5CO03 Professional Behaviours and Valuing People Assignment Example, UK

Understanding professional behaviours and learning to value people at level 5 of the CIPD course is essential for students. In CIPD level 5, an associate diploma in people management you are going to learn about people’s professional behaviours and ethical practices to encourage and strengthen the relationships in the organization among employees and managers. By developing the strategies of people’s professional behaviors and their practices the organization can lead to growth and can impact the performance of each and every member of an organization or company.

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Thus, in this core module 3 of the level 5 people management CIPD course you will gain an understanding of ethical and core values of people professional, inclusive strategies and behaviors, creating solutions aimed to promote a positive working environment, learning the evolution of people professional practices, identifying the strengths and weaknesses through CPD activities.

Here, we will discuss the assignment examples from which you can write academic assignments on varieties of topics. Now, let’s focus on the assignment examples from each learning outcome of this module.

CIPD 5CO03 Assignment Task 1 : Be able to demonstrate professional and ethical behaviours, in the context of people practice

1.1 appraise what it means to be a people professional..

A people professional is somebody who is responsible for the well-being and effectiveness of other people in an organization. This includes HR roles, like recruiting, training, and employee relations. But it also encompasses roles that don’t traditionally fall under “human resources,” like ensuring that company culture is healthy and that employees are engaged and productive.

Being a people professional requires a deep understanding of human behavior, as well as the ability to influence and motivate others. It’s not an easy job, but it can be incredibly rewarding to see the positive impact you have on the people you work with.

1.2 Recognise how personal and ethical values can be applied in the context of people practice.

It is important to recognise that personal and ethical values can be applied in the context of people practice. This means that when we interact with others, we should aim to do so in a way that is respectful and considerate of their individual values.

Whether it is through our words or actions, we should always strive to maintain a positive relationship with the people around us. Furthermore, by being aware of our personal and ethical values, we can more easily identify when they are being compromised. When this happens, it is important to take action in order to uphold our values.

In doing so, not only do we protect ourselves from potential harm, but we also model the kind of behaviour we hope to see in others. By living our lives in accordance with our values, we can help create a world that is more just and compassionate.

1.3 Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others.

People professionals are in a unique position to contribute to discussions in an informed, clear and confident way that can have a significant impact on others. The ability to think critically, communicate effectively and build relationships are essential skills for people professionals. When these skills are brought to bear on important conversations, the results can be transformative.

By sharing their insight and expertise, people professionals can help others see things in a new light and make more informed decisions. They can also help create positive change within organizations by inspiring others to take action.

1.4 Recognise when and how you would raise matters which conflict with ethical values or legislation.

There are a few different ways that you might find yourself in conflict with ethical values. Maybe you’re working for a company whose practices don’t align with your personal ethics, or maybe you’re in a situation where following the law would go against your conscience. In any case, it’s important to know how to handle these situations in a way that respects both your ethical standards and the standards of the institution you’re working within.

One thing to keep in mind is that there is a difference between an ethical value and a legal requirement. Just because something is legal doesn’t mean it’s necessarily ethical, and vice versa. For example, abortion is legal in many countries but remains highly controversial from an ethical standpoint. So when raising a conflict with ethical values, it’s important to be clear about which set of standards you’re referring to.

If you find yourself in conflict with ethical values, the first thing you should do is try to resolve the issue internally. This might mean talking to your supervisor or HR department. If you’re not able to resolve the issue internally, then you can take it to an external body such as a professional regulator or the police.

However, it’s important to remember that you may not always be able to take action against someone who is violating your ethical values. Sometimes the best you can do is to avoid working with them in the future.

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5CO03 Activit 2 CIPD Level 5 Assignment Answer : Be able to champion inclusive and collaborative strategies for building positive working relationships.

2.1 argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory..

It is essential for any organisation to have a workforce that feels valued, included and fairly treated. Not only does this result in positive employee engagement and motivation, but also drives better business outcomes. As a people professional, it is your role to champion inclusive and collaborative strategies that ensure all employees feel valued.

There are numerous theories that underpin the importance of valuing people at work. One such theory is Maslow’s Hierarchy of Needs, which argues that humans have certain basic needs that must be met in order for them to function optimally. These needs include things like food and shelter, but also more intangible needs such as a sense of belonging and self-esteem. If these needs are not met, it can lead to negative consequences such as low productivity, high absenteeism and high staff turnover.

