cipd level 5 example assignments

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

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

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

Recognizing the Assignment Brief

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

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

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

Information Gathering and Research

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

Review Academic Literature on Employee Engagement

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

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

Interviews or Surveys

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

Organizing Your Assignment

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

Introduction (About 10% of Total Word Count)

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

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

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

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

Examine major discoveries from scholarly sources.

Methodology (About 10% of Total Word Count)

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

Justify your case study and research tools selection.

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

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

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

Recommendations (About 15% of the Total Word Count)

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

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

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

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

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

Regular Practice

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

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

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

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

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

Examples to Consider

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

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

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

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

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

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

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

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

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CIPD Level 5

• October 20, 2022
• Posted by: Fletcher Samuel
• Category: CIPD Level 5

The Chartered Institute of Personnel and Development (CIPD) Level 5 qualification is a professional-level human resource (HR) or learning and development (L&D) qualification. It is designed for individuals who want to develop their knowledge and expertise in HR and L&D and progress to more senior roles within their organisations. The CIPD Level 5 qualification covers various topics, including talent management, employee engagement, HR strategy, and L&D design and delivery. It combines theoretical and practical learning, combining academic study with workplace application. The qualification is awarded at two levels, either as a Level 5 Diploma or a Level 5 Advanced Diploma, depending on the depth and breadth of study. The Diploma focuses on the core knowledge and skills required for effective HR and L&D, while the Advanced Diploma provides more in-depth coverage of specialised areas. Holding a CIPD Level 5 qualification is widely recognised as a benchmark of professional competence in HR and L&D and demonstrates a commitment to professional development. It is also a requirement for many senior HR and L&D roles and can be valuable for individuals seeking to progress in their careers. Overall, the CIPD Level 5 qualification is an excellent investment for anyone who wants to deepen their understanding of HR and L&D and advance their career in these fields.

Here are some examples of CIPD Level 5 units.

• 5CO02 Assignment Example
• 5HRO1 Assignment Example
• 5HR02 Assignment Example
• 5LD01 Supporting Self-Directed and Social Learning
• 5LD02 Learning and Development Design to Create Value
• 5LD03 Facilitate Personalised and Performance Focused Learning

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5OS01 Assignment Example

• September 23, 2022
• Posted by: Harry King
• Category: CIPD Level 5

Task 1:  Manager’s Briefing Paper

Ac 1.1 an evaluation of both the aims and at least three objectives of employment regulation.

Most laws and regulations on employment are written from the perspective of the worker. They are frequently put in place to perform a variety of things, such as a guarantee that workers are treated fairly, that government policy is implemented, that social and economic goals are met, and that a business is complying with international legal commitments.

Protection of Employees

The International Labour Organization (ILO) is widely acknowledged as having a vital role in establishing the goals of international employee legislation, with a focus on worker protection (Factorial HR, 2022). The International Labour Organization (ILO) established an employment protection law that was accepted by several nations including the United Kingdom. This legislation protects workers against discrimination and workplace injury. Accordingly, employers have a responsibility to shield their employees from any form of discrimination based on factors such as race, colour, or religion. The Health and Safety at Work etc Act 1974 safeguards workers in the workplace by ensuring that workplaces are safe and supply PPE to their staff (HSE, 2020).

Equality Act 2010 ensures equal chances and eradicates discrimination promoting fairness in the workplace (Factorial HR, 2022). The laws established by employment law are essential for proving that compensation and benefits are equitable. It also ensures that employees are treated properly and diversity and equality are more appreciated and respected when there is a culture of justice in the workplace. Furthermore, the act ensures that employees are paid following the agreements they made with their employers.

Equality Act 2010 establishes the basis for judicial jurisdiction by determining whether or not the termination of an employee’s employment followed the correct processes and was fair or unjust (Factorial HR, 2022). Employees are at risk of being terminated unfairly if not given procedural fairness in their termination process. Therefore, the regulation requires the employer to give the employee a reasonable opportunity to respond to allegations, seriously consider the claims that the employer is making against them, and then make a decision regarding a suitable penalty, which may include termination of employment terms based on evidence.

AC 1.2 An Examination of the Role Played by the Tribunal and Courts System in Enforcing Employment Law Covering the Hierarchy of the Court System in the UK

Employment Tribunals are a type of independent judicial body set up to hear cases involving potential violations of an employer’s rights by an employee (CIPD, 2022). Wrongful termination, discrimination, wages, and severance pay are common cases solved in court. Tribunals operate with a greater degree of informality and employment tribunal cases that are appealed often move to the Employment Appeal Tribunal, and from there to the court of appeals and ultimately the Supreme Court.

An unsuccessful party can seek a review of a judgement or decision by appealing to the presiding tribunal. The opposite party may appeal to the Employment Appeal Tribunal if it believes the tribunal did not appropriately apply the law or that the review process was flawed. In the event of a loss, the losing party has 21 days to file an appeal with the Court of Appeals (Suff, 2022). If the result still does not sit right with the complaint, they can take it up with the Supreme Court, but they will have to present their case strictly on legal grounds, showing that the law was not followed by the lower courts. And it only considers appeals in the most significant matters that affect the general public. If nothing else, it is the last resort for criminal and civil issues. Any national court or tribunal in Europe can seek a judgement from the European Court of Justice, as it is the highest court in Europe. However, it only hears cases like these if they involve European labour rules. The judicial equivalent of the administrative employment tribunals is the court system, where cases are initially heard at the county level and then moved to higher courts if an appeal is filed.

