ASSOCIATE DIPLOMA IN PEOPLE MANAGEMENT

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ASSOCIATE DIPLOMA IN
PEOPLE MANAGEMENT
5HR03
ADPM
ASSIGNMENT
WRITING GUIDE
REWARD FOR
PERFORMANCE &
CONTRIBUTION
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THE ASSIGNMENT WRITING GUIDE
Oakwood International prides itself on supporting our learners. Your success is our success!
You have engaged in a globally-recognised qualification which will drive your career forward,
and this is the final step in achieving your goal: writing your assignment.
Oakwood International knows that balancing an intense and demanding work life with your
personal and home life is challenging. Adding a global qualification into this mix can be difficult.
How do I find the time? How do I answer questions in a second language? Oakwood
International understands these challenges and therefore, we have created this critical
document to guide you to success. Using this document and the resources we suggest makes
you more likely to achieve your goal.
The LAB (Learner Assessment Brief)
When you submit your work for assessment, you need to feel confident that your submission
meets the assessment requirements. This means the marker must be sure you have
demonstrated sufficient knowledge and understanding to justify a pass against every
Assessment Criteria (AC). Failure in just one Assessment Criteria will result in a fail grade and
you will be required to resubmit your answer(s) again. This will delay the completion of your
qualification. So let’s ensure together this does not happen.
You will see on your LAB that this assessment is divided into tasks. Each task has a question that
you must answer. Please note that many tasks have more than one element to consider, so read
the task carefully. The CIPD link an AC to each question. For example:
Task One
Evaluate the principles of reward and its importance to organisational culture and
performance management. (AC 1.1)
This guidance document tells you exactly what you MUST do to achieve a pass on the AC.
You will also see that we have provided a range of research sources that you can use to
inform your answers. These resources have been drawn from valid, reputable sources –
including the CIPD – and all are assessed to be appropriate as reference sources for your
written assignment.
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Please note that at this level, all AC’s MUST show evidence of secondary source use.
Failure to demonstrate that you have undertaken wider reading and included your
correctly referenced sources will mean your answer will be failed. You should be using
up-to-date sources from within the last five years.
Important Notes
As with any research source, you must acknowledge where and how you have used it
to answer the question. This is what referencing means. Every source used in this
document has the source reference included. These are mostly URL links. If you use
the resources we have given you to support your written assignment, the source
reference included in this document is what you use. There is detailed guidance on
how to set out your short (in-text) and long references on Oakwood’s Learner Hub.
If you do not reference correctly, your work will be seen as plagiarised. This is a
serious offence.
Our marking system uses Turnitin (https://www.turnitin.com/regions/uk), which will tell
us the percentage of copied and pasted content. It will also show us if you have copied
content from another learner’s submission. Work found to contain plagiarised material
will be returned unmarked. Serious or repeated plagiarism will be reported to the
CIPD, who could remove you from the qualification. Therefore, make sure you
reference correctly!
Word Count
Please stay within the word count. The limits are + or – 10%. One of the biggest
challenges of this program is to avoid exceeding the word count. But being concise and
clear and not using unnecessary wordage is a crucial business discipline you must learn.
It is always best to stay under the limit on your first submission because if your work is
referred, you may be required to add more information. The word count should be
updated on each submission.
Check your work before submitting it. Never rely solely upon a spellchecker. Read
through your work carefully and avoid unnecessary errors in spelling and punctuation.
Check your formatting and ask yourself if it is clear and professionally presented.
Avoid using bullet points and short statements. You should provide a full narrative. The
marker will expect to see evidence of your knowledge and understanding – bullet points
and short statements will not evidence this.
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Structure
Oakwood advises that you always structure your answers using subheadings. Often, AC’s have
more than one element that must be covered, and this will help ensure you include everything
required. It will also make your answer clear for the assessor.
Completion of the LAB
At the end of this document, there is a checklist. You MUST ensure you have used this checklist.
Failure to do what is asked will mean your LAB is returned unmarked. This will then delay the
marking process and the completion of your qualification. Therefore, USE THIS GUIDE to ensure
your success.
We at Oakwood International wish you every success in this big step forward. We have a
dedicated support team if you have any questions regarding the LAB and your assessment.
Please email [email protected] and ensure you include your cohort number
in the subject line of your email.
Good luck with your studies!
Jonathan Goodwin
Head of Learning – Oakwood International
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TASK ONE:REPORT
SECTION 1
You must include both long and short references.
