Introduction to People Practices and Organisational Culture
5CO01 – Organisational performance and culture in practice
This CIPD Level 5 learning video, part of unit 5CO01 – Organisational Performance and Culture in Practice, introduces how people practices fundamentally shape organisational culture and employee behaviour. Aligned with assessment criteria AC 2.2, the video explores the extent to which HR functions influence organisational values, trust levels, motivation and staff wellbeing through strategic policy development, role-modelling and the positioning of HR as a people champion. By examining the interconnection between L&D policies, reward systems, equality and diversity initiatives, and overall employee engagement, learners will develop the critical understanding needed to assess people practice impact on organisational culture—essential knowledge for progressing through CIPD Level 5 HR qualifications.
What this video covers
Covering Assessment Criterion 2.2 from 5CO01, this video examines the relationship between people practices and organisational culture, with particular attention to the mechanisms through which HR activity influences collective beliefs, values, and workplace behaviour. The discussion is grounded in the concept of people practices as active shapers of culture rather than passive administrative functions, and it situates this argument within the expectations placed on CIPD Level 5 practitioners who must be able to assess cultural impact rather than simply describe it.
A substantial portion of the video focuses on the people champion concept, tracing it to Dave Ulrich's original framing of HR practitioners as genuine employee advocates operating at a strategic level. The video also addresses how formal organisational policies influence culture — not only through their written content but through the process by which they are developed and the consistency with which they are applied. Reward systems, disciplinary approaches, consultation practices, and the handling of employee voice all feature as concrete examples of how policy design sends sustained cultural signals about what an organisation truly values.
The video additionally covers role-modelling as a culture-shaping mechanism, examining how the visible conduct of people professionals either reinforces or contradicts the values embedded in formal policy. Linked to this are the potential impacts that people practices carry for levels of openness and trust, staff motivation, attitudes towards learning and CPD, equality, diversity and inclusion, and overall employee wellbeing — each of which connects directly to the indicative content underpinning AC 2.2 and the kinds of analytical judgements candidates are expected to demonstrate in their assessments.
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: Introduction to People Practices and Organisational Culture
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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