Human Resource Development

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BPP University Business School: Revised September 2017Sample Page
BPP Coursework Cover Sheet
Please use the table below as your cover sheet for the 1st page of the submission. The sheet should
be before the cover/title page of your submission.

Programme BSc Honours Business Management
Module name Human Resource Development
QAA Level Level 5
Schedule Term Term 4
Student Reference Number (SRN)
Report/Assignment Title Aegon and HRD
Date of Submission
(Please attach the confirmation of any
extension received)
Declaration of Original Work:
I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my
original work, researched, undertaken, completed and submitted in accordance with the requirements
of BPP Business School.
The word count, excluding contents table, bibliography and appendices, is ___ words.
Student Reference Number: xxxxxx Date: xx/xx/xxxx
By submitting this coursework you agree to all rules and regulations of BPP regarding assessments
and awards for programmes. Please note, submission is your declaration you are fit to sit.
BPP University reserves the right to use all submitted work for educational purposes and may
request that work be published for a wider audience.
BPP Business School

BPP University Business School: Revised September 2017
BSc (Hons) Business Management
Human Resource Development
Coursework Assessment Brief
Autumn / Winter term 2017
Submission deadline: 23:59 hrs on Tuesday 2nd January 2018
Submission mode: Turnitin online access
BPP University Business School: Update September 2017
1. General Assessment Guidance
• Your summative assessment for Human Resource Development is a Coursework submission.
• The deadline for submission is 23:59 hrs on Tuesday 2nd January 2018. Please note late
submissions will not be marked.
• You are required to submit your assessment via Turnitin online access. Only submissions made
via the specified mode will be accepted and hard copies or any other digital form of submissions
(like via email or pen drive etc.) will not be accepted.
• For coursework, the submission word limit is 2,500 words. You must comply with the word
count guidelines. You may submit LESS than 2,500 words but not more. Cover sheet, numerical
Tables, diagrams, bibliography, appendices, annex and headings are NOT included within word
count calculations. You must specify total word count on the front page of your report.
• For coursework, please use font size 12 for body text and the typeface (font) should be Arial or
Times New Roman with minimum 1.5 spacing.
• For headers and titles, please use font size 14. Your submission must have standard margins and
page numbers.
• Please use English (UK) as your language in the submission.
• Do not put your name or contact details anywhere on your submission. You should only put your
student registration number (SRN) which will ensure your submission is recognised in the
marking process.
• A total of 100 marks are available for this module assessment and you are required to achieve
minimum 40 % to pass this module.
• You are required to use only Harvard Referencing System in your submission. Any content which
is already published by other author(s) and is not referenced will be considered as a case of
plagiarism.
You can find further information on Harvard Referencing in the online library on the VLE. You can
use the following link to access this information:
http://my.bpp.com/vle/mod/data/view.php?d=223&rid=596
• BPP University has a strict policy regarding authenticity of assessments. In proven instances of
plagiarism or collusion, severe punishment will be imposed on offenders. You are advised to
read the rules and regulations regarding plagiarism and collusion in the GARs and MOPP which
are available on VLE in the Academic registry section.
BPP University Business School: Update September 2017
• You should include a completed copy of the Assignment Cover sheet. Any submission without
this completed Assignment Cover sheet may be considered invalid and not marked.
2. Assessment Brief
An AEGON case study
AEGON UK
This case study focuses upon AEGON in the UK, part of the AEGON Group, one of the world’s
largest life insurance and pensions companies. AEGON owns pensions, life insurance, asset
management and adviser businesses in the UK. The case study illustrates the success that
embracing and pursuing change has brought to AEGON in the UK. It is helping AEGON move
towards its goal of becoming ‘the best long-term savings and protection business within the
UK’.
The AEGON Group has 27,000 employees and over 25 million customers worldwide. Its
major markets are in the USA and Netherlands. Since 1994, the UK has become another
major and increasingly important market. In 1994 AEGON bought a large stake in Scottish
Equitable. Scottish Equitable was a strong brand with a heritage that went back to the
