3CO03 ASSIGNMENT EXAMPLE

3CO03 Core behaviours for people professionals, as defined by the CIPD (Chartered Institute of Personnel and Development), include ethical practice, professional courage and influence, valuing people, insights focused, passion for learning, working inclusively, situational decision-making, and commercial drive. These behaviors are essential for effective HR practice and contribute to a positive and productive work environment. 

AC 1.1 Please explain: 

a) ethical principles’ and how these can inform the way people behave at work. 

b) professional values’ and how these can inform the way people behave at work.

Ethical Principles

Ethical principles refer to moral codes, including honesty, fairness, and respect, which determine the way people behave in the workplace. They assist individuals to make decisions, which are not only legal, but also ethical.

Fairness in Recruitment

Among the ethical principles in practice, is fairness in the recruitment. As a member of the people practice department, my job is to ensure that all the applicants are evaluated objectively, depending on their capabilities and suitability to the task. I avoid making assumptions based on age, gender, background, and other irrelevant aspects (ACAS, 2023). For example, I make sure not to make any assumptions about a candidate based on his/her age, gender, or background to support equal opportunities. By promoting transparency and impartiality, the organisation can develop a reputation for integrity and inclusion (AVAC, 2023). This practice will not only help to develop trust in the employment process, but also will lead to a positive organisational culture based on grounded ethical values.

Professional values

Professional values can be described as norms of behaviour, which should be observed in a professional position, such as confidentiality, objectivity, competence of a professional, a sense of constant improvement. The values influence the way people act and decide in the workplace. 

Respecting Confidentiality

A clear example of professional values in action is the handling of sensitive employee information. Disciplinary records, medical notes, or pay information are some of the sensitive data I often utilise as a member of the HR department. I love to treat this information with caution and then give it only to those who should receive it. People professionals who embrace the importance of confidentiality will make sure that they store such information safely and only divulge that information with authorised individuals. For example, when supporting a line manager during a performance review, the HR representative will only provide relevant information without disclosing unnecessary personal details (Ioana Boghian, 2023). Adhering to the value of confidentiality increases the trust of employees and enhances the credibility of the people’s functions.

AC 1.2 Please give three examples of how you, as a member of the people practice team, conform with the Equality Act 2010 (or any updates), or regulation and law relating to ethics and professional practice in your own country.

Ensuring Non-Discriminatory Recruitment Practices

Compliance of people professionals to the Equality Act 2010 is one of the main ways that people professionals inculcate fairness and objectivity in the recruitment and selection practices. Equality Act 2010 prohibits discrimination on grounds of the protected features, which include the age, race, gender, disability and religion. In order to meet this requirement, recruitment documents should be written in a language that is neutral and which should only reflect the skills, qualifications, and experience needed for the job (ACAS, 2023). During shortlisting and interviews, people professionals make sure that every candidate is evaluated against the same standards to achieve objectivity. For example, we should not ask any questions regarding family plans or age as it helps maintain the legal standards and ethical employment. Such practices do not only comply with the laws, but also help in maintaining a fair, inclusive, and diverse workforce.

Addressing Harassment and Bullying in the Workplace

A further example of legal and ethical compliance involves responding appropriately to incidents of harassment and bullying. According to the Equality Act 2010, any harassment due to a protected characteristic is considered illegal and needs to be dealt with as quickly as possible. The people professionals are charged with the duty of sustaining a healthy and respectful working environment through the enforcement of clear anti-harassment policies. For example, when employees complain that they have been the victim of a series of inappropriate comments regarding their ethnicity, the people professional should address the case in a serious, impartial and confidential manner, without bringing an unfair disadvantage to those involved (Bosley, 2022). This not only helps in meeting legal requirements but also demonstrates the organisation’s commitment to ethical conduct and employee wellbeing.

Maintaining Confidentiality and Data Protection Compliance

Another essential area of ethical and legal practice involves compliance with the UK General Data Protection Regulation, especially in the management of personal employee data. People professionals should make sure that confidential data such as health records, disciplinary measures, or compensation package. For example, personal records are stored in encrypted digital systems or in locked filing cabinets and the data and deleted upon completion of the need. Not only does such measures meet the legal requirements on data protection but they also demonstrate respect to privacy for the employees and strengthen professional integrity of the HR function.