AC 1.3 An Explanation of How:

Employment cases are settled in terms of the role of acas and use of cot3 (gb) and the early conciliation process before the start of proceedings.

The Employment Rights Act of 1996 details the processes for resolving employment-related disputes. It is strongly advised that before going to an employment tribunal, an employee first submit a formal complaint to the ACAS. ACAS may mediate workplace disagreements if both parties agree to its involvement. ACAS’s goal is to help the parties reach a mutually agreeable resolution to the dispute. When ACAS identifies the cause of the conflict and gives each side a chance to air their grievances, it has fulfilled its mission.

ACAS may first step in when a claimant announces their intention to claim to ascertain whether or not the claimant is interested in early conciliation (Davidsonmorris, 2020). If the employee is willing to participate in early conciliation, ACAS will request information from them. A follow-up communication, an email, letter, or phone call detailing the individual’s final decision and the nature of the dispute is required. The conciliator will then interact with the complaint to get insight into the complainant’s desired resolution. After receiving confirmation from the responder, the conciliator will initiate communication between the parties to resolve. As soon as a settlement is reached, the conciliator will write a formal agreement using the COT3 form and underline the parameters of the agreement (Davidsonmorris, 2020). When all parties sign a COT3 agreement, the tribunal concludes the case.

Cases are Setting During Formal Legal Proceedings in Terms of Settlement Agreements

When a case is settled during formal legal proceedings, the parties will negotiate and determine the terms of a settlement agreement. This can be done through mediation or arbitration (Pon Staff, 2021). If the parties agree, then all procedural steps are taken to apply for that settlement on behalf of the client and move on to other cases or business activities with complete certainty that the case has been resolved. Mediation entails selecting a third party with no stake in the outcome of the dispute to act as an impartial arbiter. They instead pose a series of questions to both the employer and the employee to get to the bottom of the matter at hand. They help both parties identify the core issues at play and work together to achieve a mutually agreeable resolution. The primary goal of mediation in a work setting is to keep the working relationship between the employer and employee at the same level it was before the conflict arose. Arbitration is a process in which an impartial person is hired to hear both the arguments and grievances of the parties involved and come to a decision on their own. The arbitrator then sits with both parties and addresses the case in a fair fashion that works out the best for both parties involved.

Evaluating the principles of discrimination law in recruitment, selection, and employment (AC 2.1)

Selecting the most qualified candidate for a position requires a selection process that is fair, objective, and nondiscriminatory. In the course of this procedure, any practices that discriminate against certain groups will be seen as unfair (Macdonald, n.d.). For instance, employers are not permitted to inquire about a candidate’s protected characteristics, marital status, civil union status, or if they are a parent or intend to become one (“Employment status I GOV.UK”, n.d.). The right to be treated equally and not be discriminated against because of a protected characteristic is a fundamental human right. Age, handicap, gender reassignment, marriage/civil union, pregnancy/maternity, race/ethnicity/belief, sex, and sexual preference are all protected categories (McKevitt, n.d.). The complainant in Scenario 1 very certainly had their offer rescinded due to one of the aforementioned qualities, making their case disputable before an employment tribunal. The Equality Act of 2010 makes it illegal to discriminate against someone either directly or indirectly, as well as to victimize someone. For example, if it was anticipated that the worker would be unable to function due to their civil partnership, this might be classified as direct discrimination in which an individual regards the other as less favorably compared to how the same person treats or would treat his/her fellows because of the protected trait of marriage or civil partnership (McKevitt, n.d.). Employers are prohibited by the Equality Act of 2010 from discriminating against job candidates based on a protected characteristic. Furthermore, refusing to hire a job candidate based on protected characteristics constitutes blatant discrimination. In regard to disability, the Equality Act of 2010 safeguards disabled employees at all stages of their job (Macdonald, n.d.). If a company can demonstrate that a certain work can be done successfully exclusively by a person with a certain impairment, then the employer will not be in violation of the discrimination statute. Furthermore, the law limits an employer’s capacity to conduct pre-employment health inquiries (Macdonald, n.d.). An employer shall not discriminate against a disabled employee due to a circumstance related to their disability.

The legal requirements in relation to defending equal pay claims and conducting equal pay reviews (AC 2.2)

‘Equal work’ is defined by law as either

• ‘Like work’ – employment where the duties and skills are identical or comparable
• ‘Work rated as equivalent’ – work deemed equivalent, typically based on a reasonable job evaluation. This could be due to the fact that the talent, responsibility, and effort required to complete the tasks are equivalent (McKevitt, n.d.).
• ‘Work of equal value’ – Work that is distinct but of equal worth. This may be due to the fact that the degree of ability, experience, responsibility, and expectations of the job are of equivalent value (Suff, 2021).

If a gender pay gap exists an employer must demonstrate that there is a “material element” that accounts for the difference in pay. Moreover, for the material to be considered relevant it must;

• entail a valid reason for the disparity in compensation
• Be important and pertinent.
• Clarify the pay disparity with ‘specificity,’ which implies the employer must be able to demonstrate how each consideration was weighed and demonstrated how it fit in the woman’s specific circumstance.
• It must be free of blatant and indirect sex discrimination.