1830s. Since then AEGON’s UK business has grown both organically and by acquiring other
businesses.
As most of the acquired companies kept their existing identities, awareness of AEGON in the
UK remained relatively low. AEGON realised that such low levels of awareness could impact
on its ability to achieve its ambitions. Therefore, it needed to combine the global strength of
its parent with the experience and reputation of the domestic company brands, like Scottish
Equitable.
External factors influencing change
One of the main challenges for decision-makers is to understand the environment in which
they are operating. They can then identify key issues which they need to respond to.
Understanding these key issues improves decision-taking and reduces uncertainty. Few
industries have experienced as many changes in their external environment in recent years
as financial services.
Thinking ahead and saving for retirement is a concept that is sometimes difficult for people
to understand. In the UK, life expectancy has risen in recent years so people can expect to
be retired for longer. In many instances, individuals have not planned properly for
retirement and there may be a shortfall in the amount of money available. There is also a
drive by the government to reduce dependency on the State in old age. This includes the
introduction of “Auto Enrolment” of most workers into Pension Schemes from 2018.1 Added
to this many companies have introduced new, less expensive pension schemes or insisted
on employee pension contributions where they did not in the past. These factors mean
1https://www.gov.uk/workplace-pensions/joining-a-workplace-pension
BPP University Business School: Update September 2017
people have to make decisions to invest properly at an earlier stage of their working lives.
Investing in the future helps people to prepare in advance for old age. The benefits of such
an investment are only realised years later.
The industry
The life insurance and pensions industry, in which AEGON operates, has had a poor
reputation in recent years. Some organisations have been accused of ‘mis-selling’ by not
providing consumers with the best product for their needs. To prevent similar situations
arising in the future, the Financial Services Authority (FSA) has put significant amounts of
regulation on the industry.
Financial services products are often difficult to understand. People do not always feel
equipped to choose between the range of financial products and services and are not sure
where to seek support and advice. In addition, falling values on the Stock Exchange have
affected the investment return on some products, such as mortgage endowments. For some
people, this means that the product they bought has not delivered the financial return they
expected. All this has created uncertainty in the financial services industry.
The industry has also been characterised by intense competition. AEGON is in competition
with organisations which sell directly to consumers and which are better known in the UK.
AEGON distributes its products and services to customers mainly through financial advisers.
AEGON, as a reputable company, has had to address and overcome these industry-wide
problems to remain competitive.
Reasons for change
AEGON had historically been successful but government-imposed price controls had
reduced profitability. Compared to its competitors, AEGON was not well known by
consumers. It had developed good products and services and had a good reputation with
distributors, particularly in the area of pensions which were a key strength of Scottish
Equitable. However, it was not as well recognised in areas other than pensions. Often these
other areas, such as offshore investment products, were more profitable. If consumers are
to invest in a product long term, they need to know more about the organisation they are
dealing with. They need to recognise the brand and understand more about the brand
values that it represents. As AEGON traded under a number of brand names it was not
always easy for financial advisers and consumers to recognise the breadth and depth of the
company in the UK.
How to move forward?
With a new Chief Executive (CEO) in place, AEGON underwent a discovery phase. The
purpose of this was to find out what it had to do to meet the CEO’s goal. This goal was to
build ‘the best long-term savings and protection business in the UK’
This time of discovery focused on three key questions:
1. What do we stand for in the UK?
BPP University Business School: Update September 2017
2. What do we want to stand for in the UK?
3. What should we be doing about it?
Brand audit
AEGON undertook a brand audit. The purpose of the audit was to find out more information
about the organisation. This helped AEGON to provide a more informed approach to the
decisions that were needed to start the process of change. The audit showed that AEGON
