Organisational performance and culture in practice

5CO01
Organisational performance and
culture in practice
New Learner Assessment Brief
Assessment ID / CIPD_5CO01_21_02
Level 5 Associate Diploma in
People Management
Organisational Learning and Development

2
5CO01
Organisational performance and culture in
practice
This unit assignment explores the connections between organisational structure and the wider
world of work in a commercial context. It highlights the factors and trends, including the digital
environment, that impact on business strategy and workforce planning, recognising the influence of
culture, employee wellbeing and behaviour in delivering change and organisational performance.
CIPD’s insight
Workplace technology: the employee experience (July 2020)
Our research looks at technology adoption and use at work, in addition to the people profession’s
role in supporting organisations and their workforce.
The COVID-19 pandemic has thrown a spotlight on technology as an enabler of work with many
organisations turning to its use for flexible and remote working. However, these circumstances
have also revealed other issues such as productivity, work–life balance, workforce engagement
and wellbeing which must all be considered when new technology use is introduced in the
workplace.
Taken together with the broader theme of increasing digitisation and technical advancement,
organisations and people professionals need to understand how workplace technology is
impacting their workforce if they are to drive and support the best outcomes for their people and
business.
https://www.cipd.co.uk/knowledge/work/technology/workplace-technology-employee
Technology and the future of work (January 2021)
How artificial intelligence (AI), robots and automation are shaping the world of work, the ethical
considerations, and the role of people professionals.
Much has been said about the potential impact of AI, robots and automation on jobs and the future
of work. A common view is that many jobs are at risk of being taken over by machines, potentially
leading to large-scale job losses. Our research shows that while there are risks, there are at least
as many opportunities to increase the number and quality of jobs. No doubt these technologies will
change the nature of work as we know it. This change needs a proper people strategy led by
people professionals.
This factsheet describes some of the technologies that are having an impact on the world of work.
It looks at the ethical implications of using these technologies in the workplace and considers the
role of people professionals in shaping the future of work for humans.
https://www.cipd.co.uk/knowledge/work/technology/emerging-future-work-factsheet
Level 5 Associate Diploma
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Workforce planning (November 2020)
Explores the benefits of workforce planning, the activities involved and the stages of the workforce
planning process.
Workforce planning is a core business process which aligns changing organisation needs with
people strategy. It can be the most effective activity an organisation can engage in. It doesn’t need
to be complicated and can be adjusted to suit the size and maturity of any organisation. It can
provide market and industry intelligence to help organisations focus on a range of challenges and
issues and prepare for initiatives to support longer term business goals.
This factsheet examines the concept of workforce planning. It distinguishes between strategic and
operational workforce planning, ‘hard’ and ‘soft’ workforce planning, which work together to
generate and analyse information before planning actions. It also explores the stages of the
workforce planning process and highlights key issues and action points for implementation.
https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforceplanning-factsheet
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4
Case study
You are a member of a small People Practice Team, based in the London head office of a
company called BMC. BMC has recently purchased a large contemporary city centre licenced
food premises in Manchester adding to its already growing portfolio of acquisitions in London,
Leeds, Nottingham, and Glasgow.
During the COVID-19 lockdown the Chief Executive Officer (CEO) considered that, with the growth
of the organisation, the current business structure and strategy may need updating. Currently the
company operates a strict centralised policy, with most operations dictated by head office and a
traditional ‘top-down’ management structure across the organisation.
The CEO is aware that not all the managers are happy with the centralised approach, particularly
two managers who were employed at their venues prior to acquisition, and sometimes express that
they ‘prefer the old way’. The CEO is also aware that BMC has neglected the people side of the
business, particularly outside London, and that BMC now has a legacy of high staff turnover and
low employee satisfaction.
As post-lockdown trading has resumed, managers are reporting that it is becoming more difficult to
recruit the staff they need and that they are therefore having to ask even more of existing staff,
adding to the staff dissatisfaction. Whilst business is generally good, competition (for both staff and
customers) from small independent cafes, offering more varied menus and locally produced foods,
is becoming an issue.
The CEO has called managers to a Strategic Planning Day, aimed at reviewing, and updating
organisational strategy.
Preparation for the Tasks:
Refer to the indicative content in the unit to guide and support your evidence.
Pay attention to how your evidence is presented, remember you are working in the People
Practice Team for this task.
Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
Reflecting on your own experiences of learning opportunities and training and continuing
professional development.
Reading the CIPD Insight, Fact Sheets, and related online material on these topics.
Level 5 Associate Diploma
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Task One –Report for strategic planning
day
To ensure the Strategic Planning Day is productive, the BMC CEO has asked you to prepare a
report about organisational strategy, including how people practice can support strategic change
and the achievement of business goals. The aim of the report is to ensure managers’
understanding of organisational strategy and the connections between structure, strategy, and the
wider business environment, as well as the potential role of people practice.
Most of the managers attending (a group of 10 managers and 10 deputy managers) have said that
they have limited theoretical knowledge of organisational strategy. The report is to be provided to
them before the meeting to inform discussions on the day.
Your report should have two main parts:
– Part one should cover points 1-4 below and provide an overview of the connections
between organisational structure, strategy, and the business environment.
– Part two should cover points 5-8 highlighting how the People Practice Team could support
the managers to achieve their business goals and objectives.
1. an evaluation of the advantages and disadvantages of two different types of organisational
structures – BMC’s structure and another of your choice. (AC 1.1)
2. an analysis of the connections between organisational strategy, products & services,
customers, and revenue generation. (AC 1.2)
3. an analysis of the external factors and trends that are impacting or are likely to impact BMC’s
future strategic direction. (AC 1.3)
4. an assessment of two current strategic priorities for BMC and what has caused them. (AC 1.4)
5. a critical evaluation of the relationship between the employee lifecycle and your work (or
potential work) as a people professional. (AC 3.1)
6. explanation of two key themes that are currently impacting people practice and shaping how
your area of people practice supports the organisation. (AC 3.3)
7. an assessment of how people practices can impact on organisational systems and structures
(AC 1.5)
8. an assessment of how the BMC People Practice Team:
– connects with and could support the two strategic priorities at point 4 above (AC 3.2)
– would consult with relevant parties to clearly understand needs for this. (AC 3.4)
– would plan relevant projects and ensure they were delivered in line with requirements. (AC
3.5)
It is essential that you relate to academic concepts, theories, and professional practice for the
tasks to ensure that your work is supported by analysis. Please ensure that any references
and sources drawn upon are acknowledged correctly and supported by a bibliography.

