3CO04 Assignment Example

Sam February 19, 2026 CIPD Level 3

3CO04 Essentials of People Practice introduces the basics of people practice. It covers the employee lifecycle, workplace policies, and key rules and laws. It also looks at important areas like recruitment, talent management, reward, and learning and development—skills that are essential for a career in people practice.

Task One: Recruitment and Selection

AC 1.1 Create a diagram that shows stages in the employee lifecycle. After reading all the tasks in the assessment brief, annotate each stage to explain how people professionals at Jemijo could contribute to the stages in your diagram.

The employee lifecycle is a model that describes the key stages an individual passes through during their relationship with an organisation, from initial attraction through to eventual separation. Understanding this lifecycle enables people professionals to design interventions that optimise the employee experience at every stage, thereby enhancing organisational performance, engagement, and retention (CIPD, 2024a). Figure 1 below presents an annotated lifecycle diagram showing how people professionals at Jemijo could contribute to each stage.

At the attraction and workforce planning stage, people professionals at Jemijo contribute by developing an appealing employer brand, conducting workforce planning to forecast staffing needs for the 24/7 claims hotline, and conducting job analysis to ensure role requirements are accurately defined. During recruitment and selection, the people team drafts compelling job advertisements, manages applications through the company website and external job boards, designs structured interviews and assessment centres, and ensures shortlisting processes are fair and legally compliant (Taylor, 2022).

At the onboarding and induction stage, people professionals prepare contracts of employment, coordinate the six-week basic training programme for new call centre staff, and ensure all compliance documentation is completed. During the development and learning phase, the team identifies training needs beyond the basic programme, designs learning interventions, and supports continuous professional development. In the performance management stage, people professionals support objective-setting, facilitate appraisal processes, and advise managers on performance improvement approaches (Armstrong and Taylor, 2023).

During the reward and recognition stage, people professionals design and administer total reward packages, ensure pay equity, and manage benefits. At the retention and engagement stage, the team conducts engagement surveys, designs wellbeing initiatives, and implements diversity and inclusion programmes. Finally, at the offboarding and separation stage, people professionals conduct exit interviews, manage knowledge transfer, ensure compliance with notice periods and final pay calculations, and maintain alumni relationships where appropriate. AC 1.2 Explain how job analysis can help to create

ate an accurate job description and person specification, for the role of a claims handler, at Jemijo’s call centre Job analysis is a systematic process of collecting, documenting, and analysing information about a job’s tasks, responsibilities, required competencies, working conditions, and reporting relationships (CIPD, 2024b). It serves as the foundation upon which accurate job descriptions and person specifications are constructed, ensuring that both documents reflect the genuine requirements of the role rather than outdated assumptions or managerial preferences. For the claims handler role at Jemijo’s call centre, job analysis would involve gathering information through multiple methods. These could include observing current claims handlers as they process telephone and digital insurance claims, conducting structured interviews with experienced claims handlers and their supervisors to identify the core tasks and challenges of the role, reviewing existing process documentation and call-handling scripts, and analysing performance data to determine which behaviours and competencies distinguish high-performing claims handlers from average performers (Torrington et al., 2024). The data gathered through job analysis directly informs the creation of the job description, which is a factual document that outlines the role’s purpose, key duties, reporting lines, and working conditions. For the claims handler role, job analysis might reveal that the role requires h...

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