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.

Key information

  1. Status: Approved for delivery
  2. Reference: ST0238
  3. Version: 1.3
  4. Level: 5
  5. Typical duration to gateway: 22 months
  6. Typical EPA period: 3 months
  7. Maximum funding: £11000
  8. Route: Business and administration
  9. Date updated: 28/09/2023
  10. Approved for delivery: 18 August 2017
  11. Lars code: 190
  12. EQA provider: Ofqual
  13. Review:

    This apprenticeship standard will be reviewed after three years

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Apprenticeship summary

Overview of the role

Providing People Professional expertise within a company or organisation.

Occupation summary

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. 

Typical job titles include:

Diversity and inclusion manager Employee relations consultant Hr business partner Hr consultant partner Hr generalist Hr manager Hr pay and reward Organisation development consultant Rewards consultant Talent manager. Wellbeing consultant

Duties

  • Duty 1 Implement people strategies and equality objectives for the business.
  • Duty 2 Address people issues within your area of work, managing risks and creating innovative solutions.
  • Duty 3 Develop and implement annual people plans and projects. Align to business and people strategies ensuring equity, diversity, and inclusion.
  • Duty 4 Maintain up to date people policies, ensuring developments in people practice are embedded.
  • Duty 5 Make and present evidence-based decisions for people solutions, drawing on and carrying out relevant research and utilising benchmarking data.
  • Duty 6 Provide advice, guidance, and training to the business on people related issues in line with business policies and employment law.
  • Duty 7 Develop and maintain inclusive relationships with internal stakeholders to influence and support their people requirements.
  • Duty 8 Contribute to workforce design and succession planning, identifying future trends and issues across the organisation.
  • Duty 9 Contribute to the ongoing success and growth to their organisation by providing insight on people related issues.
  • Duty 10 Evaluate impact of people policies and procedures on the organisation, its culture, and its people.
  • Duty 11 Lead people development such as talent management, coaching and mentoring arrangements, for their organisation.
  • Duty 12 Support the improvement of the agility and productivity of workforces and organisations, to enable innovation and collaborative working using technology.
  • Duty 13 Enable the 3 pillars of sustainability (Economy, Society and Environment) and social value.

Apprenticeship summary

ST0238, people professional level 5

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.

What is an end-point assessment and why it happens

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:

  • fail
  • pass
  • merit
  • distinction

When you pass the EPA, you will be awarded your apprenticeship certificate.

EPA gateway

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:

  • achieved English and mathematics qualifications in line with the apprenticeship funding rules
  • for the presentation and questioning, the project's title and scope must be agreed with the EPAO and a project summary submitted

  • for the professional discussion underpinned by a portfolio of evidence, you must submit a portfolio of evidence

  • passed any other qualifications listed in the occupational standard

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.

Assessment methods


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.

Who to contact for help or more information

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.


Reasonable adjustments

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.


Professional recognition

This apprenticeship aligns with Chartered Institute of Personnel and Development for Associate Member

Please contact the professional body for more details.

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Details of the occupational standard

Occupation summary

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. 

Typical job titles include:

Diversity and inclusion manager Employee relations consultant Hr business partner Hr consultant partner Hr generalist Hr manager Hr pay and reward Organisation development consultant Rewards consultant Talent manager. Wellbeing consultant

Occupation duties

Duty KSBs

Duty 1 Implement people strategies and equality objectives for the business.

K6 K10 K11

S9 S12 S14 S17 S18 S20

B1 B2 B4 B5 B6 B7 B9

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

S1 S3 S5 S6 S7 S10 S14 S16 S19

B1 B2 B4 B5 B6 B7 B8 B9

Duty 3 Develop and implement annual people plans and projects. Align to business and people strategies ensuring equity, diversity, and inclusion.

K1 K3 K5 K6 K7 K9 K10 K11 K13 K14 K15 K17 K19 K20

S5 S9 S14 S16 S17

B1 B2 B4 B5 B6 B7 B9

Duty 4 Maintain up to date people policies, ensuring developments in people practice are embedded.

