CIPD Level 5 Unit 5OS07 Assignment Example 2026
| Qualification | CIPD Level 5 Associate Diploma in People Management |
| Unit code: | 5OS07 |
| Unit Title: | Wellbeing at work |
| Unit Level: | 5 |
About this unit
This unit explores the importance of wellbeing in the workplace and the relationship with people practices and organisation strategy. The design and development of effective wellbeing programmes is examined to meet people and organisational requirements.
What you will learn
You will develop an understanding of key factors impacting wellbeing at work and how organisational goals can be better supported. You will identify how stakeholders and the role of the organisation support and maintain wellbeing initiatives at work. You will apply your learning and design, develop, implement and evaluate a plan for a wellbeing programme for your organisation.
Learning Outcome, Assessment Criteria and Indicative Content
1 Understand wellbeing and its relevance to workplaces.
1.1 Explain issues and key theories in wellbeing at work.
Contemporary issues involving the changing nature of work, leadership styles, workers and workplaces: work patterns, culture and change, job demands; workplaces relationships, worklife balance, and individual factors such as stress, increasing prevalence of mental health conditions, care responsibilities and financial concerns, working at home and remote working, hybrid work arrangements; theories relating to wellbeing such as positive psychology.
1.2 Discuss how wellbeing can be managed to support organisational goals.
Definition of wellbeing as it is understood by the CIPD and others, and its importance on the agenda of people professionals. Management of wellbeing: absence management, occupational health, employee assistance programmes, counselling, nurturing the employee voice to show how the management of wellbeing can support organisational goals.
1.3 Assess the benefits of adopting wellbeing practices in organisations.
Preventing stress, creating positive environments, driving high performance and motivation, productivity and improving working lives, employee engagement and retention; ultimately making the workplace more attractive and a corporately responsible place to work; improved workplace relationships, visible mental health programmes, leadership sponsoring the importance for broader organisational health and sustainability.
2 Understand how wellbeing is shaped by the organisation’s internal and external context.
2.1 Evaluate key stakeholders’ contribution to improving wellbeing at work.
Successful implementation depends on stakeholder responsibilities and commitment, including people practice function; leadership and management, including training of line managers in recognising and responding to issues; mental health first aiders, wellbeing champions; trade unions and health and safety representatives; government agendas.
2.2 Discuss how wellbeing interacts with other areas of people management practice.
Recognition of integration with all aspects of people management activities. Review with other areas of people practice – such as job design, work practices, health and safety, diversity, reward and recognition, engagement and communication, learning and development, organisation design and development.
2.3 Analyse how organisational context shapes wellbeing.
Understanding of different approaches being suitable in differing contexts and the role of wellbeing not being a standalone initiative but being fully integrated. Wellbeing approach linked to organisation culture and people strategy and needs of workers, size of organisation, sector, composition of workforce, etc.
3 Be able to design, develop and implement a wellbeing programme.
3.1 Identify wellbeing initiatives in relation to an organisation’s needs.
Wellbeing initiatives such as health promotions and facilities, health checks/insurance, private medical insurance; wellbeing benefits, such as cycle to work schemes, flexible hours, healthy eating and dietary advice, workplace gyms, financial health checks and debt advice, counselling, workplace risk assessment, emotional and relationship support through specialist service providers etc.
3.2 Design a wellbeing programme relevant to the organisation.
Identifying and defining the area of wellbeing for attention; identifying the intended benefits to be gained and how these will be measured (success criteria); identifying boundaries and constraints that might affect the design, considering such things as stakeholder contribution, costs, resource needs, timeframes, determining appropriate format for dissemination.
3.3 Explain how you would implement a wellbeing programme suitable for the organisation.
Recognition that it is not a case of ‘one size fits all’ but needs to appreciate characteristics of both workforce and the organisation, such as MNC, small firm etc. Change management, research and consultancy skills, time management, leading a project, gaining support from senior managers, characteristics of an effective implementation plan.
3.4 Explain how a wellbeing programme can be evaluated and monitored.
Evaluation leading to more successful organisational outcomes. This includes continuous improvement and measuring wellbeing on a regular basis, qualitatively and quantitatively, with a long- term view and with regard to staff anonymity to ensure a reliable result. This will involve assessing the quality of wellbeing outcomes, through staff surveys of wellbeing, focus groups, interviews, benchmarking and engagement surveys. Metrics to measure outcomes, for example absence rates and lengths, workplace injuries, data on complaints and requests for special treatment, take up of EAP, staff turnover, performance and productivity.
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