CIPD 5CO03 Professional Behaviours and Valuing People L5 Assessment Task 2025

CIPD 5CO03 PROFESSIONAL BEHAVIOURS AND VALUING PEOPLE

This unit focuses on how applying core professional behaviours such as ethical practice, courage and inclusivity can build positive working relationships and support employee voice and well-being. It considers how developing and mastering new professional behaviours and practice can impact performance.

CIPD 5CO03 TASKS

You must complete two tasks. The first one requires you to answer 6 questions, referring to the case study, about the ‘purpose and value of the people professional’. Your answers should respond accurately to the questions and should be informed by wider reading from key academic texts, articles and relevant publications.

For the second task, you will conduct a professional review of your own strengths, weaknesses and development areas.

Please ensure that your work is presented clearly, typically using sub-headings or AC references to link your responses to the questions, and that your work complies with the wordcount requirements stated at the end of the assessment brief. If you exceed the word count by more than 10% your work will be referred. References should be included within your answers (unless the question specifically states that these are not required) and full details presented in a reference list at the end of your.

TASK 1 – CASE STUDY

You have recently taken up a new position as HR/L&D Adviser at Nexxobyte, a rapidly growing software development company. Nexxobyte was established two years ago by Kit, the only Director until recently joined by his new business partner, Aisha. The organisation has grown quickly and organically and currently consists of 23 software engineers (in three teams), three team managers, two administration staff and the two directors. Since joining Nexxobyte, the second director, Aisha, has been concerned about the way things are being run and has brought you in to help her make improvements. Aisha’s main concerns are the lack of standard procedures and the lack of management capabilities (none of the three team leaders had management training or experience prior to being informally allocated their roles by Kit). With Kit fully occupied in marketing and promoting the business, the team managers have been free to recruit and manage their teams as they choose, calling on the administration staff for support when needed. Consequently, the teams have been managed quite differently leading to inconsistent practice (e.g. different working arrangements and different access to paid L&D), several employee complaints and the loss of some valuable staff.

TASK 1-QUESTIONS

Q1. As part of her actions to improve systems and procedures at Nexobyte, Aisha has established monthly on-site Management Team meetings to be attended by her, Kit, you and the three Team Leaders. She would like you to make a short presentation at the first meeting appraising what it means to be a people professional, and some of the ways you can contribute at Nexxabyte Being a people professional means acting as a role model of ethical, inclusive, and evidence-based practice. At Nexobyte, I would emphasize the importance of consistency, fairness, and developing clear policies for recruitment, learning and development (L&D), and performance management. By embedding HR best practices, I can support a culture of collaboration and transparency that aligns with business growth.

NOTE: there is no requirement to present anything for this question-only to provide a written response.

Q2. You are excited by your new role and whilst you can see that there is a lot to do, you feel ready for the challenge.

Two key values I bring are integrity and inclusivity. Integrity ensures I act fairly, challenge unethical behaviors, and uphold high standards. Inclusivity means ensuring all voices are heard, which will shape fair policies and build trust at Nexxobyte.

Q3. Aisha has emphasised that she wants you to be a ‘a firm voice for people practice at Nexxobyte This means communicating with the management team in an informed, clear and confident way to convince them of the need for change and new ways of working.

Clear and confident communication fosters trust and ensures stakeholders understand the rationale for change. Without it, I risk losing credibility, and Nexobyte may continue with inconsistent and damaging practices

Q4. During a conversation with the two administration staff, you learn more about some of the problems there have been at Nexobyte. Some of these involved unethical behaviour (one manager regularly approving attendance at expensive training events and conferences for his “favourite team members, whilst consistently refusing similar requests from others) and even some illegal activity (a former employee using Nexcobyte work time and equipment to operate his own separate business).

I would first gather evidence and consult our Code of Conduct. Id report the unfair training approvals and unauthorized business use confidentially to leadership, ensuring due process and protecting confidentiality.

Q5. You are pleased that your presentation at the manager’s meeting (see Q1) was well received. However, one manager has since commented in the Manager Chat group, “We don’t really need to change anything-the company is doing well financially and anyway people work much harder when they are not protected by a load of feel-good policies and procedures. “You want to respond to this comment in a professional and informative way which may help to change these.

Q6. Following several of the complaints about unfair practice in relation to staff training, Aisha has asked you to devise a fair Staff Learning & Development Policy, which will include all staff members and will set out factors such as: allowable paid time for development activities, individual training budgets, type of learning activities that can be included, etc.

To ensure fairness in the L&D policy, I would consult employees, benchmark industry standards, and build transparent criteria. After 3 months, I’d review participation rates, gather anonymous feedback, and evaluate if all groups have equitable access.

to make your design of the initiative fair and inclusive to check, after three months of implementation, that the initiative is as inclusive as you have intended.

NOTE: there is no need to devise a policy here, only to discuss how you will design it to be inclusive and how you will check inclusivity after three months. (AC 2.2)

Are You Looking for Answer of CIPD Level 5CO03 Assignment

Order Non Plagiarized Assignment

TASK 2 – PROFESSIONAL REVIEW

Note: This task is not related to the Task 1 Case Study. It is just about you and your awareness of your own strengths, weaknesses and development areas.

To complete the task, you must complete all five activities below.

Q7. Using a combination of your own reflections and feedback from at least one other person, review your own behaviour against the six Associate-level standards for ‘Working inclusively’ in the CIPD Profession Map. https://www.cipd.org/uk/the- people-profession/the-profession-map/explore-the-profession-map/core-
behaviours/working-inclusively/ eflected on the ‘Working Inclusively’ standards and sought feedback from my manager. I learned that I’m strong in collaboration but need to better challenge exclusive behaviors. The review helped me set goals to become more proactive.

Summarise your conclusions from this activity, along with a brief explanation of who you involved and how their feedback informed your review. (AC 2.3)

You don’t need to provide a reference or in-text citation for AC 2.3.

Q8. Research and identify two ways the people practitioner role (generalist or any specialist) is evolving. Summarise these two developments and the implications they have for your ongoing professional development. (AC 3.1)
The people profession is evolving with (1) digital transformation, requiring tech-savvy HR approaches, and (2) greater focus on employee wellbeing. This means I must continuously learn to integrate tech tools and adopt a holistic people strategy.

Q9. With reference to your reflections and feedback at Q7, and your research at Q8, assess your current strengths, weaknesses and development areas in relation to people practice. (AC 3.2) Strengths: collaboration and ethical judgement. Weaknesses: low confidence in using data tools. Development: need to build knowledge in HR analytics and diversity strategy.

Q10. Following on from your self-assessments, identify two development activities you will undertake (or commence) in the next six months. Provide a brief explanation of the activities you have selected along with your reasons for choosing them. (AC 3.3)

I plan to take a short HR analytics course to improve data interpretation. I’ll also attend a CIPD seminar on inclusive leadership to deepen my impact.

Q11. Shifting your focus to development activities you have already undertaken within the last two years, reflect on the two activities (formal or informal) that you consider had the greatest impact on your behaviour and performance.

Attached are two CPD records: 1) A workshop on employment law that helped me apply legal knowledge confidently, and 2) Peer mentoring, which improved my coaching and listening skills.

• your own format CPD record, edited to include just the two selected activities, or
• a report (or reports) from the CIPD ‘My CPD Reflections’ tool (AC 3.4)