This occupational standard is a revision of the L5 HR Consultant Partner and was renamed People Professional as part of the revision process. The People Professional was approved for delivery of new starts on 28th September 2023 and the HR Consultant Partner was retired for new starts on 27th September 2023 (there should not be any starts on the retired standard from that date). All individuals currently on the L5 HR Consultant Partner will complete this apprenticeship.
Providing People Professional expertise within a company or organisation.
This role can be found in organisations of any size, in any sector. In smaller organisations, this type of role is likely to have a broader remit. People Professionals play a key role in supporting the business to meet its strategic objectives by driving forward the People agenda. People Professionals are responsible for various activities from attracting, recruiting, developing, and retaining talent, managing payroll and benefits, supporting positive employee relations, and ensuring compliance with employment law.
The broad purpose of the occupation is to support the business to meet its objectives through the people agenda and relative initiatives. People expertise will be used to provide advice, views, and challenge to the business, enabling the role to be involved in a wide range of projects and tasks.
In their daily work, an employee in this occupation will give specific advice and coaching on the interpretation of applicable policies and employment law to the business. They will also support on people related elements of business projects. They will work with stakeholders inside the People function, internal stakeholders, and external stakeholders as appropriate.
An employee in this role will interact with various roles at differing levels of the organisation from within HR to other business areas. The ability to communicate, influence and negotiate is key whilst adopting evidence-based decision making.
An employee in this occupation could be responsible for supporting the business to deliver their objectives through development of a people plan. Making recommendations on what the business can or should do in specific situations. Supporting manager and leaders to implement their people strategies. Using data to provide insights into people trends and issues and creating solutions to deal with them. Maintaining knowledge of both internal and external environment and how this impacts role. Contributing to the review, design and update of any people policies and processes ensuring they are in line with legislative requirements. Keeping up to date with emerging thinking and people trends.
This is a summary of the key things that you – the apprentice and your employer need to know about your end-point assessment (EPA). You and your employer should read the EPA plan for the full details. It has information on assessment method requirements, roles and responsibilities, and re-sits and re-takes.
An EPA is an assessment at the end of your apprenticeship. It will assess you against the knowledge, skills, and behaviours (KSBs) in the occupational standard. Your training will cover the KSBs. The EPA is your opportunity to show an independent assessor how well you can carry out the occupation you have been trained for.
Your employer will choose an end-point assessment organisation (EPAO) to deliver the EPA. Your employer and training provider should tell you what to expect and how to prepare for your EPA.
The length of the training for this apprenticeship is typically 22 months. The EPA period is typically 3 months.
The overall grades available for this apprenticeship are:
When you pass the EPA, you will be awarded your apprenticeship certificate.
The EPA gateway is when the EPAO checks and confirms that you have met any requirements required before you start the EPA. You will only enter the gateway when your employer says you are ready.
The gateway requirements for your EPA are:
For the people professional, the qualification required is:
L5 Associate Diploma in People Management all units bar one. On programme the apprentice must complete 2 core units 5CO01 and 5CO02, 3 specialised units 5HR01, 5HR02 and 5HR03 plus 1 optional unit from 5OS01, 5OS02, 5OS03, 5OS04, 5OS05, 5OS06 or 5OS07. Unit 5CO03 must not be completed on programme as it is the integrated module.
Presentation with questions
You will produce and deliver a presentation to an independent assessor. You must submit your presentation slides and any supporting materials to the EPAO by the end of week You have 5 of the EPA period. The presentation and questions will last at least 50 minutes. The independent assessor will ask you at least 6 questions.
Professional discussion underpinned by a portfolio of evidence
You will have a professional discussion with an independent assessor. It will last 75 minutes. They will ask you at least 7 questions. The questions will be about certain aspects of your occupation. You need to compile a portfolio of evidence before the EPA gateway. You can use it to help answer the questions.
Integrated Assessment - Assignment
You will complete an assignment requiring long written answers.
The assignment will have 2 long response written questions. You will have up to 6 weeks to complete it.
The EPAO will confirm where and when each assessment method will take place.
You should speak to your employer if you have a query that relates to your job.
You should speak to your training provider if you have any questions about your training or EPA before it starts.
You should receive detailed information and support from the EPAO before the EPA starts. You should speak to them if you have any questions about your EPA once it has started.
If you have a disability, a physical or mental health condition or other special considerations, you may be able to have a reasonable adjustment that takes this into account. You should speak to your employer, training provider and EPAO and ask them what support you can get. The EPAO will decide if an adjustment is appropriate.
This apprenticeship aligns with Chartered Institute of Personnel and Development for Associate Member
Please contact the professional body for more details.
This role can be found in organisations of any size, in any sector. In smaller organisations, this type of role is likely to have a broader remit. People Professionals play a key role in supporting the business to meet its strategic objectives by driving forward the People agenda. People Professionals are responsible for various activities from attracting, recruiting, developing, and retaining talent, managing payroll and benefits, supporting positive employee relations, and ensuring compliance with employment law.
The broad purpose of the occupation is to support the business to meet its objectives through the people agenda and relative initiatives. People expertise will be used to provide advice, views, and challenge to the business, enabling the role to be involved in a wide range of projects and tasks.