was solidly placed within the market. Its staff were known for their considerable expertise,
innovation and clarity of communication. The external audit also helped to discover where
AEGON was positioned in relation to its competitors. People who were aware of AEGON saw
it as being a refreshing and different organisation. However, there was evidence that people
were confused about the breadth of what AEGON did because it traded under a number of
different company brands.
Creating a new culture is a key part of the change process
The goal of AEGON’s CEO helped to provide a vision for change. Financial objectives were
important as the path for future developments depended upon these. It was also important
to create more clarity about who AEGON was. Employees needed to be developed and
supported with the knowledge, skills and behaviours to support the new culture required to
drive the new organisational strategy.
A behaviour framework
In order to help embed this culture, AEGON developed a behaviour framework to support
its brand values. This was designed to influence how people at all levels within the
organisation could work and make decisions. These behaviours emphasise the values of the
organisation. They have helped to build AEGON’s culture and have also influenced its
performance.
The eight behaviours are:
• Think customer
• Embrace change
• Encourage excellence
• Act with integrity
• Decisive action
• Work together
• Learn and grow
• Relate and communicate.
‘Think customer’ is about ‘ensuring that the customer’s needs are at the heart of our
business, informing actions, decisions and behaviours’. For senior managers, this means
keeping the customer’s experience at the heart of what AEGON does. Other managers and
professionals are encouraged to ‘innovate with your customers in mind’. All staff are
BPP University Business School: Update September 2017
encouraged to keep to commitments made to customers by doing ‘what you say you will,
when you say you will’.
HRD at AEGON UK
AEGON UK created a new HRD team, separating people and organisational development
from the more day to day generalist Human Resource functions. The newly created HRD
team have the responsibility for driving the new culture across Aegon UK and to drive
organisational change. They are also tasked to create new learning solutions for individuals
at all levels and ensure all employees have the training and development they need to be
successful. The HRD team are also responsible for developing an initiative to enhance
customer service at all levels in AEGON. In addition, the HRD team is also responsible for the
considerable compliance training to ensure strict compliance with all financial regulatory
requirements.
The HRD team is headed up by a HRD manager, at the same level as the HRM manager and
both report into the Human Resources Director. The HRD team is a mixture of experienced
trainers, able to deliver materials to a high standard as well as team members with
additional experience in both customer service and legal requirements in the financial
products and services markets. They have also recently recruited a new trainer with specific
skills and experience in all aspects of e-Learning, in the expectation to move some of the
learning to different platforms.
The new HRD team have taken over the existing induction and compliance training
processes but these require review. There is limited detailed information on what is needed
in the business other than that discussed already.
End of case study.
BPP University Business School: Update September 2017
2.1. Questions
1) Evaluate the new role of HRD in AEGON and the contribution its practices can make to both
organisational and employee development. (20 marks)
2) Analyse three key HRD practices and the implications for the role that the new HRD team at
AEGON should consider when planning their HRD strategy. (30 marks)
3) Identify and explain two ethical issues that a HRD function might need to consider when
operating in an organisation such as AEGON UK. (20 marks)
4) Apply the principles of HRD to make two recommendations to address potential business
issues that may arise, based on your analysis in questions 1, 2 and 3. (20 marks)
PLUS, Use of relevant structure, introduction, contents tables and Harvard referencing (10 marks)
2.2. Assessment Submission Structure
• BPP cover sheet, fully completed.
• Title Page.
• Table of Contents.
• Introduction (brief)
• Q1. Evaluate HRD in context
• Q2. Analyse three key HRD practices
• Q3. Explain two ethical issues
• Q4. Two HRD focused recommendations
• Conclusion (brief)
• References
• Appendices (if required and necessary)
BPP University Business School: Update September 2017
2.3. Assessment Marking Scheme (Student Version)
The assignment is marked out of 100. The following table shows the mark allocation and the approach
required.