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Your evidence must consist of:
Report: (approximately 3,000 words), refer to CIPD word count policy.
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Task Two – Presentation slides and notes
Recognising that BMC is not currently a great place to work, the CEO would also like the Strategic
Planning Day to explore organisational culture and how it can be made more positive for all BMC
staff.
You have therefore agreed to prepare a presentation (slides and notes) for the CEO to present on
the day. As you will not be delivering the presentation, it is important the notes are sufficiently
detailed.
The main aim of the presentation is to enhance the managers’ theoretical understanding of
workplace culture, so that they are better placed to explore how it might be improved.
Your presentation should address all the bullet points below, providing a sound theoretical
overview of organisational culture with practical examples (from BMC or another organisation you
know well) where appropriate.
an interpretation of two theories or models which examine how humans behave in
organisations. (AC 2.1)
an evaluation of the main drivers of change in organisations, and with reference to two
established theories or models, how people might experience change. (AC 2.2)
a general evaluation of the scale of technology within organisations and the impact this is
having on workers and working practices. (AC 1.6)
an assessment of the importance of wellbeing at work and identification of the different
factors that can impact wellbeing. (AC 2.5)
an explanation of the steps that can be taken to increase inclusion and diversity at work in
order to build a positive culture. (AC 2.3)
an assessment, with examples, of how people practices can affect organisational culture
and behaviour. (AC 2.4)
It is essential that you refer to academic concepts, theories, and professional practice for the tasks
to ensure that your work is supported by analysis. Please ensure that any references and sources
drawn upon are acknowledged correctly and supported by a bibliography.
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Your evidence must consist of:
Slide deck and presenter notes (approximately 1,550 words) refer to CIPD word count
policy.