Hence, if the woman in ARL is better skilled and qualified for a position than the males who are performing the same task, then it may be appropriate for her to receive a higher salary than the men. If there is an equal pay issue ARL is required to demonstrate, that the female’s qualifications and talents are essential for the work, and that they had trouble hiring and retaining employees for the position that the woman now has. However, the fact that they get paid more cannot be related in any way to their sexual orientation.

Explaining the major statutory rights workers have in relation to pay ( AC 4.1)

When it comes to employment law, statutory rights are meant to safeguard the interests of both employers and employees, giving either party a footing on which to pursue legal action. Under the UK law, all employees are entitled particular statutory rights, despite the fact that the applicability of the rights varies. For instance, the entitlement to redundancy pay or compensation for a wrongful dismissal only becomes vested after a specified amount of time has passed. The following are some key concerns that rights workers have in regard to pay:

Getting the National Minimum Wage; the minimum salary for a worker should vary based on their age and whether or not they are apprentices (“The National Minimum Wage and Living Wage”, n.d.). Workers in almost all industries are guaranteed at least the National Minimum Wage per hour. Worker eligibility for the National Living Wage, which is higher than the National Minimum Wage, depends on their age, and workers must be at least 23 years old to qualify for it. Employers, regardless of their size, are required to pay the exact minimum wage.

Statutory redundancy pay : Employees with two years or more of service are typically eligible for statutory redundancy pay from their employers. That is, if an employee works for a full year and is under the age of 22, they shall receive half a week’s salary, if they work for a full year between the age of 22 and 41, they will receive a full week’s salary, and if they work for a full year and are over the age of 41, they will receive a full week and a half’s salary (Gov.Uk). The maximum term of service is 20 years. Notate that the employee’s weekly compensation is the average amount they earned per week over the previous 12 weeks prior to the day they received their notice of layoff (Gov.Uk).

Discussing the legal implications of managing the change in relation to the working hours ( AC 3.1)

The 1998 Working Time Regulations (WTR) governs work hours in the United Kingdom. These restrict employees to a maximum of 8 hours of labor per day and a maximum of 48 hours per week (however workers in the United Kingdom can opt out of the regulations pertaining to the required 48-hour work week). Nonetheless, the pandemic has had a profound impact on working hour’s data (“Contracts of employment and working hours – GOV.UK”, n.d.). The average number of paid hours worked per week in the United Kingdom rose by 1.8 hours between the third and fourth quarters of 2020, according to data provided by the Office for National Statistics in February 2021.

Nevertheless, under UK legislation, employers are required to protect the health and safety of all employees, which includes protecting them against overwork and long hours. The WTR currently provides the following fundamental rights and safeguards to employees:

• A maximum of 48 hours per week averaged over 17 weeks that an individual is be obligated to work.
• Night employees are only allowed to put in an average of eight hours of work each twenty-four-hour period.
• The right to receive 11 hours of rest each day.
• An entitlement to one day off every week (Suff, 2021).
• A right to an on-the-job rest period if the work schedule exceeds six hours.
• Annual paid leave of 28 days for full-time employees (Suff, 2021).

Scenario three is a clear violation of workers’ rights under the Working Time Regulations 1998, since it calls for ARL employees to work 12 hours per day or 84 hours per week, rather than the standard 8 hours per day/48 hours per week. On the other hand, ARL has the ability to get its employees to sign what is known as an opting-out agreement, which requests employees to consent to working more than 48 hours in a week. However, it is vital to highlight that companies cannot compel workers to sign an opt-out: employees should willingly consent to it, and they cannot be fired for not signing one (“Contracts of employment and working hours – GOV.UK”, n.d.).

Explaining the legal requirements relating to the transfer of undertakings ( AC 3.2)

A transfer of undertakings (TUPE) occurs whenever there is a change in the company’s ownership or service provider. The Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) ensures that employees in the UK continue to enjoy the same or comparable terms and conditions of employment in the event of a “relevant transfer” such as the sale of a business (Suff, 2022).

Transferors must undertake comprehensive, meaningful conversations with employees as soon as possible. In contrast to collective redundancy consultation, there is no minimum consultation period mandated prior to a transfer. Employers who fail to engage effectively may be obliged to compensate employees for up to 13 weeks of pay. Both the person making the transfer and the person receiving it are responsible for making this payment (Suff, 2022). The transferee assumes responsibility for all statutory rights, claims, and obligations, including those originating from the contract, tort liability, unjust termination, equal pay, and discrimination claims. Excepted from this regulation are criminal liabilities. The law prohibits employees and employers from “contracting out” of the requirements, hence it is impossible to avoid the application of TUPE. It may be feasible to arrange warranties and indemnities that soften the financial impact of any lawsuits emerging from the application of TUPE, either partially or entirely.

Explaining the major statutory rights in leave and working time ( AC 4.2)

The WTH regulations establish minimum requirements for weekly work time, rest benefits, and annual leave, as well as making special provisions for night employees. For example, practically all employees have the right, under the law, to 5.6 weeks of paid vacation time every year. Workers under zero-hours contracts, agency employees, or with unpredictable schedules fall into this category (“Holiday Entitlement & Pay | CIPD”, n.d.). It is essential to remember that the pandemic (COVID-19) does not influence employees’ eligibility to paid holidays and leave, with the exception of leave carryover.