Another theory that highlights the importance of valuing people is Herzberg’s Two-Factor Theory. This theory suggests that there are two key factors that contribute to employee satisfaction: hygiene factors and motivators. Hygiene factors are things like pay and working conditions, which if not up to scratch can result in dissatisfaction.

Motivators, on the other hand, are things like opportunities for advancement and recognition, which can lead to higher levels of satisfaction. Herzberg’s theory demonstrates that it is not just the absence of negative factors that leads to a happy and productive workforce, but also the presence of positive factors.

2.2 Discuss strategies for designing and ensuring inclusive people practices.

There are a number of key strategies that organizations can use to design and ensure inclusive people practices.

• First, it is important to commit to inclusivity at the highest level within the organization. This means developing policies, procedures, and training programs that support inclusion and that are aligned with the organization’s values.
• Additionally, leadership must model inclusive behaviors and provide employees with opportunities to interact with people from diverse backgrounds.
• Finally, it is essential to continuously monitor progress and identify areas where further improvement is needed. By taking these steps, organizations can create a more inclusive environment for all employees.

2.3 Reflect on your own approach to working inclusively and building positive working relationships with others.

I believe that it is important to work inclusively in order to build positive working relationships with others. I always try to be conscious of the need to create an inclusive environment, and I make sure to treat everyone with respect. I also think it is important to be open-minded and willing to learn from others. By taking these steps, I believe that I am able to create positive working relationships with others.

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CIPD 5CO03 Learning Outcome 3 Answer : Be able to demonstrate personal commitment to learning, professional development and performance improvement.

3.1 explore how the role of a people professional is evolving and the implications this has for continuing professional development..

The role of a people professional is evolving as the workforce becomes more complex and diverse. In order to stay competitive, it is important for people professionals to continue their professional development by learning new skills and keeping up with the latest trends. Some of the key skills that people professionals need to keep in mind include:

• Communication: The ability to communicate effectively with other employees is essential in order to create a positive work environment.
• Diversity and Inclusion: Understanding how to foster a diverse and inclusive workplace is critical in today’s economy.
• Employee Relations: Handling employee relations issues can be tricky, but it is essential for maintaining a productive workforce.
• HR Administration: Managing HR administration tasks such as payroll, benefits, and employee records can be time-consuming but is necessary for the smooth running of an organization.
• Training and Development: Providing training and development opportunities for employees helps to foster a culture of lifelong learning.

Implications this has for continuing professional development:

• Continuing professional development is essential for people professionals to remain competitive in the workforce.
• People professionals must be adaptable and learn new skills in order to keep up with the evolving workforce.
• It is important for people professionals to stay current with trends in the field in order to best serve their organizations.

3.2 Assess your strengths, weaknesses and development areas based on self-assessment and feedback from others.

Based on my self-assessment, I know that I am good at being organized, taking charge and being assertive. I also know that I need to work on my ability to be flexible, as well as my communication skills. As for development areas, I need to continue to work on my writing skills and learn more about web design and coding. Additionally, feedback from others has indicated that I tend to be a bit too blunt at times and that I need to work on better articulating my thoughts and feelings. Overall, though, I am aware of my strengths and weaknesses and am continually working to improve myself in all areas.

3.3 Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey.

Here are some general suggestions for formal and informal CPD activities that can help you on your learning journey:

Formal CPD Activities:

1. Undertake Further Study: One way to continually develop your professional skills and knowledge is to undertake further study, whether that means completing a qualification or taking individual courses. This can be an excellent way to keep up with new developments in your field and ensure you have the latest skills and knowledge.

2. Attend Professional Development Seminars and Workshops: There are often seminars and workshops available that can help you develop new skills or learn more about current trends. These can be a great way to gain new knowledge and make professional connections.

3. Get Involved in Professional Organizations: Joining professional organizations related to your field can help you stay up-to-date with developments in your industry, meet other professionals, and access helpful resources.

4. Read Professional Journals and Magazines: Keeping up with professional journals and magazines can help you stay current on trends and developments in your field. This is a great way to learn new information and get ideas for further study or professional development activities.