K3 K5 K6 K10 K13 K16

S4 S6 S9 S10 S12 S13 S17 S19

B1 B2 B3 B4 B5 B6 B7 B9

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

S3 S4 S6 S7 S10 S11 S12 S14 S18

B1 B2 B4 B6 B9

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

S1 S3 S4 S7 S10 S12 S14 S16 S18 S19

B1 B2 B4 B6 B7 B8 B9

Duty 7 Develop and maintain inclusive relationships with internal stakeholders to influence and support their people requirements.

K6 K8 K10 K11 K17 K19

S1 S2 S5 S13 S16

B1 B2 B4 B5 B8 B9

Duty 8 Contribute to workforce design and succession planning, identifying future trends and issues across the organisation.

K1 K2 K5 K6 K12 K15 K19 K21 K22

S6 S9 S10 S17

B1 B2 B3 B4 B5 B6 B8 B9

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

S1 S3 S4 S6 S7 S10 S12 S15 S18

B1 B2 B4 B5 B6 B9

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

S2 S3 S4 S5 S12 S13 S14 S15 S18 S20

B1 B2 B3 B4 B5 B6 B8 B9

Duty 11 Lead people development such as talent management, coaching and mentoring arrangements, for their organisation.

K1 K3 K6 K10 K11 K16 K17 K18 K20

S1 S5 S7 S8 S12

B1 B2 B3 B4 B6 B7 B9

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

S1 S4 S5 S6 S10 S11 S12 S13 S14 S15 S17 S18 S20

B1 B2 B3 B4 B5 B6 B9

Duty 13 Enable the 3 pillars of sustainability (Economy, Society and Environment) and social value.

K6 K14 K22

S16

B3 B4 B6

KSBs

Knowledge

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

Skills

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

Behaviours

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

Qualifications

English and Maths

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.

Other mandatory qualifications

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.

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.

Professional recognition

This standard aligns with the following professional recognition:

  • Chartered Institute of Personnel and Development for Associate Member
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End-point assessment plan

1.3

Introduction and overview

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:

  • fail
  • pass
  • distinction

Assessment method 2 - Professional discussion underpinned by a portfolio of evidence:

  • fail
  • pass
  • distinction

Assessment method 3 - Assignment:

  • fail
  • pass

The result from each assessment method is combined to decide the overall apprenticeship grade. The following grades are available for the apprenticeship:

  • fail
  • pass
  • merit
  • distinction

EPA summary table

On-programme - typically 22 months

The apprentice must:

  • complete training to develop the knowledge, skills and behaviours (KSBs) outlined in this apprenticeship’s standard
  • complete training towards English and mathematics qualifications in line with the apprenticeship funding rules

  • compile a portfolio of evidence

  • complete training towards the qualification listed in the people professional apprenticeship standard

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.

End-point assessment gateway

The apprentice’s employer must be content that the apprentice is occupationally competent.

The apprentice must:

  • confirm they are ready to take the EPA
  • have achieved English and mathematics qualifications in line with the apprenticeship funding rules

  • have passed 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.

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.

End-point assessment - typically 3 months

The grades available for each assessment method are below

Presentation and questioning:

  • fail

  • pass

  • distinction

Professional discussion underpinned by a portfolio of evidence:

  • fail

  • pass

  • distinction

Assignment:

  • fail

  • pass

Overall EPA and apprenticeship can be graded:

    • fail
    • pass
    • merit
    • distinction

Professional recognition

This apprenticeship aligns with:

  • Chartered Institute of Personnel and Development for Associate Member

Re-sits and re-takes
  • re-take and re-sit grade cap: merit
  • re-sit timeframe: typically 2 months
  • re-take timeframe: typically 4 months

Duration of end-point assessment period

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.

EPA gateway

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:

  • confirm they are ready to take the EPA
  • have achieved English and mathematics qualifications in line with the apprenticeship funding rules

  • have passed 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.

  • submit a presentation scoping brief for the presentation and questioning

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.

.