According to the law, the majority of employees who work a standard 5-day workweek are required to receive at least 28 days’ worth of paid yearly leave each year. This equates to around 5.6 weeks of vacation time (“Holiday Entitlement & Pay | CIPD”, n.d.). While part-time employees have the right to at least 5.6 weeks’ worth of paid vacation time, although the total number of days will be less than 28 (“Holiday Entitlement & Pay | CIPD”, n.d.). However, statutory paid vacation days are limited to 28 days. Consequently, an ARL employee who opts out of the usual 48-hour workweek and works seven days per week is still eligible to 28 days of paid leave, as is an employee who chooses to continue working five days per week. However, ARL can grant additional leave than the minimum required by law. But they are not required to apply all statutory leave requirements to the additional leave.

Explain other employment rights relating to flexible working ( AC 4.4)

In order to alter its long-hours culture, ARL should think about implementing more flexible working hours for its employees. It is important for ARL’s management to be aware that after 26 weeks of employment, every employee has the right to seek flexible scheduling (McCartney, 2022). The ‘right to seek flexible working,’ previously available only to parents and certain workers in particular fields, was introduced by the British government in April 2003 (McCartney, 2022). Regardless of whether or not they have children, all employees who have been with their current employer for at least 26 weeks are now covered by the law. Employers are required to evaluate requests for flexible working in a rational manner and may only deny such requests if they can demonstrate that one of a limited number of causes applies (McCartney, 2022). Employers in the United Kingdom feel that the freedom to request flexible working law has been successful in raising the number of employees who take use of flexible work options in their organization. The (CIPD) believes more individuals would take use of flexible work options including part-time work, compressed hours, and job sharing if they had the legal right to seek them from the start (McCartney, 2022). Making it mandatory for all employees from the start should improve its efficiency by boosting its availability and uptake.

Explain the main principles of maternity, paternity, and adoption rights in the context of employment rights ( AC 4.3)

Paternity, maternity, or adoption leave and pay, as well as shared parental leave, should be guaranteed to all biological and adoptive parents (Suff, 2022). Other key ‘family-friendly’ policies include the opportunity to appeal for flexible work hours, time off for unexpected crises affecting dependents, and unpaid parental leave.  

Maternity Rights

Maternity Leave

When an employee is pregnant, they are entitled to take off work for prenatal care and any additional appointments their doctor, nurse, or midwife deems necessary. The eleventh week prior to the due date is the earliest a woman can begin her leave for the birth of her child (Suff, 2022). The woman is obligated to provide her employer with information regarding her due date and her desired leave start date. The employer must answer within 28 days with the anticipated date of the employee’s return from maternity leave (Suff, 2022). Employers should presume that all 52 weeks of leave will be utilized unless they are advised otherwise.

Maternity Pay

Mothers are eligible for up to 39 weeks of Statutory Maternity Pay (SMP) if they meet the following requirements: Meet specified minimum earnings requirements for National Insurance contributions (Suff, 2022). Have worked nonstop for the past 26 weeks and assessed on the 15th before the baby is due. 90% of the average weekly wage is paid as SMP for the first six weeks, while the remaining weeks are paid at the lower statutory rate (Suff, 2022).

Additional rights, include;

• If their maternity leave is fewer than 26 weeks, women are entitled to return to their old position with no changes in pay or benefits.
• Women who take longer than 26 weeks out for maternity leave should be permitted to return to their previous positions, or be offered suitable alternatives if doing so would be unrealistic under the circumstances.

Paternity Rights

Paternity leave

The primary eligibility requirements for paternity leave:

• An employee can only be eligible for paternity leave if he or she is the child’s biological father or the mother’s partner who has or will have legal custody of the child.
• Holding down a job for the full 26 weeks leading up to the due date, and continuing until the 15th week of pregnancy.

Employees who are eligible for paternity leave are entitled to:

• Resuming the same position.
• Get back to working under the same conditions as before (Suff, 2022).
• Not be discriminated against, treated poorly, or fired without just cause.

Adoption Rights

Since April 2015, the United Kingdom has provided up to 52 weeks of paid statutory adoption leave, making it comparable to the length of statutory maternity leave (Suff, 2022). A minimum of 26 weeks of continuous employment is required to be eligible for Statutory Adoption Pay (SAP), which is paid out over a period of 39 weeks.

Contracts of employment and working hours – GOV.UK . Gov.uk. Retrieved 31 August 2022, from https://www.gov.uk/browse/employing-people/contracts .

Employment status . GOV.UK. Retrieved 31 August 2022, from https://www.gov.uk/employment-status/worker .

Employment Law Updates UK | CIPD . CIPD. (2022). Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/about/legislation-updates#gref .

Holiday Entitlement & Pay | CIPD . CIPD. Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/holidays .

McCartney, C. 2022.  Flexible Working Practices | Factsheets | CIPD . CIPD. Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/factsheet#6661 .

Macdonald, L.  Discrimination in recruitment and selection | Recruitment and selection | Employment law manual | Tools | XpertHR.co.uk . Xperthr.co.uk. Retrieved 31 August 2022, from https://www.xperthr.co.uk/employment-law-manual/discrimination-in-recruitment-and-selection/157530/ .

McKevitt, T.  Marriage and civil partnership discrimination | Equality and human rights | Employment law manual | Tools | XpertHR.co.uk . Xperthr.co.uk. Retrieved 31 August 2022, from https://www.xperthr.co.uk/employment-law-manual/marriage-and-civil-partnership-discrimination/105268/#justification

Suff, R. 2022.  Maternity, Paternity & Adoption Rights | Factsheets | CIPD . CIPD. Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/maternity-paternity-rights/factsheet#gref .

