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5CO03
Professional behaviours and
valuing people
Learner Assessment Brief
Assessment ID / CIPD_5CO03_23_01
Level 5 Associate Diploma in
▪ People Management
▪ Organisational Learning and Development
•
•
Version 1 – Released June 2023
Expires June 2024
Level 5 Associate Diploma
Please write clearly in block capitals. (You MUST complete all highlighted fields)
Centre number:
8
Centre name:
7
5
Oakwood International
Learner number (1st 7 digits of CIPD
Membership number):
Learner surname:
Learner other names:
Declared total word count (You MUST
provide your wordcount for each
submission)
Unit code:
5CO03
Unit title:
Professional behaviours and valuing people
Assessment ID:
CIPD_5CO03_23_01
Assessment start date:
Assessment submission date:
First resubmission date for centre marking –
if applicable
Second resubmission date for centre
marking – if applicable
Assessor name (1st Submission):
Assessor Electronic signature:
Assessor name (2nd Submission):
Assessor Electronic signature:
Assessor name (3rd Submission):
Assessor Electronic signature:
IQA name (if applicable):
IQA signature (if applicable):
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Level 5 Associate Diploma
5CO03
Professional behaviours and
valuing people
This unit focuses on how applying core professional behaviours such as ethical practice, courage and
inclusivity can build positive working relationships and support employee voice and well-being. It considers
how developing and mastering new professional behaviours and practice can impact performance.
CIPD’s insight
HR and standards (December 2022)
This factsheet explains what British and International standards in HR are and why they matter. It introduces
the British and International HR standards already published or under development and outlines the CIPD
involvement in their development. Whether or not organisations have a dedicated HR team, they will at
some point need guidance on ethical and effective human resource management practice in areas such as
workforce planning, recruitment, inclusion and diversity, learning and development, and human capital
reporting. British and International standards provide such guidance. International experts develop them, in
collaboration with key stakeholders. These standards advocate responsible people management practices
and support the organisations that adopt them to improve their organisational resilience and
sustainability.https://www.cipd.co.uk/knowledge/strategy/hr/standards-factsheet
Equality, diversity and inclusion (EDI) in the workplace (November 2022)
Promoting and delivering EDI in the workplace is an essential aspect of good people management. To reap
the benefits of EDI, it’s about creating working environments and cultures where every individual can feel
safe, a sense of belonging and is empowered to achieve their full potential. Whilst legal frameworks vary
across different countries, in the UK the Equality Act 2010 provides legal protection for nine protected
characteristics: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity,
race, religion or belief, sex and sexual orientation. However, an effective EDI strategy goes beyond legal
compliance and seeks to take an intersectional approach adding value to an organisation, contributing to the
wellbeing and equality of outcomes and impact on all employees. This includes: accent, age, caring
responsibilities, colour, culture, visible and invisible disability, gender identity and expression, mental health,
neurodiversity, physical appearance, political opinion, pregnancy and maternity/paternity and family status
and socio-economic circumstances amongst other personal characteristics and experiences. This factsheet
explores what workplace equality inclusion and diversity (EDI) means, and how an effective strategy is
essential to an organisation’s business objectives. It looks at the rationale for action and outlines steps
organisations can take to implement and manage a successful EDI strategy, from recruitment, selection,
retention, communication and training to addressing workplace behaviour and evaluating
progress.https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet#6428
Ethical practice and the role of people professionals (August 2022)
Scandals involving workplace harassment and poor treatment of workers have highlighted what can happen
when ethics aren’t integral to the way organisations operate. With unique access to staff throughout their
careers, as well as opportunities to influence an organisation’s strategy and the way it manages its workforce,
people professionals are uniquely placed to support embedding principled decision-making into daily
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Level 5 Associate Diploma
practice. Ethics are at the heart of professionalism. To create cultures of transparency and trust, practitioners
should demonstrate strong standards of integrity when advising business leaders. This factsheet explores
what ethical practice means and why it matters in an organisational context. It outlines the trade-offs
involved in upholding ethical values and the challenges faced by people professionals. Finally, it looks at the
profession’s role in creating ethical organisational cultures.
https://www.cipd.co.uk/knowledge/culture/ethics/role-hr-factsheet
Ethics at work: an employer’s guide
Ethical values provide the moral compass by which we live our lives and make decisions: ‘doing the right
thing’ because it’s the right thing to do. However, there are several reasons why unethical behaviour
continues to happen in the workplace, from individual actions and choice to industry-wide indiscretions and
compromising decisions.
