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3CO02 Principles of Analytics

Table of Contents

The “3CO02 Principles of Analytics” unit offers valuable insights into how people professionals analyze ideas and utilize evidence to make informed decisions that address people practice issues within an organization. In this task, students are required to create a presentation with presenter notes to answer the following questions. The presentation should have a word count of 1750 words for task one.

AC 1.1 Define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation.

Evidence-based practice is defined by students as the judicious integration of evidence and critical thinking in the decision-making process. This approach entails decision-makers relying on factual information and evidence while minimizing dependence on personal wisdom and experience (Young, 2022).

The sources of evidence used in evidence-based practice include:

• Scientific Literature: Information obtained from reputable research studies, academic papers, and peer-reviewed publications that provide empirical evidence on various topics relevant to the organization.
• Data from the Organization: Internal data collected within the organization, such as performance metrics, employee feedback, and operational statistics, can offer insights into the organization’s strengths and weaknesses.
• Judgement and Expertise from Organizational Managers and Consultants: Insights and perspectives provided by experienced managers and external consultants who possess expert knowledge in their respective fields.
• Data from Stakeholders: Feedback and input are gathered from various stakeholders, such as employees, customers, suppliers, and other relevant parties, to understand their needs, preferences, and concerns.

By incorporating information from these diverse sources, evidence-based practice empowers decision-makers to make well-informed and data-driven choices that are more likely to lead to successful outcomes within the organization.

AC 1.2 Explain the reasons why it is important to use data to help assist organisational improvements and why this data need to be timely, ethical and accurate

Data plays a pivotal role in driving organizational improvements, as it serves as a valuable resource for various reasons, such as:

• Improving Organizational Effectiveness: Data-driven insights enable organizations to identify areas of inefficiency and implement targeted strategies for improvement, thereby enhancing overall effectiveness and performance.
• Promoting Organizational Culture and Performance: Utilizing data fosters a culture of continuous improvement, leading to better performance outcomes and positively impacting both internal and external perceptions of the organization.

Examples of organizational improvements facilitated by data include:

• Enhancing Organization Productivity: By analyzing data on processes and workflows, organizations can identify bottlenecks and implement measures to enhance productivity.
• Increasing Profits: Data-driven decision-making can identify lucrative opportunities, optimize pricing strategies, and identify cost-saving measures to drive increased profitability.
• Boosting Employee Morale: Data insights can be used to identify employee needs, address pain points, and create a positive work environment, leading to higher employee morale and satisfaction.
• Building a Positive Organizational Reputation: Data-driven practices enable organizations to make informed decisions, act responsibly, and uphold ethical standards, enhancing their reputation in the eyes of stakeholders.

Moreover, students should understand the importance of data being ethical, timely, and accurate:

• Ethical Data Usage: Ethical considerations ensure that data is collected, stored, and used in a manner that respects individual’s privacy and complies with relevant regulations, such as the General Data Protection Regulation (GDPR).
• Timeliness of Data: Timely data ensures that decisions are based on the most current and relevant information, enabling organizations to respond promptly to emerging opportunities and challenges.
• Accuracy of Data: Accurate data forms the foundation of sound decision-making, preventing potential errors and misguided strategies that could lead to undesirable outcomes.

By adhering to ethical principles and ensuring data is timely and accurate, organizations can harness the full potential of data to drive meaningful improvements and achieve sustainable success. Additionally, complying with regulations like the GDPR safeguards individuals’ rights and helps maintain trust between organizations and their stakeholders.

AC 1.3 Explain two different types of data measurements and information that can be used by people professionals, and how they are each used to collect and collate information to support effective decision-making

Examples of data measurements include both qualitative and quantitative data.

• Quantitative Data: Employee absence numbers are a prime example of quantitative data. This numerical measure provides valuable insights into the frequency and duration of employee absences, aiding effective decision-making related to workforce planning, employee well-being, and productivity.
• Qualitative Data: Surveys are an example of qualitative data. Surveys gather subjective information and opinions from employees or stakeholders, offering valuable qualitative insights into areas such as employee satisfaction, customer feedback, and organizational culture. This qualitative data helps decision-makers understand the sentiments and perceptions of individuals, providing a basis for improving organizational practices and strategies.

By combining both qualitative and quantitative data, organizations gain a comprehensive understanding of various aspects that impact their operations and are better equipped to make informed decisions to drive positive outcomes.

AC 1.5 Explain how organisational policies, procedures and other forms of evidence can be used to support appropriate choices and decisions

Examples of organization policies and procedures encompass:

• Rewards and Benefits Policy: This policy outlines the organization’s approach to rewarding and providing benefits to employees based on their performance, contributions, and achievements.
• Learning and Development Policy: This policy lays out the organization’s strategies and guidelines for fostering employee growth and skill development through various learning initiatives and training programs.
• Anti-Harassment Policy: This policy defines the organization’s commitment to maintaining a safe and respectful workplace by prohibiting any form of harassment or discrimination.
• Health and Safety Policy: This policy establishes the organization’s commitment to ensuring the health, safety, and well-being of employees and visitors within the workplace.

These policies play a crucial role in supporting appropriate choices and decisions within the organization. The evidence supporting these policies is derived from:

• Evidence from Managers and Staff: Input and feedback from managers and staff members provide valuable insights into the effectiveness and relevance of existing policies and procedures.
• Evidence from Databases: Analyzing data from various databases, such as performance metrics, employee surveys, and incident reports, helps in assessing the impact and outcomes of the organization’s policies.
• Evidence from Electronic Systems: Information obtained from electronic systems, such as time-tracking software, training records, and incident management systems, can offer valuable evidence on policy compliance and effectiveness.

By relying on evidence from these diverse sources, organizations can make informed decisions and fine-tune their policies and procedures to create a conducive and compliant work environment that supports the well-being and growth of their employees.

AC 2.1 Explain the range of internal and external customers and stakeholders, that people professionals work with, and the part that influencing plays within the relationships

Students provide examples of both internal and external customers within an organization:

Internal Customers:

• Shareholders: Shareholders are internal customers who have invested in the organization and have a vested interest in its financial performance and success.
• Employees: Employees within the organization can also be considered internal customers, as they rely on various departments and colleagues to fulfil their roles and responsibilities.
• Potential Candidates: As the organization seeks to hire new talent, potential candidates become internal customers during the recruitment process.