Informal CPD Activities:

1. Stay Connected With Other Professionals: Maintaining relationships with other professionals, whether through social media, networking events, or simply staying in touch, can help you stay up-to-date with developments in your field. This is also a great way to get new ideas and learn about new opportunities.

2. Take Online Courses: There are often free or low-cost online courses available that can help you learn new skills or stay up-to-date in your field. This is a convenient way to develop your skills and knowledge without having to commit to a formal learning program.

3. Read Books and Articles: Reading professional books and articles related to your field can help you stay current with developments and learn new information. This is a great way to get new ideas and perspectives on your industry.

4. Experiment and Try New Things: One of the best ways to learn is by doing. Trying new things and experimenting can help you gain new skills and knowledge. This can be a great way to find new interests and develop your skillset.

3.4 Reflect on the impact of your continuing professional development activities on own behaviour and performance.

The impact of my continuing professional development activities has been very positive. I have found that by undertaking further study, attending seminars and workshops, and getting involved in professional organizations, I have been able to stay up-to-date with developments in my field and improve my skillset.

Additionally, these activities have helped me to make new professional connections and gain new perspectives on my industry. Overall, I believe that my continuing professional development activities have had a positive impact on my behaviour and performance.

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5CO03 Professional behaviours and valuing people

• August 23, 2021
• Posted by: Harry King
• Category: CIPD Level 5

About this unit

This unit mainly involves applying important professional behaviors to develop better working relationships between employees and enhance their safety and well-being in the workplace. These behaviours include inclusivity, courage, and ethical behaviours. As a result, this unit emphasises how organisational performance can be enhanced by developing and mastering new professional practices and behaviours.

What you will learn

In this unit, learners gain insight into the ethical and professional behaviours required to work in the field of people practice. This knowledge is accomplished by enabling learners to determine the qualifications necessary to pass being a people practice professional, incorporate both ethical and personal values in real life, and influence the thoughts and behaviours of others through participating in discussions. Also, this unit teaches students how to use collaborative and inclusive approaches to emphasise its benefits to the business’s performance and understand more about how employees should be treated within the work environment. This unit also aims to create and assess solutions that are meant to develop strong interpersonal relationships at the workplace. Finally, it explores the evolution of people professionals, teaching learners to show commitment and loyalty to learn, develop professionally, and improve performance. As a result, the unit promotes the ability of learners to analyse their strengths and weaknesses and areas they need to develop to come up with various activities that would help them achieve success after completing the unit.

This unit is suitable for persons who

This unit is essential for a wide range of qualifications and fields. The points below do not necessarily mean that you have to achieve all of them but show that having the requirements might help determine the people suitable to undertake it. The persons:

• Should be working under or aspiring to work with human resources or learning and development field.
• Should have the role of enforcing strategies and policies based on human resources or learning and development.
• Should possess a relevant work experience or degree and looking to enhance the career path.
• Should have studied diploma or certificate for CIPD level 3.
• Should be aspiring to build a career under people management.

Learning outcomes.

After fully completing this field, students will be able to fulfil three primary learning outcomes. The learning outcomes are comprehensive, enabling learners to have broader capabilities to fulfil their professional responsibilities. These learning outcomes are as follows:

• Be able to apply ethical and professional behaviour while working in the field of people practice.

Under this learning outcome, learners will apply their knowledge and skills in various aspects of people practice. For instance, they will gain the skills and behaviour required while working in the people profession. These skills and behaviours include inclusivity, honesty, fairness, and equality. Also, the learning outcome enables learners to recognise how to incorporate ethical and personal values in the workplace to benefit both the organisation and the people working within it. Similarly, studying this unit is learners gaining the ability and confidence to influence the people around them by contributing to discussions about issues affecting the organisation. Also, this learning outcome enables learners to develop a sense of responsibility for their actions in the workplace by using approaches such as recognising faults and rectifying them. Apart from that, learners will also be taught to effectively determine how to approach situations that would conflict with the firm’s ethical values, such as whistleblowing.

• Be able to enhance the development of positive working relations by applying strategies that promote collaboration and inclusivity.