Level 5 Associate Diploma
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Assessment Criteria Evidence Checklist
Use this as a checklist to make sure that you have included the required evidence to meet the
task. Please enter the evidence title and where it can be referred to. An example has been
provided for you.

Task 1: Report for strategic planning
meeting
Assessment criteria
Evidenced
Y/N
Evidence reference
1.1 Evaluate the advantages and
disadvantages of different types of
organisation structures including the
reasons underpinning them.
Strategic planning meeting report.
1.2 Analyse connections between
organisational strategy, revenue
generation, products, services, and
customers.
1.3 Analyse external factors and trends
impacting organisations.
1.4 Assess current organisational priorities
and the associated issues and causes.
1.5 Explain how people practices impact on
organisational systems and structures.
3.1 Critically evaluate the relationship
between the employee lifecycle and your
work.
3.2 Assess how people practice connects
with other areas of an organisation and
supports wider people and organisational
strategies.
3.3 Discuss key themes that currently shape
the work of an area of people practice
and how these impact on the provision of
people solutions.
3.4 Discuss processes for consulting and
engaging with internal customers to
understand their needs.

Level 5 Associate Diploma
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Task 1: Report for strategic planning
meeting
Assessment criteria
Evidenced
Y/N
Evidence reference
3.5 Explain the key components of planning
strategies for ensuring that projects are
delivered in line with customer
requirements.

Level 5 Associate Diploma
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Task 2: Presentation slides and notes
Assessment criteria
Evidenced
Y/N
Evidence reference
1.6 Evaluate the scale of technology within
organisations and how it impacts work.
2.1 Interpret theories and models which
examine organisational and human
behaviour.
2.2 Evaluate the drivers for change and basic
models for how these changes are
experienced.
2.3 Explain how to build diversity and
inclusion into your work in order to build a
positive culture.
2.4 Assess how people practices impact on
organisational culture and behaviour.
2.5 Assess the importance of well-being at
work and the different factors which
impact well-being.

Level 5 Associate Diploma
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5CO01
Organisational performance
and culture in practice
Assessment Criteria marking descriptors.
Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will
indicate where the learner sits within the marking band range
for each AC.
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors
should use the mark descriptor grid as guidance so they can provide comprehensive feedback that
is developmental for learners. Please be aware that not all the mark descriptors will be present in
every assessment criterion, so assessors must use their discretion in making grading decisions.
The grid below shows the range for each unit assessment result based on total number of marks
awarded across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the
assessment criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided
NONE
of the assessment criteria have been failed or referred.
Please note that learners will receive a
Pass or Fail result from the CIPD at unit level. Referral
grades can be used internally by the centre.

Overall mark Unit result
0 to 31 Fail
32 to 41 Low Pass
42 to 52 Pass
53 to 64 High Pass

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Marking Descriptors

Mark Range Descriptor
1 Fail Insufficient demonstration of knowledge, understanding or skills (as
appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does
not meet the assessment brief.
2 Low Pass Demonstrates an acceptable level of knowledge, understanding or
skills (as appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to
support answers.
Required format adopted but some improvement required to the
structure and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task
and presented in a more coherent way.
3 Pass Demonstrates good knowledge, understanding or skills (as
appropriate) required to meet the AC.
Includes confident use of examples, where required, to support each
answer.
Presentation and structure of assignment is appropriate for the
assessment brief.
Answers are clear and well expressed.
4 High Pass Demonstrates a wide range and confident level of knowledge,
understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link
and support the answer well.
Answers are applied to the case organisation or an alternative
organisation.
Answers are clear, concise, and well-argued, directly respond to what
has been asked.
The presentation of the assignment is well structured, coherent and
focusses on the need of the questions.
Includes clear evidence of the use of references to wider reading to
help inform answer.