SOLUTION: 3CO04 JUC Communications Essentials of People Practice Tasks

3CO04
Essentials of people practice
Learner Assessment Brief
Assessment ID / CIPD_3CO04_21_01
Level 3
Foundation Certificate in
People Practice
Please write clearly in block capitals.
Centre number
Learner number
Learner surname
Learner other names
Assessor name
Assessor signature
Internal quality assurer name
Internal quality assurer signature
Assignment start date
Assignment end date
Assignment submission date
Assignment re-submission date for
centre marking (only one re-submission
allowed)
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
3CO04
Essentials of people practice
This unit assignment introduces the fundamentals of people practice, ranging from the employee
lifecycle to policies, regulation and law. It further explores a diverse array of specialist subjects
such as recruitment, talent management, reward and learning and development essential to a
career in people practice. Importantly, this unit enables practitioners to apply their knowledge and
skills, building their confidence and ability to practice progressively.
CIPD’s insight
Recruitment – an introduction
Good recruitment is vital for every organisation – finding the right people for the right roles at the
right time. It ensures that the workforce has the relevant skills and abilities for the organisation’s
current and future needs. Effective resourcing is not just about filling an immediate vacancy but
about having an impact on the long-term success of the business, using workforce planning data to
understand what skills are needed for organisational performance.
This factsheet looks at what recruitment and resourcing involves and outlines the UK law affecting
recruitment activities. It describes the stages of the recruitment process: defining the role, including
job analysis and job description; attracting the applicants using both internal and external methods;
managing the selection process; and, finally, making the appointment and employment offer.
https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/factsheet
Performance Management – an introduction
If people are the greatest creators of value in organisations, then good performance management
is critical for an organisation’s success. Employees need to understand what’s expected of them,
and to achieve those goals they must be managed so that they’re motivated, have the necessary
skills, resources and support, and are accountable. Performance management aims to monitor,
maintain and improve employee performance in line with an organisation’s objectives. It’s a not a
single activity, but rather a group of practices that should be approached holistically.
This factsheet explores critical aspects to get right in performance management, as well as recent
changes in thinking. It summarises some of the main tools used in performance management,
including objective setting, performance ratings, performance appraisals and feedback, learning
and development, and performance-related pay.
https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet#gref
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Case study
You have recently been appointed as a member of a People Practice outplacement company. One
of your first assignments is to support a client called Technow, a rapidly growing technology
company started four years ago by a brother and sister partnership.
In your first meeting with the partners, they inform you that they are planning to recruit a new
management team which will consist of 5 section heads and 10-line managers, many of whom will
be new to the company. The partners main concern is that as the company evolves, they can no
longer have personal control over people matters. They request that you take responsibility for
raising awareness of people practices to the new management team such as recruitment, work/life
balance and engagement, key legislation, diversity, performance management, reward and
learning and development. The intention is that the values and practices that the partners hold
dear will not be lost in the expansion.
Preparation for the Tasks:
▪
At the start of your assignment, you are encouraged to plan your assessment work with
your Assessor and where appropriate agree milestones so that they can help you monitor
your progress.
▪
Refer to the indicative content in the unit to guide and support your evidence.
▪
Pay attention to how your evidence is presented, remember you are a member of the
People Practice team for this task.
▪
Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
▪
Completing and acting on formative feedback from your Assessor.
▪
Reflecting on your own experiences of learning opportunities and continuing professional
development.
▪
Reading the CIPD Insight and Fact Sheets and related online material on these topics.
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Task One – Standard operations guide for
Technow recruitment.
In preparation for recruitment of Technow’s new management team you are required to produce a
standard operations guide to provide the partners and their organisation with a step-by-step, easy
to understand set of instructions so they can achieve formalisation of the recruitment practice. It
must include and consider:
▪
An assessment of each of the different stages of the employee lifecycle, illustrated where
appropriate by your role as an outsourced people practice professional within the lifecycle.