Here, learners will be equipped with the theory that defines how an organisation and its people benefit from positive working relations such as fair treatment, value, and inclusivity. Also, this learning outcome will make it easier for the learners to effectively use feedbacks and interaction with others to design efficient people practice solutions and strategies for organisations. Also, the outcome makes them learn how to analyse the solution’s effectiveness about the engagement and performance of people within the organisation. The learning outcome also provides learners with the skill of developing personal values that would enable individuals to work inclusively but build positive interrelations with other individuals. These values include actively listening to different opinions, building trust, and sharing knowledge and opportunities.

• Be able to portray a commitment to improving their performance, developing their profession, and gaining more knowledge in people practice.

Under this learning outcome, learners can exploit their responsibilities as people professionals by determining how their field is evolving and how the evolution can affect the continuous development of their profession. Similarly, this learning outcome also enables individuals to apply self-assessment and feedback to analyse their developmental areas, strengths, and weaknesses. Also, students will enhance their learning journey by developing various formal or informal activities based on continuing professional development (CPD). Also, the learners will be able to assess the effects of the CPD activities on their performance and behaviour.

What are the entry requirements?

The CIPD does not have specific set requirements for people wanting to pursue this unit. However, every institution offering it has its entry criteria for the unit. It is, however, essential for learners to determine what they want to achieve at the end of the unit before pursuing it. For instance, the foundation level 3 certificate would be necessary if the candidate wants to pursue a career in HR, such as an HR assistant. Also, learners who want to pursue the unit without the foundation level 3 certificate would be more engaged if they have experience in the relevant profession beforehand.  This experience is required because the unit’s assignments are a degree level that requires learners to have a foundation. Therefore, the entry requirements for the unit include:

• A relevant degree or work experience in Huma Resources (HR) or Learning and Development (L&D) is a requirement in some institutions.
• A foundation of CIPD level 3 certificate.
• Fluent in written and spoken English, or an equivalent of IELTS 6.5 or ESOL level 2.

How we can help

We have a team of academic experts who can tackle a wide range of assignments in this unit. We are among the most trusted writers and researchers who offer academic help for simple or complex assignments. We dedicate our time to offer the best solutions to our esteemed clients as we offer great value for their money, trust and time.

Resources for 5CO03

Beevers, K., Hayden, D. and Rea, A. (2019) Learning and development practice in the workplace. 4th ed. London: CIPD Kogan Page.

Department for Business, Innovation & Skills and Government Equalities Office. (2013) The business case for equality and diversity: a survey of the academic literature. BIS Occasional Paper No.4. London: The Department. Available at: www.gov.uk/government/publications/thebusiness-case-for-equality-and-diversity-asurvey-of-the-academic-literature

Frost, S. and Kalman, D. (2016) Inclusive talent management: how business can thrive in an age of diversity. London: Kogan Page.

Gifford, J. (2019) Employee engagement and motivation. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/relations/engagement/factsheet

Human Resources Available at: www.hrmagazine.co.uk/

Martin, M. and Whiting, F. (2020) Human resource practice. 8th ed. London: CIPD Kogan Page. Pink, D. (2018) Drive: the surprising truth about what motivates us. Edinburgh: Canongate Books.

People Management Available at: www.peoplemanagement.co.uk

Personnel Today Available at: www.personneltoday.com/

Taylor, S. and Woodhams, C. (eds). (2016) Studying human resource management. 2nd ed. London: CIPD Kogan Page.

Website of the Chartered Institute of Personnel and Development and part of the Knowledge Hub, offering a range of resources about ethics www.cipd.co.uk/knowledge/fundamentals/relations/diversity

Website of the Chartered Institute of Personnel and Development and part of the Knowledge Hub, offering a range of resources about diversity and inclusion https://peopleprofession.cipd.org/learning

Website of the Chartered Institute of Personnel and Development, offering free online courses to members on the eight core behaviours of the Profession Map, including ethical practice, professional courage and influence, valuing people and working inclusively

www.cipd.co.uk/knowledge/culture/ethics

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5CO03 Professional Behaviours and Valuing People

• July 3, 2024
• Posted by: Fletcher Samuel
• Category: CIPD Level 5

Understanding the role of core professional behaviours is essential in any workplace. These behaviours not only shape personal development but also influence the broader work environment.

This unit emphasises the importance of applying core professional behaviours, such as ethical practice, courage, and inclusivity, to foster positive working relationships and support employee voice and well-being. It explores how developing and mastering new professional behaviours can enhance performance and contribute to a healthier, more collaborative work environment.