In this guide, we discuss the red flags to watch out for, along with practical tips and resources to safeguard
your organisation and people against ethical breaches and misconduct. The guide draws on – and
complements – the latest CIPD research, and features nine areas of action employers can prioritise to ensure
they behave ethically. If you’re an employer or manager looking to foster and encourage ethical behaviour in
your organisation, you’ll find the practical advice you need in this
guide.https://www.cipd.co.uk/knowledge/culture/ethics/ethics-work-guide
Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so
that you can engage with the latest thinking. It is not provided to replace the study required as part of the learning or
as formative assessment material.
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Level 5 Associate Diploma
Preparation for the Tasks:
▪
At the start of your assignment, you are encouraged to plan your assessment work with your
Assessor and where appropriate agree milestones so that they can help you monitor your progress.
▪
Refer to the indicative content in the unit to guide and support your evidence.
▪
Pay attention to how your evidence is presented, remember you are working in the People Practice
Team.
▪
Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
▪
Completing and acting on formative feedback from your Assessor.
▪
Reflecting on your own experiences of learning opportunities and continuous professional
development.
▪
Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as key
research authors on the subject.
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Level 5 Associate Diploma
Task One –Professional and ethical behaviours
This task requires you to consider the significance of professional and ethical behaviours for a people
practitioner and the values that underpin the people practice profession.
To complete the task, you should provide a written response to each of questions below, making appropriate
use of academic theory and practical examples to expand your response and illustrate key points.
▪
With reference to typical activities and behaviours, appraise what it means to be a ‘people
professional’. (AC 1.1)
▪
Discuss how ethical values underpin the work of a people professional, including two examples of
how ethical values might be applied in a people practice context. (AC 1.2)
▪
Consider the importance of people professionals being able to influence others and ensure that the
‘people practice voice’ is heard in an organisation, through informed, clear and confident
communication. (AC 1.3)
▪
For each of the situations below (a & b), provide an example of an issue that would cause you to raise
the matter to a manager (or other authority) – and describe how you would do this.
a) where you consider something to be unethical (whether or not it is illegal),
b) where you believe something contravenes legislation. (AC 1.4)
▪
Discuss two theories or models relating to the human and business benefits of people at work feeling
included, valued, and fairly treated, concluding your discussion with a summary of your own view of
these benefits. (AC 2.1)
▪
Discuss two ways in which a people professional can build inclusivity into a people practice initiative
at the design stage, and two ways of checking inclusivity after a people practice initiative is
implemented. (AC 2.2)
Your evidence must consist of:
▪
▪
▪
▪
Written responses to each of the 6 instructions above.
Approximately 2250 words in total, refer to CIPD word count policy.
IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference
where you have drawn from a secondary source; Harvard referencing is preferable. Please use
the Reference box provided to record all your long references. Short references should be
included within the narrative. We advise you read the guidance on how to set out your
references on the Learner Hub.
Upload the completed Learner Assessment brief, with both tasks completed, through the
Assignments option in the Oakwood Learner Hub
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Level 5 Associate Diploma
Task one – Questions
Appraise what it means to be a people professional. (AC 1.1)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 400 words
Type here…
Recognise how personal and ethical values can be applied in the context of people practice. (AC 1.2)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 300 words
Type here…
Consider the importance of people professionals contributing to discussions in an informed, clear and
confident way to influence others. (AC 1.3)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 350 words
Type here…
Recognise when and how you would raise matters which conflict with ethical values or legislation.
