| ASSIGNMENT Employee Engagement Student name: | |||
| CRITERIA | MET/ NOT YET MET | COMMENTS | |
| LO1: Understand the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes. | |||
| 1.1 Analyse the meaning, principal dimensions and components of ‘employee engagement’ and compare with other related concepts. | |||
| 1.2 Justify the need for alignment between engagement practices and other corporate components if the full benefits of high engagement are to be realised. | |||
| LO2: Understand the importance of employee engagement as a contributor to positive corporate outcomes. | |||
| 2.1 Identify the principle drivers of employee engagement and evaluate the business benefits for the organisation and different stakeholders. | |||
| 2.2 Explain the application of employee engagement through job design, discretionary behaviour, role autonomy and organisational citizenship. | |||
| LO3: Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context. | |||
| 3.1 Identify and evaluate the use of diagnostic tools for measuring employee attitudes and levels of employee engagement. | |||
| 3.2 Construct an ‘employee value proposition’ and propose relevant strategies to raise levels of employee engagement and address any barriers. | |||
| 3.3 Propose relevant people resourcing, development, performance and communication strategies to raise levels of employee engagement. | |||
| ASSESSMENT OUTCOME | |||
Students should please note that the above Assessment Outcome for this Unit is provisional and is subject to Internal Acacia Learning verification (IQA) and external CIPD Verification (EQA).
Marked by (tutor): Date
CIPD Candidate Assessment Activity
| Title of unit/s | Employee Engagement | |
| Unit No/s | ||
| Level | 5 | |
| Credit value | 6 | |
| Assessment method(s) | Briefing paper and presentation | |
| Expiry date | ||
| Learning outcomes: Understand the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes.Understand the importance of employee engagement as a contributor to positive corporate outcomes.Know how to implement HR strategies and practices to raise levels of employee engagement in a specific organisational context. | ||
| Assessment brief/activity Your Chief Executive is committed to having a more engaged workforce and has asked you to brief the executive team on how this could be accomplished. She has informed you that not all the executive team understand what it means, what the benefits are and what is involved. You have been asked to develop and deliver an informative and persuasive presentation which includes: An analysis of the meaning, principal dimensions and components of employee engagement and how it differs, if at all, from related concepts such as organisational commitment, employer involvement, job satisfaction.An identification of the principal drivers and business benefits of having an engaged workforce and a signposting of some of the steps an organisation can take to create a culture of employee engagement e.g. through job design, discretionary behaviour etc.A brief explanation of the need for aligning engagement practices with other corporate components.An evaluation of suitable diagnostic tools for measuring employee attitudes and levels of employee engagement.An example of an employee value proposition (EVP) to promote levels of employee engagement making reference to what makes a ‘good’ EVP.Examples of relevant HR strategies to raise levels of employee engagement and address barriers. | Assessment Criteria 1.1 2.1, 2.2 1.2 3.1 3.2 3.2, 3.3 | |
| Evidence to be produced/required A written brief and a short set of summary slides of approximately 3900 words in total. Please note that you do not have to give the presentation. You should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration. All reference sources should be acknowledged correctly, and a bibliography provided where appropriate (these should be excluded from the word count). | ||
Assessment Guidance
| Employee Engagement (5ENG) – LOs 1, 2,
& 3 To achieve a pass, candidates should provide a written briefing paper of approximately 3900 words in total and a short set of slides which reflects the guidance given below. They do not have to give the presentation. Candidates should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration. All reference sources should be acknowledged correctly, and a bibliography provided where appropriate (these should be excluded from the word count). | |
| AC 1.1 | Candidates should offer a brief definition of employee engagement and include the principal dimensions – intellectual, affective, social. They should explain if and how it differs from organisational commitment, job involvement and job satisfaction illustrating their explanation with examples. |
| AC 2.1, 2.2 | Candidates’ should list the principal drivers e.g. opinions on management, employee voice, meaningfulness of work, employee well-being etc. and offer a brief analysis of the business benefits for key stakeholders – customers, employees, managers |
| AC 1.2 | Candidates should briefly explain the need for aligning employee engagement with components e.g. organisation’s purpose, values and mission and business strategy. |
| AC 3.1 AC 3.2 AC 3.3 | Candidates should briefly evaluate different diagnostic tools e.g. employee attitude or climate surveys, focus groups, metrics e.g. employee turnover, absenteeism rates Candidates’ should give an example of an employee value proposition (or brand promise). This may be their own organisation’s or from another organisation. They should list the hallmarks of a ‘good’ employee value proposition e.g. unique, relevant and compelling. Candidates should give examples of relevant HR strategies to raise levels of employee engagement e.g. sounding boards, focus groups, think tanks, inputs to strategy and a few examples of measures to address any barriers e.g. methods of influence and persuasion, evidence-based arguments. |