What will you learn ?

In this unit, you will explore professional and ethical behaviours within the context of people practice. You will evaluate what it means to be a people professional and how personal and ethical values can be applied, including confidently contributing to discussions to influence others. You’ll learn to champion inclusive and collaborative strategies, advocating for the human and business benefits of inclusive behaviours and fair treatment at work. Additionally, you will design and assess solutions to build positive working relationships.

Moreover, you will demonstrate a personal commitment to learning, professional development, and performance improvement by exploring the evolving role of a people professional. You will also assess your strengths, weaknesses, and development areas, formulating a range of CPD activities to support your learning journey.

Learning outcomes

Upon completing this unit, learners will:

• Understand the purpose and value of the people profession.  
• Know own personal and ethical values and apply these consistently in their (people practice) work.   
• Know the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others. 
• Know when and how to raise matters that might be unethical or illegal . 
• Be able to make use of related theory and thinking, to argue the human and business benefits of people feeling included, valued, and fairly treated at work.  
• Know how to design people practice initiatives to be inclusive and how to check inclusivity after an initiative has been implemented.  
• Be able to work inclusively with others and build positive working relationships . 
• Understand how the people practitioner role is evolving and the implications this has for your ongoing professional development. 
• Be able to assess (own) strengths, weaknesses and development areas, based on own considerations and feedback from others .  
• Be able to formulate a range of appropriate CPD options to support ongoing learning .
• Be able to reflect on and draw conclusions about the effectiveness of development activities. .

This unit is suitable for persons who:

This unit is suitable for individuals who:

• Are aspiring to or beginning a career in people management.
• Are currently in a people practice role and wish to apply their knowledge and skills to enhance organisational value.
• Are working towards or already in a people manager role.
• https://peopleprofession.cipd.org/profession-map
• https://www.cipd.co.uk/knowledge/culture/ethics/ethical-behaviour
• https://www.cipd.co.uk/knowledge/culture/ethics/ethical-behaviour 
• https://www.cipd.org/en/knowledge/factsheets/ethics-role-hr-factsheet/
• https://www.cipd.org/globalassets/media/zzzz-interim-document-depository/uk/cipd-code-of-conduct-and-ethics-v2_tcm18-112336.pdf
• https://www.cipd.org/uk/knowledge/webinars/ethics-work-guide-webinar-series/
• https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet#gref
• https://www.cipd.org/en/knowledge/reports/building-inclusive-workplaces/
• 5co03 Assignment Example
• 5CO03 PROFESSIONAL BEHAVIOURS AND VALUING PEOPLE TASK ONE GUIDELINE

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Professional Behaviours and Valuing People 5CO03

Whether a generalist or specialist, the position of a people professional is expanding in several ways, which has consequences for ongoing professional development (CPD). CPD is outlined as a collection of methods, theories, and strategies that support people in managing their learning and development. CPD must include reflective practice, which involves self-reflection on experiences and learning to advance professional practice.

A people professional’s evolving function includes a variety of facets. First, the emphasis is shifting from administrative tasks to ones with a stronger strategic component. People professionals have typically worked on regular administrative chores like payroll and employment records. However, they are now anticipated to support programs for employee engagement, talent management, and organizational planning. A larger skill set, including strategic thinking, commercial savvy, and the capacity to match HR procedures with overarching company goals, is needed for this (Pattison, 2018).

Second, a people professional now needs to be both technologically adept and people-focused. To create a productive workplace, they must have excellent people skills, empathy, and knowledge of the needs of the staff. Furthermore, the growing use of HR technology necessitates expertise in HR information systems, data analytics, and online learning tools (Pattison, 2018).

Additionally, the role’s evolution has given rise to specific job titles like “chief happiness officer,” “chief heart officer,” and “lead people data scientist.” These names reflect the increased focus on particular facets of human resource management, like corporate culture, data analytics, and worker well-being. Professionals that want to specialize need to engage in focused CPD activities to become experts in certain fields.

These modifications to the position of a people professional have important effects on CPD. People professionals must continually learn and evolve to meet the changing demands of their positions. This could entail going to professional conferences, taking part in webinars and workshops, getting higher certificates or degrees, and practicing reflectively. The length and manner of CPD activities might vary, from brief courses or seminars to longer-term educational programs (CPD News, 2020).

