Employment Relationship Management
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Employment Relationship Management |
| Learner Assessment Brief – Task Two Assessment ID / CIPD_5HR01_21_01 |
Level 5
Associate Diploma in
- People Management
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5HR01
Employment Relationship Management
This unit examines the key approaches and tools to manage and enhance the employment relationship to create better working lives, and the significant impact this can have on organisational performance.
CIPD’s insight
Employee RelationsEmployee relations has replaced industrial relations as the term for the relationship between employers and employees. Today, employee relations is seen as focusing on both individual and collective relationships in the workplace, with an increasing emphasis on direct forms of representation and helping line managers establish trust-based relationships with employees. A positive climate of employee relations – with high levels of employee involvement, commitment and engagement – can improve business outcomes as well as contribute to employees’ wellbeing.
Employee Relations | Factsheets | CIPD
Managing the Employment Relationship A positive employee relations climate and high levels of employee engagement have the potential to lead to enhanced business outcomes, better health and well-being. Here we provide a collection of resources covering employee relations and the psychological contract; employee communication and employee voice; employee engagement; mediation and conflict; absence management; diversity in the workplace; and flexible working practices.
Managing Employment Relationship | CIPD
(Follow this link to find a range of useful resources relevant to this unit assessment.
Industrial Action (UK model)
This unit, and the support assessment, require an understanding of industrial action, including the role of unions. In your experience and context, this may not seem to be relevant. However, as it is a required aspect of this programme, it is important you gain as much understanding as you can. You will find the following link useful in clarifying your understanding in an a potentially unfamiliar area:
Trade Union Recognition & Industrial Action Q&As | CIPD
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Case study
You are a senior people practice manager for Evergreen Education International, a multinational company managed centrally in the United Kingdom but with devolved strategic and operational management granted to its worldwide subsidiaries. You represent the GCC subsidiary based in (you choose your local context).
Evergreen International has a proud 70-year heritage, which is reflected in a strong corporate brand. Its purpose focuses on the distribution of educational products, acknowledged to be of the highest standards, and made by chosen suppliers, who reflect Evergreen’s high expectations of quality. The recent COVID pandemic affected operations, but a redeployment of most employees to a homebased model of service delivery enabled the company to survive.
Despite the success of the company, and the fact the organisation managed to survive the pandemic reasonably intact, there have been some rumblings of employee discontent. A recent employee engagement survey focusing on the local subsidiary operation evidenced a high level of dissatisfaction with leadership and management. Some of the qualitative feedback was quite alarming, including comments implying perceptions of unfairness of treatment (compensation & benefits, access to development opportunities, staff appraisal scorings). With the nationalisation programme progressing, there have been issues involving the redeployment of local employees, with some accusations of favouritism and lack of objective selection criteria for some of the more attractive positions being vacated by ex-pats. Many commented they felt ignored and isolated, with decisions being made that will potentially affect them taking no account of their views or considerations.
Discontent among the ex-pats in the local subsidiary is also rife. In the engagement survey, there appeared to be a focus of unhappiness on the lack of support during the transition period, and a feeling that locals were being favoured in terms of treatment and respect. As a result, there have been vocal support for working to rule and a general ‘go slow’. There have also been hints among the UK expats, who make up the majority of non-nationals, of a strike.
Preparation for the Tasks:
- At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.
- Refer to the indicative content in the unit to guide and support your
- Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task.
- Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
- Acting on formative feedback from your Assessor.
- Reflecting on your own experiences of learning opportunities and training and continuing professional
- Reading the CIPD Insight, Fact Sheets and related online material on these topics
Task Two – Briefing Document for the Senior Management Team
The CEO is very worried about the possibility of industrial unrest. He has asked you to provide a briefing document to supplement the guidance document, for the purpose of advising the senior management teams at the UK-based central headquarters and the local subsidiary senior team on aspects and considerations of industrial action.
A detail man with a strong academic focus, the CEO has asked you support your guidance document with evidence of sound research and wider reading, including referencing throughout the document.
The briefing document should cover:
- An explanation covering the key features of and differences between conflict and misbehaviour, and between informal and formal conflict. (AC 1)
- An explanation of the differences between official and unofficial employee action. (AC 2.2)
- An assessment of emerging trends in the types of conflict and industrial sanctions. (AC 2.3)
- An explanation of third-party conciliation, mediation and arbitration. (2.4)
- An explanation covering the main provisions of collective employment law. (AC 4.1)
- A comparison of types of employee bodies, union and non-union forms of employee representation. (AC 4.2)
- An evaluation covering the purpose of collective bargaining and how it works. (AC 4.3)
| Your evidence must consist of:
§ Briefing document (approximately 1,700 words) refer to CIPD wordcount policy § Use the template below to produce your Formal business report § This assessment must be submitted through Oakwood Online Services. Upload this Learner Assessment brief document with the completed template.
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Briefing Document 1700 words
IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference where you have drawn from a secondary source; Harvard referencing is preferable.
All written reports, including PowerPoint presentation notes, must include an appropriate level of referencing
| An explanation covering the key features of and differences between conflict and misbehaviour, and between informal and formal conflict. (AC 2.1) |
| Type here… |
| An explanation of the differences between official and unofficial employee action. (AC 2.2) |
| Type here… |
| An assessment of emerging trends in the types of conflict and industrial sanctions. (AC 2.3) |
| Type here… |
| An explanation of third-party conciliation, mediation and arbitration. (2.4) |
| Type here… |
| An explanation covering the main provisions of collective employment law. (AC 4.1) |
| Type here… |
| A comparison of types of employee bodies, union and non-union forms of employee representation. (AC 4.2) |
| Type here… |
| An evaluation covering the purpose of collective bargaining and how it works. (AC 4.3) |
| Type here… |
Assessment Criteria Evidence Checklist
Use this as a checklist to make sure that you have included the required evidence to meet the task.
Please enter the evidence title and where it can be referred to. An example has been provided for you.
| Task 2 – Briefing Document Assessment criteria |
Evidenced Y/N |
Evidence reference |
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| 2.1 | Distinguish between organisational conflict and misbehaviour, and between informal and formal conflict. | Briefing Document. | |
| 2.2 | Distinguish between official and unofficial employee action. | ||
| 2.3 | Assess emerging trends in the types of conflict and industrial sanctions. | ||
| 2.4 | Distinguish between third-party conciliation, mediation and arbitration. | ||
| 4.1 | The main provisions of collective employment law. | ||
| 4.2 | Compare the types of employee bodies, union and non-union forms of employee representation | ||
| 4.3 | Evaluate the purpose of collective bargaining and how it works. | ||
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