Part 1:
Requirements:
225 words for each question only
Reliable references such as Harvard
Questions:
An identification of the main drivers of change in organisations, and using at least two established models, an explanation of how people might experience change.
The answer guidance: You should include a minimum of 2 drivers for change and use two different models to explain how people might experience change. Drivers for change may include: • Internal factors. • External factors. Models (focusing on peoples’ experience of change) might include: • Kubler Ross Change Curve. • Lewin’s 3 Step Model. • Kotter’s 8 Stage Model. • ADKAR • Any other recognised model provided it is clearly explained
Explains the key components of project planning strategies that can be used for ensuring projects are delivered in line with customer requirements.
The answer guidance:
Students should relate strategies to the various stages of project planning, ensuring they identify which strategies and key components are required at each stage of the project, and how the inclusion of these elements can help ensure the project is delivered in line with the customers’ requirements. Key components may include: • Goals. • Milestones. • Resources. • Risks. • Costs. • Interdependencies. Phases of a project may include: • Conception. • Development. • Realisation. • Termination. Strategies to ensure project is delivered: • Project leadership. • Effective liaison with stakeholders. • Monitoring activities. • Evaluation activities.
Part 2:
Requirements:
378 words for each question only
Reliable references such as Harvard
Questions:
An evaluation of the most appropriate ways in which benchmarking data can be gathered and measured to develop insight.
the answer guidance:
This is about benchmarking as the basis for planning a reward strategy • Explain what is meant by benchmarking and why this is an important basis upon which to build a reward strategy • Identify different sources of data (3 – 5) • Then explain how the data might be gathered (what tools would be used?
Explanation of how to develop organisational reward packages and approaches based on insight.
The answer guidance:
This builds upon the previous section, which focused on the data gathering exercise – this section focuses on how you make sense of the data to inform the creation of a reward strategy • Identify two different grade and pay structures – explain the features and considerations – advantages and disadvantages of each • Explain what job evaluation is as a process – its purpose and what is involved • Explain how job evaluation is an import part of reward strategy formulation, focusing on ensuring fairness of reward and correct levelling of jobs
An explanation of the legislative requirements that impact reward practice.
The answer guidance:
This section focuses on the legal requirements that must be considered when creating the reward strategy • This will be based on UK legislation, but the principles will apply in the Region • Identify examples (draw from the indicative content) – explain the key features and considerations of each – then explain how each legislation example impacts on reward practice (how reward in planned and implemented)
An Assessment of different approaches to performance management. (AC 3.1)
The answer guidance:
This section is primarily focusing on performance management – but completes with identification of the link to reward
• Explain briefly what performance management is (try and base this on a definition) • Explain the performance management cycle (as a continuous process) – identify the key steps in the process
• Explain how performance is inked to reward – different approaches (Performance Related Pay – Forced ranking – Bonus schemes, for example)
A review of the role of people practice professionals in supporting line managers to make consistent and appropriate reward judgements.
The answer guidance: Start with an explanation of how line managers might be involved in making decisions on reward
• Explain the importance of line managers being consistent and making appropriate reward judgements
• Explain the role of people practice professionals in supporting line managers in their rewardrelated activities
An explanation of how line managers make reward judgements based on organisational approaches to reward.
The answer guidance:
This section focuses on the guidance, frameworks and policies the organisation provides to help line managers with their reward decisions • Identify organisational policies that govern the way reward decisions are made • Identify some other ways the organisation can guide line managers in their reward decisionmaking, such as organisational values and approach to ethical behaviour • Identify any checks and balances the organisation might use to ensure fairness and equity in line management reward decision-making • Explain the ways line managers focus on non-financial reward such as work-life balance, working conditions, career development and other development opportunities