Assignment Part Mark Approach
Evaluate the new role of
HRD in AEGON and the
contribution it’s practices
can make to both
organisational and
employee development 		20 Students need to evaluate how the new function
of HRD will ‘add value’ at AEGON UK in terms of
the role that HRD plays and the various practices
it delivers into a business.
This answer splits into two areas; organisational
development (10 marks) and employee
development (10 marks) so should be clearly
separated.
For an excellent mark students should research
current trends in HRD and demonstrate a wider
knowledge of the function in context.
Analyse three key HRD
practices and the
implications for the role
that the new HRD team
should consider when
planning their HRD
strategy. 		30 Students should give a detailed analysis of three
different key practices of HRD (10 marks for each
practice)
Students need clearly present each different
practice and to link the role of HRD into each of
the three areas analysed. They should show how
each key practice, and the role of HRD in
delivering them, can support AEGON in delivering
its new strategy. Students can use information
from the case study and the wider world of
business.
For an excellent mark students can give examples
of HRD best practice from the wider world of
business.
Identify and explain two
ethical issues that a HRD
function might need to
consider when operating in		 20 Identify and use appropriate theories and/or
recent events to explain two ethical issues (10
marks for each) for HRD practitioners to be aware
of when operating in an organization such as
AEGON UK.

BPP University Business School: Update September 2017

an organisation such as
AEGON UK. 		Each issue should be clearly presented and
explained in the context of financial services
industry.
For an excellent mark students should apply
ethical theories and examples to illustrate their
answers.
Apply the principles of HRD
and make two
recommendations, based
on the findings in Q1-Q3, to
ensure the new HRD
function resolves potential
business problems. 		20 Students are required to make two
recommendations, one for organizational
development (10 marks) and one for employee
development (10 marks) that will resolve or
prevent business problems.
The recommendations need to be directly linked
to the findings from Q1-Q3 and should be fully
justified.
For an excellent mark, consider what you would
do and why, explain the benefits fully and fully
discuss implementation issues.
Use of relevant structure,
introduction, contents
tables and Harvard		 10 Students must use correct Harvard referencing
and clearly structure their paper, with
appropriate titles, subtitles and a reference page.
Introductions and conclusions should be brief,
focus is on the main body of the report.
The language used should be appropriate to the
academic context and business communication as
outlined, avoiding colloquialisms informal terms
and jargon.
Total 100

BPP University Business School: Update September 2017
Appendix A – Level 5 Assessment Criteria

PASS FAIL
Criterion 80-100% 70-79% 60-69% 50-59% 40-49% 30-39% 0-29%
Knowledge &
Understanding
a)Systematic
Understanding
b) Emerging
Thought		 (a) Deep
knowledge of the
topic, explicitly
related to
comprehensive
knowledge of the
discipline(s).
(b) Excellent
usage of recent
emerging thought
and/or practices
from a range of
appropriate
disciplines		 (a) Thorough,
explicit
knowledge &
understanding of
the topic. Clear
understanding of
and explicit links
to some aspects
of a wider field.
(b) Some
application of
recent emerging
thought or
practices from the
discipline		 (a) Very good
knowledge and
understanding of
central topic
issues explicitly
identified. Some
appreciation of
and explicit links
to a wider field.
(b) Some clear
evidence of the
application of
thoughts and
practices at the
forefront of the
discipline		 (a) Good,
increasingly
explicit
knowledge and
understanding of
central topic
issues. Some
appreciation of a
wider field.
(b) Clear evidence
of an
understanding of
thoughts and
practices at the
forefront of the
discipline		 (a) Basic and
often implicit
knowledge of
central topic
issues. Partial
understanding.
(b) Some
evidence of the
understanding
and thoughts and
practices related
to the discipline
indicated.		 (a) Inadequate or
poor knowledge
or understanding
of topic issues.
(b) Not a clear or
precise
understanding of
the thoughts and
practices related
to the required
discipline
indicated.		 (a) Very poor
knowledge or
understanding of
topic issues.
(b)Significant gaps
in the
understanding of
the practices
related to the
discipline
indicated
Argument
a)Analysis,
Synthesis &
Evaluation		 (a) High level of
ability to analyse
critically using a
range of
perspectives.		 (a) Can present a
coherent critical
argument
demonstrating
the ability to		 (a) Can present a
coherent
significant
argument
demonstrating		 (a) Can decisively
analyse a limited
range of
information
within minimum		 (a) Some evidence
of essential
awareness but
much reliance on		 (a) Work is
descriptive and
uncritical.
Contains
generalisations,		 (a) Work wholly
descriptive and
uncritical.
Contains many
generalisations,