In their daily work, an employee in this occupation will give specific advice and coaching on the interpretation of applicable policies and employment law to the business. They will also support on people related elements of business projects. They will work with stakeholders inside the People function, internal stakeholders, and external stakeholders as appropriate.
An employee in this role will interact with various roles at differing levels of the organisation from within HR to other business areas. The ability to communicate, influence and negotiate is key whilst adopting evidence-based decision making.
An employee in this occupation could be responsible for supporting the business to deliver their objectives through development of a people plan. Making recommendations on what the business can or should do in specific situations. Supporting manager and leaders to implement their people strategies. Using data to provide insights into people trends and issues and creating solutions to deal with them. Maintaining knowledge of both internal and external environment and how this impacts role. Contributing to the review, design and update of any people policies and processes ensuring they are in line with legislative requirements. Keeping up to date with emerging thinking and people trends.
| Duty | KSBs |
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Duty 1 Implement people strategies and equality objectives for the business. |
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Duty 2 Address people issues within your area of work, managing risks and creating innovative solutions. |
K3 K6 K7 K8 K9 K10 K11 K12 K13 K14 K15 K16 K17 K18 K19 K20 K21 |
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Duty 3 Develop and implement annual people plans and projects. Align to business and people strategies ensuring equity, diversity, and inclusion. |
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Duty 4 Maintain up to date people policies, ensuring developments in people practice are embedded. |
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Duty 5 Make and present evidence-based decisions for people solutions, drawing on and carrying out relevant research and utilising benchmarking data. |
K6 K9 K11 K12 K13 K14 K15 K18 K19 K20 K21 K22 |
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Duty 6 Provide advice, guidance, and training to the business on people related issues in line with business policies and employment law. |
K2 K4 K5 K6 K7 K9 K11 K12 K13 K14 K15 K17 K18 K19 K21 |
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Duty 7 Develop and maintain inclusive relationships with internal stakeholders to influence and support their people requirements. |
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Duty 8 Contribute to workforce design and succession planning, identifying future trends and issues across the organisation. |
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Duty 9 Contribute to the ongoing success and growth to their organisation by providing insight on people related issues. |
K3 K6 K7 K9 K12 K13 K14 K15 K17 K18 |
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Duty 10 Evaluate impact of people policies and procedures on the organisation, its culture, and its people. |
K1 K4 K6 K7 K8 K9 K10 K11 K12 K19 K20 K22 |
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Duty 11 Lead people development such as talent management, coaching and mentoring arrangements, for their organisation. |
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Duty 12 Support the improvement of the agility and productivity of workforces and organisations, to enable innovation and collaborative working using technology. |
K1 K2 K6 K7 K8 K9 K10 K11 K12 K13 K14 K15 K16 K19 K20 K21 K22 |
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Duty 13 Enable the 3 pillars of sustainability (Economy, Society and Environment) and social value. |
K1: Internal and external sources of data for people management.
Back to Duty
K2: People systems and how they are utilised for business value.
Back to Duty
K3: People operating models and theories for different business types. e.g., small or large, private or public.
Back to Duty
K4: Functions within the people profession, and how each deliver for the business.
Back to Duty
K5: Business aims and objectives, and how their work contributes to them.
Back to Duty
K6: Evolution of the people professional industry and the current role.
Back to Duty
K7: Sources of specialist HR expertise and or guidance for people issues including ethics.
Back to Duty
K8: Regulatory requirements such as data protection, confidentiality, data management, for the handling and processing of data, and its application.
Back to Duty
K9: Employment legislation and policies.
Back to Duty
K10: Problem solving, and decision-making techniques.
Back to Duty
K11: Project management practices, and techniques.
Back to Duty
K12: Emerging digital trends, and how these can be embedded in people practice.
Back to Duty
K13: Commercial and budgetary implications of people management.
Back to Duty
K14: Commercial awareness of the business, and the external environment which it operates within.
Back to Duty
K15: Prioritisation tools and techniques e.g., priority matrix.
Back to Duty
K16: Internal and external sources of data for benchmarking.
Back to Duty
K17: Negotiation and influencing models and techniques.
Back to Duty
K18: Communication techniques for interacting with stakeholders including appropriate presentation techniques.
Back to Duty
K19: Approaches and practices of equity, diversity, and inclusion.
Back to Duty
K20: Approaches to employee wellbeing.
Back to Duty
K21: Data analysis techniques.
Back to Duty
K22: Current practices and developments in the sector in achieving sustainable people operations.
Back to Duty
S1: Communicate information through appropriate channels to enable key stakeholders to understand what is required.
Back to Duty
S2: Build and manage multiple and diverse stakeholder's relationships.
Back to Duty
S3: Advise on application of policy, regulation, and law for HR issues.
Back to Duty
S4: Use data and metrics to mitigate areas of risk and highlight opportunities.
Back to Duty
S5: Negotiate with and influence stakeholders to support achievement of business and organisation objectives.
Back to Duty
S6: Present insight and conclusions on workforce issues or people process failures.
Back to Duty
S7: Enable stakeholders to deliver people solutions. e.g., through negotiation, providing guidance.
Back to Duty
S8: Lead and improve people capability within the business.
Back to Duty
S9: Manage and deliver people related business and change projects.
Back to Duty
S10: Handle and process people data according to legislative requirements.