External Customers:

• Customers: External customers refer to individuals or entities outside the organization who purchase goods or services from the company.
• Suppliers: Suppliers are external customers who provide goods or services to the organization to support its operations.

People professionals play a significant role in influencing both internal and external customers. They act as facilitators and communicators to identify customers’ needs and develop strategies to address them effectively.

For internal customers (e.g., employees and potential candidates), people professionals foster a positive and supportive work environment by providing resources, training, and growth opportunities. They ensure effective communication channels are in place, enabling employees to voice their concerns and provide feedback.

For external customers (e.g., customers and suppliers), people professionals work to understand their needs through surveys, feedback mechanisms, and market research. They collaborate with other departments to ensure the organization delivers products and services that meet customer expectations.

By communicating effectively with both internal and external customers, people professionals can develop strategies that align with their needs and expectations. This proactive approach strengthens customer relationships, enhances customer satisfaction, and contributes to the organization’s overall success.

AC 2.2 Explain what is meant by creating value as a people professional, and identify the benefits of providing value to customers and stakeholders

Students elaborate on the concept of value creation concerning how organizations invest in people, including leaders, managers, and employees. They emphasize that individuals within organizations should be committed to fulfilling their assigned roles while ensuring that they contribute to value creation (Burke, 2018).

People professionals play a vital role in supporting value creation through various means:

• Employer Branding: People professionals enhance the organization’s reputation as an employer of choice, attracting top talent and fostering a positive organizational culture.
• Education: By promoting continuous learning and development, people professionals help employees acquire new skills and knowledge, thus increasing their capacity to contribute value.
• Ethics and Values: People professionals uphold ethical standards and promote core values within the organization, ensuring that all actions align with the organization’s mission and vision.
• Employee Engagement: People professionals focus on nurturing a high level of employee engagement, as engaged employees are more likely to be motivated and committed to creating value.

Maintaining value within the organization is crucial as it brings several benefits, including attracting more suppliers, gaining more customers, and improving market competitiveness. A positive organizational culture that emphasizes value creation can attract reliable suppliers and partners while delivering value to customers increases their loyalty and satisfaction. This, in turn, enhances the organization’s reputation and competitive advantage in the market.

Overall, value creation is essential for organizational growth, sustainability, and success, and people professionals play a pivotal role in supporting this process by nurturing a workforce that is skilled, engaged, and committed to achieving the organization’s objectives.

AC 2.4 Drawing on good practice examples, explain how the work that people professionals perform benefits others within an organisation in supporting good practice, open cultures, commitment and engagement

A notable example of a commendable people practice is the promotion of diversity and inclusion within the organization. This practice is manifest both during the recruitment and selection stage and in the provision of learning and development opportunities.

Diversity and inclusion as a good people practice yield numerous benefits to individuals within the organization. Employees experience heightened levels of satisfaction as they perceive an environment that values their unique backgrounds, perspectives, and contributions. Moreover, this practice provides them with a platform to express their concerns and ideas, fostering an atmosphere of open communication and mutual respect among colleagues.

By embracing diversity and inclusion, organizations can tap into the diverse talents and perspectives of their workforce, leading to greater innovation, improved team dynamics, and enhanced overall performance. Additionally, such an inclusive environment fosters strong relationships among employees, making the organization an attractive and fulfilling place to work.

Overall, promoting diversity and inclusion as a good people practice not only benefits individuals within the organization but also contributes to the organization’s long-term success and positive reputation within the broader community.

AC 2.3 Explain how social media can be used internally and externally in workplaces to improve communication and organisational practices, highlighting the risks in a work context

Students explore the multifaceted role of social media in supporting both internal and external communication within organizations. Various types of social media forums are utilized by professionals to share information and ideas at work, enhancing collaboration and connectivity.

The positive impacts of social media encompass:

• Employee Engagement: Social media platforms facilitate interactive communication and feedback, promoting higher levels of employee engagement and involvement in organizational discussions.
• Employee Inclusion: Through social media, employees can be included in decision-making processes and feel valued as active contributors to the organization.
• Promotion of Team Morale: Sharing successes and recognizing achievements on social media can boost team morale and foster a positive work environment.
• Impacts on Employee Wellbeing: Social media can be used to raise awareness about wellness initiatives, mental health support, and work-life balance, contributing to employees’ overall well-being.
• Enhanced Employee Collaboration: Social media tools enable real-time collaboration, facilitating seamless communication and teamwork among employees across different locations.

However, the use of social media in the workplace also entails risks that need to be carefully managed:

• Permission to Use Different Social Media Platforms: Organizations must establish clear guidelines on the appropriate use of social media platforms to protect sensitive information and ensure data security.
• Organizational Reputation Risks: Misuse or inappropriate behaviour on social media can pose reputational risks for the organization, affecting its image and brand perception.
• Bullying and Intimidation: Social media can be misused for cyberbullying and intimidation, potentially harming employee morale and well-being.
• Cyber Stalking: Employees’ privacy may be compromised by cyber stalking or unwanted attention through social media.
• Authenticity and Security Issues: Ensuring the authenticity and security of information shared on social media is critical to safeguarding sensitive data and preventing data breaches.

By understanding the potential benefits and risks associated with social media use, organizations can implement effective policies and guidelines that harness its advantages while mitigating potential pitfalls, fostering a safe and productive digital communication environment.

References:

AYLING, L. and SUFF, R. (2021) Data protection and GDPR in the workplace, available from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/data-protection/factsheet [Accessed 20th July 2022]

BURKE, E. (2018) People and the creation of value: why organisations need to up their game on understanding, measuring and leveraging human capital. Available from https://www.cipd.co.uk/Images/people-and-the-creation-of-value_tcm18-19955.pdf [Accessed 20th July 2022]

YOUNG, J. (2022) Evidence-based practice for effective decision-making. Available at https://www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet [Accessed 20th July 2022]

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• Principles of Analytics 3CO02

The CIPD Level 3 module`s 3CO02 Principles of Analytics section aims to strengthen organisational leaders` capacity to assess situations objectively and provide sound answers to problems. The unit is an essential field of study, particularly in the contemporary business environment, which is defined by the requirement for data to provide evidence-based practice and data-driven choices inside the firm.