You should make reference to the case study GA Pensions where possible
in your answers. You should use relevant theory where possible in your
answers.
Please focus on the command verb highlighted at the start of each task
Total word count 2,600 words
AC1.1
Reference Links:
▪ https://www.cipd.co.uk/knowledge/strategy/reward/strategic-total-factsheet
▪ https://www.linkedin.com/pulse/evaluate-principle-total-rewards-its-importance-marwan
▪ https://www.e-reward.co.uk/news/categories/reward-management-news
▪ https://www.e-reward.co.uk/resources/factsheets
Evaluate the principles of reward and its importance to organisational culture and
performance management. (approximately 300 words)
KEY FOCUS AREA: The best designed (Total) Rewards programs attract, motivate, and
keep the right talent—from entry level to executive. It shapes your culture and your
reputation, by balancing the needs of the business with what people actually want.
Use 3 clear subheadings
• Identify 3 key principles of reward (e.g. fairness; equity; transparency etc.)
• Evaluate why these principles of reward are important to GA Pensions’ organisational
culture – what impact do they have?
• Evaluate why these principles of reward are important to GA Pensions’ performance
management- what impact do they have?
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AC1.2
Reference Links:
▪ https://www.indeed.com/career-advice/career-development/total-rewards-strategy
▪ https://www.e-reward.co.uk/resources/factsheets/reward-policy
AC1.3
Reference Links:
▪ https://www.cipd.co.uk/knowledge/strategy/reward/strategic-total-factsheet
▪ https://www.linkedin.com/pulse/evaluate-principle-total-rewards-its-importance-marwan
Explain how policy initiatives and practices are implemented.
(approximately 200 words)
Explain how people and organisational performance can impact on the approach
to reward. (approximately 250 words)
KEY FOCUS AREA: Reward policies are a set of guidelines for decision-making and action.
They indicate what the organisation and its management are expected to do about managing
reward and how they will behave in given circumstances when dealing with reward issues.
Use 3 sub-headings
▪ Explain 1 example of a reward policy
▪ Explain how GA Pensions could put this reward policy into practice. How is it implemented?
▪ Summarise the key steps: who is involved; the role of line managers; consulting employees to
influence the design; integrating the reward policy with other people practices; evaluating the
success of the policy and how it can be kept up to date
KEY FOCUS AREA: How does your organisation measure its success? It is important for HR
to understand the key performance drivers for their organisation and how these link to its
reward.
Use 4 sub-headings
▪ Briefly explain what people performance is and how you can measure it
▪ Briefly explain what organisational performance is and how you can measure it
▪ Explain how specific issues with people performance could impact GA Pensions’ decisions
about which reward approaches to take? (e.g. if your employees had high absenteeism,
what reward approaches could help address this?)
▪ Explain how specific issues with organisational performance could impact GA Pensions’
decisions about which reward approaches to take? (e.g. if the organisation has low
productivity, what reward approaches could help address this?)
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AC 1.4
Reference Links:
▪ https://employeebenefits.co.uk/scott-cawood-benchmarking-total-reward
▪ https://www.bls.gov/news.release/ecec.nr0.htm
AC1.5
Compare (two) different types of benefits offered by organisations and the
merits of each.
(approximately 250 words)
KEY FOCUS AREA: Benefit schemes are non-financial compensations offered to
employees which give them a choice (within limits) of the type or scale of benefits offered to
them by their employers. There is a significant expense with a clear goal so it’s something
HR needs to get right.
Use either 4 sub-headings or a table with detailed narrative
▪ Explain what a benefit is
▪ Identify 1 financial benefit that GA Pensions could offer as part of their reward strategy
▪ Identify 1 non-financial benefit that GA Pensions could offer as part of a reward strategy
▪ Identify the merits and de-merits of each benefit
▪ Compare them – what are their similarities and differences?
▪ A table is a good format for a comparison question
KEY FOCUS AREA: Everyone has different needs (motivations and rewards) and views on
their job. Therefore, things like pay and promotion have different values for different people –
we’re all motivated by different things. Every organisation will have its own approach to
how it chooses to reward its employees – in part influenced by the type of organisation, it’s
structure, culture and performance.