AC 2.1 Please summarise different ways people practitioners can demonstrate respectful and inclusive working in relation to: 

a) contributing views and opinions 

b) clarifying problems or issues 

c) working effectively as part of a team

Contributing Views and Opinions Respectfully

People practitioners creating a situation where people with various views are respected and celebrated can develop inclusion. Respectful participation in the personal opinions means being an active listener to other people, respecting their opinion; being direct and professional in communication. The contributions that are made by the practitioners must be constructive, factual and be sensitive to the cultural or emotional dynamics within the group (Linkedin, 2023). An example would be that when holding team meetings or making policy reviews, a respectful practitioner does not interrupt others, nor use a dismissive tone or wording. They use inclusive language and encourage quieter or underrepresented voices to contribute. This creates an open culture, equity, and mutual respect in which every employee feels secure to communicate. Moreover, people practitioners lead by example, helping to build organisational norms around collaboration and inclusivity.

Clarifying Problems or Issues with Sensitivity

Effective clarification of issues enables people practitioners to interact through empathy, active listening and problem-solving approaches. It is important to avoid assumptions and be neutral with regards to solving problems, addressing issues and supporting line managers. The practitioners are expected to invite others to express their opinions and fears by establishing a non-judgmental environment (Cranston, 2021). For instance, a people professional ought to treat all the parties fairly when addressing an employee grievance or concern; this could entail explaining the process and preventing biases. Open-ended questions and the summarising of answers aid in reducing misunderstanding, as well as demonstrating interests in the resolution of the issue. This helps in fostering trust and making sure that every employee, irrespective of their background or rank, feels that they are heard and appreciated. This inclusive approach of solving problems contributes to good relationships in the workplace and reduces the risks of miscommunication or escalation.

Working effectively as part of a team 

People profession is all about effective team working, and people practitioners should lead by example as far as collaboration and inclusivity are concerned. This implies an appreciation of positive attributes and input of the team members and working in a fashion that upholds the importance of cooperation as opposed to rivalry. Practitioners ought to show dependability, disseminate their knowledge, and help fellow practitioners where needed. They also ought to respect the various working styles, cultural diversity and the communicational preferences in the group. For example, people professional should adjust themselves accordingly to align with team member requirements such as those requiring written messages, oral communication or neurodivergence. Inclusive teamwork also means being receptive to criticism, providing credit where it is due and establishment of a common purpose. Such behaviours not only enhance the performance of the team but also contribute to cultivating a respectful environment where all employees are psychologically safe and feel empowered to contribute.

AC 2.2 Please provide three recommendations for how people practice team members can find out about current issues and developments in the world of work and people practice. 

Engaging with Professional Bodies and Industry Publications

The active engagement with professional bodies like Chartered Institute of Personnel and Development (CIPD) is one of the best ways through which people practice professionals can keep abreast with current developments (CIPD, 2023). The resources provided by such organisations include research findings, articles, policy briefs, webinars, professional journals discussing new trends and regulatory shifts in people management. For example, regular publications by CIPD on workforce planning, working in hybrid environments, inclusion, and legislative updates can assist practitioners in aligning their industry practice with industry standards. By subscribing to these updates, the HR professionals remain knowledgeable with best practices and proactively address emerging challenges in a continuously evolving world of work.

Participating in Networking Events, Conferences, and Webinars

Professional networking and attending industry events is also another way people professionals can stay informed. Conferences, webinars, and workshops offer people practitioners and opportunity to access up-to-date debates, expert sessions, and case studies of the various industries. The events provide possibilities to learn first-hand how other organisations are addressing problems such as diversity and inclusion, worker wellbeing, working remotely, and skills acquisition (Unwin, 2023). For example, attending a HR summit or CIPD webinar on mental health at workplace would help equip one with effective strategies and tools that could be applied at owns own organisation. Moreover, it is possible to network at such events to exchange not only ideas with professionals but also to connect to them, which opens up collaboration opportunities.