BPP University Business School: Update September 2017

PASS FAIL
Criterion 80-100% 70-79% 60-69% 50-59% 40-49% 30-39% 0-29%
b)Numerical
Analysis
c)Argumentation		 Excellent
synthesis of
elements of the
argument
including contrary
views.
(b) Numeric
analysis that is
complete and free
from errors with
application of
methods that may
be insightful or
original
(c) Extremely
strong and
consistent
argument making
a convincing
whole with
evidence of
originality.
Impressive ability		 synthesise
concepts, theories
and practice in a
critical argument.
(b) Numeric
analysis that is
complete and
mostly free from
errors with fluent
and appropriate
application of
methods.
(c) Extremely
strong and
consistent
argument that
convincingly
addresses issues
including
uncertainties and
conflicts.
Excellent use of
information		 the ability to form
a defendable
judgement. Some
use of contrasting
perspectives.
(b) Numeric
analysis that is
complete and
mostly free from
errors with
relevant and
effective
application of
methods.
(c) Evidence of an
argument that is
generally
convincing with a
good internal
consistency and
addresses most
issues. Very good
use of		 guidance. Can
select analytical
methods
appropriate to the
task
(b) Numeric
analysis that is
complete and
mostly free from
significant or
critical errors with
appropriate
application of
methods.
(c) Evidence of an
overall convincing
argument but
may have
weaknesses, gaps
or inconsistencies.
Clear use of
information
gathered but may		 description and
some assumption.
May be some
difficulty in
balancing and
substantiating
points.
(b) Numeric
analysis that is
mostly complete
but contains
errors with
significant effect,
or methods that
are applied
inappropriately
(c) Evidence of a
consistent
argument but
may have
weaknesses,
significant gaps or
be unconvincing.		 unsubstantiated
assertion and
exaggeration.
(b) Numeric
analysis that is
incomplete or
contains errors
which have
critical effect, or
methods that are
applied
inappropriately
(c) Lack of
consistency or
structure in the
argument.		 unsubstantiated
assertions and
exaggeration.
(b) Numeric
analysis is almost
non-existent and
also incorrect
c) Totally lack of
consistency or
structure in the
argument. Very
serious
weaknesses in the
integration of
evidence and no
awareness of the
limitations or
weaknesses of the
research

BPP University Business School: Update September 2017

PASS FAIL
Criterion 80-100% 70-79% 60-69% 50-59% 40-49% 30-39% 0-29%
d) Independent
Research		 in the use of
information
gathered to
support the
argument.
(d) Evidence of an
innovative or
original use of
extensive
personal research
which has been
thoroughly
evaluated
conceptually		 gathered which to
support and
further the
argument
(d) Substantial
research and
evidence of an
innovative use of
a wide range of
personal research
with clear and
consistent
conceptual
evaluation		 information
gathered to
support the
argument.
(d) Clear evidence
of considerable
personal research
and the use of a
diverse range of
appropriate
sources but may
contain problems
with consistency
in the conceptual
evaluation		 have some
weaknesses in the
integration into
the argument.
(d) Appropriate
use of a wide
range of personal
research which is
critically
evaluated for key
conceptual issues
although this may
not be consistent
throughout		 Clear use of
information
gathered but may
not be sufficient
to sustain the
argument.
(d) Evidence of a
consistent
argument but
may have
weaknesses or be
unconvincing.
Clear use of
information
gathered but may
not be sufficient
to sustain		 d) Over reliance
on very restricted
range of personal
or secondary
research much of
which may not be
evaluated and
may not be
directly related to
the question		 d) Generally only
a very restricted
range of personal
research which is
not evaluated and
is not directly
related to the
question

BPP University Business School: Update September 2017

PASS FAIL
Criterion 80-100% 70-79% 60-69% 50-59% 40-49% 30-39% 0-29%
Presentation
a) Structure
b) Referencing
c) Use of
Language		 (a) Excellent
structure and
presentation
(b) Precise, full
and appropriate
references and
notes
(c) Subtle use of
language
expressing a high
degree of thought
with clarity and
precision to a
level appropriate
for submission for
publication.		 (a) Excellent
structure and
presentation
(b) Precise, full
and appropriate
references and
notes.
(c) Precise use of
language
expressing
complex thought
with clarity,
accuracy and
precision which
furthers and
enhances the
argument		 (a) Good structure
and presentation
(b) Full and
appropriate
references and
notes with minor
or insignificant
errors
(c) Clear and
precise use of
language allowing
a complex
argument to be
easily understood
and followed		 (a) Adequate
structure and
presentation
(b) Good
references and
notes with minor
or insignificant
errors or
omissions
(c) Generally clear
use of language
sufficient for
arguments to be
readily
understood and
followed		 (a) Adequate
structure and
presentation
(b) Competent
references and
notes but may
contain
inconsistencies,
errors or
omissions
(c) Generally
understandable
use of language
but significant
errors in
expression
affecting overall
clarity		 (a) Poor structure
and presentation
(b) Poor
references and
notes with
multiple
inconsistencies,
errors or
omissions
(c) Serious errors
in the use of
language which
makes meaning
unclear or
imprecise		 (a) Extremely
poor structure
and presentation
(b) Very limited or
nil referencing
with numerous
errors and
omissions
(c) Extreme errors
in use of language
and an extreme
lack of clarity

 

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