Suff, R. 2022.  TUPE (Transfer of Undertakings) | Factsheets | CIPD . CIPD. Retrieved 31 August 2022, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/tupe/factsheet#7094 .

The National Minimum Wage and Living Wage . GOV.UK. Retrieved 31 August 2022, from https://www.gov.uk/national-minimum-wage .

CIPD, 2021.  UK Court System & Employment Law | Factsheets | CIPD . [online] CIPD. Available at: <https://www.cipd.co.uk/knowledge/fundamentals/emp-law/about/uk-court-system-factsheet> [Accessed 31 August 2022].

Davidsonmorris, 2020.  COT3 Agreement (Settlement FAQs) . [online] Davidsonmorris.com. Available at: <https://www.davidsonmorris.com/cot3/> [Accessed 31 August 2022].

Factorial HR, 2022.  UK Employment Laws – Everything You Need to Know . [online] Factorial HR. Available at: <https://factorialhr.co.uk/blog/uk-employment-laws/> [Accessed 31 August 2022].

HSE, 2020.  Health and Safety at Work etc Act 1974 – legislation explained . [online] Hse.gov.uk. Available at: <https://www.hse.gov.uk/legislation/hswa.htm#:> [Accessed 31 August 2022].

Pon Staff, 2021.  What are the Three Basic Types of Dispute Resolution? What to Know About Mediation, Arbitration, and Litigation . [online] PON – Program on Negotiation at Harvard Law School. Available at: <https://www.pon.harvard.edu/daily/dispute-resolution/what-are-the-three-basic-types-of-dispute-resolution-what-to-know-about-mediation-arbitration-and-litigation/> [Accessed 31 August 2022].

Suff, R., 2022.  Employment Tribunals | Factsheets | CIPD . [online] CIPD. Available at: <https://www.cipd.co.uk/knowledge/fundamentals/emp-law/tribunals/factsheet> [Accessed 31 August 2022].

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Level 5 Examples

CIPD 5OS07 Well Being at Work

CIPD 5OS07 Well Being at Work GET A FREE QUOTE Work-related pressure is a typical issue, with unfortunate results for the two people and associations. A developing group of exploration demonstrates that occupation stress can prompt an extensive variety of medical conditions, including coronary illness, hypertension, and diabetes. Furthermore, individuals who are focused on working … Read more

CIPD 5OS06 Leadership and management development

CIPD 5OS06 Leadership and Management Development GET A FREE QUOTE Diversity and inclusion are significant ideas that are building up some momentum in the business world. Diversity has been discussed for a long time, but inclusion is a relatively new concept. Many organizations currently perceive the significance of having a different and comprehensive working environment. … Read more

CIPD 5OSO4 People management in an international context

CIPD 5OSO4 People Management in an International Context GET A FREE QUOTE As part of their overall people management strategy, organizations operating in a global environment need to think about how they will locate, hire, deploy, and develop personnel internationally. While taking into consideration regional variations, a consistent strategy is crucial.   The skills and … Read more

CIPD 5OSO3 Learning and Development Essentials

CIPD 5OSO3 Learning and Development Essentials GET A FREE QUOTE Any business that wants to remain competitive and relevant in today’s rapidly changing business environment must invest in learning and development (L&D). L&D assists representatives with acquiring new abilities and information, which permits them to offer more worth to the association. L&D additionally assists representatives … Read more

CIPD ‎5OS05 Diversity and inclusion

CIPD ‎5OS05 Diversity and inclusion GET A FREE QUOTE Diversity and inclusion are significant ideas that are building up some momentum in the business world. Diversity has been discussed for a long time, but inclusion is a relatively new concept. Many organizations currently perceive the significance of having a different and comprehensive working environment. Diversity … Read more

5OS01- Specialist Employment Law

CIPD 5OS01 Assignment Example | Specialist Employment Law Get Custom CIPD Assignment from Reliable Writers that Offer CIPD Assignment Help Money Back Guarantee Save Time 24/7 Customer support Guaranteed Pass Achieve more in less time GET A FREE QUOTE 5OS01- Specialist Employment Law AC 1.1 Evaluate the aims and objects of Employment Regulation The majority … Read more

CIPD 5OS02 | Advances in Digital Learning and Development

CIPD 5OS02 Assignment Example | Advances in Digital Learning and Development Get Custom CIPD Assignment from Reliable Writers that Offer CIPD Assignment Help Money Back Guarantee Save Time 24/7 Customer support Guaranteed Pass Achieve more in less time GET A FREE QUOTE 5OS02 – Advances in digital learning and development AC1.1 Evaluate how the development … Read more

CIPD 5LD03 Assignment Example | Facilitate Personalized and Performance-Focused Learning

CIPD 5LD03 Assignment Example | Facilitate Personalized and Performance-Focused Learning Get Custom CIPD Assignment from Reliable Writers that Offer CIPD Assignment Help Money Back Guarantee Save Time 24/7 Customer support Guaranteed Pass Achieve more in less time GET A FREE QUOTE 5LD03 – Facilitate Personalised and Performance-Focused Learning AC1.1 Evaluate internal and external factors to … Read more

CIPD 5LD02 – Learning and Development Design to Create Value

CIPD 5LD02 Assignment Example | Learning and Development Design to Create Value Get Custom CIPD Assignment from Reliable Writers that Offer CIPD Assignment Help Money Back Guarantee Save Time 24/7 Customer support Guaranteed A or B Grade Achieve more in less time GET A FREE QUOTE Task 1 – Briefing Note for the Global People … Read more

CIPD 5HR03 Assignment Example | The Reward for Performance and Contribution

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CIPD Level 5 HR Course Details

The CIPD Level 5 Diploma is designed for those who have some experience in human resources and wish to build a career in people management. During this course, you will build a stronger understanding of how to manage and develop the people management function within your organisation. 

