Solution

Task One – Briefing paper

Explain each stage of the employee life cycle and the role of the people professional in it. (AC1.1) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 300 words.

Employee lifecycle, as described by CIPD (2018), is the procedure undertaken from the moment an employee is recruited to an organization to the final phase when they exit.
Experiences
Attraction- Employees might gain their first exposure to an organization’s business environment, claims SpriggHR (2020).
Recruitment- The procedure of attracting and choosing people for enrollment in particular job functions informs the experience of the employees here.
Onboarding- This uses a comprehensive hiring process to find the top personnel. In the opinion of CIPD (2021), a successful team’s job satisfaction and performance are impacted by the first impression that an employee gains from their interactions with organizations.
Development- This phase includes assisting organizations in reaching their goals, as shown by CIPD (2022). The staff members are in a position to gain pertinent knowledge about pursuing several L&D strategies, such as coaching, mentorship, and formal learning processes.
Retention- Ensuring that the most productive and effective personnel stay on for a long time is a requirement of this phase. This is consistent with SHRM (2022), which notes that employee retention measures how long individuals are willing to stay with a company.
Separation– In the final step, an employee ends their relationship with the company. When an employee ends their relationship with an organization, they may feel happy or sad.
Role of people Professionals
Onboarding– Creating a detailed job description is the role of people in practice professionals during this stage.
Development- Professionals in the human resources field ensure that they take note of the Learning and Development (L&D) desires, putting up various interventions to cover obvious gaps with a full evaluation of the results.
Retention- Professionals in the field of practice do this by ensuring that a positive work environment promotes employee retention. This is consistent with the point made by CIPD (2021a) in noting the 2020 Deloitte Global Millennial Survey that all staff needs must be met.

Explain different ways in which you can prepare information for specified roles. (AC1.2) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 200 words.

Job Description According to CIPD (2021b), a job description is a procedure for outlining the activities, responsibilities, and functions of a position. Since the work is connected to the organization’s mission and goals, the subject matter of this to particular duties includes information on who does specific sort of work, how the job is to be accomplished, frequency, and purpose of work. Person Specification/Role Profile This is used to describe the personal characteristics of a potential employee on which an organization is focusing as recorded by University of Essex (2023). It is used in conjunction with the job posting to outline the traits and credentials employers are looking for in candidates to ensure roles are suitable. Skills, knowledge, qualifications, and experiences are included in the material.
Ways of Obtaining Job Information Job Analysis– How efficiently this information is put to use will be directly proportional to the degree to which its user is able to zero in on a particular aspect of their job and identify specific duties and obligations that must be addressed. The qualifications for pursuing a particular role, as well as the working conditions, are ranked in order of importance based on how relevant they are to other employment.
Observations- Employees must be observed while working and questioned in order to create an accurate job description. However, this is done so slowly that it interferes with how jobs are done normally.
Key Task Analysis- This tactic includes learning first-hand details about the specifications of the desired job, as shown in CIPD (2022b). This is pertinent to specialized tasks and jobs with complex requirements.

Explain different recruitment methods and when it is appropriate to use them. (AC1.3) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 250 words.

Recruitment Agencies This includes locating the necessary information about the employment post and interacting with potential candidates for the job function, according to Keenan (2020). In light of Healthcare on Hand, this entails managing all of a candidate’s responses, screening, and their shortlist. This approach is ideal when it’s necessary to obtain pertinent insights by using information and statistics from Glassdoor, Indeed.com, and CIPD HR-Inform.
Internal and External Advertisements
Effective resourcing is pursued by focusing on internal and external analysis or distinct positions (CIPD, 2022). Internally, advertisements are provided (through succession planning and referrals) or externally, using various media platforms. This approach is suitable when an organization needs to save enough time while using fewer resources. Additionally, this is more acceptable when a clear requirement for effective turnover management is present. This is done with the intention of enhancing their employer brand.
Job Fairs
Adopting the description from Pavlou (2017), job fairs are described as events when recruiters and employers are present and making informational presentations to potential employees. They provide chances for communication and connection with numerous parties and stakeholders that ensure a fruitful hiring procedure. These are carried out both individually and online, and they range in size and breadth. This method works particularly well for employing a large number of people at once or for regularly conducting searches for new candidates to fill positions that have been vacant for a significant amount of time. In addition to that, using this strategy is effective for filling low-level roles for open postings that are vacant. This is to provide an opportunity for recruiting in the open positions that have been made available.

Explain factors to consider when deciding on content of copy used in recruitment methods. (AC1.4) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 250 words.

Decision on how much detail to provide
In order to successfully recruit new employees for the company, it is vital to present extensive information on how the organization functions. This has to do with the products and services they provide, the ways in which they conduct business, and the ties to the jobs that employees play in the company. It is essential to make a decision regarding how to communicate all of these particulars, including the mission and the vision.
Reward package The compensation package is treated as a secret in most organizations. This indicates that it is not shared with outside parties. However, it is frequently necessary to provide precise information regarding the benefits. All of these facts should be included in the business operations and advertising. While doing so, it is ensured that decisions are made that are appropriate for either the internal or external public.
Logos and images– As reported by HRDrive (2018), it is possible to draw in a large number of prospective employees by employing eye-catching logos and pictures. Attention-seeking logos and visuals frequently draw a large audience. For instance, the company name and a notice that they are hiring could be included to draw in a large number of candidates. The logos and graphics are crucial since they help people grasp what it’s like to work for an organization, claim Jones (2021).