Technology is essential for providing CPD for human resources professionals. Accessible and adaptable learning opportunities are offered by online resources, virtual communities of practice, and e-learning platforms. Professionals can use technology to monitor their educational progress, participate in online debates, and cooperate with colleagues around the world (Pattison, 2018).

Good-practice CPD for people professionals should be proactive, reflective, and outcome-focused. It involves taking ownership of one’s learning and seeking growth opportunities. Reflective practice allows professionals to critically evaluate their experiences and apply lessons learned to enhance their practice. Outcome-focused CPD aims to achieve tangible results, such as acquiring new skills, expanding knowledge, and making a positive impact on organizational performance (CPD News, 2020).

The behavior and decisions made by people professionals are heavily influenced by personal and ethical principles. A set of rules or norms that establish what is ethically right or incorrect are referred to as ethical values. These principles act as a moral compass, guiding people through difficult situations and assisting them in making moral decisions.

The principle of equality motivates me in my work as a people professional to treat everyone fairly and with respect, regardless of their gender, background, or any other attribute (Miles, 2022). I support fostering an inclusive, diverse workplace where everyone is given fair treatment and equal opportunity. This value guides my hiring and selection procedures, ensuring that candidates are assessed only on their abilities and credentials without any bias or discrimination.

One of my core values is to value others. I think it is important to appreciate and recognize each person’s individual qualities and contributions (Guntupalii, 2021). My approach to motivating and engaging employees is influenced by this value. I try to cultivate a work environment that encourages a sense of community and encourages employees to give their best effort. I actively consider their viewpoints, offer encouragement and gratitude, and promote cooperation and teamwork. This value extends to how I handle conflicts as well because I want to resolve them amicably.

In my work as a people professional, I promote fairness as a fundamental value (Williams, 2018). I support treating people fairly, following rules and regulations consistently, and basing choices on merit and unbiased standards. This value guides my performance management procedures, ensuring that assessments are reasonable, open, and centered on personal growth. Regardless of their position or length of service, I try to offer all staff constructive criticism and chances for advancement.

My values and beliefs influence how I operate and the connections I make with coworkers. I promote an inclusive workplace where diversity is recognized and everyone feels valued and appreciated by upholding the principle of equality. As a result, teamwork, creativity, and productivity are improved. In addition, respecting people enables me to create long-lasting bonds of mutual regard, empathy, and trust. The sense of support and appreciation among coworkers fosters a healthy work environment and enhances teamwork.

These ideals have a wide-ranging effect on my coworkers. First of all, they foster a feeling of psychological safety that allows people to express themselves freely and provide their varied viewpoints. This encourages innovation and creativity within teams. I also encourage a culture of transparency and trust by respecting justice. When coworkers are certain that they will receive equal treatment in terms of awards, recognition, and career possibilities, morale and engagement increase. Additionally, through encouraging collaboration, effective communication, and a supportive workplace culture, my personal beliefs have a good impact on team dynamics.

People professionals must participate in talks about major issues with knowledge, clarity, and confidence to influence others. Let’s say a meeting is held to discuss ways to raise employee engagement in a company. I would confidently add to this conversation by making arguments supported by facts and citing great human relations techniques.

I would say with confidence that employee engagement is crucial for achieving organizational success. I would back up my arguments with research by citing studies and study results (Hewko, 2022). I might, for instance, offer studies showing that motivated workers are more effective, more likely to stick with the company, and contribute to a great work environment.

I would communicate my views in a clear and captivating way to achieve clarity (Atkins, 2022). I would steer clear of utilizing jargon or highly technical terminology in favor of concise and understandable explanations. I would make it easier for the audience to understand the principles by presenting realistic examples and real-world situations. This would entail outlining doable plans of action and activities, such as regular feedback mechanisms, employee appreciation programs, and establishing a supportive work environment, that has been demonstrated to be successful in enhancing employee engagement.

I would also evaluate the particular environment and modify my technique to properly influence others (Karolina, 2022). I would modify my ideas and examples to resonate with their interests and concerns since I am aware that various audiences have different needs and views. If I were speaking to top officials, for example, I may emphasize the possible financial rewards of higher employee engagement, such as increased productivity and decreased turnover costs. But if the audience were front-line managers, I might concentrate on how employee engagement affects group dynamics and individual performance.