The unit provides leaders with the knowledge they require to develop people professionals who can use data in their work. It facilitates their comprehension of the wide variety of analytics and information sources available to them to produce the proof necessary to support their decisions and guide the decisions they make on behalf of their company. The learning requirements of the organization`s human resources specialists are the main consideration in the creation of this unit.

Its purpose is to increase its power to sway employees within the business. But it also offers other stakeholders, such as junior leaders, middle-and upper-level managers, and outside consultants who help the organisations` people practices, meaningful learning opportunities.

Module Conclusion

Upon finishing the class, learners should have a solid knowledge of how analytics and data inform workplace choices. The students should also have a fundamental understanding of the concepts that guide the collection, analysis, and measurement of data to make sure that it supports the decision-making process. This unit ensures that mistakes and bad issues in leadership are avoided by providing support for the decisions and practices implemented in the workplace using data from previous experiences and theoretical models. As a result, leadership is successful.

Module Content

This module will cover the following topics for learners to learn:

Uses and Objectives

People analytics has a role in shaping an organization`s performance and decision-making. It is an effective instrument that makes an organisation more valuable. It will deliver legitimate and trustworthy judgements. This article will teach you about the five human analytics: managing the workforce, identifying talent, business and staffing requirements, recruiting channels and targets to fulfil the organization`s goals and objectives, and predicting employee behaviours to predict and retain talent.

Information Gathering

Statistics are essential to human resource analytics. The three measures in question are efficiency, impact, and effectiveness. The impact metrics address how HR operations affect organisations. While efficacy focuses on how the HR function influences people`s talent, efficiency is more concerned with performance. The two primary techniques for gathering data are qualitative and quantitative. Additionally, the learner will gain knowledge about the many forms of data that HR analytics might employ. These consist of age, gender, ethnic origin, job type, degree of education, and experience.

Data interpretation using statistical techniques reveals the link between performance and HR practices. To analyse data, a variety of technologies are available. ANOVA, factor analysis, root cause analysis, and correlation are a few examples.

Analytics` Significance in HR Practice

The purpose of HR analytics is to establish guidelines. They assist in establishing performance benchmarks that managers and staff may use to assess one other`s performance.

Analytics provide better modifications. It`s simple to make adjustments to lessen issues and boost productivity once you`re conscious of them.

You may evaluate the adjustments and determine their effectiveness with the aid of analytics.

Your ability to recruit will increase with the aid of this module. You will receive updates on the data metrics and recruitment strategies that are in use right now. This will enable you to see what is effective, where modifications are required, and which areas require enhancements along the procedure.

Analytics support the development of productive workers. It`ll keep you one step ahead of the competition. If you plan your staff ahead of other organisations, data will help.

Analytics will enhance education and growth. Your data collection will enable you to pinpoint the specific areas in which your staff members need to improve their abilities. As a result, you will be qualified to suggest the top training courses.

Analytics will assist you in reducing staff churn. You`ll be able to stop losses in their tracks. You may stop turnover before it occurs by being aware of its root causes.

You can enhance the employee experience with the use of analytics. You can determine their strong and weak points.

Organisations can discover areas and procedures that are impeding their ability to meet their goals and objectives by using analytics.

Analytics can result in cost savings for an organisation. It will, for instance, display which programme benefits employees the most and which least. You will eliminate the others and concentrate on the one that benefits them the most. Savings from this will offset costs associated with the other programmes.

You may identify the most and least skilled employees with the use of talent analytics. They will learn new skills from this and be able to support the organization`s long- and short-term objectives.

Analytics will be useful in detecting wrongdoings like as harassment and prejudice. This will support choices that lessen these difficulties.

Analytics contributes to a decrease in occupational injuries. This will lower the financial outlay for workplace accidents resulting in injuries. With the help of the data, you may probably determine what leads to the accidents and devise ways to lessen them.

Analytics aids in future prediction for companies. This keeps them one step ahead of other businesses.

Application of Modules

The following apply to this module:

Student of Human Resources

For students, this module is crucial. It supports people in making choices that advance their objectives.

Organisations

An HR analytics department is necessary for every organisation. It makes them more productive and helps them outperform others.

Supervisory

This programme will be necessary for all senior managers to help them define realistic short- and long-term goals.

Enhance Your Skills

This lesson is essential for anyone in the human resources profession who wants to improve their abilities. They will remain current with emerging trends within the industry. Their organisations will benefit from this.

Conclusion and Assessment

The module on principle analytics is essential. By the end of the module, a test is given to gauge the learners` comprehension. There are two tasks they need to finish. They will respond to the activity questions to demonstrate their comprehension. While learning, students will also need to provide instances from the organisations they work for. The skills and information that learners will acquire from this module will enable their organisations to function effectively and meet the predetermined goals and objectives. Additionally, this programme will assist students in advancing in their jobs.

Example of Principles of Analytics 3CO02

Students answer questions on a written template as part of the unit assessment. This evaluation aids in demonstrating mastery of the material covered in this unit, both theoretically and practically. Here is an example of a unit question along with some advice from our professional on how to answer it.

Describing how metrics and results are influenced by evidence-based practices and how they may be successfully implemented in an organisation to promote development and progress.

Students must be able to explain the terminology and evaluate the use of evidence-based practice in their particular organisations to answer this question. Several crucial topics they ought to discuss are as follows: An explanation of what evidence-based practice is;

• Utilising evidence-based methods
• Developing people practices 
• Developing the culture and framework of the company
• Improving the efficacy of the company 
• Performance management

Additionally, students must be able to articulate the many kinds of data metrics that are appropriate for their businesses. as well as the instruments used to gather data. Learn about the various kinds of information that are used in the organisation, such as 

• Data resourcing 
• Employee well-being 
• Employee voice and retention 
• Employee turnover and absenteeism 
• Data on the learning and development process 
• Employee retention and dismissal 
• Organisational policies and practices

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3CO02 Principles of Analytics

• December 2, 2021
• Posted by: admin
• Category: CIPD Level 3

Introduction to the 3CO02 Principles of Analytics

In this unit , you will gain an understanding of how people professionals make simple or complex decisions in carrying out their duties.  This article discusses how a range of analytics and evidence can be used to improve work practices and make decisions that add value for an organization.

