3CO04 Essentials of People Practice Assignment : An In-Depth Evaluation of HR Practices in the Jemijo Insurance Case Study

Tasks

Complete each of the tasks set out below referring to the case study in your answers.

Case study

Part of an international group, Jemijo is one the largest insurers in the country. Over five million customers choose home, car, van, travel, and pet insurance products from Jemijo and expect high quality customer service. To ensure that high standards are achieved and maintained, a large workforce is required and more than 2500 people work for Jemijo. Locations of work vary, some staff are fully office-based at one of five office locations, some are home-based, while some utilise a combination of office and home working. Roles within Jemijo vary greatly, but the majority work in customer service roles selling insurance products, answering account queries, and dealing with insurance claims through call centres. Although more than 65% of sales, queries and claims now take place online, some customers prefer to talk to a person or find their query requires human interaction. The call centre telephone lines are open Monday to Saturday from 8:00am to 6:00pm but closed on Sunday. The exception to this is the emergency claims hotline, which is open 24/7. The emergency claims hotline deals with urgent claims such as emergency heating and plumbing, boiler breakdown, roof damage, broken doors and windows, pest infestations, car breakdowns, etc. Other roles at Jemijo are in insurance underwriting, market analysis, as well as functions such as Marketing, Finance, IT and People.

Task one – Written answers (recruitment and selection)

Q1. Create a diagram that shows stages in the employee lifecycle. After reading all the tasks in the assessment brief, annotate each stage to explain how people professionals at Jemijo could contribute to the stages in your diagram. (AC 1.1)

Q2. Explain how job analysis can help to create an accurate job description and person specification, for the role of a claims handler, at Jemijo’s call centre (AC 1.2)

Q3. Jemijo advertise vacancies though their website and on commercial jobs boards. Explain each of these recruitment methods and explain why these methods are appropriate for advertising call centre vacancies. (AC 1.3)

Q4. Explain why the content of the copy used in the job adverts on Jemijo’s website could vary compared to the content of copy on commercial jobs boards. (AC 1.4)

Q5. Explain why structured interviews and assessment centres are appropriate selection methods for call centre roles at Jemijo. (AC 2.1)

Q6. Explain what records from the structured interviews and assessment centres at Jemijo should be retained. (AC 2.4)

Q7. Using an AI tool of your choice, create templates for a letter of appointment and a letter of non-appointment for the call centre customer service role. Once you have created the templates, critically review each template, and explain which elements you would keep and why, and which elements you would remove or change and why. (AC 2.5)

Your evidence must consist of:

Written answers for questions 1-6 – with reference to the case study,  approximately 1500 words, (+/- 10%), refer to CIPD word count policy. The AI generated letter templates and written critique. (Not included in word count)

Task two – Simulated interview

You work in the People team at Jemijo as a People Advisor. One of the People Assistants has recently resigned and will be replaced.

Your task is to:

Q8. Devise selection criteria for the post of People Assistant using the job description already written (Appendix A).

Use the selection shortlisting matrix (Appendix B) to shortlist applications against the selection criteria to determine candidates to be interviewed.

You must use the completed, sample application forms provided in Appendix C (AC 2.2)

Q9. Interview one applicant and decide whether they meet the criteria for the post. The interview could be a panel of no more than three learners from the same centre, or one-to-one interview (as determined by your centre). The interview could be conducted face-to-face or by web conferencing (as determined by your centre). (AC 2.3)

[If working as a panel, it is essential that each member of the team actively takes part in devising the criteria, shortlisting, interviewing and decision-making. A copy of CIPD STARR Model Interview

Questions (Appendix D) has been included, that can be used when developing interview questions.]

Your evidence must consist of: 

• The selection criteria that you devised, individually or as part of a panel. (Not included in word count).
• Your notes from the shortlisting process or a skills observation feedback form completed by your assessor as to your part in shortlisting. (Not included in word count).
• A video recording of the interview (minimum 20 minutes). Each interviewer must state their name and CIPD learner number before the interview starts. Each learner must be clearly visible throughout the video recording.
• A skills observation feedback form completed by your assessor about your role in the interview (Not included in word count).
• Either a video of the subsequent decision-making process or your notes from the decision-making process. (Not included in word count).

Note to assessors

Please ensure that all video recordings are retained and, if selected for moderation, uploaded to ROGO along with other materials for 3CO04.

Please ensure that each learner is identified by name and CIPD learner number in the recording.

Please ensure that an individual skills observation feedback form (Appendix E) is completed for each learner regardless of whether an individual or panel interview is carried out.