Use 3 sub-headings
▪ Define ‘Extrinsic’ rewards
▪ Explain the link between Extrinsic reward and employee contribution
▪ Define ‘Intrinsic’ rewards
▪ Explain the link between Intrinsic reward and employee contribution
▪ Explain how both intrinsic and extrinsic rewards could support sustained (long-term)
organisational performance for GA Pensions
Assess the contribution extrinsic and intrinsic reward to improve employee contribution
ad sustained oganisational performance (approximately300 words)
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Reference Links:
▪ https://www.bravowell.com/resources/intrinsic-vs.-extrinsic-rewards-to-improve-employeeengagement
▪ https://www.ukessays.com/essays/business/the-impact-of-intrinsic-and-extrinsic-rewardsbusiness-essay.php
AC2.1
Reference Links:
▪ https://www.e-reward.co.uk/news/categories/reward-management-news
▪ https://www.aihr.com/blog/total-rewards-strategy
Assess the business context of the reward environment.
(approximately 400 words)
KEY FOCUS AREA: Organisations, if they are to survive and grow, need to adapt to the
ever-changing external and internal business environment (for example: Globalisation;
Legislation and regulations; economic outlook; industrial trends; Sector profiles (Private,
Public and Voluntary); Covid-19, Labour Market, and availability of talent etc).
How do these changes impact (potentially) on how your organisation and other organisations
approach Reward?
Use 4 sub-headings
▪ Pick 3 elements of a PESTLE analysis and relate these to the reward environment. (e.g.
legal, economic and social)
▪ Assess how these elements impact on GA Pensions’ reward decisions (e.g. how would
recent legislation on equality impact reward strategy?)
You could consider equality legislation; regional differences in pay; labour force trends, pay
trends, the economy; the political environment etc
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AC2.2
Reference Links:
▪ https://employeebenefits.co.uk/scott-cawood-benchmarking-total-reward
▪ https://www.xperthr.co.uk/hr-benchmarking
▪ http://rewardconnected.co.uk/what-does-good-pay-benchmarking-look-like
AC 2.3
Reference Links:
Evaluate the most appropriate ways in which benchmarking data can be
gathered and measured to develop insight.
(approximately 400 words)
Explain how organisations use insight to develop reward packages and approaches.
(approximately 400 words)
KEY FOCUS AREA: In a competitive employment market, it is critical to benchmark reward.
This means not only looking at the rewards offered by competitors, but, also looking and
honestly assessing, what is important to staff. The last thing organisations need is for
employees to walk out the door for better rewards elsewhere.
Use 4 sub-headings – This task is about benchmarking as the basis for planning a reward strategy
▪ Explain what is meant by benchmarking
▪ Identify 3 different ways in which GA Pensions can gather benchmarking data. (e.g.
published data; pay clubs; special surveys; reward consultants etc.)
▪ Evaluate each example – what are their pros and cons?
▪ Provide a conclusion – which method would be the most useful for GA Pensions to develop
insight into their reward strategy?
KEY FOCUS AREA: Building on AC 2.1, this is about how you make sense of the data to
inform the creation of a reward strategy.
Use 3 sub-headings-This section focuses on how you would make sense of the data to inform the
creation of a reward strategy
▪ Explain how you could develop an organisational reward package based on the information
gathered as part of your PESTLE analysis in AC 2.1
▪ What things would GA Pensions need to consider when developing a reward strategy? You
need to include job evaluation, grade and pay structures, ensuring fairness of reward
and correct levelling of jobs within your narrative
▪ Provide a clear conclusion. How do these factors help to develop a strong reward package or
approach?
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▪ https://www.aihr.com/blog/job-evaluation
▪ https://employeebenefits.co.uk/scott-cawood-benchmarking-total-reward
▪ https://www.xperthr.co.uk/hr-benchmarking
NOTES:
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TASK TWO :REPORT
SECTION 2
You must include both long and short references.
You should make reference to the case study GA Pensions where possible
in your answers. You should use relevant theory where possible in your
answers.
Please focus on the command verb highlighted at the start of each task
Total word count 1,300 words
AC2.4
Reference Links:
▪ https://www.equalityhumanrights.com/en/advice-and-guidance/your-rights-under-equality-act-
2010
▪ https://iclg.com/practice-areas/employment-and-labour-laws-and-regulations/saudi-arabia
Explain the legislative requirements that impact reward practice.
(approximately 300 words)
KEY FOCUS AREA: This is about knowing and applying the relevant laws to make sure
your organisation’s reward strategy is compliant.