(AC1.4)
a) where you consider something to be unethical (whether or not it is illegal),
b) where you believe something contravenes legislation
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 350 words
Type here…
Argue the human and business benefits of people feeling included, valued, and fairly treated at work
linking to (two) related theory. (AC2.1)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 400 words
Type here…
Discuss (two) strategies for designing and ensuring inclusive people practices. (AC 2.2)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 450 words
Type here…
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Level 5 Associate Diploma
References
Please provide your full long reference list here. The Harvard method is preferable. Please refer to the
guidance on the Learner HUB.
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Level 5 Associate Diploma
Task Two – Professional Review
This task requires you to demonstrate your commitment to professional development and performance
improvement.
To complete the task, you are asked to undertake some reflection, self-assessment, and consideration of
other’s feedback, leading to an identification of your strengths, weaknesses, and development areas.
Following this identification, you will formulate a range of formal and/or informal activities to address your
development needs and support your continuous development.
The task then shifts to a retrospective stance, where you are asked to reflect on the impact of development
activities already undertaken, in the last 12 months.
All five activities below must be completed.
▪
Reflect on your own approach to working inclusively and building positive working relationships with
others. (AC 2.3)
▪
Explore how the role of a people professional (specialist or generalist) is evolving and the
implications this has for your CPD. (AC 3.1)
▪
With reference to your responses for Q1 & Q2, and feedback on your behaviours or performance
obtained from (at least) one other person, assess your current strengths, weaknesses, and
development needs. Your response should include an explanation of the feedback received and how
it has informed your self- assessment. (AC 3.2)
▪
In follow-up to your self-assessment, identify a range of formal or informal development activities
you will undertake to support your ongoing professional development. Your response should include
a brief description of your chosen activities and your reasons for selecting them. (AC 3.3)
(Note: If using the CIPD ‘My Learning Plan’, you may find it useful to self-assess against the
behaviours: ‘Working Inclusively’ and ‘Passion for Learning’ (along with other relevant areas) as this
will stimulate development ideas around the areas at Q1 and Q2 above. (However, there is no
requirement to provide copies of these self-assessment pages.) Your Learning Plan activities can be
‘copied and pasted’ into your assignment document, and edited so that you are not adding
unnecessarily to your word count.)
▪
Reflect on the impact of three previous learning activities (i.e., not the activities planned at Q4
above) on your behaviour and performance. The selected activities may be any formal/planned or
informal/unplanned activities undertaken in the last 12 months, which you consider to have
impacted your behaviour and performance. (AC 3.4)
Present your reflections, attached to your assignment, as either:
▪ your own format CPD record, edited to include just the three selected activities, or
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Level 5 Associate Diploma
▪
a report (or reports) from the CIPD ‘My CPD Reflections’ tool.
Your evidence must consist of:
▪
Written responses to questions 1-4,
(Approximately 1000 words in total, refer to CIPD word count policy)
▪
Either:
– an own-format CPD record, edited to include just the three selected activities, or
– a report (or reports) covering the three selected activities, from the CIPD My CPD Reflections
tool.
(Not included in word count.)
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Level 5 Associate Diploma
Task Two – Professional Review Questions
Reflect on your own approach to working inclusively and building positive working relationships with
others. (AC2.3)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 200 words
Type here…
Explore how the role of a people professional is evolving and the implications this has for continuing
professional development. (AC 3.1)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
Assess your strengths, weaknesses and development areas based on self-assessment and feedback from
others. (AC 3.2)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
Formulate a range of formal and/or informal continuing professional development (CPD) activities to
support your learning journey. (AC 3.3)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 300 words
Type here…
Reflect on the impact of your continuing professional development activities on own behaviour and
performance. (AC 3.4)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. NO WORD COUNT
Type here…
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Level 5 Associate Diploma
Assessment Criteria Evidence Checklist
You may find the following checklist helpful to make sure that you have included the required evidence to
meet the task. This is not a mandatory requirement as long as it is clear in your submission where the
assessment criteria have been met.
Task 1 – Professional, ethical, and inclusive
behaviours.
Assessment criteria
1.1
Appraise what it means to be a people
professional.