(AC 1.1)
▪
An explanation of the stages and different methods available within the recruitment process
and when it is appropriate to use each of them. (AC 1.2)
▪
An explanation of the different methods and techniques that can be used to prepare and
provide information for the various parts of the recruitment process for specific roles. (AC
1.3)
▪
An assessment of the different materials and methods that can be used to attract talented
individuals internally and externally for a range of roles. (AC 1.4)
Your evidence must consist of:
▪
Standards operations guide (approximately 1200 words, refer to CIPD word count policy)
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Task Two – Interview preparation pack.
In readying Technow for interviews, create an interview preparation pack to advise on different
types of selection methods that can be used and when it is appropriate to use each of these.
The pack must:
▪
Compare and contrast different selection methods that are used to assess the suitability of
candidates and when it is most appropriate to use each method (AC 2.1)
▪
Discuss the records that need to be retained following a selection process (contributes to
AC 2.4).
Your evidence must consist of:
▪
Interview preparation (approximately 500 words refer to CIPD word count policy) to include
selection criteria matrix (excluded from the wordcount).
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Task Three – Simulated Interview with
peers
The owners of Technow have asked that you are part of the interview panel to select the first of the
line managers.
It is essential that you actively take part in devising the criteria, shortlisting, interviews, decisionmaking, and follow-up processes for the role and that your contributions are clearly and uniquely
identified through comments from your assessor on the Assessor Observation Feedback Form. A
CIPD STARR Model Interview Questions – Appendix A has been included for reference.
You will need to demonstrate:
▪
Devising selection criterion from the personal specification for the appointment of a line
manager. (contributes to AC 2.2)
▪
Shortlisting applications against the selection criteria to determine candidates to be
interviewed. (contributes to AC 2.2)
▪
Contributing to a face-to-face, telephone or web conferencing interview as part of a panel
using an appropriate interview structure. (AC 2.3)
▪
Using interviewing skills and techniques effectively, making justified selection decisions
(AC2.3)
▪
Writing a letter of appointment, and a letter of non-appointment to candidates (Contributes
to AC 2.4)
Your evidence must consist of:
▪
Assessor Observation Feedback Form.
▪
The criteria that you devised.
▪
Your notes from the shortlisting process, or an observation statement from your assessor
as to your part in shortlisting.
▪
Letter of appointment and letter of non-appointment.
▪
Some form of record of the interview process, for example audio or video recording,
photographic evidence.
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Task four – Narrative -legislation and
organisational practices
Produce a narrative which can, if you wish, include illustrations, images, diagrams and flow charts,
in order to provide the managers at Technow with a fundamental understanding of employment
legislation and organisational practices.
During the initial meeting, the owners wanted an emphasis to be placed on clear explanation that
highlights the importance of work-life balance, engagement, diversity and inclusion and how these
are influenced by legislation. In addition, they wanted you to identify the main points relating to
employee discrimination, fair and unfair dismissal law, since fairness was explained to be critical in
driving Technow’s business values.
The narrative must include an:
▪
explanation on the importance of achieving work-life balance within the employment
relationship with an overview of the regulations relevant to work-life balance. (AC 3.1)
▪
explanation of what is meant by, and the importance of, wellbeing in the workplace (AC 3.2)
▪
assessment of how the positive and negative aspects of employee engagement can impact
the way people feel at work, and the likely results. (AC 3.3)
▪
summary of the main points of discrimination legislation and the impact that discrimination
can have throughout the employment relationship (AC.3.4)
▪
explanation of what diversity and inclusion means, how it differs from equal opportunities,
and the importance for business and for social justice (AC 3.5)
▪
explanation of the difference between fair and unfair dismissal as defined in legislation, and
as perceived by those involved and not involved. (AC 3.6)
Your evidence must consist of:
▪
Narrative – you may use diagrams, illustrations, images, flow charts to support your
narrative. (Approximately 1500 words, refer to CIPD word count policy)
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Task Five – Performance management and
reward
Prepare a presentation, to include slide deck and supportive notes, aimed at providing Technow’s
new management team with essential knowledge and understanding of performance management
and reward. You need to ensure that you explain:
▪
the purpose of performance management, and the factors, information and components
that influence and affect performance management systems. (AC 4.1)
▪
the main factors that need to be considered when managing the performance of teams and
individuals. (AC 4.2)
▪
the key types of appraisal and how they are used in performance management. Include
reference to the key skills needed by those holding the appraisal. (AC 4.3)
With regard to employee reward, your presentation must clarify the importance of different
approaches to reward that can be used for attracting, motivating and retaining individuals.