Back to Duty
S11: Embed organisational people policy to promote a diverse and inclusive culture with stakeholders.
Back to Duty
S12: Analyse financial implications of people solutions ensuring value for money.
Back to Duty
S13: Support the delivery of people strategies using technology and innovation in accordance with regulations and policies.
Back to Duty
S14: Make decisions on people policy and issues raised, escalating concerns outside own area of responsibility.
Back to Duty
S15: Use prioritisation tools e.g., priority matrix to manage workload, and deliver against business objectives.
Back to Duty
S16: Challenge matters which conflict with ethical values or legislation.
Back to Duty
S17: Contribute to the development of people policies and procedures or people initiatives.
Back to Duty
S18: Interpret people and management data, from both internal and external sources to identify trends.
Back to Duty
S19: Educate and support stakeholders to deal with wellbeing issues.
Back to Duty
S20: Benchmark to improve people policies and procedures, or people initiatives.
Back to Duty
B1: Motivated and resilient to challenging situations.
Back to Duty
B2: Work flexibly and adapts to circumstances.
Back to Duty
B3: Seek learning opportunities and continuous professional development, incorporating them into their work.
Back to Duty
B4: Act in a professional manner with integrity.
Back to Duty
B5: Work collaboratively with others across the organisation and external stakeholders.
Back to Duty
B6: Take personal responsibility for and promote sustainable working practices.
Back to Duty
B7: Encourage a diverse and inclusive culture.
Back to Duty
B8: Takes personal responsibility for and promotes wellbeing.
Back to Duty
B9: Role model ethical behaviour, and practices, and challenge decisions, and actions that are not ethical.
Back to Duty
Apprentices without level 2 English and maths will need to achieve this level prior to taking the End-Point Assessment. For those with an education, health and care plan or a legacy statement, the apprenticeship’s English and maths minimum requirement is Entry Level 3. A British Sign Language (BSL) qualification is an alternative to the English qualification for those whose primary language is BSL.
Level: 5
Ofqual regulated
The final module of the qualification, 5CO03 Professional behaviours and valuing people is mapped to the apprenticeship EPA assignment assessment method and corresponding KSBs. An apprentice may not therefore have completed the assignment from unit 5C003 from the L5 Associate diploma in People management before the gateway. In the unlikely event that an apprentice may have achieved a marking award for this unit prior to starting the apprenticeship, this would exclude them from undertaking the apprenticeship. Any person who believes they have prior learning is advised to check their eligibility for the apprenticeship via gov.uk website for apprenticeships initial assessment to recognise prior learning.
This standard aligns with the following professional recognition:
1.3
This document explains the requirements for end-point assessment (EPA) for the people professional apprenticeship. This apprenticeship has an integrated qualification which means both the qualification and apprenticeship need to be completed, passed and awarded during the same period.
The awarding body (AB) is accountable for the integrated assessment method. The end-point assessment organisation (EPAO) must take responsibility for all other assessment methods in the EPA. EPAOs and ABs must work collaboratively to manage the delivery of the EPA.
People professional apprentices, their employers and training providers should read this document.
A full-time people professional apprentice typically spends 22 months on-programme. The apprentice must spend at least 12 months on-programme and complete the required amount of off-the-job training in line with the apprenticeship funding rules.
The EPA should be completed within an EPA period lasting typically 3 months.
The apprentice must complete their training and meet the gateway requirements before starting their EPA. The EPA will assess occupational competence.
An approved EPAO must conduct the EPA for this apprenticeship. Employers must select an approved EPAO from the apprenticeship provider and assessment register (APAR). The integrated assessment method must be delivered by the qualification’s awarding body.
Occupational competence is outlined by the EPA grade descriptors. The integrated assessment method must be marked by the centre and moderated by the awarding body, The EPA outcome is determined by the EPAO. The EPAO must combine the outcomes of integrated and non-integrated assessment methods to determine the apprentice’s overall grade.
This EPA has 3 assessment methods.
The grades available for each assessment method are below.
Assessment method 1 - Presentation and questioning:
Assessment method 2 - Professional discussion underpinned by a portfolio of evidence:
Assessment method 3 - Assignment:
The result from each assessment method is combined to decide the overall apprenticeship grade. The following grades are available for the apprenticeship:
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On-programme - typically 22 months
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The apprentice must:
The qualification required is: L5 Associate Diploma in People Management all units bar one. On programme the apprentice must complete 2 core units 5CO01 and 5CO02, 3 specialised units 5HR01, 5HR02 and 5HR03 plus 1 optional unit from 5OS01, 5OS02, 5OS03, 5OS04, 5OS05, 5OS06 or 5OS07. Unit 5CO03 must not be completed on programme as it is the integrated module.
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End-point assessment gateway
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The apprentice’s employer must be content that the apprentice is occupationally competent. The apprentice must:
For the presentation and questioning, the apprentice must submit a presentation scoping brief. To ensure the presentation allows the apprentice to meet the KSBs mapped to this assessment method to the highest available grade, the EPAO should sign-off the presentation's scope at the gateway to confirm it is suitable.
For the professional discussion underpinned by a portfolio of evidence, the apprentice must submit a portfolio of evidence.