1.2
Recognise how personal and ethical values
can be applied in the context of people
practice.
1.3
Consider the importance of people
professionals contributing to discussions in
an informed, clear and confident way to
influence others.
1.4
Recognise when and how you would raise
matters which conflict with ethical values or
legislation.
2.1
Argue the human and business benefits of
people feeling included, valued, and fairly
treated at work linking to related theory.
2.2
Discuss strategies for designing and ensuring
inclusive people practices.
Evidenced
Y/N
Evidence reference
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Level 5 Associate Diploma
Task 2 – Professional Development
Evidenced
Y/N
Assessment criteria
2.3
Reflect on your own approach to working
inclusively and building positive working
relationships with others.
3.1
Explore how the role of a people professional
is evolving and the implications this has for
continuing professional development.
3.2
Assess your strengths, weaknesses and
development areas based on self-assessment
and feedback from others.
3.3
Formulate a range of formal and/or informal
continuing professional development (CPD)
activities to support your learning journey.
3.4
Reflect on the impact of your continuing
professional development activities on own
behaviour and performance.
Evidence reference
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Level 5 Associate Diploma
Declaration of Authentication
Declaration by learner
I can confirm that this assessment is all my own work and where I have used materials from
other sources, they have been properly acknowledged.
Learner name:
Learner signature:
We cannot accept a typed or e-signature. You need to scan or photograph your handwritten
signature and inset the image here. You MUST add a new date for each submission. *This should
be the date on which you submit your assessment.
Submission Date 1:
Submission Date 2:
Submission Date 3:
Declaration by Assessor
I confirm that:
▪ I am satisfied that to the best of my knowledge, the work produced is solely that of the learner.
▪ The learner’s work was conducted under the conditions laid out by the assessment brief.
1 submission Assessor
name:
Assessor signature:
st
Date:
2 submission Assessor
name:
Assessor signature:
nd
Date:
3 submission Assessor
name:
Assessor signature:
rd
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Level 5 Associate Diploma
5CO03
Professional behaviours and valuing
people
Assessment Criteria marking descriptors.
Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate
where the learner sits within the marking band range for each AC.
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use
the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for
learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so
assessors must use their discretion in making grading decisions.
The grid below shows the range for each unit assessment result based on total number of marks awarded
across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment
criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the
assessment criteria have been failed or referred.
Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be
used internally by the centre.
Overall mark
Unit result
0 to 21
Fail
22 to 28
Low Pass
29 to 35
Pass
36 to 44
High Pass
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Level 5 Associate Diploma
Marking Descriptors
Mark Range
1
Fail
Descriptor
Insufficient demonstration of knowledge, understanding or skills (as
appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does not
meet the assessment brief.
Insufficient or no evidence of the use of references to wider reading to help
inform answer.
2
Low Pass
Demonstrates an acceptable level of knowledge, understanding or skills (as
appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to support
answers.
Required format adopted but some improvement required to the structure
and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task and
presented in a more coherent way.
Sufficient evidence of the use of references to wider reading to help inform
answer.
3
Pass
Demonstrates good knowledge, understanding or skills (as appropriate)
required to meet the AC.
Includes confident use of examples, where required, to support each
answer.
Presentation and structure of assignment is appropriate for the assessment
brief.
Answers are clear and well expressed.
Good evidence of the use of references to wider reading to help inform
answer.
4
High Pass
Demonstrates a wide range and confident level of knowledge,
understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link and
support the answer well.
Answers are applied to the case organisation or an alternative organisation.
Answers are clear, concise and well argued, directly respond to what has
been asked.
The presentation of the assignment is well structured, coherent and
focusses on the need of the questions.
Considerable evidence of the use of references to wider reading to inform
answer.
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ASSOCIATE DIPLOMA IN PEOPLE PRACTICE
MODULE 1
‫ا‬
‫ا‬
‫وسهًل‬
‫أهًل‬
Chris O’Brien
Getting to
know you
☺
• Name & Role
• Biggest challenge(s) facing you at work
• What you want to achieve from this CIPD programme
• Something interesting about you outside of work.