Learning objectives

The unit aims to:

• Analyzing how evidence-based practices inform measures and outcomes in an organization and how they can be used to enhance growth and development.
• Describes the various types of data measurement, and how they can be used to make informed decisions.
• Identifying the various approaches and methods that can be used for creating value for an organization. Explaining the organisation’s approach to its customers and stakeholders.
• Explaining how analytics can improve work practices and risk assessments in an organization.

Evidence-based practices advise on measures and outcomes in an organisation.

Evidence-based practices can be used to enhance growth and development by organizations by evaluating how they can use them. In this course, learners will explore what evidence-based practices are, their application, and composition, as well as how they can be used to inform principled judgment and organisational outcomes.

The impact of using data for evaluating personal information, time, ethics, and accurate analysis in an organization is described by the learners. To enhance organisational effectiveness, they will understand how knowledge management approaches can enhance organisational culture, its performance, and organisational internal and external insights.

In this course, students learn which types of data measurements are related to a person’s professional work and how they are used to accurately retrieve and collect data that influences decision-making in an organization. Data can be qualitative or quantitative. Students will learn the difference between the two. The students will also learn about current organizational issues such as data resourcing, employee absenteeism, learning and development skills, employee competence, performance and reward, employee voice, turnover rate, dismissals, employee wellbeing, effective communication, employee engagement, organization policies and procedures.

Students learn how to calculate ordinary financial information and financial information using organisational data. By the end of the course, students will be able to make and interpret common calculations used in an organization, such as percentage and average. Additionally, students will understand how to interpret basic financial information.

In addition to learning about how to make choices, learners gain insight into applying agreed procedures, policies, and sources of evidence to make informed decisions. In addition, learners gain insight into how organisational procedures, policies, and evidence influence decisions. Throughout the course, they will gain an understanding of the various policies and procedures used to implement and influence customer-focused strategies. As part of this course, students will become familiar with the different sources of evidence that support sound decision-making in the workplace, such as managers, employees, databases, spreadsheets, and electronic counting systems.

How creating organisational value impacts employees, customers, and shareholders

The learning objective discusses the scope of customers and stakeholders that work with people professions and the role influence plays in their value creation. In this course, students will learn the scope of the company’s customers, employees, suppliers, and stakeholders. Upon graduating, students will understand the role of people professions, their influence, and how they contribute to the fulfilment of all stakeholders inside an organization.

An assessment of people professions’ value creation model and their impact on people, organizations, and stakeholders are provided in this unit. This course will help learners understand the importance of value creation, core ethics and principles that govern organisational goals and objectives, practices that enhance market competitiveness, and how organisational values affect employee engagement. They will also discover how an organisation creates value for its customers and stakeholders, the importance of maintaining the value of organisational products and services, and the importance of nurturing customer loyalty. As part of this course, students will also discuss the organisational approach to learning and development, the importance of organisational branding, and the strategies for rewarding employees. Other concepts include strategies to approach investments, how an organisation can maximize stakeholder returns, and how it can achieve sustainable growth and development.

The class discusses the internal and external impact and risk assessment of social media on work practices. It is possible to use social media as a tool to promote internal and external communication between employees, and various types of forums are available to share information and ideas. Individual and team morale can be elevated with the use of social media. It can promote engagement, collaborative work, employee wellbeing, and inclusion and diversity. However, there can be risks related to social media use, whether it is permitted or not, cyberstalking, cyberbullying, intimidation, authenticity, organisational reputation, and individual and team risks.

Additionally, the students discuss how people professions impact others within the organization. By doing this, you support and promote an open culture that promotes trust and commitment; you group current good practices from case studies and print materials, and you provide management with professional advice.

The students learn how to become customer-focused and learn about standards-driven at a personal level. It is essential to create and maintain a robust customer-centric attitude and approach. As a result, an organization can maintain and grow its customer base, maintain a high level of customer satisfaction, and maintain a high level of value-driven principles and procedures.

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• Task Two –Example of Analysis of Data to Inform Practice

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Principles of Analytics (3CO02)

This unit looks at how people professionals make both straightforward and complex choices as they carry out their roles. It focuses on how utilising a diverse range of analytics and evidence is essential to the rationalisation and enhancement of working practices and situational decision-making to create value.

Unit details

What will you learn

You will cover how evidence-based practice informs measures and outcomes and how it is applied within your organisation. You will explain the importance of using data, the different types of data measurement and how these are used to inform decision making, including interpreting basic financial information using critical thinking skills and common calculations. You will review the concept of creating value, explaining how your organisation approaches this for its customers and stakeholders. Finally, you will cover the role of analytics and other technology in enhancing working practices, including the associated risks.

 This unit is suitable for persons who:

are studying, aspiring to, or embarking on, a career in people practice

are working in a people practice support role and wish to develop their knowledge and deliver immediate and short-term value for their organisation

wish to develop the specialist knowledge, skills and understanding required to be a people professional.

Learning outcomes

On completion of this module, learners will be able to:

Understand how evidence-based practice informs organisational measures and outcomes.

Know how creating value benefits employees, customers and wider stakeholders

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Other course units.

Business, Culture and Change in Context

Core behaviours for people professionals, essentials of people practice.

3CO02 Principles of Analytics

Introduction to 3co02 principles of analytics.

This unit provides insights into how people professionals make either straightforward or complicated choices on carrying out their roles.  It explains how using a diverse range of analytics and evidence is vital in improving work practices and making decisions that add value to an organisation.

Learning objectives

This unit aims at:

• Explaining how evidence-based practices inform measures and outcomes and how they can be effectively applied in an organisation to enhance growth and development.
• Explaining the benefits of using data, the various types of data measurement, and how it can influence informed decision-making.
• Analysing the various ways and approaches that can be used in creating organisational value. Describing the organisational approaches to its stakeholders and customers.
• Describing the role of analytics in improving work practices and risk assessment in an organisation.

Evidence-based practices advise on measures and outcomes in an organisation.