Gateway evidence must be submitted to the EPAO along with any organisation specific policies and procedures requested by the EPAO. |
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End-point assessment - typically 3 months
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The grades available for each assessment method are below
Presentation and questioning:
Professional discussion underpinned by a portfolio of evidence:
Assignment:
Overall EPA and apprenticeship can be graded:
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Professional recognition
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This apprenticeship aligns with:
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The EPA is taken in the EPA period. The EPA period starts when the EPAO confirms the gateway requirements have been met and is typically 3 months.
The EPAO should confirm the gateway requirements have been met and start the EPA as quickly as possible.
The apprentice’s employer must be content that the apprentice is occupationally competent. That is, they are deemed to be working at or above the level set out in the apprenticeship standard and ready to undertake the EPA. The employer may take advice from the apprentice's training provider, but the employer must make the decision. The apprentice will then enter the gateway.
The apprentice must meet the gateway requirements before starting their EPA.
They must:
The presentation scoping brief is a 500-word synopsis of their presentation. To ensure the presentation allows the apprentice to meet the KSBs mapped to this assessment method to the highest available grade, the EPAO should sign-off the presentation's scoping brief at the gateway to confirm it is suitable.
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Portfolio of evidence requirements:
The apprentice must compile a portfolio of evidence during the on-programme period of the apprenticeship. It should only contain evidence related to the KSBs that will be assessed by this assessment method. It will typically contain 8 discrete pieces of evidence. Evidence must be mapped against the KSBs. Evidence may be used to demonstrate more than one KSB; a qualitative as opposed to quantitative approach is suggested.
Evidence sources may include:
This is not a definitive list; other evidence sources can be included.
The portfolio of evidence should not include reflective accounts or any methods of self-assessment. Any employer contributions should focus on direct observation of performance for example, witness statements rather than opinions. The evidence provided should be valid and attributable to the apprentice; the portfolio of evidence should contain a statement from the employer and apprentice confirming this.
The EPAO should not assess the portfolio of evidence directly as it underpins the discussion. The independent assessor should review the portfolio of evidence to prepare questions for the discussion. They are not required to provide feedback after this review.
Gateway evidence must be submitted to the EPAO, along with any organisation specific policies and procedures requested by the EPAO.
The assessment methods must be delivered in the following order:
The integrated assessment method must be delivered after non-integrated assessment methods have been attempted.
In the presentation with questions, the apprentice delivers a presentation to an independent assessor on a set subject. The independent assessor must ask questions after the presentation. It gives the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method.
Setting the presentation scoping brief at the gateway ensures the reliability and validity of the EPA and the presentation must be completed post-gateway and agreeing the presentation scoping brief as a gateway requirement should support this.
The presentation should be sent to the independent assessor at the end of week 5. The independent assessor should then devise questions.
The presentation scoping brief should be 500 words and give an overview of the apprentice suggested presentation topic. It will need to be signed off by the EPAO. Once the presentation topic has been agreed by EPAO the apprentice has 4 weeks to develop the presentation.
This assessment method is being used because the presentation will allow the apprentice to demonstrate their knowledge, skills and behaviours relating to the KSBs assigned to this assessment method, allowing the independent assessor to draw these out, and to assess performance against the distinction criteria. Questions and answers following the presentation must seek to assess KSBs not evidenced through the presentation and depth of understanding to assess performance against the distinction criteria.
The presentation and questioning must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.
An independent assessor must conduct and assess the presentation with questions.
The presentation must cover a summary of their role as a people professional and what they do and how this is relevant to their role and organisation. It should focus on how they tackle:
The list above is not exhaustive, but the EPAO should sign off the presentation scoping brief to confirm its suitability at the gateway.
The presentation should be structured and would be expected to include the following headings:
The purpose of the presentation is to allow the apprentice to demonstrate their competence against the grading descriptors in the following themes:
The apprentice must submit any presentation materials to the EPAO by the end of week 5 of the EPA period. The apprentice must notify the EPAO, at that point, of any technical requirements for the presentation.
During the presentation, the apprentice must have access to:
The independent assessor must have at least 1 week to review any presentation materials, before the presentation is delivered by the apprentice, to allow them to prepare questions. The EPAO must give the apprentice at least 1 week's notice of the presentation.
The independent assessor must ask questions after the presentation.
A minimum of 2 questions should be asked for each of the following themes:
The presentation and questions must last 50 minutes. This will typically include a presentation of 20 minutes and questioning lasting 30 minutes. The independent assessor must use the full time available for questioning. The independent assessor can increase the total time of the presentation and questioning by up to 10%. This time is to allow the apprentice to complete their last point or respond to a question if necessary.
The independent assessor must ask at least 6 questions. They must use the questions from the EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow up questions are allowed where clarification is required.
The independent assessor must make the grading decision. The independent assessor must assess the presentation and answers to questions holistically when deciding the grade.
The independent assessor must keep accurate records of the assessment. They must record:
The presentation with questions must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises. The presentation with questions should take place in a quiet room, free from distractions and influence.
The presentation and questioning can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.
The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO must maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.
The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.
The EPAO must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.
The EPAO must produce the following materials to support the presentation and questioning:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
In the professional discussion, an independent assessor and apprentice have a formal two-way conversation. It gives the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method.
The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence.
This assessment method is being used because:
The professional discussion must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.
An independent assessor must conduct and assess the professional discussion.