Applying these strategies would enable me to confidently contribute to discussions on employee engagement while ensuring that my ideas are supported by facts, understandable, and interesting to the audience. I would do this with the intention of positively influencing others and fostering a cooperative environment that encourages the adoption of successful people management techniques.

A female employee named Jane approached me with concerns about gender discrimination and unfair pay practices at the workplace where I previously worked as an HR Manager for a big international corporation. Jane thought that several of her female coworkers in her department were receiving lower pay for comparable jobs and responsibilities than their male counterparts. I addressed the situation right away after realizing its importance and the potential for a violation of legal and ethical standards.

To make sure I had a firm grasp of the moral and legal parameters surrounding gender equality and fair pay, I first became familiar with pertinent laws and corporate regulations, such as the Equality Act 2010 and the company’s Code of Conduct. After that, I gave Sarah a secure and encouraging space where she could voice her worries without worrying about repercussions. I listened intently to her stories, understood her predicament, and reassured her that her worries would be treated seriously.

I suggested Jane gather all the information she could, such as pay slips, job descriptions, and performance reviews, to successfully handle the situation. I clarified how crucial factual proof was in proving her assertions. I notified the HR Director of the problem and started an inquiry into the company’s regulations. The whistleblowing procedure used by the corporation ensured Sarah was shielded from any potential punishment for sharing her concerns.

A team was assembled by the HR Director to fully investigate the claims. They evaluated job duties and responsibilities, analyzed wage information, and spoke with the affected personnel. The business made an urgent correction in light of the results. These steps included changing salaries to ensure pay parity, altering the pay structure of the business to avoid further inequalities, and offering equitable career growth chances.

I communicated with Sarah and the other impacted workers openly and honestly during the entire process. I discussed the steps taken to rectify the problem, gave frequent updates on the investigation’s development, and emphasized the business’ dedication to justice and equality. The employees felt more trusted and assured that their problems were being taken seriously thanks to this communication.

Following a more thorough investigation into the company’s compensation procedures as a result of this occurrence, training programs and routine pay audits were put in place to guarantee continuous adherence to moral principles and legal requirements. The event increased understanding of the value of gender equality and fair pay among workers and leadership, ultimately encouraging a more inclusive and equitable workplace.

Atkins, I. (2023) Communicate with employees to maintain engagement, Business News Daily. Available at: https://www.businessnewsdaily.com/8095-effective-employee-communication.html (Accessed: 03 June 2023).

Guntupalii, M. (2021) Valuing employees in the workplace – linkedin. Available at: https://www.linkedin.com/pulse/valuing-employees-workplace-manoj-guntupalli (Accessed: 03 June 2023).

Hewko, A. (2022) 9 effective strategies to confidently speak up in meetings, Fellow.app. Available at: https://fellow.app/blog/meetings/effective-strategies-to-confidently-speak-up-in-meetings/ (Accessed: 03 June 2023).

Karolina (2022) 5 communication strategies for Better Employee engagement, Blink. Available at: https://joinblink.com/intelligence/communication-strategies-to-improve-employee-engagement/ (Accessed: 03 June 2023).

Miles, M. (2022) Equity in the workplace: What it is and 9 ways to lead by example, Equity in the Workplace: What It Is and 9 Ways to Lead By Example. Available at: https://www.betterup.com/blog/equity-in-the-workplace (Accessed: 03 June 2023).

Pattison, L. (2018) The evolving people profession, LinkedIn. Available at: https://www.linkedin.com/pulse/evolving-people-profession-louisa-baczor/ (Accessed: 03 June 2023).

Williams, J. (2018) Fairness in performance management, Challenge Advisory. Available at: https://www.challenge.org/resources/fairness-in-performance-management/ (Accessed: 03 June 2023).

Bibliography

Hancock, B., Hioe, E. and Schaninger, B. (2018) The fairness factor in performance management, McKinsey &amp; Company. Available at: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-fairness-factor-in-performance-management (Accessed: 03 June 2023).

Meyer, T. (2023) How to encourage professional development for employees, Business News Daily. Available at: https://www.businessnewsdaily.com/10092-encourage-professional-development.html (Accessed: 03 June 2023).

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