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In recent times people management specialists have sought to distance themselves from administrative activity, re-positioning our function as one focused on strategic activity which `adds value`.
7CO02 People Management & Development Strategies for Performance
7CO02 People management & development strategies for performance
May 2025 moderation window - Assessment Questions
Advanced Diploma in
Strategic People Management
Strategic Learning and Development
Question 1 (AC1.1) In recent times people management specialists have sought to distance themselves from administrative activity, re-positioning our function as one focused on strategic activity which `adds value`. To what extent do you agree with the view that this is a mistake? Justify your answer and include an explanation of the major objectives of people management practice in contemporary organisations.
Question 8 (AC2.4) Evaluate the view of the critics of `promoting employee engagement` who see it simply as another in a long line of people management practices which intensify work, benefit employers more than employees and generally lead to stress and burn-out over a period of time. Justify your answer.
Question 11 (AC3.3) Examine the major ways in which technology is changing the people management function in organisations. How far do you agree that the advent of generative artificial intelligence will bring about much more change in the future? Justify your answer.
Question 14 (AC4.2) You work for a public sector organisation. A senior manager from a large, commercial private sector organisation has been hired to undertake an important project-based people management role. You are asked to prepare a short training session as part of their induction which examines the major ways in which people management in your organisation varies from that typically found in larger private sector organisations. What key points would you make? Justify your answer.
Generic grade descriptors
REFER/FAIL / 1
PASS / 2
MERIT / 3
DISTINCTION / 4
Focus
Fails to address all the questions either sufficiently fully or directly.
An adequate attempt to address all the questions fully and directly.
A good attempt to address all the questions relatively well and directly.
An excellent attempt to address all the questions very well and directly.
Depth & breadth of understanding
Inadequate knowledge and understanding in respect of one or more of the questions. Limited depth and breadth of analysis.
Adequate knowledge and understanding across the questions. Satisfactory breadth and depth of analysis.
Full and solid knowledge and understanding across all the questions. Good breadth and depth of analysis.
Very full knowledge and understanding across all the questions. Excellent breadth and depth of analysis.
Strategic application & professional advice
Fails to provide appropriate or well-justified advice and/or recommendations. Lacks a strategic approach.
Provides adequately justified advice and informed recommendations Some strategic application.
Provides solid and thoughtful advice and well-informed recommendations. Clearly strategic in orientation.
Provides excellent advice and very well-informed recommendations. Strategically oriented in all respects.
Research & wider reading
Limited original research and/or appropriate wider reading for the assessment. Limited or no referencing.
Evidence of sufficient research and appropriate wider reading for the assessment. Satisfactory in-text referencing.
Evidence of significant research and thoughtful, appropriate wider reading for the assessment. A good standard of in-text referencing.
Evidence of considerable research and excellent, appropriate wider reading for the assessment. An excellent standard of in-text referencing.
Persuasiveness & originality
Limited development of persuasive and original arguments. Inadequate use of examples.
An adequate attempt to develop original arguments and to justify these persuasively. Includes appropriate examples.
Some strong original arguments are presented which are mainly justified persuasively. Good use of examples.
Mostly strong original arguments are presented and justified very persuasively. Excellent use of examples.
Presentation & language
An inadequate standard of presentation or language. The assessment is poorly written and/or poorly structured. It is not at the level required for a management presentation.
A solid standard of presentation and use of language. The structure and ideas are satisfactory for a management presentation.
A strong and professional standard of presentation and use of language. The structure and ideas are well crafted for a management presentation.
An outstanding standard of presentation and use of language. The structure and ideas are very well crafted for a management presentation.
Example Answer to 7CO02 People Management & Development Strategies for Performance
Question 1 (AC1.1) In recent times people management specialists have sought to distance themselves from administrative activity, re-positioning our function as one focused on strategic activity which `adds value`. To what extent do you agree with the view that this is a mistake? Justify your answer and include an explanation of the major objectives of people management practice in contemporary organisations.
The Evolving Role of People Management Specialists The assertion that people management specialists have sought to distance themselves from administrative tasks, re-positioning their role as strategically focused to "add value," is a complex and multi-dimensional issue. While this shift reflects the evolving nature of organisations and their demands, completely abandoning administrative responsibilities may not align with the holistic objectives of contemporary people management.
People management professionals play a pivotal role in driving organisational success by aligning human resource strategies with business objectives. This shift towards a strategic focus aims to enhance organisational performance, talent development, and employee engagement. However, it is crucial to recognise that administrative activities form the backbone of effective people management. Processes such as payroll, compliance, and employee record maintenance ensure operational efficiency and build the foundation for strategic initiatives.
Neglecting administrative responsibilities could lead to inefficiencies and compliance risks, undermining the strategic objectives. Therefore, a balanced approach that integrates strategic and operational responsibilities is essential. For instance, automating routine administrative tasks through HR technologies can free up time for strategic planning without compromising the quality of fundamental HR services.
Major Objectives of People Management Practice in Contemporary Organisations
The primary objectives of people management practices have evolved in response to changes in the business environment, workforce expectations, and technological advancements. Key objectives include:
Talent Acquisition and Retention: Developing strategies to attract, recruit, and retain skilled employees to maintain a competitive edge.
Employee Engagement and Wellbeing: Enhancing employee satisfaction, motivation, and overall wellbeing to improve productivity and reduce turnover.
Continued...
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