  • submit a portfolio of evidence for the professional discussion underpinned by a portfolio of evidence

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:

  • workplace documentation and records, for example:
  • workplace policies and procedures
  • witness statements
  • annotated photographs
  • video clips with a maximum total duration of 10 minutes; the apprentice must be in view and identifiable.

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.

Order of assessment methods

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.

Presentation and questioning

Overview

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.

Rationale

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.

Delivery

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:

  • specific problem
  • a recurring issue
  • an idea or opportunity

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:

  • data analysis
  • benchmarking
  • overview of the activities undertaken relating to the topic area and how these related to their role
  • what was achieved as a result of the activities
  • stakeholder engagement both internally and externally
  • reflection on lessons learnt
  • conclusion

The purpose of the presentation is to allow the apprentice to demonstrate their competence against the grading descriptors in the following themes:

  • analytics and creating value
  • evidence based practice
  • insights focused

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:

  • audio-visual presentation equipment
  • flip chart and writing and drawing materials
  • computer

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:

  • analytics and creating value
  • evidence based practice
  • insights focused

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 KSBs demonstrated
  • the apprentice’s answers to questions
  • the KSBs demonstrated in answers to questions
  • the grade achieved

Assessment location

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.

Question and resource development

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:

  • independent assessor EPA materials which include:
    • training materials
    • administration materials
    • moderation and standardisation materials
    • guidance materials
    • grading guidance
    • question bank
  • EPA guidance for the apprentice and the employer

The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.

Professional discussion underpinned by a portfolio of evidence

Overview

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.

Rationale

This assessment method is being used because:

  • it is commonplace for people professionals to engage in detailed discussions, so this assessment method mirrors their day-to-day work
  • a professional discussion is a well-recognised method of assessment which is widely used within the sector
  • it allows for knowledge, skills and behaviours that may not naturally occur as part of another assessment method to be assessed and more easily discussed
  • the apprentice can draw upon other supporting evidence in the portfolio and can effectively determine the authenticity of that supporting evidence
  • it gives the apprentice the opportunity to make detailed and proactive contributions to confirm their competency across the KSBs mapped to this method

  • it allows scope for the apprentice to demonstrate the depth and breadth of KSBs, allowing for a distinction grading
  • it allows for testing of responses where there are a number of potential answers that could not be tested through a multiple-choice test
  • it is cost effective, as it can be conducted remotely

Delivery

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:

  • business acumen
  • people practice

A minimum of 1 question will be asked for each of the following themes:

  • commercial drive
  • culture and behaviour
  • digital working

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 apprentice’s answers to questions
  • the KSBs demonstrated in answers to questions
  • the grade achieved 

Assessment location

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.

Question and resource development

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:

  • independent assessor assessment materials which include:
    • training materials
    • administration materials
    • moderation and standardisation materials
    • guidance materials
    • grading guidance
    • question bank
  • EPA guidance for the apprentice and the employer

The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.

Assignment

Overview

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.

Rationale

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.

Delivery

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.

Assessment decision

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 KSBs demonstrated in the assignment
  • the grade achieved

Marking

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.

Question and resource development

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:

  • administration materials
  • moderation and standardisation materials
  • guidance materials
  • grading guidance
  • test specification
  • sample test and mark schemes
  • live tests and mark schemes
  • question bank

The awarding body must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.

Grading

Presentation and questioning

Fail - does not meet pass criteria

Theme
KSBs
Pass
Apprentices must demonstrate all of the pass descriptors
Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
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).

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). 

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

Professional discussion underpinned by a portfolio of evidence

Fail - does not meet pass criteria

Theme
KSBs
Pass
Apprentices must demonstrate all of the pass descriptors
Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
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).

 

 

 

 

Justifies their approach when managing and delivering people related projects to meet business aims and objectives (K5, S9).

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

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

Assignment

Fail - does not meet pass criteria

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.