2
Chris O Brien MSC, Chartered MCIPD
International HR
writer, consultant,
coach and trainer
20+ years in HR
consulting and
training
Former Global
Leadership & Talent
Development
Director
10+ years experience
working across GCC
International HR
experience for over
3O years
Clients include: stc,
Ma’aden, Sadara,
Saudi Arabian Rail,
BP, PDO, etc..
3
Module 1 Schedule
Sunday
Professional Behaviours and Valuing People
An introduction to the CIPD Map. What skills and qualities do I
need to be a people professional? How do I want my career to
develop? How am I going to achieve this?
Monday – Tuesday
Reward for Performance & Contribution
Breaks
10.15 – 10.30
12.00 – 13.00
What options am I able to put into place to recognise employee
contributions? What are the benefits of these? What are the
risks? What are the most effective? Do they meet the needs of the FINISH: 16.00
staff, the business, the organisation?
Wednesday – Thursday
Leadership & Management Development5
Why is leadership and management critical to develop? What sort
of manager do you want to be? Can you use leadership theories
and initiatives to guide you towards being an outstanding
manager/leader?
4
People are the present and the
future for organisational success
“I am convinced that nothing we do is more important than hiring and developing people. At the end
of the day we bet on people, not on strategies.”
Lawrence Bossidy, CEO, Honeywell & Executive Officer, GE
“To win in the marketplace you must first win in the workplace.”
Douglas Conant, Former President & CEO, Campbell Soup Company
“If we win the hearts and minds of employees, we’re going to have better business success.”
Mary Barra, General Motors’ Chairperson and CEO
“Great Vision without great people is irrelevant”
Jim Collins, Author of Good to Great
Modern Day HR Professionals need to be curious and
courageous, future focused and people champions linked
to enabling the organisational strategy and vision
5
ASSOCIATE DIPLOMA IN PEOPLE MANAGEMENT
Unit 5CO03
PROFESSIONAL BEHAVIOURS AND VALUING PEOPLE
Chris O’Brien
Aims
Explore professional and ethical behaviours in the context of people
practice by appraising what it means to be a people professional
Identify how personal and ethical values can be applied, including
contributing to discussions with confidence and conviction to
influence others
Learn how to champion inclusive and collaborative strategies,
arguing the human and business benefits of inclusive behaviours
and the right to be fairly treated at work
Demonstrate personal commitment to learning, professional
development and performance improvement by exploring how
the role of a people professional is evolving.
7
LO1
Be able to
demonstrate
professional
and
ethical behaviours
in the context of
People Practice
8
Learning outcomes
1
Be able to demonstrate professional and ethical
behaviours, in the context of people practice
1.1 Appraise what it means to be a People Professional
1.2
Recognise how personal and ethical values can be applied
in the context of people practice
Consider the importance of People Professionals
1.3 contributing to discussions in an informed, clear and
confident way to influence others.
1.4 Recognise when and how you would raise matters which
conflict with ethical values or legislation.
9
AC 1.1
Appraise
what it means to
be a People
Professional
10
What does it mean to be a
“professional”?
• What are the qualities and characteristics you
would expect a professional person to have and
display?
• List them out
• Which ones do you think are key – the most important?
Why?
• How does ‘professionalism’ look in HR?
• What do the best HR people do to make them stand out
from the crowd?
• What do you think are the most important
qualities, characteristics and knowledge of
modern day HR professionals?
11
HR Profession in the modern world
Strategic
People Expert
Operational
Excellence
Champion of
change &
Change
Agent
Others?
12
HR’s strategic priorities 2023
1.
‘Human’ Leadership:
more authentic,
empathetic and
adaptive
3.
Improve Employee
Experience
2.
Making Organisational
Design and change
management relevant and
balanced
4.
Business aligned &
data driven
Recruiting
5.
Future of work and
anticipating future
talent needs
https://www.gartner.com/en/articles/what-will-hr-focus-on-in-2023
Top 5 Priorities for HR Leaders 2023,
Gartner
13
CIPD Profession Map (AC 1.1)
• The new Profession Map (2018) sets
the international benchmark for the
people profession.