Be sure to provide an:
▪
explanation of the key components (financial and non-financial) that are required to achieve
an effective total reward system. (AC 5.1)
▪
exploration of the relationship between reward and performance, and the links to
motivation. (AC 5.2)
▪
explanation of at least two reasons for treating employees fairly in relation to pay. (AC 5.3)
Your evidence must consist of:
▪
Set of presentation slides and supporting notes. (Approximately 1000 words, refer to CIPD
word count policy).
It is only required that the candidate prepares the documents for the presentation, it is not
necessary to make this presentation.
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Task Six – Supporting skills and knowledge
development in the workplace.
Currently employee development at Technow is non-existent. This is an area of people practice
that the two owners of Technow are keen to address. To this end they have asked you to develop
a factsheet to guide the new managers as they start to support others to develop the skills and
knowledge to meet both individual and organisational objectives.
Your factsheet should include:
▪
examples of different learning needs that might arise for individuals and organisations,
explaining how they might arise. (AC 6.1)
▪
a summary that briefly explains different approaches learning, which must include at least:
facilitation, consulting, training, coaching, and mentoring. (AC 6.2)
▪
an explanation of how, in the design and delivery of learning and development initiatives,
individual requirements and preferences must be accommodated. (AC 6.3)
▪
examples of at least two methods of evaluating learning and development and its impact,
and how evaluation benefits both individuals and organisations, (AC 6.4).
Your evidence must consist of:
▪
Factsheet (approximately 1000 words, refer to CIPD word count policy).
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Practice
Assessment Criteria Evidence Checklist
Use the following as checklists to make sure that you have included the required evidence to meet
each task.
Task 1 – Standards operation guide
Assessment criteria
Evidenced
Y/N
1.1 Assess each stage of the employee
lifecycle and your current role within it.
Evidence reference
Standard Operations Guide for
Technow’s recruitment.
1.2 Explain the stages and different methods
within the recruitment process and when
it’s appropriate to use them.
1.3 Explain different ways in which you can
prepare information for specified roles.
1.4 Assess different material and methods
used to attract talented individuals for a
range of roles.
Task 2 – Interview preparation pack
Assessment criteria
2.1 Contrast different selection methods and
when it is appropriate to use them.
Evidenced
Y/N
Evidence reference
Interview preparation pack.
2.4 Discuss the selection records that need
to be retained and write letters of
appointment and non-appointment for an
identified role.
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Practice
Task 3 – Simulated interview with peers
Assessment criteria
Evidenced
Y/N
2.2 Develop selection criteria and shortlist
candidate applications for interview for an
identified role.
Evidence reference
Simulated interview with peers.
2.3 Participate effectively in a selection
interview and the decision-making
process for an identified role.
2.4 Discuss the selection records that need
to be retained and write letters of
appointment and non-appointment for an
identified role.
Task 4 – Narrative-legislation and
organisational practices
Assessment criteria
3.1 Explain the importance of work-life
balance within the employment
relationship and how it can be influenced
by legislation.
Evidenced
Y/N
Evidence reference
Narrative-legislation and
organisational practices.
3.2 Explain the concept of wellbeing in the
workplace and why it is important.
3.3 Assess how employee engagement
impacts the way people feel at work.