If a panel interview is conducted, individual contributions must be clearly and uniquely identified through comments on the skills observation feedback form. Each panel should comprise no more than 3 panel members.

Task three – Written answers (legislation and employment relations)

Q10. Explain, with reference to legislation, why it is important that call centre staff at Jemijo, working on the 24/7 claims hotline, have adequate periods of rest between periods of work and do not work excessive hours. (AC 3.1)

Q11. Briefly explain what is meant by the term wellbeing and explain why wellbeing is important in Jemijo’s call centre. (AC 3.2)

Q12. Henry, a call centre manager at Jemijo, is keen to attract and select young people to work in the call centre and suggests advertising vacancies for 18- to 21-year-olds. With reference to discrimination legislation, summarise why this approach presents a legal risk. (AC 3.3)

Q13. Explain how the terms diversity and inclusion differ and why diversity and inclusion are important in Jemijo’s call centres. (AC 3.4)

Q14. Henry advises you that Megan, a Jemijo employee with five years’ continuous service, swore at a customer who was frustrated about the time taken to deal with their insurance claim. Henry informs you that he has not taken any action yet but will dismiss Megan in a meeting today and asks whether there is a form that they need to fill out for this to ensure Megan is not overpaid. You are relieved that Henry has contacted you, but you are concerned about his proposal and the legal risk of his approach. Explain why Henry’s approach is likely to be viewed as an unfair dismissal and how the approach differs to the approach needed for a fair dismissal. (AC 3.5)

Your evidence must consist of: Written answers to questions 10-14 (approximately 1250 words, (+/- 10%), refer to CIPD word count policy).

Task four – Written answers (performance management and reward)

Q15. The CIPD factsheet, ‘Performance management: an introduction’, states that performance management includes the following activities: • Establish objectives • Improve performance • Hold people to account Explain how these activities could assist in the performance management of call centre staff at Jemijo. (AC 4.1)

Q16. Explain how the level of skill and level of motivation of call centre staff at Jemijo could impact their performance. (AC 4.2)

Q17. At present, call centre staff at Jemijo have annual appraisals with their manager. Explain whether continuous reviews could be more beneficial than annual reviews (AC 4.3)

Q18. The CIPD factsheet, ‘Strategic reward and total reward’ (February 2025) sets out a range of elements that could form part of total reward. Explain why, ‘Access to professional and personal development’ and ‘meaningful work’ could be valued by call centre customer service advisors at Jemijo. (AC 5.1)

Q19. With reference to at least one motivation theory, explain how non-financial reward could support good performance in the call centre at Jemijo. (AC 5.2)

Q20. Explain why it is important that pay for call centre staff at Jemijo is equitable and consistent. (AC 5.3)

Your evidence must consist of: Written answers to questions 15-20, approximately 1500 words, (+/- 10%), refer to CIPD word count policy.

Task five – Written answers (learning and development)

Call centre staff deal with a wide range of customer queries relating to insurance products and insurance claims. To ensure that all new call centre staff have the relevant knowledge and skills to perform competently in their role, they attend a six-week training programme.

The training programme covers:

• knowledge of Jemijo’s insurance products and systems
• how to communicate with customers and how to understand their needs
• empathy
• regulatory requirements

Q21. Explain the benefits to new starters and Jemijo of the call centre’s basic training programme. (AC 6.1)

Q22. All new starters in the call centre at Jemijo undertake the basic training programme. Describe different types of learning needs that might arise once the basic training is complete and describe why they might arise. (AC 6.2)

Q23. Provide a brief summary of how face-to-face training can be used to develop managers at Jemijo, and briefly summarise how blended learning, facilitation, coaching, and mentoring could also be used to develop management skills. (AC 6.3)

Q24. As successful completion of the basic training programme is essential for new starters, explain how Jemijo can ensure that the basic training programme is inclusive and accessible for all new starters. (AC 6.4)

Q25. Discuss a range of metrics that could be used to evaluate the effectiveness of the basic training for call centre staff at Jemijo (AC 6.5)

Your evidence must consist of: Written answers to questions 21–25, approximately 1250 words, (+/- 10%), refer to CIPD word count policy). Answer Checklist You may find the following checklist helpful to make sure that you have answered all the questions. You don’t have to use it if you don’t want to.

The post 3CO04 Essentials of People Practice Assignment : An In-Depth Evaluation of HR Practices in the Jemijo Insurance Case Study appeared first on Students Assignment Help UK.