Overall EPA grading

Performance in the EPA determines the overall grade of:

  • fail

  • pass

  • merit

  • distinction

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

Re-sits and re-takes

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 and responsibilities

Roles Responsibilities

Apprentice

As a minimum, the apprentice should:

  • complete on-programme training to meet the KSBs as outlined in the apprenticeship standard for a minimum of 12 months
  • complete the required amount of off-the-job training specified by the apprenticeship funding rules and as arranged by the employer and training provider
  • understand the purpose and importance of EPA
  • prepare for and undertake the EPA including meeting all gateway requirements

Employer

As a minimum, the apprentice's employer must:

  • select the EPAO and training provider
  • work with the training provider, where applicable, to support the apprentice in the workplace and to provide the opportunities for the apprentice to develop the KSBs
  • arrange and support off-the-job training to be undertaken by the apprentice 
  • decide when the apprentice is working at or above the apprenticeship standard and is ready for EPA
  • ensure the apprentice is prepared for the EPA
  • ensure that all supporting evidence required at the gateway is submitted in line with this EPA plan
  • confirm arrangements with the EPAO for the EPA in a timely manner, including who, when, where
  • provide the EPAO with access to any employer-specific documentation as required for example, company policies
  • ensure that the EPA is scheduled with the EPAO for a date and time which allows appropriate opportunity for the apprentice to meet the KSBs
  • ensure the apprentice is given sufficient time away from regular duties to prepare for, and complete the EPA
  • ensure that any required supervision during the EPA period, as stated within this EPA plan, is in place
  • ensure the apprentice has access to the resources used to fulfil their role and carry out the EPA for workplace based assessments
  • remain independent from the delivery of the EPA
  • pass the certificate to the apprentice upon receipt

EPAO

As a minimum, the EPAO must:

  • conform to the requirements of this EPA plan and deliver its requirements in a timely manner
  • conform to the requirements of the apprenticeship provider and assessment register
  • conform to the requirements of the external quality assurance provider (EQAP)
  • understand the apprenticeship including the occupational standard and EPA plan 
  • make all necessary contractual arrangements including agreeing the price of the EPA
  • develop and produce assessment materials including specifications and marking materials, for example mark schemes, practice materials, training material
  • maintain and apply a policy for the declaration and management of conflict of interests and independence. This must ensure, as a minimum, there is no personal benefit or detriment for those delivering the EPA or from the result of an assessment. It must cover:
    • apprentices
    • employers
    • independent assessors
    • any other roles involved in delivery or grading of the EPA
  • have quality assurance systems and procedures that ensure fair, reliable and consistent assessment and maintain records of internal quality assurance (IQA) activity for external quality assurance (EQA) purposes
  • appoint independent, competent, and suitably qualified assessors in line with the requirements of this EPA plan
  • appoint administrators, invigilators and any other roles where required to facilitate the EPA
  • deliver induction, initial and on-going training for all their independent assessors and any other roles involved in the delivery or grading of the EPA as specified within this EPA plan. This should include how to record the rationale and evidence for grading decisions where required 
  • conduct standardisation with all their independent assessors before allowing them to deliver an EPA, when the EPA is updated, and at least once a year 
  • conduct moderation across all of their independent assessors decisions once EPAs have started according to a sampling plan, with associated risk rating of independent assessors 
  • monitor the performance of all their independent assessors and provide additional training where necessary 
  • develop and provide assessment recording documentation to ensure a clear and auditable process is in place for providing assessment decisions and feedback to all relevant stakeholders 
  • use language in the development and delivery of the EPA that is appropriate to the level of the apprenticeship
  • arrange for the EPA to take place in a timely manner, in consultation with the employer
  • provide information, advice, and guidance documentation to enable apprentices, employers and training providers to prepare for the EPA
  • confirm the gateway requirements have been met before they start the EPA for an apprentice
  • arrange a suitable venue for the EPA
  • maintain the security of the EPA including, but not limited to, verifying the identity of the apprentice, invigilation and security of materials
  • where the EPA plan permits assessment away from the workplace, ensure that the apprentice has access to the required resources and liaise with the employer to agree this if necessary
  • confirm the overall grade awarded
  • maintain and apply a policy for conducting appeals

Independent assessor

As a minimum, an independent assessor must: 