You will gain the skills needed to evaluate contemporary theories and models and apply them strategically to enhance the performance of any organisation you work for. You will have an understanding of the external environment in which your company is operating and how this compares to other sectors of the economy.

Our academic and practical experience in delivering the CIPD Level 5 Diploma and modules will provide you with a clear progression pathway within any people management role.

The CIPD Level 5 qualifications are internationally recognised and equivalent to undergraduate degree level. Gaining a CIPD Level 5 Diploma in People Management means that you will be able to upgrade to CIPD Associate Membership and use 'Assoc CIPD' on your CV and LinkedIn profile.

Entry Requirements

In order to qualify to study the CIPD HR Level 5 Associate Diploma course, you must have at least one of the following: 

• Some HR experience in an entry-level HR role
• Experience undertaking HR-related duties in a non-HR role (as a manager, for example)
• A university degree and the desire to study HR at a more advanced level than the CIPD Level 3 Foundation Certificate

If English is your second language, we recommend that you have achieved one of the following (or an equivalent):

IELTS: 6.0 overall score with a minimum of 5.5 in each category TOEFL: 79 overall score with a minimum of 17 in each category Cambridge: Grade C or above However, this is not mandatory and we are happy to review your case on an individual basis.

You will be expected to complete a written assignment, up to 4,000 words, at the end of each module that you study, allowing you to demonstrate your newly acquired knowledge and skills, which you have mastered during the modules.

Your assignments will then be be submitted online and marked by our assessors, while moderated by CIPD.

Once you have successfully passed your assignments, you will then be awarded your new CIPD qualification. Along with that, you will also be able to progress to the next level and begin your Level 7 Advanced Diploma in Strategic People Management . 

Payment Details

We offer flexible 0% payment plans that allow you to spread the cost of your qualification with our interest-free* monthly payments options. You can also pay for your qualification in full during the enrolment process.

If, however, your employer is funding all or parts of your course on your behalf, we can directly invoice your organisation for your course fees. If you need some extra assistance, give our affordability calculator a try before you enrol. 

Career Options

HR Manager Average Pay**

HR Manager Top Pay**

CIPD Level 5 HR Modules

You will study the 3 core and 3 specialist modules, along with 1 optional module of your choice during this course. 

Core: Organisational performance & culture in practice

This module examines the connections between organisational structure and the workplace in a business context. It also considers the factors and trends that may impact business strategy and workforce planning, whilst recognising the influence of culture, employee wellbeing and behaviour in delivering change and organisational performance.

Core: Evidence based practice

The aim of this module is to help you understand the importance of capturing quantitative and qualitative evidence, in order to gain insight and evaluate critical information. The module focuses on analysing evidence to improve decision-making and learn how measuring the impact of people practice is essential in creating value.

Core: Professional behaviours & valuing people

In this module you will learn how applying key professional behaviours including ethical practice, courage and inclusivity can build positive working relationships and support employee participation and well-being. It considers how developing and mastering new professional behaviours and practice can impact performance.

Specialist: Employment relationship management

This module focuses on looking at the key practices and tools that manage and build employee relationships, to ultimately create better working lives and leverage organisational performance.

Specialist: Talent management & workforce planning

This module examines the impact of effective workforce planning; the value of diverse talent pools and how to contract and onboard the workforce. It also involves analysis of the potential cost to the organisation (if poorly managed) and the tools and interventions required to mitigate this risk.

Specialist: Reward for performance & contribution

The focus of this module is to examine both internal and external business factors and how they influence reward strategies and policies, the financial drivers of the organisation and the impact of reward costs. It also considers the importance of the role of people practice in supporting managers to make professional reward judgments and the impact of rewarding performance.

Optional: Specialist employment law

The specialist employment law module looks at the key areas of employment legislation and its legal framework. It focuses on how people professionals are obliged to take account of legal requirements in different jurisdictions when carrying out the varied aspects of their role.

Optional: People management in an international context

This module is designed to help People Management practitioners to understand people practice from an international perspective. It concentrates on the challenges, considerations and importance of people practice in an international context. You will learn about the importance of people practice and the process and benefits of managing expatriates.

Optional: Diversity & inclusion

This module primarily focuses on how adapting leadership styles to manage, monitor and report on equality and diversity is essential for inclusive practice and legislation. The importance of promoting a diverse and inclusive workforce to drive a positive culture, and celebrate diversity and inclusion, increases organisational performance, as well as meeting the needs of employees and customers more effectively.

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CIPD Level 5 FAQs

Why should i study live online with acacia learning.

Since 2007, Acacia Learning has been a premium education provider dedicated to personal and professional career development, with convenient and flexible learning options - and a 99% pass rate.  We help people elevate their careers and increase their earning potential with our internationally recognised professional qualifications, offering world-class content by leading practitioners. 