The measures can be achieved by evaluating evidence-based practice and how an organisation can use it to enhance growth and development. Learners will understand what evidence-based practice is, its application, and its composition; how various types of evidence-based practice can be used to inform principle led judgment and organisational outcomes.

Learners describe the impact of using data for evaluating personal information, time, ethics and accurate analysis in an organisation. They will understand the value of knowledge management approaches in enhancing organisational effectiveness; acknowledge the influence of data in organisational culture, its performance, organisational internal and external insights.

Students discuss the various types of data measurements related to people professions work and how it is used to accurately retrieve and collect data that can influence decision-making in an organisation. Students will learn of the qualitative and quantitative forms of data. In addition, they will learn of the different types of information used in and within an organisation to influence informed decision making such as data resourcing, employee absenteeism, learning and development skills, employees competence, performance and reward, employee voice, employee retention and turnover rate, dismissals, employee wellbeing, effective communication, employee engagement, organisational policies and practices.

The unit explains the principle financial information and ordinary calculations from organisational data. Learners will understand how to make and interpret ordinary calculations such as percentage, average, themes and patterns used in an organisation. In addition, they will learn how to interpret basic financial information.

Learners get insight into how to make choices, and knowledgeable decisions are influenced by applying agreed procedures, policies, and sources of evidence. They will learn how organisational procedures, policies and evidence influence decisions. They will get insight into the various policies and procedures that support and influence customer-focused strategy. Students will become conversant with the different sources of evidence used to inform sound decision-making in organisational choices such as managers, employees, databases, spreadsheets, and electronic systems for counting.

Impact of creating organisation value to employees, customers and shareholders

The learning objective discusses the scope of customers and stakeholders working with people professions and the role of influence in their value creation. They will learn the scope of customers, employees, suppliers, and stakeholders dependent on an organisation. They will understand the role of people professions, their influence and benefit to the fulfilment of all the stakeholders in an organisation.

The unit provides an assessment of people professions concept of value creation and their impact on people, organisations and stakeholders. Learners will understand the importance of value creation, core ethics and principles that governs organisational goals and objectives; practices that enhance market competitiveness; how organisational values influence employee’s engagement. They will also learn how an organisation creates value for its customers and stakeholders, the impact of maintaining organisational products and services value, and the art of nurturing customer loyalty. In addition, the students will discuss the organisational approach to learning and development, the importance of organisational branding, and the rewarding strategies implemented in organisations. Other concepts include organisational strategies to approach future investments, how an organisation can maximise stakeholders returns and achieve sustainable growth and development.

Learners discuss the internal and external impact and risk assessment of social media in work practices. Social media can be a form of support to encourage internal and external communication between employees and various types of forums available for sharing information and ideas. Social media can promote engagement, collaborative work, employee wellbeing, inclusion and diversity, individual and team morale. However, it can pose risks where the use of social media is permitted and not permitted, cyberstalking, cyberbullying and intimidation, authenticity, organisational reputation, team and individual risk and security issues.

The learners also discuss the impact of people professions on other people in an organisation. This enhances support and promotion of an open culture that promotes trust and commitment; the grouping of current good practices from case studies, print materials and experts views and opinions; giving managers professional advice.

Students understand how to become customer-focused and learn of the standards-driven at a personal level. It is essential to achieve and maintain a robust customer-focused atmosphere and approach to customers. By doing this, an organisation can maintain and grow its customer base; maintains a high level of customer satisfaction, value-driven principles and high customer service standards.

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3co02 Assignment Example

• June 25, 2024
• Posted by: Fletcher Samuel
• Category: CIPD Level 3

3co02 explores how people professionals navigate both simple and complex decisions in their roles. It emphasises the importance of using a wide array of analytics and evidence to rationalise and improve workplace practices and situational decision-making, ultimately creating value.

Assessment Questions

AC 1.1 Explain what evidence-based practice is and how it might be applied within an organisation

Evidence-based practice is defined as the consistent use of the best current evidence in organisational decision-making. This evidence can include empirical data, expert judgments, internal organisational information, and stakeholder values (CRF, 2024). Significantly, evidence-based practice can be applied within organisations in various ways, as described below.

AC 1.2 Explain the importance of using data in organisations and why it is necessary to ensure that data is accurate when determining problems and issues

Data is defined as the collection of facts, statistics, and information for reference or analysis. Utilising data in organisations is crucial for promoting informed decision-making (Vaughan, 2019). It provides valuable insights into organisational performance, customer behaviour, market trends, turnover rates, and absenteeism rates. By analysing this data, organisations can make effective decisions that yield positive business outcomes, rather than relying on intuition and guesswork. Conversely, failing to use data results in ineffective decision-making due to assumptions and biases, leading to suboptimal outcomes, wasted resources, and missed opportunities.

AC 1.3 Explain the different types of data measurements used by people professionals

Qualitative data

People professionals in organisations utilise qualitative data, which is descriptive and focuses on qualities and characteristics. Qualitative data is presented in non-numeric forms, such as text, images, audio, and video recordings (Grand Canyon University, 2023). It is collected through methods like interviews, observations, focus groups, and open-ended surveys. This type of data is used in organisations to identify patterns, themes, and meanings.

AC 1.6 Explain how the application of agreed policies and procedures informs decisions

Policies and procedures in organisations are critical for guiding decision-making. They provide a framework that people professionals can use as a benchmark when making decisions (Hanah, 2022). Additionally, they standardise practices, inform individuals about expected behaviours, and ensure consistency across all levels of the organisation. Policies and procedures are integral for establishing standards and expectations, detailing how tasks should be performed, setting guidelines for actions, and outlining the desired behaviours professionals should demonstrate. For example, an organisation’s policies might require individuals to exhibit integrity, professionalism, and accountability.

AC 2.1 Explain how people professionals create value for people, organisations and wider stakeholders

People professionals add value to organisations by managing recruitment and talent management efforts. They create strong employee value propositions to attract and retain talented employees (Perrin, 2022). Additionally, they ensure effective employer branding and identify the most appropriate recruitment and selection methods, leading to the hiring and retention of top talent. People professionals also oversee succession planning by identifying high-potential employees for promotion to senior positions, thereby mitigating risks associated with talent gaps and turnover.