  • be independent, with no conflict of interest with the apprentice, their employer or training provider, specifically, they must not receive a personal benefit or detriment from the result of the assessment
  • have, maintain and be able to evidence up-to-date knowledge and expertise of the occupation
  • have the competence to assess the EPA and meet the requirements of the IQA section of this EPA plan
  • understand the apprenticeship’s occupational standard and EPA plan
  • attend induction and standardisation events before they conduct an EPA for the first time, when the EPA is updated, and at least once a year
  • use language in the delivery of the EPA that is appropriate to the level of the apprenticeship
  • work with other personnel, where used, in the preparation and delivery of assessment methods
  • conduct the EPA to assess the apprentice against the KSBs and in line with the EPA plan
  • make final grading decisions in line with this EPA plan
  • record and report assessment outcome decisions
  • comply with the IQA requirements of the EPAO
  • comply with external quality assurance (EQA) requirements

Training provider

As a minimum, the training provider must: 

  • conform to the requirements of the apprenticeship provider and assessment register
  • ensure procedures are in place to mitigate against any conflict of interest
  • work with the employer and support the apprentice during the off-the-job training to provide the opportunities to develop the KSBs as outlined in the occupational standard
  • deliver training to the apprentice as outlined in their apprenticeship agreement
  • monitor the apprentice’s progress during any training provider led on-programme learning
  • ensure the apprentice is prepared for the EPA
  • advise the employer, upon request, on the apprentice’s readiness for EPA
  • ensure that all supporting evidence required at the gateway is submitted in line with this EPA plan
  • remain independent from the delivery of the EPA

Awarding body

As a minimum, the awarding body should:

  • administer the question setting and mark scheme. 
  • quality assure the administration and grading of assessment method 3 by their approved training centre.
  • quality assure the processes by which approved training providers issue certificate of competency to apprentices who pass assessment method 3
  • issue certificates to apprentices who pass assessment method 3. 
  • inform the EPAO of the outcome of assessment method 3
  • inform the Institute of Apprenticeships and Technical Education of any changes to the integrated assessment method that would impact on the delivery of this EPA
  • ensure approved centre that marks the assignment assessment method 3 have the competence to assess the apprentice at the level of this apprenticeship and hold any required qualifications and experience in line with the requirements of the independent assessor as detailed in the IQA section of this EPA plan.
  • conform to the requirements of the external quality assurance provider (EQAP) for this apprenticeship.
  • ensure a process is devised and agreed to ensure that the result of assessment method 3 assignment is given to EPAO within published moderation shedule.
  • approve training providers that may deliver the assessment.
  • ensure robust quality and moderating policies and process procedures are in place and followed.

Reasonable adjustments

Reasonable adjusments

The EPAO and AB must have reasonable adjustments arrangements for the EPA.

This should include:

  • how an apprentice qualifies for a reasonable adjustment
  • what reasonable adjustments may be made

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:

  • how an apprentice qualifies for a special consideration
  • what special considerations will be given

Special considerations must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.

Internal quality assurance

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:

  • have recent relevant experience of the occupation or sector to at least occupational level 5 gained in the last 3 years or significant experience of the occupation or sector
  • meet the following minimum requirements:

    hold a recognised human resource qualification at level 5 or above

Value for money

Affordability of the EPA will be aided by using at least some of the following:

  • utilising digital remote platforms to conduct applicable assessment methods
  • using the employer’s premises
  • conducting assessment methods on the same day

Professional recognition

This apprenticeship aligns with:

  • Chartered Institute of Personnel and Development for Associate Member

KSB mapping table

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

Mapping of KSBs to grade themes

Presentation and questioning

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)

Professional discussion underpinned by a portfolio of evidence

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

Assignment

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)

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Employers involved in creating the standard: Jisc, NatWest, IfATE, Covance, Lloyds Bank, BT, TQUK, National highways Agency, LabCorp, Canon Europe, Severn Trent Water PLC, Dimension Data UK, Sainsburys, Cambridge University Press & Assessment, Transport for London and WM Morrison's

Version log

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

Crown copyright © 2024. You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. Visit www.nationalarchives.gov.uk/doc/open-government-licence

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