Organisational performance and culture in practice
How an organisation's structure, strategy and outside environment shape each other — and where people practice sits in that.
CIPD
Most referrals aren’t about knowing too little. They’re about answering a different question from the one the criterion asked. These pages set out, criterion by criterion, what the command verb demands and where the marks go missing.
How an organisation's structure, strategy and outside environment shape each other — and where people practice sits in that.
Making decisions you can defend — the tools, the data, the ethics, and how to show the value of what people practice did.
The behaviours side of the qualification — ethics, speaking up, inclusion, and evidencing your own development.
Employee voice, conflict and the lawful handling of discipline and grievance — the unit where getting the law wrong is expensive.
Reading the labour market, planning the workforce against it, and what turnover costs when it goes wrong.
How pay and benefits are structured, what they do to behaviour, and the law that constrains both.
The legal framework, and how it constrains recruitment, reorganisation, pay and working time in practice.
Learning technology, digital content, and facilitating live online — the last of which you have to actually do.
How L&D connects to the business, how solutions get designed, and why learning so often fails to transfer back to the job.
Why people practice cannot simply be exported — culture, institutions, and the practicalities of moving staff between countries.
The law, the barriers, and two pieces of work you have to carry out — an organisational review and an equality impact assessment.
What leaders and managers actually need, how you develop it, and how you tell whether the development worked.
Why wellbeing is a strategic matter rather than a perk — and a programme you have to design, implement and evaluate.
Taken from the CIPD qualification specification, version 2.6 (February 2026).
What shapes the organisation from outside, what culture is on the inside, and why change goes wrong when nobody plans it.
Using evidence and data to make decisions you can show your working for — including the calculations you have to actually do.
Ethics, inclusion and your own development — the unit that asks you to evidence how you behave, not what you know.
The big one — recruitment, selection, employment law, performance, reward and L&D, with tasks you have to actually carry out.
Taken from the CIPD qualification specification, version 2.3 (February 2026).
Every criterion opens with a verb — evaluate, analyse, discuss, explain — and that verb sets the standard. An answer that explains a criterion asking you to evaluate is a referral however well it is written, because the marker has a criterion to tick and the evidence for it is not on the page.
The command verbs, and what each one wants covers it once, and every unit page points back at it.
MarkReady is not a CIPD approved centre and is not affiliated with or endorsed by the CIPD. Your provider marks your work; we help you understand what it is asking for. Assessment criteria are quoted from the published qualification specifications, which are © CIPD.
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