• Use it to make better decisions, act
with confidence, perform at your
peak, drive change in your
organisation and progress in your
career.
• No matter who you are in the
profession, whether you’re a CIPD
member or not, the new Profession
Map is relevant to you.
https://peopleprofession.cipd.org/profession-map
14
CIPD Profession
Map
15
https://peopleprofession.cipd.org/profession-map
AC1.1 ASSIGNMENT
Appraise (consider) what it means to be a People
Professional.
1. Provide a general definition of the term ‘Professional’
– make sure you reference your source
2. Referring to TWO Professional BEHAVIOURS explain
what it means to be a People Professional
3. Referring to TWO Professional ACTIVITIES explain
what it means to be a People Professional
You must refer to the CIPD Profession Map within your
answer and reference this.
16
AC 1.2
Recognise how
personal and ethical
values
can be
applied
in the context of
People Practices
17
What is Business Ethics and why is
it important?
• How would you define business ethics?
– Is it important and if so, why?
• How do your organisations demonstrate business
ethics
• Externally?
• Internally?
• How do your organisations’ Values demonstrate
business ethics?
18
Ethics in Organisations
Most businesses are started for two reasons: To meet a need
that’s not being met and to make money.
When a business can do both, it’s a wonderful thing.
• However, if a business wants a stronger bottom line (more profit, capital,
stock etc…) , sometimes it looks for ways to cut corners. If those cuts don’t
affect the quality of the goods and services, that’s great.
• But when the product starts to suffer and people are put at risk, this is
where problems can arise. This approach can also cause problems internally.
If a company expects its employees to perform their jobs in a way that might
cause a conflict legally or morally, a business’ ethical reputation could be in
jeopardy.
Business Ethics Defined
Business ethics are the rules and principles that determine what is morally right
and wrong in a business atmosphere. It’s the unspoken agreement that a
business will conduct itself fairly and within the established rules.
19
Ethics – makes good business sense
According to Ethisphere’s Ethics Index, the listed 2021 World’s
Most Ethical Companies outperformed a comparable index of the
largest companies by 7.1 percentage points from January 2016 to
January 2021.
https://worldsmostethicalcompanies.com/
20
Ethical & Personal Values
Ethical Values
– How would you define them?
•
•
•
•
Why is it important to have them?
Typical examples? List them out
Do they reflect those of your organisation?
Examples of where ethical values impact on your handling of
a situation.
Personal values
– How would you define them?
– Which ones are most important to you and why?
• How do you live out your personal values?
• Do your personal values align with your
organisation’s values?
21
Importance of Values
Values represents a judgment by an individual that certain things
are “good” or “bad,” “important” or “unimportant,” etc….
Values provide us individually and as an organisation guidelines or
standards for choosing one’s own behaviour and for evaluating
the behaviour of others.
Values help us determine appropriate standards of behaviour.
•
•
They place limits on our behaviour both inside and outside the organisation.
In such situations, we are referring to what is called ethical behaviour, or ethics.
22
Ethical Values
Ethical values provides the moral compass by which we live our
lives and make decisions – ‘doing the right thing’ because it’s
the right thing to do.
• The way we make decisions is important for organisations because the
wrong decisions – or decisions which have been implemented badly –
can have a significant impact on people’s lives and the reputation of
organisations.
• So when we make decisions based on good principles, and live by good
values, we can improve the lives of others and the experiences they have
at work.
Ethical Values (examples)
• Democracy / Loyalty / Fairness / Transparency / Honesty and integrity /
Equality / Keeping promises / Concern for others / Respect for others
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Personal Values
Personal Values are the foundation of ethics as they guide what a person
considers good/bad or desirable/undesirable. Values create the foundation for
personal and societal judgment and action.
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Personal values are what a person believes to be important. They help prioritise
life’s demands and often serve as a compass or guide in decision making and
behaviour.
Yet, many people are unable to verbalise the values that guide them. This does not
suggest an absence of values. Rather values are often so in-built in our personal
belief