Use 4 sub-headings
▪ Identify the legal requirements that must be considered by GA Pensions when creating a
reward strategy. We expect to see 3 specific examples of UK legislation such as equal
pay, minimum wage, working hours, paid leave etc
▪ You must provide the full name and title of each piece of legislation. Ensure you include your
source short references
▪ Explain how each of these legislative requirements impacts GA Pensions’ reward practice
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AC 3.1
Reference Links:
▪ https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/
managingemployeeperformance.aspx
▪ https://talentmanagement360.com/whats-wrong-with-performance-management-annual-reviews
▪ https://www.centranum.com/performance-management-is-broken
AC3.2
Assess different approaches to performance management.
(approximately 350 words)
Review the role of people practice in supporting line managers to make
consistent and appropriate reward judgements.
(approximately 300 words)
KEY FOCUS AREA: Performance Management is a key HR and organisational tool as it is
often linked with other organisational systems such as: Strategic planning; Total Rewards;
Individual and Team Development; Succession Planning etc. So, it is important HR creates a
tool that is ‘fit-for-purpose’.
Use 4 sub-headings
▪ Define and explain what the performance management cycle is. What are its key steps?
▪ Advise GA Pensions of 3 suitable approaches that they could use to manage
performance. (e.g. review meetings; developing capability through continuous
professional development (CPD), coaching and mentoring; objective-setting, appraisal
process, 360-degree feedback)
▪ Assess the pros and cons of each approach
KEY FOCUS AREA: Good HR practices plus positive support from leaders are important if an
organisation is to fully motivate its employees through reward. The key to success is the buyin, support and understanding of line managers as their involvement is key to building and
sustaining high-performance.
Use 4 sub-headings
▪ Advise GA Pensions as to why is it important for People Professionals to support Line
Managers in their reward related activities
▪ Provide 2 examples of how People Professionals could support GA Pensions’
line managers in making decisions on reward
▪ Why is it important that reward decisions are consistent and appropriate?
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Reference Links:
▪ https://www.cipd.co.uk/knowledge/strategy/reward/strategic-total-factsheet
▪ https://www.linkedin.com/pulse/roles-responsibilities-best-practice-performance-management-philpote
AC3.3
Reference Links:
▪ https://www.cipd.co.uk/knowledge/strategy/reward/strategic-total-factsheet
▪ https://www.linkedin.com/pulse/roles-responsibilities-best-practice-performancemanagement-phil-pote
Explain how line managers make reward judgements based on organisational approaches to
reward. (approximately 350 words)
KEY FOCUS AREA: This is about the guidance, frameworks, and policies the organisation
provides to help line managers with their reward decisions.
Use 4 sub-headings
▪ Identify 3 organisational approaches that line managers at GA Pensions could use
make reward judgements.Approaches include ethics and organisational values; specific
policies; career development opportunities; line management approaches to non-financial
rewards (e.g. work-life balance; recognition etc.)
▪ Explain how these approaches help line managers make consistent and fair
reward judgements
▪ Identify 1 check GA Pensions might use to ensure fairness and equity in line
management reward decision-making
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NOTES:
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FINAL CHECKS
Final last checks before you submit your work. Tick as completed. Any boxes you do not tick
could result in a serious delay to the marking of your reports, or result in a refer grade.

You must submit your assessments as a Word document. The Learner Assessment Brief
will clearly explain the format you need to use. Is the correct format used?
You should use black font for submission 1, red for new narrative in submission 2 and
blue for new narrative in submission 3.
The CIPD Membership Number must be completed and included in the Learner
Assessment Brief together with your name and Cohort Number.
The ‘wet’ signature and date of submission must be included in every Learner
Assessment Brief – you MUST add a new date for each submission
Assessment Criteria Evidence Checklists should ideally be completed for every Learner
Assessment Brief – just repeat the example already given (do not put long references
here)
Have you included both your long and short references? Are these in the right place?
Please check the guidance on the learner platform as to how to do Harvard
referencing.
Have you checked your word count? You are allowed 10% + or 10% – the indicative
word count.
Have you recorded your wordcount in the correct place in the LAB?
Have you made reference to the case study if stated in the Learner Assessment brief?
You should also try to use examples from your own organisation to support your
points where possible.
Have you checked the uploaded appendixes for AC 3.3 Question 1 are visible for the
assessor?
Have you shown wider reading, use of sources in each of your answers?
Have you used clear sub-headings linked to the elements of the task to help structure
your work?
Have you added your submission dates to page 2? A new date should be added for
each submission.

 

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