The purpose of the independent assessor's questions will be to draw out the best of the apprentice’s competence and excellence.
A minimum of 2 questions will be asked for each of the following themes:
A minimum of 1 question will be asked for each of the following themes:
The EPAO must give an apprentice 2 weeks' notice of the professional discussion.
The independent assessor must have at least 2 weeks to review the supporting documentation.
The apprentice must have access to their portfolio of evidence during the professional discussion.
The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence however, the portfolio of evidence is not directly assessed.
The professional discussion must last for 75 minutes. The independent assessor can increase the time of the professional discussion by up to 10%. This time is to allow the apprentice to respond to a question if necessary.
The independent assessor must ask at least 7 questions. The independent assessor must use the questions from the EPAO’s question bank.
The independent assessor must make the grading decision.
The independent assessor must keep accurate records of the assessment. They must record:
The professional discussion must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises.
The professional discussion can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.
The professional discussion should take place in a quiet room, free from distractions and influence.
The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO must maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.
The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.
The EPAO must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.
The EPAO must produce the following materials to support the professional discussion underpinned by a portfolio of evidence:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
This is an integrated assessment method. This integrated assessment method forms part of the apprenticeship’s EPA as well as the awarding of the qualification.
The KSBs aligned to this integrated assessment method will be assessed by the approved centre and moderated by the awarding body which will then contribute to the overall outcome of the apprenticeship and the qualification.
The assignment for unit 5CO03 is the integrated assessment method and must be the final assessed unit for the L5 Associate Diploma in People Management qualification.
An assignment involves the apprentice answering set questions that align with the requirements of the integrated qualification.
This assessment method is being used because:
• it provides an opportunity to assess the apprentice’s ability to diagnose professional behaviours and valuing people.
• it complements the other two assessment methods.
• it is delivered as an assignment, recognising this is a management level to the occupation, and employers’ own experiences that apprentice people professionals will be suited to answering questions about scenarios.
• it reduces the assessment burden on the apprentice.
The assignment must give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method. The apprentice must sign a declaration of authenticity to state that the written responses are their own work and where they have used materials from other sources, they have been properly acknowledged. Plagiarism software must be used to assess the authenticity of the work when marked and moderated.
The delivery of the assignment for unit 5CO03 must align with the conditions set out by the awarding body for the integrated qualification. An approved centre will deliver and mark the assignment in line with the awarding body's policies and procedures.
The apprentice must start the assignment post-gateway. The apprentice will typically submit their assignment by the end of week 6 of the EPA period. The awarding body must give the apprentice sufficient notice of key dates for submissions. The centre must not claim unit 5CO03 until the other two assessment methods have been sat.
The assignment can be submitted electronically, or paper based.
To ensure marking judgements are fair and accurate, and uphold the principles of the EPA, the marking of all integrated or parts of the integrated assessments, ideally be marked or graded by someone independent. This means that they must be independant as far as possible within the centre. An approved centre will deliver and mark the assignment in line with the awarding body's policies and procedures.
The independent assessor must keep accurate records of the assessment. They must record:
The responsibility for the marking of the assignment is with the approved centre in line with the awarding bodies polices and procedures . The awarding body must produce a marking scheme to be followed. The awarding body is responsible for overseeing the marking, standardisation and moderation of the assignment. The assignment must be marked in line with the awarding body mark schemes, policies, and procedures.
The centre will mark the assessment method and follow awarding body marking schemes. The awarding body will follow usual moderating and quality procedures. The awarding body must ensure a third party agreement exists and ensure a process is agreed with the approved centre. The EPAO must receive assessment results in a timely manner to enable the EPAO to determine the grade of the EPA overall. The awarding body must ensure that there is a process in place so that the EPAO is notified of the outcome of the assignment assessment method. The awarding body will make the results available according to the published moderating shedule.
The awarding body must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. They should maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed to ensure they remain fit-for-purpose.
The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The awarding body must ensure that questions and the specification are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.
The awarding body must produce the following materials to support the assignment:
The awarding body must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
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Theme
KSBs
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Pass
Apprentices must demonstrate all of the pass descriptors
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Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
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Analytics and creating value
K1 K15 K16 K21 S15 S20 |
Applies data analysis techniques with internal and external sources of data for people management to benchmark improvement in people policies, procedures, or people initiative (K1, K16, K21, S20). Manages workload to meet objectives, by applying prioritisation tools and techniques (K15, S15). |
Critically analyses internal and externa data to make justified proposals for improvements to people policies or procedures, or new people initiatives (K1, K16, K21, S20). |
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Evidence based practice
K2 K10 S4 S6 S18 |
Outlines how people systems are used for business value (K2). Interprets people and management data using problem solving and decision-making techniques to reach conclusions and present recommendations which mitigate risk or highlight opportunities (K10, S4, S6, S18). |
Synthesizes people management data from internal and external sources to identify trends and uses problem solving and decision-making techniques to make proposals that mitigate risk or highlight opportunities (K10, S4, S6, S18). |
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Insights focused
K11 K18 S1 B1 B5 |
Explains project management practices they used to plan or deliver people-related change and how they have managed challenging situations (K11, B1). Communicates information through appropriate channels working collaboratively and using a range of techniques to present information which enables stakeholders to understand what is required (K18, S1, B5). |
None |
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Theme
KSBs
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Pass
Apprentices must demonstrate all of the pass descriptors
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Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
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Business acumen
K3 K4 K5 S7 S9 B2 |
Describes the functions within the people profession and how each deliver people solutions for the business in the context of different people operating models and theories (K3, K4, S7). Explains how they adapted to changing circumstances when managing and delivering people related projects to meet business aims and objectives (K5, S9, B2).