3.4 Summarise the main points of
discrimination legislation.
3.5 Explain what diversity and inclusion
mean and why they are important.
3.6 Explain the difference between fair and
unfair dismissal.
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Practice
Task 5– Performance management and
reward.
Assessment criteria
Evidenced
Y/N
4.1 Explain the purpose and components of
performance management.
Evidence reference
Performance management and
reward.
4.2 Explain factors that need to be
considered when managing performance.
4.3 Explain the role of appraisal in
performance management.
5.1 Explain the key components of an
effective total reward system.
5.2 Explain the relationship between reward
and performance.
5.3 Explain the reasons for treating
employees fairly in relation to pay.
Task 6 – Supporting skills and knowledge
development in the workplace.
Assessment criteria
6.1 Describe different types of learning
needs and reasons why they arise for
individuals and organisations.
Evidenced
Y/N
Evidence reference
Supporting skills and knowledge
development in the workplace.
6.2 Summarise different face-to-face and
blended learning and development
approaches including:
• facilitation
• consulting
• training
• coaching
• mentoring.
6.3 Explain how individual requirements and
preferences must be accommodated in
the design and delivery of learning and
development.
6.4 Discuss how different methods of
evaluation and impact of learning and
development activities is of benefit to
individuals and organisations.
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Practice
Declaration of Authentication
Declaration by learner
I can confirm that this assessment is all my own work and where I have used
materials from other sources, they have been properly acknowledged.
Learner name:
Learner signature:
Date:
Declaration by Assessor
I confirm that I am satisfied that to the best of my knowledge, the work produced is
solely that of the learner.
Assessor name:
Assessor signature:
Date:
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Practice
3CO04
Essentials in People Practice
Assessment Criteria marking descriptors.
Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will
indicate where the learner sits within the marking band range for each AC.
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors
should use the mark descriptor grid as guidance so they can provide comprehensive feedback that
is developmental for learners. Please be aware that not all the mark descriptors will be present in
every assessment criterion, so assessors must use their discretion in making grading decisions.
The grid below shows the range for each unit assessment result based on total number of marks
awarded across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the
assessment criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided
NONE of the assessment criteria have been failed or referred.
Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral
grades can be used internally by the centre.
Overall mark
Unit result
0 to 47
Fail
48 to 61
Low Pass
62 to 78
Pass
79 to 96
High Pass
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Practice
Marking Descriptors
Mark Range
1
Fail
Descriptor
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.
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Marking grid
Task 1 – Assessment criteria
1.1
Assess each stage of the employee lifecycle and your current role within it.
1.2
Explain the different methods and stages within the recruitment process and
when it’s appropriate to use them.
1.3
Explain different ways in which you can prepare information for specified roles.
1.4
Assess different material and methods used to attract talented individuals for a
range of roles.
Mark (1-4)
Total for this task
Task 2 – Assessment criteria
2.1
Contrast different selection methods and when it is appropriate to use them.
2.4
Discuss the selection records that need to be retained and write letters of
appointment and non-appointment for an identified role.
Mark (1-4)
Total for this task
Task 3 – Assessment criteria
2.2
Develop selection criteria and shortlist candidate applications for interview for
an identified role
2.3
Participate effectively in a selection interview and the decision-making process
for an identified role.
2.4
Discuss the selection records that need to be retained and write letters of
appointment and non-appointment for an identified role.
Total for this task
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Mark (1-4)
Level 3 Foundation Certificate in People Management
Task 4 – Assessment criteria
3.1
Explain the importance of work-life balance within the employment relationship
and how it can be influenced by legislation.
3.2
Explain the concept of well-being in the workplace and why it is important.
3.3
Assess how employee engagement impacts the way people feel at work.
3.4
Summarise the main points of discrimination legislation.
3.5
Explain what diversity and inclusion mean and why they are important.
3.6
Explain the differences between fair and unfair dismissal.