Conducting Internal and External Research

Another way to remain up to date with the changes in the workplace is regular research, both internal and external research in the organisation. Internally, the people professionals may obtain the feedback by conducting employee surveys, focus groups, and analysis of data that help them learn more about the current needs of the workforce, as well as the emerging issues (Linkedin, 2024). On the outside, studying reports of government agencies, think tanks, academic and consultancy firms puts trends like automation, flexible working or skills shortages into a wider perspective. We can take the example of using Labour Market Outlook reports or the Office National Statistics (ONS) statistics so that there can be advance plans on the part of the HR teams on the change in the workforce. The pairing of both internal and external data assists people professionals to make evidence-based decisions and remain future-oriented in people practice.

AC 2.3 Briefly explain how people practitioners can be proactive in their approach to continued professional development (CPD), using your own approach as an example.

Taking Ownership of Development

People practitioners have to be responsible for their own learning and development in order to be effective in their jobs. An active attitude to Continued Professional Development (CPD) means constant consideration of the existing skills, revealing the weak points and the formulation of goals to work on. It does not imply that only the presence of required training is considered, but continuously seeking chances to keep up to date and meet the changing practices, laws, and industry standards seems to be a relevant way to do it. CPD practitioners that own their own CPD have a higher chance to stay relevant and have longer-term value to the organisation.

This approach promotes flexibility. With the ever-evolving world of work especially in areas such as technology, diversity and inclusion, teleworking, continuous development allow people professionals to adapt and respond effectively and provide informed guidance to others.

Engaging in Ongoing Learning Activities 

Proactive CPD goes beyond enrolling to formal training. It encompasses extensive activities such as professional publications and listening to podcasts related to Human Resource, participation in networking events, subscription to a discussion forum, and through experience (CIPD, 2023). For instance, remaining informed about CIPD research, case studies and policy developments enables the practitioner to know and predict changes in the law of employment or methods of people management.

Another aspect of CPD is reflection. Through assessing what was learnt and how application in the workplace can be realised, the people practitioners affirm that the development is practical and meaningful. Recording a CPD log and development plan provides structure and evidence of professional development.

Enrolling to online courses

Personally, I am an active observer of trends and issues of the HR profession. I am a subscriber of the CIPD newsletter, I read respective HR blogs and read virtual seminars on topics like mental health in the workplace and digital transformation in HR. Not long ago, I realised I should further improve my ability to work in HR analytics which are gaining significant relevance in evidence-based decision-making. I subscribed to a self-paced online course on the internet and used the skills to enhance how our team was reporting about the employee engagement and turnover. This initiative not only supported improving my ability but also reflected improvement in terms of strategic planning within the organisation proving to be a demonstration to a proactive approach to CPD holding real value.

References

ACAS (2023). Discrimination and the law. [online] acas. Available at: https://www.acas.org.uk/discrimination-and-the-law [Accessed 20 Jun. 2025].

AVAC (2023). Principles of Research Ethics | AVAC. [online] avac.org. Available at: https://avac.org/principles-research-ethics/ [Accessed 20 Jun. 2025].

Bosley, A. (2022). Ethical practice and the role of people professionals. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/ethics-role-hr-factsheet/ [Accessed 20 Jun. 2025].

CIPD (2023). CIPD | Code of Conduct and Ethics. [online] CIPD. Available at: https://www.cipd.org/en/membership/professional-standards/code-of-conduct/ [Accessed 20 Jun. 2025].

CIPD (2023). What Is Continuing Professional Development (CPD). [online] CIPD. Available at: https://www.cipd.org/en/learning/cpd/about/ [Accessed 28 Jun. 2025].

Cranston, A. (2021). 7 tips on how to manage and resolve conflict in the workplace. [online] HR Cloud. Available at: https://www.hrcloud.com/blog/7-tips-on-how-to-manage-and-resolve-conflict-in-the-workplace [Accessed 20 Jun. 2025].

IFOAM (2024). The Principle of Fairness | IFOAM. [online] ifoam.bio. Available at: https://www.ifoam.bio/why-organic/principles-organic-agriculture/principle-fairness#:~:text=Fairness%20is%20characterized%20by%20equity [Accessed 20 Jun. 2025].

Kenton, W. (2022). Accountability. [online] Investopedia. Available at: https://www.investopedia.com/terms/a/accountability.asp [Accessed 20 Jun. 2025].

Linkedin (2023). How can you ensure that your team is comfortable sharing their opinions? [online] Linkedin.com. Available at: https://www.linkedin.com/advice/0/how-can-you-ensure-your-team-comfortable-sharing-eigxc#:~:text=Demonstrate%20openness%20by%20sharing%20your [Accessed 20 Jun. 2025].