Which CIPD HR course is right for me?

Depending on what stage of your career you are in, you can enrol on one of the following options to get started on your Acacia Learning journey: 

The  CIPD Level 3 Foundation Certificate in People Practice  is the perfect introductory qualification to HR and L&D, aimed at those with no or limited industry experience. It is the ideal qualification for those looking to attain an entry-level role, such as HR Assistant.

The  CIPD Level 5 Associate Diploma in People Management  is designed for people professionals in mid-level positions, such as an HR Advisor or Manager. For those with some HR experience, whether that is working directly in HR or in a role that involves some aspects of HR, such as management, then this is the ideal course.

The Associated Diploma is also a great choice for newcomers to people management, who hold a university degree and want to begin their studies at a higher level. 

The  CIPD Level 7 Advanced Diploma in Strategic People Management  is ideal for people professionals with significant HR experience or those with an HR degree looking to progress further. This course acts as preparation for more strategic senior roles like HR Business Partner, HR Consultant or HR Director. 

We understand that every learner is different, so before you enrol with us, feel free to contact our Course Advisors to discuss your options. 

When can I begin my CIPD Level 5 HR course?

As our courses are fully flexible and taught Live Online, you are able to be fully flexible with your schedule and complete your online classes from anywhere.  Contact our course advisors for more details.

How will I be supported throughout my course?

At the beginning of your course, you will be granted access to our learning platform, 'mystudyspace', which includes a variety of carefully crafted resources to aid your learning and broaden your knowledge, including videos and podcasts you will need for each module.

In addition, your tutor will assist and guide you throughout your studies, answer your questions and provide relevant feedback on all coursework. They are there to support you throughout your studies as well as our helpful Student Support team, who you can also contact at any point during your course.

Am I required to be a CIPD member?

Yes, you are required to be a CIPD member for the duration of your CIPD studies.

Unless you are an active CIPD member, we cannot submit your assignments for moderation, provide you with assignment grades, or award you with your qualification. Therefore, you must be registered before you submit your first assignment. 

We will provide you with full details on how to join with a Student Membership, following your enrolment. You will then need to pay an annual CIPD Membership fee, for which our CIPD Advisors will give you the most up-to-date costs.

How can I pay for this course?

If you are planning to fund the course yourself, our flexible 0% payment plans allow you to spread the cost with our interest-free* monthly payment options , or additionally pay for the qualification in full during the enrolment process. 

We understand that enrolling on a professional qualification is a commitment and therefore will do our best to find a payment situation that works for you.  

If your employer is funding all or parts of your course on your behalf, we can directly invoice your organisation for your course fees. Simply make your advisor aware of the payment arrangements and we will take care of everything for you. 

Please note that a CIPD membership must be held to complete any CIPD courses and this is not included within our course fee.

Check out our affordability calculator

How can I enrol on the CIPD Level 5 HR course?

If you are interested in enrolling on a CIPD course with us, get in contact with our CIPD Advisors today. 

They will talk through your experience, education and professional ambitions to ensure you are choosing the right course for you. They will then help you get enrolled with our interest-free* payment plan.

If you have any disabilities which you think may affect your studies or assessments, please let your Course Advisor know before you enrol so we can provide you with guidance on whether reasonable adjustments can be made to accommodate your needs.

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CIPD Level 5 Assignments Answer Sample for UK Students

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CIPD Level 5 Diploma in People Management

Paused - focussing on Level 7 equivalent Masters Degree

In 2022, I began a new milestone to formalise the knowledge and expertise I acquired in the field. With four years working as a Human Resources Professional (HRP), I have practicable generalist experience and a developed people skillset. This growth was chartered by my promotion from HR Assistant to HR Officer.

Following the remote learning model I sought in gaining my CIPD Level 3 Diploma in HR Practice (2016) with DPG, I have opted for a similar learning style for my CIPD Level 5 in People Management (2022). StaySharp, a remote learning platform, is where I have decided to continue my studies. The USP is that the learner controls the pace of progression.

I view CIPD qualifications as most relevant when you have specific experiences to draw upon. My CIPD Level 3 was intended to demonstrate my professional applicability to practice Human Resources. My CIPD Level 5 is intended to qualify my expertise in people management practices.

My CIPD Level 5 will consist of nine learning pathways.

MOD 1: Organisational Performance & Culture in Practice (CORE) 5 ,000-word answers

MOD 2: Evidence-Based Practice (CORE) 2 ,900-word report & 1,000-word review

MOD 3: Professional Behaviours & Valuing People (CORE) 2 ,100-word answers & 1,150-word summary

MOD 4: Employment Relationship Management (SPECIALIST)

MOD 5: Talent Management & Workforce Planning (SPECIALIST)

MOD 6: Reward for Performance & Contribution (SPECIALIST)

MOD 7: Diversity & Inclusion (OPTIONAL)

MOD 8: Specialist Employment Law (OPTIONAL)

MOD 9: Well-Being at Work (OPTIONAL)

The assessment criteria are intended to refine key learnings through application in a predetermined format.  I have created a study plan, assessment deadlines, and module crib sheets to meet these challenges.

According to the CIPD, this qualification is estimated to take 12-16 months to complete.  The goal is to achieve this by June 2023. Alongside my other projects, now is the optimum time to evidence how far my skills have grown.