Mark (1-4)
Total for this task
Task 5 – Assessment criteria
4.1
Explain the purpose and components of performance management.
4.2
Explain factors that need to be considered when managing performance.
4.3
Explain the role of appraisal in performance management.
5.1
Explain the key components of an effective total reward system.
5.2
Explain the relationship between reward and performance.
5.3
Explain the reasons for treating employees fairly in relation to pay.
Total for this task
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Mark (1-4)
Level 3 Foundation Certificate in People Management
Task 6 – Assessment criteria
6.1
Describe different types of learning needs and reasons why they arise for
individuals and organisations.
6.2
Summarise different face-to-face and blended learning and development
approaches, including: • facilitation • consulting • training • coaching •
mentoring.
6.3
Explain how individual requirements and preferences must be accommodated
in the design and delivery of learning and development.
6.4
Discuss how different methods of evaluation and impact of learning and
development activities is of benefit to individuals and organisations.
Total for this task
Total marks for unit
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Mark (1-4)
Level 3 Foundation Certificate in People Management
Appendix A – STARR Model Interview
Questions
The model looks at:
Situation
– what was the situation faced by the candidate?
Task
– what specifically did the candidate need to do, what was their part?
Action
– what did they actually do?
Result
– what was the outcome, was it what they intended it to be?
Reflect
– what was learned from the experience?
The model can be used in different ways:
▪
By candidates when answering questions to ensure they cover all the relevant information.
▪
By the interviewer to probe and ask candidates further questions based on their responses.
▪
By the interviewer to bring a talkative candidate back to the question in hand.
Using one of the three open questions below, try to give examples of probing questions you could
ask a candidate to get more information.
▪
Tell me about a time when you have managed a project.
▪
Talk me through a time when you have delivered outstanding customer service.
▪
Tell me about a time when you have worked as part of a team.
Situation
Task
Action
Result
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Turning competencies into questions using the STARR approach
Below is an example of how you might turn one set of competencies into a short structured interview
(1-1.5 hour)
Situation
Ask for an example of a situation in which the candidate was required to demonstrate the
competence under review.
Task
Clarify what was the task that the candidate had to undertake in the specific situation identified.
Action
Find out very specifically what the candidate did.
Result
Find out the outcome or result and what happened.
Reflect
Find out what the candidate learned from the experience and/or what they would do differently when
in the same or similar situation again.
Below are some suggested questions for STARR
Situation
▪
Tell me about a time where…
▪
Explain a time when…
▪
Describe an occasion when you…
▪
Give me an example of when you…
▪
Can you think of a time when you…
▪
Talk me through an experience when you…
Task
▪
What was the task?
▪
What was expected from you?
▪
What was your role?
▪
What were your responsibilities?
▪
What was your approach?
▪
Who else was involved?
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
Level 3 Foundation Certificate in People Management
Action
▪
How did you begin?
▪
What exactly did you do?
▪
What timescales were you working to?
▪
How did you go about…?
▪
What happened next?
▪
What did you consider?
▪
How did you monitor what you did?
▪
What obstacles did you have to overcome?
Result
▪
What was the outcome?
▪
What was the end-result?
▪
What happened in the end?
▪
What did you achieve?
▪
How do you know the outcome was a success?
▪
Did that work?
Reflect
▪
What did you learn?
▪
What did you discover about yourself?
▪
What insights has the experience given you?
▪
What would you do differently?
▪
Looking back, what was the most challenging aspect of…?
▪
What changes have you made since in your approach to…?