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Justifies their approach when managing and delivering people related projects to meet business aims and objectives (K5, S9). |
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Commercial drive
K13 K14 S12 |
Applies commercial awareness of the business, and the external environment to analyse commercial and financial implications of people management and solutions ensuring value for money (K13, K14, S12). |
None |
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Culture and behaviour
K22 B6 |
Applies current sustainable working practices taking personal responsibility for sustainability in their own work and staying up to date with developments in the sector (K22, B6). |
Evaluates sustainable working practices within the business and proposes ways these might be improved (K22, B6). |
|
Digital working
K8 K12 S10 S13 |
Explains their use of technology and innovation to support the delivery of people strategies in line with regulations and policies, including how emerging digital trends can be embedded in their practice (K12, S13). Applies the legislative requirements when handling and processing people data (K8, S10). |
Evaluates the delivery of people strategies using digital trends, technology, and innovation in accordance with regulations and policies and recommends improvements (K12, S13). |
|
People practice
K9 S3 S8 S14 S17 |
Explains the impact of how they apply employment legislation and polices to advise and make decisions on HR issues as well as escalating concerns outside of own area of responsibility (K9, S3, S14). Leads and improves people capability in the business, contributing to the development of policy, procedures, or initiatives (S8, S17). |
None |
|
Theme
KSBs
|
Pass
A pass for this assessment method will be acheived as detailed below.
|
|---|---|
|
Assignment
K6 K7 K17 K19 K20 S2 S5 S11 S16 S19 B3 B4 B7 B8 B9 |
The apprentice will be assessed in line with the marking scheme produced by the AB. In order to pass, the apprentice must achieve the requirements of the pass criteria of the mandated qualification. Awarding bodies must make clear in their marking criteria which grade boundary for the integrated assessment method represents a pass grade for the EPA. |
Performance in the EPA determines the overall grade of:
An independent assessor must grade the presentation with questioning and the professional discussion underpinned by a portfolio of evidence in line with this EPA plan.
The EPAO must combine the individual assessment methods to determine the overall EPA grade.
If the apprentice fails one or more assessment methods, they will be awarded an overall fail.
To achieve an overall pass, the apprentice must achieve at least a pass in all the assessment methods. To achieve an overall EPA merit, the apprentice must achieve a minimum award of distinction in either the presentation with questioning or profession discussion underpinned by aportfolio and a pass in the other methods. To achieve an overall EPA distinction, the apprentice must achieve a distinction in both the presentation with questioning and profession discussion underpinned by a portfolio.
Grades from individual assessment methods must be combined in the following way to determine the grade of the EPA overall.
| Presentation and questioning | Professional discussion underpinned by a portfolio of evidence | Assignment | Overall Grading |
|---|---|---|---|
| Fail | Any grade | Any grade | Fail |
| Any grade | Fail | Any grade | Fail |
| Any grade | Any grade | Fail | Fail |
| Pass | Pass | Pass | Pass |
| Distinction | Pass | Pass | Merit |
| Pass | Distinction | Pass | Merit |
| Distinction | Distinction | Pass | Distinction |
If the apprentice fails one or more assessment methods, they can take a re-sit or a re-take at their employer’s discretion. The apprentice’s employer needs to agree that a re-sit or re-take is appropriate. A re-sit does not need further learning, whereas a re-take does.
The apprentice should have a supportive action plan to prepare for a re-sit or a re-take.
Non-integrated assessment methods must be attempted before the integrated assessment method is attempted. The re-sit or re-take opportunities for the integrated assessment method must fall within the typical EPA period timeframes. This is to ensure that apprentices are not disadvantaged by the assessment of qualifications being available within an assessment window occurring once a year.
The employer and EPAO agree the timescale for a re-sit or re-take. A re-sit is typically taken within 2 months of the EPA outcome notification. The timescale for a re-take is dependent on how much re-training is required and is typically taken within 4 months of the EPA outcome notification.
If the apprentice fails the presentation and questioning, they must amend the presentation in line with the independent assessor's feedback. The apprentice will be given 3 weeks to rework and submit the amended presentation. The independent assessor will have 1 week to review the presentation. The apprentice must have 5 days’ notice of the presentation date. Alternatively, the apprentice can choose to complete a new presentation scope and presentation in which case which must be approved by the EPAO in advance of work beginning. Once approval is received from the EPAO, the apprentice has a further 4 weeks to develop their presentation.
Failed assessment methods must be re-sat or re-taken within a 6-month period from the EPA outcome notification, otherwise the entire EPA will need to be re-sat or re-taken in full.
Re-sits and re-takes are not offered to an apprentice wishing to move from pass to a higher grade.