Sources:   CIPD , DPG , StaySharp

MSc Human Resource Management

The manager's toolkit.

ACAS Module Suite 2022

CIPD Level 3 Diploma in HR Practice

Email:- [email protected] Whatsapp:- +1-646-948-8918

Level 5 CIPD Assignment Samples

The Chartered Institute of Personnel and Development (CIPD) Level 5 qualifications are designed for HR practitioners looking to enhance their skills and knowledge in the field of human resource management. These qualifications focus on developing HR professionals who can provide strategic leadership, drive change, and support the organization’s goals and objectives.

The Level 5 CIPD assignments are typically more complex and challenging than the Level 3 and Level 4 assignments, as they require candidates to demonstrate a deeper understanding of the concepts and theories of HRM. These assignments are designed to assess a candidate’s ability to apply their knowledge and skills to real-world situations and provide evidence of their learning and development.

Some sample Level 5 CIPD assignments may include topics such as:                   

Managing and Coordinating the HR Function: This assignment may require candidates to demonstrate their understanding of the key responsibilities of the HR function, such as talent management, employee engagement, and workforce planning.

Understanding Organizational Culture and Change: This assignment may require candidates to explore the role of HR in facilitating organizational change and how to create a culture that supports the organization’s goals and objectives.

Developing Leadership and Management Skills: This assignment may require candidates to demonstrate their understanding of the different leadership styles and how to develop and implement effective management strategies.

Reward Management:

This assignment may require candidates to evaluate different approaches to reward management, such as performance-based pay, bonuses, and benefits.

To successfully complete these assignments, candidates will need to conduct research, analyze data, and apply critical thinking skills. They will also need to demonstrate effective communication skills and be able to present their findings in a clear and concise manner.

In conclusion, the Level 5 CIPD assignments are challenging and require candidates to demonstrate a deep understanding of the concepts and theories of HRM. However, by successfully completing these assignments, candidates can enhance their skills and knowledge in the field of HR and advance their careers.

What is Level 5 Assignment Samples Modules Covered

The Chartered Institute of Personnel and Development (CIPD) Level 5 qualification is designed for HR professionals looking to develop their knowledge and skills in the field of human resource management. The Level 5 CIPD assignment samples are typically more challenging than the Level 3 and Level 4 assignments as they require a deeper understanding of HRM concepts and theories. Here are some modules covered in the Level 5 CIPD assignment samples.

Managing and Coordinating the HR Function: This module is designed to provide an understanding of the key responsibilities of the HR function such as talent management, employee engagement, and workforce planning. The module helps learners to develop their skills and knowledge to manage the HR function effectively.

Understanding Organizational Culture and Change:

This module focuses on the role of HR in creating a culture that supports the organization’s goals and objectives. It covers topics such as organizational culture, change management models, and the role of HR in change management.

Developing Leadership and Management Skills:

This module provides an understanding of different leadership styles and management approaches. It aims to help learners develop and implement effective management strategies in organizations. Topics covered include leadership theory, management models, and team-building strategies.

This module covers the different approaches to reward management such as performance-based pay, bonuses, and benefits. It aims to help learners develop and implement effective reward management strategies that align with the organization’s goals and objectives.

Employment Law:

This module covers the key principles of employment law such as discrimination law, employment contracts, and termination of employment. The aim of this module is to provide learners with an understanding of the legal framework that governs the employment relationship and how to apply it in practice.

Organizational Design and Development:

This module covers the process of designing and developing organizations that are fit for purpose and align with the organization’s goals and objectives. Topics covered include organizational structure, design models, and change management.

Employee Relations:

This module focuses on the management of employee relations including the resolution of workplace disputes, employee engagement, and the development of effective employee relations policies and procedures.

Investigating a Business Issue from an HR Perspective: This module requires learners to conduct an independent research project on a business issue of their choice and present their findings in a written report. This module provides learners with an opportunity to apply their skills and knowledge to a real-world business issue.

In summary, the Level 5 CIPD assignment samples cover various modules that provide learners with the skills and knowledge they need to manage the HR function effectively. These modules cover areas such as organizational culture and change, leadership and management, reward management, employment law, organizational design and development, employee relations, and investigating a business issue from an HR perspective. To successfully complete the Level 5 CIPD assignments, learners need to apply their skills and knowledge to real-world situations, conduct research, analyze data, and develop evidence-based recommendations. Effective communication skills are also essential, as learners need to present their findings in a clear and concise manner. Overall, completing the Level 5 CIPD assignments can help HR professionals advance their careers by enhancing their skills and knowledge in the field of human resource management.

CIPD Level 5  Assignment samples  along with other Level Examples for Reference

·   5CO01 CIPD Assignment Help Examples Online

·   5CO02 CIPD Assignment Help Examples Online

·   5UIN CIPD Assignment Help Examples Online

·   5CHR CIPD Assignment Help Examples Online

·   5ODG CIPD Assignment Help Examples Online

·   5ODT CIPD Assignment Help Examples Online

·   5DVP CIPD Assignment Help Examples Online

·   5HRF CIPD Assignment Help Examples Online

·   3CO02 CIPD Assignment Help Examples Online

·   3CO03CIPD Assignment Help Examples Online

·   5HR01 CIPD Assignment Help Examples Online

You can refer our cipd assignment examples and check our quality. If you need any CIPD assignment help , please contact us on WhatsApp +1-646-948-8918 or submit your request  here .

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