Explain different selection methods and when it is appropriate to use them. (AC2.1) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 250 words

Competency Based Interviews- According to Gangani (2006), this is a procedure that improves effective restructuring, behavior assessment, and prioritization in a variety of contexts. This strategy works well in an organization that intends to embark on a succession plan. It also applies to organizations with a stake in staffing key positions. This is justified by the fact that the methodology fosters employees’ decision-making and capabilities. This applies to every organization in the commercial world.
Interviews (Face-to-Face) – This approach is used to execute a thorough and comprehensive examination of individuals’ suitability for their offered job tasks, as demonstrated in CIPD (2021b). If you want to compare the procedure to competence-based interviews, you should know that it is comprehensive and does not prioritize an employee’s competency. When choosing from a list of specific job functions, this strategy should be used with caution or urgency. This strategy is useful, for instance, for health on hand to hire doctors, clinicians, and laboratory technologists, as it results in the selection of the best relevant skills.
Psychometric tests- This strategy is appropriate to find the best employees based on their potential, aptitude, personality, and interests, as demonstrated by Groom (2020). Different tests are used comprehensively in the areas that have been identified. The primary distinction between this approach and the others is that we help choose the employee who will perform the job functions most effectively. When there is a need to work on the organization’s internal succession planning, this strategy is appropriate. The fact that everybody is taking part in it ensures that the activities that everyone is involved in will be successful.

Explain the selection records that need to be retained. (AC2.4) If you use secondary sources you should include your short references in the narrative here. Wordcount: Approximately 250 words

Short-listing decision notes– They serve to validate selection for these notes. These notes make certain that the required skills and shortlist information are available in accordance with the GDPR 2018 regulations. The legislation mandates that these notes be kept on file for six months following the date of the interviews. These are sold in stores to help meet the regulations. At this point, a complaint against the selecting process would be made.
Interview notes- This article focuses on the records that are used to ensure that comparative data on hiring decisions is made. This is to ensure that there is no discrimination in the process. According to the Equal Employment Opportunity Commission Act 2021, these records are kept for up to a year. Assessment criteria scores- These records contain all of the data on the employee evaluations. The GDPR of 2018 governs the management of the data, which must be kept for a year without being disclosed to other parties. This is sold or maintained in order to serve as a guide for any future selections made by the organization. This is justified by the fact that organizations constantly hire new workers for all of their varied job roles.
Test Scores- This also contains the scoring sheet that was obtained and records the ratings for each candidate. Five years after the test is conducted, the data is kept on file. The purpose of keeping this documentation is to constantly consult it in order to assess an employee’s progress. Test results are taken into consideration before employees are selected for promotions or salary reviews.

Write letters of appointment and non-appointment for an identified role. (AC2.5) If you use secondary sources you should include your short references in the narrative here. There is no word count for this task

Letter of Appointment (Acceptance) for the role
24^TH May 2023
Dear Mohammed,

Receive our greetings, We are contacting you today to inform you that your application for a job with our company has been accepted, and we are doing so with great certainty. You were chosen because you did well in the interview process. At Healthcare on Hand, you can expect to work with people that are extremely committed to performing their jobs, highly driven, and experienced. We understand that working with flexibility is important, therefore we’ll provide you the chance to work remotely and on a flexible schedule so you can advance professionally.

By taking this position, your responsibilities would entail; Finding and selecting the best employeesConducting learning needs analyses to support staff coaching and mentoringCreate a strategy for goal-setting that specifies key objectives and job duties.encouraging professionals to develop collaborative behavior with organization teams

Your eligibility for the current job offer will depend on your ability to provide references, documentation of your right to work in the nation, and a later 2-week probationary period. We hope that you will have started working in this role on or before April 2, 2023.

Please include a letter of recommendation and your certified resume in your reply to this letter. Please respond to this letter by May 27, 2022, at the latest.

Yours sincerely

People practice Manager
Letter of non-appointment (Rejection) for the role

Dear Meris,
Greetings

We are writing to you to let you know how our organization has decided to treat the application you submitted and subsequent interview for a position with our company. Our group was able to proceed with an extensive review of your suitability for taking on the employment role based on the results of the interviews, and a decision has been made. We assumed that because of your exceptional qualifications, you were already qualified to accept the position. However, it saddens me that you were unsuccessful in assuming the current position.

You will be given priority when possibilities arise in the future as a best practice. Your resume will be kept on file in our directory for a year. As you endeavor to develop your future career, we wish you the best of luck.

Yours

sincerely People practice Manager

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 page 34) 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 and uniquely identified through comments from your assessor on the Assessor Observation Feedback Form. A copy of CIPD STARR Model Interview Questions (Appendix C) has been included that can be used when developing interview questions.

Your evidence must consist of:

The criteria that you devised. (not included in word count)
Your notes from the shortlisting process, or an observation statement from your assessor as to your part in shortlisting. (not included in word count)
Some form of record of the interview process, for example audio or video recording, photographic evidence.
Important note: At Foundation Level you must provide a reference where you have drawn from a secondary source, Harvard Referencing is preferable.
Upload this Learner Assessment brief document with the completed templates and all tasks completed, through the Assignments option in the Oakwood Learner Hub.
Please note you can only complete tasks 1 & 2 after attending module 2 and the remaining tasks after attending module 3. DO NOT ATTEMPT to upload this brief unless all tasks are completed and you have attended modules 2 and 3. You can work on tasks 1 & 2 and save this brief for completion after module 3.

Task Two – Simulated interview

(AC2.2) Develop selection criteria and shortlist candidate applications for interview for an identified role. Devise selection criteria for the post of People Assistant using the job description (Appendix A). Use and complete the selection shortlisting matrix (Appendix B page 34) to shortlist applications against the selection criteria to determine candidates to be interviewed.

In this section, an example of a simulated interview for the post of people assistant has been supplied, and it is backed by a description that has been provided in the appendices. The evidence for this can be seen in table 1;

Selection Criteria

Please click the icon below to access this assessment in full