Version 2 June 2021 (addition of evidence for letter of appointment and letter of non appointment)
‫ﺃﺭﺳﻞ ﻓﻲ ‪2022/03/26‬‬
‫ﻣﻠﺨﺺ ﺣﺎﺳﺒﺔ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻟﺸﺨﺼﻲ‬
‫ﺗﺎﺭﻳﺦ ﺍﻟﻤﻴﻼﺩ‬
‫‪1415/11/21‬‬
‫ﺍﻟﺠﻨﺴﻴﺔ‬
‫‪Saudi‬‬
‫ﻗﻄﺎﻉ ﺍﻟﻌﻤﻞ‬
‫ﺧﺎﺹ‬
‫ﺍﻟﺮﺍﺗﺐ ﺍﻟﺸﻬﺮﻱ‬
‫‪9150‬‬
‫ﻧﻮﻉ ﺍﻟﺮﺍﺗﺐ‬
‫ﺗﺤﻮﻳﻞ ﺭﺍﺗﺐ‬
‫ﺍﻻﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﺸﻬﺮﻳﺔ ﺍﻟﺤﺎﻟﻴﺔ‬
‫‪0‬‬
‫ﻓﺘﺮﺓ ﺍﻟﺘﻤﻮﻳﻞ‬
‫‪24‬‬
‫ﺍﻟﻨﺘﻴﺠﺔ‪:‬‬
‫ﺃﻥ ﻗﻴﻤﺔ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻟﺸﺨﺼﻲ ﺍﻟﻤﺴﻤﻮﺣﺔ ﻟﻚ ﻫﻲ ‪ 70,378.00‬ﺭﻳﺎﻝ‪ ،‬ﻗﻴﻤﺔ ﺍﻟﻤﺴﺘﺤﻘﺎﺕ ﺍﻹﺟﻤﺎﻟﻴﺔ ﻫﻲ‬
‫‪ 73,193.00‬ﺭﻳﺎﻝ ﻭﺍﻟﺘﻲ ﺳﻴﺘﻢ ﺩﻓﻌﻬﺎ ﻣﻦ ﺧﻼﻝ ‪ 24‬ﺃﻗﺴﺎﻁ ﻭﻗﻴﻤﺔ ﺍﻟﻘﺴﻂ ﺍﻟﻮﺍﺣﺪ ﻫﻲ ‪ 3,049.70‬ﺭﻳﺎﻝ ‪.‬‬
‫*ﺇﻥ ﻗﻴﻤﺔ ﺍﻟﻤﺒﺎﻟﻎ ﺑﺎﻟﺮﻳﺎﻝ ﺍﻟﺴﻌﻮﺩﻱ‬
‫*ﻳﺮﺟﻰ ﻣﻼﺣﻈﺔ ﺃﻥ ﻫﺬﻩ ﺍﻟﻤﺒﺎﻟﻎ ﺗﻘﺮﻳﺒﻴﺔ ﻭﺃﻧﻬﺎ ﻻ ﺗﻤﺜﻞ ﺍﻟﻤﺒﻠﻎ ﺍﻟﺪﻗﻴﻖ‪.‬‬
‫© ‪ 2022‬ﺑﻨﻚ ﺍﻟﺮﻳﺎﺽ‪ .‬ﺟﻤﻴﻊ ﺍﻟﺤﻘﻮﻕ ﻣﺤﻔﻮﻇﺔ‪.‬‬
3C004 ESSENTIALS OF PEOPLE PRACTICE
TASK 1 – Standards operations guide (1200 words)
TASK 2 – Interview preparation (500 words) to include selection
criteria matrix (excluded from the word count).
TASK 3 – Assessor Observation Feedback Form; The criteria that
you devised; notes from the shortlisting process, or an observation
statement from the assessor as part in shortlisting; Letter of
appointment and letter of non-appointment; Some form of record
of the interview process, for example audio or video recording,
photographic evidence
TASK 4 – Narrative – may use diagrams, illustrations, images, flow
charts to support your narrative. (1500 words)
TASK 5-Set of presentation slides and supporting notes. (1000 words)
TASK 6 – Factsheet (1000 words)
*Two files will be uploaded
Task 1, 2, 3, 4 and 6 will be uploaded as one word file; Task 5 is powerpoint
Purchase answer to see full
attachment