Linkedin (2024). How do you stay up-to-date on industry trends? [online] www.linkedin.com. Available at: https://www.linkedin.com/advice/0/how-do-you-stay-up-to-date-industry-trends-skills-leadership#:~:text=One%20of%20the%20easiest%20ways [Accessed 20 Jun. 2025].

Titler, M.G. (2021). The Evidence for Evidence-Based Practice Implementation. [online] PubMed. Available at: https://www.ncbi.nlm.nih.gov/books/NBK2659/#:~:text=Evidence%2Dbased%20practice%20(EBP) [Accessed 20 Jun. 2025].

Unwin, J. (2023). HR Navigating Change. [online] HR Exchange Network. Available at: https://www.hrexchangenetwork.com/mental-health-and-wellness/columns/adaptability-in-hr-navigating-change-and-uncertainty-in-the-workplace [Accessed 20 Jun. 2025].

Appendix

CPD Plan

CONTINUOUS PROFESSIONAL DEVELOPMENT RECORD (CPD)
Key Dates	What did I do?	Why? How did the experience happen?	What did I learn from this? What was the significance? What did it highlight/show?	How have/will I use this?
January 2024	I took an online course on HR Data and Analytics on a professional learning platform.	I took this course to enable me improve my confidence and capability using data to facilitate HR planning and decision making. Our HR department was already collaborating reports with analytics, so I understood that my competencies had to be enhanced in order to become a valuable member of the team. The course focused on the most relevant HR metrics, interpreting and visualization of data with using dashboards and graphs. It also deliberated on the use of data in providing predictive decision making in the people management.	The course also assisted me to learn data collection and analysis methods and derive insights such as turnover, absence rates and employee satisfaction. I learnt about how to identify a trend, identify a pattern and make a conclusion that can assist in making strategic HR decisions.	I applied this knowledge into assuring the development of visual HR dashboard that I shared with line managers. For example, when our departmental monthly turnover rate hit an all time high, I consulted the dashboard insights and came up with the right causes and suggested appropriate retention measures. This has assisted in increasing the accuracy of the reporting as well as leaders being in a position to make better decisions.
January 2024	Attended a CIPD webinar on Diversity, Equity, and Inclusion (DEI) in the workplace.	Applicant feedback to us made us aware that we had not been inclusive in job descriptions and that we needed to do something about unconscious bias. Our People Practice Director strongly recommended that we all visit the CIPD webinar on inclusive job design,	I learnt that unconscious bias might exert a significant influence on the decision-making process, even with the positive intentions. The session helped me understand that minor adjustments such as language review or the elimination of unnecessary criterion can expand the pool of qualified candidates to underrepresented candidates.	After the webinar, I began a process of redesigning our recruitment templates to accommodate a more inclusive use of language and being flexible. I, too, participated in relaying my knowledge in a team meeting and contributed to the creation of a checklist to be applied in the process of shortlisting candidates. These measures have also led to a significant increase in the number of applications made by people of diverse origins and positive reception from hiring managers. The meeting also motivated me to continue finding new methods of incorporating inclusion in other aspects of our work.
April 2024	Participated in a two-day internal conflict resolution and mediation workshop.	The workshop was provided to our people practice team when we had some informal complaints among our team members as regards various departments. I toook part in it because I needed to be prepared to deal with conflict and enable managers to do the same. Key activities included role-play activities, case studies, and the discussion of key principles of impartiality, active listening, and steering challenging dialogues.	I learnt how to remain neutral, establish rapport, and how to make people solve the conflicts in a constructive manner. I learned that common conflicts could arise because of miscommunication or diverse expectations. It also emphasized on the significance of early intervention and effectiveness of structured dialogue to enable effective solutions and ensure restoration of trust. It also helped in building confidence to lead conversations during emotionally sensitive situations.	I used these methods in mediating a case in which there was a dispute on sharing of work. Leveraging on knowledge and skills acquired from the workshop, I conducted a civil dialogue, made both sides learn each other, and record a mutually accepted course of action. Since then the relationship between the colleagues improved. The experience showed that I could contribute to a positive and respectful working environment by handling conflict constructively.

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