AC 2.2 Summarise the ways in which you can be customer-focused and standards-driven in your own context

As a people professional, I can be customer-focused by engaging key stakeholders in the organisation, such as employees, to understand their needs, concerns, and expectations. This approach allows for tailoring human resource management policies, programs, and strategies to address these needs and preferences, enhancing employee engagement, satisfaction, and retention. Additionally, I can adopt a service-oriented mindset by leveraging feedback from both internal and external customers. For example, customer feedback can be used to improve organisational processes and products, ultimately enhancing customer satisfaction (CIPD, 2023).

In section two, you are required to provide a practical example of how the People Practice team analyses, interprets, and presents data findings using various diagrammatic formats.

AC 1.4 Table 1 above displays the number of employees who left the organisation over a year. You are required to perform the following calculations to interpret the data

• Calculate the total number of leavers and show the different reasons for leaving as percentages.
• Determine the average length of service for each team and rank these in ascending order.

AC 1.5 Present your findings using two different diagrammatic formats to ensure clarity for end users. Based on your analysis, comment on any issues revealed by the data and recommend potential solutions

The pie chart above depicts the number of employees leaving the organisation and their reasons for turnover. The data shows that 67% of employees left due to resignation, making it the most common reason. The second highest cause, accounting for 11% of turnover, is ill-health. Other reasons include maternity leave with no return (4%), summary dismissal (5%), failed probation, and redundancy (each 2%). The evaluation highlights that resignations and ill-health are the primary reasons for employee turnover. This trend could indicate a poor workplace environment where undefined working hours lead to overwork and poor well-being, prompting employees to seek better opportunities elsewhere.

• 3CO02 Principles of Analytics
• 3CO02 PRINCIPLES OF ANALYTICS ASSIGNMENT GUIDELINE

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3CO02 Assignment Example

• October 10, 2022
• Posted by: Harry King
• Category: CIPD Level 3

Question 1:

From the Research and Design department, it can be noted that;

187/390 X 100% = 47.95% of the employees consent that is difficult for them to engage   in other commitments outside work since they spend so much time in their work.

288/390 X 100% = 73.85% of the workers interviewed agreed that the firm offers them    flexi time

289/390 X 100% = 74.10% of the workers are in agreement that the absence rates in the

department are low.

270/390 X 100% = 69.23% of the employees in the department feel secure in their job      role.

377/390 X 100% = 96.67% of the workers are in consensus that they are provided with     the opportunity to develop their skills.

From the Administration department, as revealed by the data collected, it can be noted that;

4/61 X 100% =6.56% of the workers agree that the organization provides flexi time

            0/61 X 100% = 0% of the employees are allowed to work from home.

51/61 X 100% = 83.61% of the workers feel secure about their job role.

61/61 X 100% = 100% of the workers agree that they are expected to complete their work            outside their contracted hours.

18/61 X 100% = 29.51% of the employees agree that their line manager values the work they do.

From the Marketing department, it can be noted that;

18/18 X 100% = 100% of the workers agree that the organization provides flexi time.

15/18 X 100% = 83.33% of the employees agree that they have the scope to use their own            initiative in their job role.

            12/18 X 100% = 66.67% of the workers agree that agree that the line manager values the work they do.

10/18 X 100% =55.56% of the workers agree that they feel secure in their job role.

17/18 X 100% = 94.44% of the employees agree that the absence rates in the department are low.

Question 2:

In the Research and Design department, the absence rates are low as depicted by the data. This can be reasons such as the line managers valuing the work the employees perform, the workers are provided flexi-time, the most of the workers feel secure about their job roles and they are also provided with opportunity to develop their own skills. The workers therefore feel valued, treasure and hence motivated.

When it comes to the Administration department, the staff absence rates are noted to be high. This can be attributed to the fact that a great portion of the workforce (95.08%) revealed that it is difficult for them to fulfill commitments outside work since they spend too much time on their job; hence they feel demotivated and may suffer burnouts.

Question 3:

Working days lost in a three-month period for each department;

            Research & Design is (1876/37.5) ÷7= 7.15 working days

Administration is (237/37.5) ÷ 7= 0.90 working days

Marketing is (20/37.5) ÷ 7= 0.076 working days

Question 4:

Estimated Projected average loss of working days over a 12-month;

            = ( 1876 X £35.00 X (12/3) ) + ( 237 X £12.50 X (12/3) ) + ( 20 X £28.00 X(12/3) )

            = £ ( 262,640.00+11,850.00+2,240.00) = £276,730

Question 5:

Costs of pay assuming all absentees are contractually paid full remuneration whilst off sick during the three-month period;

= (1876X £35.00) + (237 X £12.50) + (20 X £28.00) = £ (65,660.00+2,962.50+560.00)

= £ 69, 182.50

References/ Bibliography

Barends, E. and Rousseau, D.M. (2018) Evidence-based management: how to use evidence to      make better     organizational decisions. London: Kogan Page.

CIPD. (2019) Evidence-based practice for HR: beyond fads and fiction [podcast]. London: Chartered Institute of Personnel and Development. Available at:

www.cipd.co.uk/podcasts/evidence-based-hr

Houghton, E. (2020) People analytics. Factsheet. London: Chartered Institute of  Personnel and   Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/factsheet

Leatherbarrow, C. and Fletcher, J. (2018) Introduction to human resource management: a guide   to HR in practice. 4th ed. London: CIPD Kogan Page.

Marr, B. (2018) Data-driven HR: how to use analytics and metrics to drive performance. London: Kogan Page

Neelen, M. and Kirschner, P.A. (2020) Evidence-informed learning design: creating training to    improve performance. London: Kogan Page

O’Keefe, K. and O’Brien, D. (2018) Ethical data and information management: concepts, tools    and methods. London: Kogan Page.

Quesado, P., Guzmán, B. and Rodrigues, L. (2018). Advantages and contributions in the balanced scorecard implementation. Intangible Capital , [online] 14(1), p.186. Available at: https://upcommons.upc.edu/bitstream/handle/2117/116448/1110-4916-1-PB.pdf?sequence=1&isAllowed=y [Accessed 13 Jul. 2021].