The apprentice will get a maximum EPA grade of merit for a re-sit or re-take, unless the EPAO determines there are exceptional circumstances.
| Roles | Responsibilities |
|---|---|
|
Apprentice |
As a minimum, the apprentice should:
|
|
Employer |
As a minimum, the apprentice's employer must:
|
|
EPAO |
As a minimum, the EPAO must:
|
|
Independent assessor |
As a minimum, an independent assessor must:
|
|
Training provider |
As a minimum, the training provider must:
|
|
Awarding body |
As a minimum, the awarding body should:
|
Reasonable adjusments
The EPAO and AB must have reasonable adjustments arrangements for the EPA.
This should include:
Adjustments must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.
Special considerations
The EPAO and AB must have special consideration arrangements for the EPA.
This should include:
Special considerations must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.
Internal quality assurance refers to the strategies, policies and procedures that an EPAO and AB must have in place to ensure valid, consistent and reliable EPA decisions.
EPAOs and ABs for this EPA must adhere to the requirements within the roles and responsibilities table.
They must also appoint independent assessors who:
hold a recognised human resource qualification at level 5 or above
Affordability of the EPA will be aided by using at least some of the following:
This apprenticeship aligns with:
| Knowledge | Assessment methods |
|---|---|
|
K1
Internal and external sources of data for people management. Back to Grading |
Presentation and questioning |
|
K2
People systems and how they are utilised for business value. Back to Grading |
Presentation and questioning |
|
K3
People operating models and theories for different business types. e.g., small or large, private or public. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
K4
Functions within the people profession, and how each deliver for the business. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
K5
Business aims and objectives, and how their work contributes to them. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
K6
Evolution of the people professional industry and the current role. Back to Grading |
Assignment |
|
K7
Sources of specialist HR expertise and or guidance for people issues including ethics. Back to Grading |
Assignment |
|
K8
Regulatory requirements such as data protection, confidentiality, data management, for the handling and processing of data, and its application. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
K9
Employment legislation and policies. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
K10
Problem solving, and decision-making techniques. Back to Grading |
Presentation and questioning |
|
K11
Project management practices, and techniques. Back to Grading |
Presentation and questioning |
|
K12
Emerging digital trends, and how these can be embedded in people practice. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
K13
Commercial and budgetary implications of people management. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
K14
Commercial awareness of the business, and the external environment which it operates within. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
K15
Prioritisation tools and techniques e.g., priority matrix. Back to Grading |
Presentation and questioning |
|
K16
Internal and external sources of data for benchmarking. Back to Grading |
Presentation and questioning |
|
K17
Negotiation and influencing models and techniques. Back to Grading |
Assignment |
|
K18
Communication techniques for interacting with stakeholders including appropriate presentation techniques. Back to Grading |
Presentation and questioning |
|
K19
Approaches and practices of equity, diversity, and inclusion. Back to Grading |
Assignment |
|
K20
Approaches to employee wellbeing. Back to Grading |
Assignment |
|
K21
Data analysis techniques. Back to Grading |
Presentation and questioning |
|
K22
Current practices and developments in the sector in achieving sustainable people operations. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
| Skill | Assessment methods |
|---|---|
|
S1
Communicate information through appropriate channels to enable key stakeholders to understand what is required. Back to Grading |
Presentation and questioning |
|
S2
Build and manage multiple and diverse stakeholder's relationships. Back to Grading |
Assignment |
|
S3
Advise on application of policy, regulation, and law for HR issues. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S4
Use data and metrics to mitigate areas of risk and highlight opportunities. Back to Grading |
Presentation and questioning |
|
S5
Negotiate with and influence stakeholders to support achievement of business and organisation objectives. Back to Grading |
Assignment |
|
S6
Present insight and conclusions on workforce issues or people process failures. Back to Grading |
Presentation and questioning |
|
S7
Enable stakeholders to deliver people solutions. e.g., through negotiation, providing guidance. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S8
Lead and improve people capability within the business. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S9
Manage and deliver people related business and change projects. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S10
Handle and process people data according to legislative requirements. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S11
Embed organisational people policy to promote a diverse and inclusive culture with stakeholders. Back to Grading |
Assignment |
|
S12
Analyse financial implications of people solutions ensuring value for money. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S13
Support the delivery of people strategies using technology and innovation in accordance with regulations and policies. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S14
Make decisions on people policy and issues raised, escalating concerns outside own area of responsibility. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S15
Use prioritisation tools e.g., priority matrix to manage workload, and deliver against business objectives. Back to Grading |
Presentation and questioning |
|
S16
Challenge matters which conflict with ethical values or legislation. Back to Grading |
Assignment |
|
S17
Contribute to the development of people policies and procedures or people initiatives. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
S18
Interpret people and management data, from both internal and external sources to identify trends. Back to Grading |
Presentation and questioning |
|
S19
Educate and support stakeholders to deal with wellbeing issues. Back to Grading |
