Impact on Beliefs, Values, Trust and Openness
5CO01 – Organisational performance and culture in practice
This CIPD Level 5 video, part of unit 5CO01 – Organisational performance and culture in practice, explores how people practices fundamentally shape organisational culture and behaviour by influencing employee beliefs, values, trust and openness. The content examines the extent of people practice influence, including the people champion role, behaviour-setting through policy and role-modelling, and how these mechanisms impact trust levels, motivation and staff wellbeing across the organisation. By analysing assessment criteria AC 2.2, learners will understand the interconnection between HR policies, employee engagement and wider cultural outcomes, equipping them to assess and influence organisational performance effectively.
What this video covers
Assessed under AC 2.2 of 5CO01, this video examines how people practices shape organisational culture at the level of beliefs, values, trust and openness — four interrelated dimensions that determine how employees actually behave at work rather than how the organisation wishes they would. The video covers the role of recruitment processes, induction programmes and performance management systems as mechanisms through which values are communicated and reinforced, and draws attention to the tension that arises when stated values conflict with what practices genuinely reward.
The video moves beyond surface-level values to consider how practices influence deeper, often implicit beliefs about the employment relationship itself — including beliefs shaped by investment in employee development and parental leave policies. Policy development is examined specifically as a trust-building or trust-undermining process, with participative and transparent approaches to policy design discussed alongside concrete policy areas such as grievance procedures, whistleblowing policies and data protection practices, each of which carries distinct cultural signals about organisational integrity.
Psychological safety receives substantial attention as a component of openness and trust, with the video considering how selection, management development and performance management either cultivate or erode it. The video also addresses the cultural consequences of practices that suppress candour — including competitive ranking systems and the absence of safe feedback channels — and the defensive behaviours these produce, such as problem-hiding and risk-avoidance, which the video connects directly to broader organisational effectiveness.
Assessment Criteria 2.2
Assess how people practices impact on organisational culture and behaviour.
Indicative Content
Extent of people practice influence, for example people practice’s role of ‘people champion’, setting behaviour through policy, setting behaviour through role- modelling. Potential impact on: beliefs and values; levels of openness and trust, for example through policy development; levels of motivation, for example linked to reward, engagement, relations and equality, diversity and inclusion policies; attitude to and provisions and take-up of learning/CPD, linked to L&D policies; levels of staff wellbeing, linked to overall positioning, management and value placed on employees in the organisation.
What You'll Learn
Video covering: Impact on Beliefs, Values, Trust and Openness
About 5CO01 – Organisational performance and culture in practice
This unit examines the connections between organisational structure and the wider world of work in a business context. It highlights the factors and trends, including the digital environment, that impact on business strategy and workforce planning, recognising the influence of culture, employee wellbeing and behaviour in delivering change and organisational performance
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