Waite, K., Beevers, K., Small, N., Tomlinson, K. and Hussain, S. (2021) People practice: a complete guide. London: CIPD Kogan Page. [Forthcoming, 1st ed., September 2021.]

Young, J. (2019). Evidence-based Practice for Effective Decision-Making | Factsheets | CIPD . [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet [Accessed 12 Jul. 2021].

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3CO02 - Principles of Analytics

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CIPD Level 3 Assignments Examples Answer Sample for UK Students

Solved cipd level 3 assignments examples answers, cipd level 3des assignment example uk: designing learning and development activities, 3co04 essentials of people practice cipd level 3 assignment examples, uk, 3co03 core behaviours for people professionals cipd level 3 assignment example, uk, 3co02 principles of analytics cipd level 3 assignment examples, uk, 3co01 business, culture and change in context cipd level 3 assignment example, uk.

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We can provide you with general guidance on how to prepare for your exams. Here are some tips that may help you:

• Review the CIPD Level 3 syllabus: Make sure you are familiar with the topics and modules covered in your course. This will help you focus your study efforts on the areas that are most important.
• Use the CIPD Level 3 learning resources: CIPD provides a range of resources, including textbooks, online learning materials, and webinars, which can help you prepare for your exams. Make use of these resources to reinforce your learning.
• Practice exam questions: Try to find past exam papers or practice questions that cover the topics you have studied. This will help you get a feel for the types of questions you can expect and give you an opportunity to practice your exam technique.
• Study regularly: Don’t wait until the last minute to start studying. Make a study plan and stick to it, reviewing your notes and reading materials regularly to reinforce your understanding.
• Seek support: If you are struggling with any of the topics, don’t hesitate to seek support from your tutors or fellow students. You can also join online discussion forums or study groups to share ideas and get feedback.

Remember, preparation is key to success in your exams. Good luck!

3CO01 Business, Culture and Change in Context

Task – Information sheet

In recent years, the environment in which organisations operate has been turbulent. People professionals have a key role in supporting and enabling the organisation to achieve its goals at time of greater or lesser stability. To ensure the people team have sufficient knowledge and understanding to do this, your manager has decided the team should have good knowledge of the external business environment, the organisation’s goals, its products/services and customers, organisational culture, and the importance of change management. Your manager has asked you to undertake some research, then share your learning with the rest of the team through an information sheet.

Your information sheet can be based on your own organisation or one(s) that you are familiar with, and should include the following:

• An examination of the key external influences impacting or likely to impact the organisation’s activities. (AC 1.1)
• A discussion of the organisation’s business goals and why it is important for organisations to plan for how they will achieve these. (AC 1.2)
•  A discussion of the organisation’s products and/or services and main customers. (AC 1.3)
• A short review of different technologies available to people professionals and how these can be, or are, used to improve working practices and collaboration. You might consider for example, technologies relating to communications, information sharing, record keeping, learning, wellbeing, productivity, or security. (AC 1.4)
• What is meant by organisational culture and why it is important to foster an appropriate and effective workplace culture. (AC 2.1)
•  How organisations are whole systems, in which different areas and aspects such as structure, systems and culture, are all inter-related, and how people professionals work and actions could impact elsewhere in the organisation. (AC 2.2)
• Why it is important that organisational change is planned, and effectively managed. (AC 3.1)
•  The nature and importance of different roles that can be played by people practice professionals, in relation to change agendas. You might consider roles such as: gatekeeper, champion, facilitator, critical friend or record-keeper. (AC 3.2)
• How organisational change can impact people in different ways, such as changing their role or status or financial situation, and the different ways people may respond to change. (AC 3.3)

3CO02 Principles of Analytics

The presentation must provide knowledge and understanding of how evidence-based practice informs organisational measures and outcomes and how creating value benefits employees, customers and wider stakeholders. Ensure that you:

• define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation. (1.1),
• explain the reasons why it is important to use data to help assist organisational improvements and why this data need to be timely, ethical and accurate. (1.2)
• explain two different types of data measurements and information that can be used by people professionals, and how they are each used to collect and collate information to support effective decision making. (1.3)
• explain how organisational policies, procedures and other forms of evidence can be used to support appropriate choices and decisions. (1.5)
• explain the range of internal and external customers and stakeholders, that people professionals work with, and the part that influencing plays within the relationships (2.1)
• explain what is meant by creating value as a people professional, and identify benefits of providing value to customers and stakeholders (2.2)
• drawing on good practice examples, explain how the work that people professionals perform benefits others within an organisation in supporting good practice, open cultures, commitment and engagement. (2.4)
• explain how social media can be used internally and externally in workplaces to improve communication and organisational practices, highlighting the risks in a work context. (2.3)
• outline how you can, in your own work or a voluntary role, achieve and maintain a customer focused attitude to ensure consistent high standards and customer satisfaction. (2.5)

Task Two Example of Analysis of Data to Inform Practice

A mini survey on the quality of work has recently been carried out as a pilot and the raw data from the first three departments, Research & Design, Administration and Marketing has just been collected. The People Practice manager has asked you to represent the data as percentages and analyse the survey results.

•   Review the sets of raw numerical data that have been provided in the tables below and convert them to percentages to illustrate the results.
• Provide an analysis of these, identifying themes, patterns and trends that appear to be occurring. As a part of this analysis, consider the possible issues that have been revealed by the data.

Absence rates for each department over a three-month period as a total of hours based on a contractual week of 37.5 hours are as follows:

•   Calculate how many working days are lost in a three-month period for each department based on the above figures.
•   Estimate the projected average loss of working days over a 12-month period if these rates were to continue.
• Calculate the costs of pay assuming all absentees are contractually paid full remuneration whilst off sick during the three-month period. (1.4)

3CO03 Core Behaviours for People Professionals

Task one – ethical practice paper.

You are currently studying for your CIPD qualification at a local study centre. Your study group has been asked to provide information about the role of a People Practice Professional, for a careers platform, and you and your fellow learners have decided to each write about a different aspect of the role.

For your contribution, you have decided to write about ethics and how a people practice professional would demonstrate and promote ethical practice at work. Having discussed this idea with your tutor you have agreed to write a short paper, covering all 4 points below.