Assignment |
|
S20
Benchmark to improve people policies and procedures, or people initiatives. Back to Grading |
Presentation and questioning |
| Behaviour | Assessment methods |
|---|---|
|
B1
Motivated and resilient to challenging situations. Back to Grading |
Presentation and questioning |
|
B2
Work flexibly and adapts to circumstances. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
B3
Seek learning opportunities and continuous professional development, incorporating them into their work. Back to Grading |
Assignment |
|
B4
Act in a professional manner with integrity. Back to Grading |
Assignment |
|
B5
Work collaboratively with others across the organisation and external stakeholders. Back to Grading |
Presentation and questioning |
|
B6
Take personal responsibility for and promote sustainable working practices. Back to Grading |
Professional discussion underpinned by a portfolio of evidence |
|
B7
Encourage a diverse and inclusive culture. Back to Grading |
Assignment |
|
B8
Takes personal responsibility for and promotes wellbeing. Back to Grading |
Assignment |
|
B9
Role model ethical behaviour, and practices, and challenge decisions, and actions that are not ethical. Back to Grading |
Assignment |
| KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
|---|---|---|---|
|
Analytics and creating value
K1 K15 K16 K21 S15 S20 |
Internal and external sources of data for people management. (K1) Prioritisation tools and techniques e.g., priority matrix. (K15) Internal and external sources of data for benchmarking. (K16) Data analysis techniques. (K21) |
Use prioritisation tools e.g., priority matrix to manage workload, and deliver against business objectives. (S15) Benchmark to improve people policies and procedures, or people initiatives. (S20) |
None |
|
Evidence based practice
K2 K10 S4 S6 S18 |
People systems and how they are utilised for business value. (K2) Problem solving, and decision-making techniques. (K10) |
Use data and metrics to mitigate areas of risk and highlight opportunities. (S4) Present insight and conclusions on workforce issues or people process failures. (S6) Interpret people and management data, from both internal and external sources to identify trends. (S18) |
None |
|
Insights focused
K11 K18 S1 B1 B5 |
Project management practices, and techniques. (K11) Communication techniques for interacting with stakeholders including appropriate presentation techniques. (K18) |
Communicate information through appropriate channels to enable key stakeholders to understand what is required. (S1) |
Motivated and resilient to challenging situations. (B1) Work collaboratively with others across the organisation and external stakeholders. (B5) |
| KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
|---|---|---|---|
|
Business acumen
K3 K4 K5 S7 S9 B2 |
People operating models and theories for different business types. e.g., small or large, private or public. (K3) Functions within the people profession, and how each deliver for the business. (K4) Business aims and objectives, and how their work contributes to them. (K5) |
Enable stakeholders to deliver people solutions. e.g., through negotiation, providing guidance. (S7) Manage and deliver people related business and change projects. (S9) |
Work flexibly and adapts to circumstances. (B2) |
|
Commercial drive
K13 K14 S12 |
Commercial and budgetary implications of people management. (K13) Commercial awareness of the business, and the external environment which it operates within. (K14) |
Analyse financial implications of people solutions ensuring value for money. (S12) |
None |
|
Culture and behaviour
K22 B6 |
Current practices and developments in the sector in achieving sustainable people operations. (K22) |
None |
Take personal responsibility for and promote sustainable working practices. (B6) |
|
Digital working
K8 K12 S10 S13 |
Regulatory requirements such as data protection, confidentiality, data management, for the handling and processing of data, and its application. (K8) Emerging digital trends, and how these can be embedded in people practice. (K12) |
Handle and process people data according to legislative requirements. (S10) Support the delivery of people strategies using technology and innovation in accordance with regulations and policies. (S13) |
None |
|
People practice
K9 S3 S8 S14 S17 |
Employment legislation and policies. (K9) |
Advise on application of policy, regulation, and law for HR issues. (S3) Lead and improve people capability within the business. (S8) Make decisions on people policy and issues raised, escalating concerns outside own area of responsibility. (S14) Contribute to the development of people policies and procedures or people initiatives. (S17) |
None |
| KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
|---|---|---|---|
|
Assignment
K6 K7 K17 K19 K20 S2 S5 S11 S16 S19 B3 B4 B7 B8 B9 |
Evolution of the people professional industry and the current role. (K6) Sources of specialist HR expertise and or guidance for people issues including ethics. (K7) Negotiation and influencing models and techniques. (K17) Approaches and practices of equity, diversity, and inclusion. (K19) Approaches to employee wellbeing. (K20) |
Build and manage multiple and diverse stakeholder's relationships. (S2) Negotiate with and influence stakeholders to support achievement of business and organisation objectives. (S5) Embed organisational people policy to promote a diverse and inclusive culture with stakeholders. (S11) Challenge matters which conflict with ethical values or legislation. (S16) Educate and support stakeholders to deal with wellbeing issues. (S19) |
Seek learning opportunities and continuous professional development, incorporating them into their work. (B3) Act in a professional manner with integrity. (B4) Encourage a diverse and inclusive culture. (B7) Takes personal responsibility for and promotes wellbeing. (B8) Role model ethical behaviour, and practices, and challenge decisions, and actions that are not ethical. (B9) |
| Version | Change detail | Earliest start date | Latest start date | Latest end date |
|---|---|---|---|---|
| 1.3 | Occupational standard, end-point assessment plan and funding band revised. | 28/09/2023 | Not set | Not set |
| 1.2 | Standard revised | 07/03/2023 | 27/09/2023 | Not set |
| 1.1 | The funding band for this standard has been reviewed as part of the apprenticeship funding band review. The new funding band is £7000. Typical duration changed from 36 months to 19 months on 30/05/2022 | 05/07/2019 | 06/03/2023 | Not set |
| 1.0 | Approved for delivery | 18/08/2017 | 04/07/2019 | Not set |
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