•   Explain what is meant by ‘ethical principles’ and ‘professional values’, and how these might inform the way people approach their work. (AC 1.1)
• Identify a piece of legislation and a Code of Practice that support ethical and professional practice, with examples of how a people professional would conform to these. (AC 1.2)
• contributing views and opinions
• clarifying problems or issues
• working effectively as part of a team
• Summarise different ways a people professional would stay up-to-date with people practice and world of work issues and developments, highlighting 2 ways in particular, that you have personally found effective. (AC 2.2)

Task Two – Professional Development Record

A crucial aspect of being a People Practice professional is staying up to date with issues and developments and ensuring professional currency by regularly upgrading knowledge and skills. This task is about how you, personally, do this.

The task requires you to provide a record of how you have maintained and upgraded your own knowledge and skills, along with your reflections on how effective this has been. Your ‘record’ can be presented as a simple written account or as a formal CPD Record and should cover at least 3 activities undertaken within the last year. (AC 2.3)

To complete the task, provide a written account/CPD Record, in which you:

• Describe (at least 3) activities you have undertaken to develop your knowledge, skills, and experience over the last year. Activities may be, for example, formal development activities such as planned learning events or programmes, informal activities such as researching online or reading a book, work-based activities such as participating in a particular work project or simply putting yourself in a work role or position that you knew would stretch and develop you. The activities may have been in response to an identified performance issue or problem or may reflect a new area of interest for you. Your record should explain the reasons for your choice of activity as well as what the activity involved. (This is the WHY and the WHAT of your CPD Record.)
• Reflect on the outcomes of each activity and their impact on your practice. For example: did you gain a greater understanding of, or more knowledge about, something and if so, how has that actually impacted your behaviour? How are you, or is your performance, different because of the learning undertaken? Was the activity worth doing in terms of its impact on your behaviour or performance? Did the activity make you aware of, or maybe generate, other development needs? What conclusions did you draw from this for further activities? (This is the SO WHAT ! of your CPD Record.)

3CO04 Essentials of People Practice

Task one – briefing paper.

The People Manager asks you to prepare a briefing paper that will be used when they meet with line managers and introduce the services the new team will provide. The briefing paper should explain:

• the different stages of the employee lifecycle and the role of the people professionals in the lifecycle. (AC 1.1)
• different ways in which information for specified roles can be prepared.  (AC 1.2)
• different recruitment methods and when is it appropriate to use them. (AC 1.3)
• factors to consider when deciding on the content of copy used in recruitment methods. (AC 1.4)
• different selection methods and when it is appropriate to use them. (AC 2.1)
• the selection records that need to be retained. (AC 2.4)

In addition, your manager is keen that standard letters of appointment and non-appointment are used going forward. Your manager has asked you to draft a copy of each of these letters.

• Write letters of appointment and non-appointment for an identified role. (AC 2.5)

Task Two – Simulated interview

Appointment to the newly formed people team is not yet complete and your manager is keen to involve you in the selection of a People Assistant and has asked you to work as part of a team to:

• Devise selection criteria for the post of People Assistant using the job description (Appendix A). Use the selection shortlisting matrix (Appendix B) to shortlist applications against the selection criteria to determine candidates to be interviewed. (AC 2.2)
• Interview one applicant and decide whether they meet the criteria for the post. The interview could be a panel or one-to-one interview. The interview could be conducted face-to-face, by telephone or by web conferencing. (AC 2.3)

If working as a panel, it is essential that each member of the team actively takes part in devising the criteria, shortlisting, interviews and decision-making and that your contributions are clearly included in your submission. A copy of CIPD STARR Model Interview Questions (Appendix C) has been included that can be used when developing interview questions.

Task Three – Guidance document

As a healthcare organisation, the owners of Healthcare on Hand are keen to support well-being at work.  They have some concerns about work-life balance as their employees start work early, work evenings and weekends, in addition to providing healthcare support during weekdays. The owners are keen to comply with relevant legislation and aim to provide their employees with a work-life balance.  The clients of Healthcare on Hand are diverse, and the owners feel the diversity of their workforce should also reflect their client population but think there might be more to diversity than this.

Now the organisation has grown and the owners cannot be involved in all day-to-day issues, line managers will take more responsibility for employment relations matters. Your manager asks you to produce a guidance document to provide the owners and managers at Healthcare on Hand with a fundamental understanding of employment legislation and organisational practices.

The guidance document must include:

• An explanation of 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)
• An explanation of what is meant by, and the importance of, wellbeing in the workplace. (AC 3.2)
• A summary of the main points of discrimination legislation. (AC 3.3)
• An explanation of what diversity and inclusion mean and why they are important. (AC 3.4)
• An explanation of the difference between fair and unfair dismissal. (AC 3.5)

Task Four – Briefing paper

Prepare a briefing paper, aimed at providing Healthcare on Hand’s management team with essential knowledge and understanding of performance management and reward. You need to ensure that you include an explanation of:

• the purpose and components of performance management. (AC 4.1)
• the main factors that need to be considered when managing performance. (AC 4.2)
• different methods of performance review. (AC 4.3)
• key components (financial and non-financial) that are required to achieve an effective total reward system. (AC 5.1)
• the relationship between reward and performance, and the links to motivation. (AC 5.2), and provide
• at least two reasons for treating employees fairly in relation to pay. (AC 5.3)

Task Five – Fact sheet

Employee development is important for both existing employees and new starters at Healthcare on Hand and falls under the remit of the People Team. To date, learning and development (L&D) has been limited to training courses that were necessary to ensure legal compliance. You have been asked to develop a fact sheet for managers to raise awareness of the benefits of L&D, different types of learning needs, L&D approaches, individual requirements and preferences and how L&D can be evaluated.  

Your factsheet should:

• Explain why learning and development activities are of benefit to individuals and organisations. (AC 6.1)
• Describe different types of learning needs and reasons why they arise for individuals and organisations. (AC 6.2)
• Summarise different face-to-face and blended learning and development approaches, including: facilitation, training, coaching, and mentoring. (AC 6.3)
• Explain how, in the design and delivery of learning and development initiatives, individual requirements and preferences must be accommodated. (AC 6.4)
• Discuss at least two methods of evaluating learning and development and its impact (AC 6.5).

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