CIPD Level 7HR01 Assignment: Strategic Employment Relations

Introduction

Your knowledge and understanding of the material covered in this specialist unit will be assessed through your answers to the four questions set out below.

You will write four answers of approximately 1000 words to the questions posed and submit them together in a single document. This constitutes your assessment for this unit. The total word count for the assessment will therefore be 4000 words, plus or minus 10%. The bibliography, list of references and essential appendixes (if applicable) are not included in the total word count – but the latter must be kept to a minimum across all assessments.

You must demonstrate within the submitted evidence (through headings and sub-headings) which learning outcomes and assessment criteria have been cited. We are unable to moderate your work if this is not included.
As this is an Advanced Diploma, it is important that you are able to demonstrate not only good knowledge and understanding of the material associated with each learning outcome, but also the ability to develop an original argument and justify it persuasively with reference to wider reading. Examples of approaches taken in a range of organisations are also an effective means by which to justify your arguments.

The six main criteria that CIPD requires centres to use when marking your assessment are outlined below, but it may be that not all these criteria are present in every question.

(1) focus
(2) depth and breadth of understanding
(3) strategic application and professional advice
(4) research and wider reading
(5) persuasiveness and originality
(6) presentation and language

Watch the supporting video for this unit: https://youtu.be/ctAHmkCrMnM.

Assessment questions

At a recent team meeting some of your junior people professional colleagues openly shared their frustrations about their understanding of employment relations. One individual claimed, ‘I continue to read different views on employment relations but do not really understand some of the key concepts or why we do what we do.’ To help support their continuing professional development your manager has asked you to write a briefing paper that responds to the following questions.

For the purpose of this assessment, you need to apply your answers to either your own organisation or one with which you are familiar.

It is essential that your reading of the published literature is used to inform your responses to all questions.

Question 1 (AC 1.1)

Provide an overview of the three main perspectives on employment relations, unitarist, pluralist and radical, explaining which approach is adopted at your organisation, critically evaluating how this influences the work of its people professionals.

1.1 Evaluate the impact of different perspectives of employment relations and the roles of key actors in these relations
The three key perspectives unitarist, pluralist, and radical offer distinct views on organisational goals, conflict causes, and employee representation. The Irish Prison Service (IPS), under the Department of Justice operates within a unionised, hierarchical public sector and aligns primarily with the pluralist model (Industrial Relations News, 2024; Citizens Information, 2024).

The unitarist view sees the organisation as a unified entity with shared goals, discouraging union involvement and expecting employee loyalty (Sappey et al., 2014). In the IPS, this is reflected in the command structure and compliance driven culture, particularly in crisis scenarios. However, this top down approach can cause friction when staff feel excluded from decisions.

The pluralist view recognises conflicting interests and the need for formal mechanisms like collective bargaining and mediation. Within the IPS this is the dominant model, with structured engagement through unions like the Prison Officers Association (POA) and support from the WRC (CIPD Ireland, 2024). HR professionals are key in this process, ensuring legal compliance and fair negotiation.

The radical (Marxist) view highlights systemic power imbalances between labour and management (Sappey et al., 2014). While less central to the IPS, it can surface in disputes over resources requirements, pay or policy reminding HR to consider communication.

1.2 Evaluate the impact of different perspectives and the roles of key actors
In the IPS cooperation is facilitated by regular consultation with unions, especially on staffing and welfare. Successful negotiations such as those around staff deployment, and an example of such in the IPS was staff returning to Additional Hours (AH) bands being changed i.e. if disciplined you would need to apply to re-join the scheme. However, this was then changed to you automatically returning to the scheme. The negotiations between the POA and IPS with the WRC as the mediators and from an IPS standpoint would focus on the ability to meet the needs of the organisation/prisons.

Still disagreements happen when people don’t trust each other, like when there are problems with schedules/resources or pay, which can lead to strikes. Tensions must be eased and fair procedures must be followed by HR.

The IPS negotiates at the national level through agreements like Building Momentum, Croke Park, and Haddington Road (Industrial Relations News, 2024) in contrast to many private sector companies where unions aren’t present and conflicts are often between individuals.

The Workplace Relations Commission (WRC) has established structured means for managing conflict, and employees are entitled to fair grievance and disciplinary procedures (WRC, 2024). An example of how pluralist frameworks support problem settlement without resorting to industrial action for the Irish Prison Service is where conciliation occurs via the WRC, with the WRC as the conciliator and the IPS and POA as the parties with the issues to resolve.

1.3 Critically evaluate employer strategies towards trade unions
Trade Unions form a key part of the employment relations landscape. The IPS adopts a formal cooperative union method that works successfully with the government. Joint industrial relations meetings and agreed-upon practices help keep the peace and structure involvement at work. According to CIPD working with trade unions

But this can make it difficult to respond when things change. There can also be potential downsides to employee voice. One challenge is the risk of information overload. The constant influx of feedback can overwhelm management, making it difficult to address every issue efficiently. This can lead to delays in decision making and implementation (Broderick, 2022). Some private corporations, on the other hand, don’t like unions since they can make decisions faster but risk losing employees trust.
The IPS plan works well overall, but it could be better if it had more casual early stage meetings to make it more flexible.

1.4 Review ways in which people professionals can foster positive employment relations
In a high pressure environment such as the Irish prison Service staff on a daily basis have to deal with strict procedures, security and operational demands. People professionals such as HR staff and line managers all play a vital role in making the work workplace run smoothly by supporting staff, resolving any conflicts and help people feel respected and heard. Some of the ways people professionals can help foster a positive working environment:
• Keep Communication Open and Honest
Clear and regular communication is key. The IPS has developed platforms like the Staff Engagement Network to help staff stay informed and provide feedback (Irish Prison Service, 2023). When people feel included and up to date on changes, it builds trust and reduces misunderstandings. People professionals need to be transparent, particularly when big changes like policy updates or restructuring are happening (CIPD, 2023).
• Sorting out Problems Early
Disagreements at work are normal, but in the prison environment, unresolved tension can create a toxic atmosphere. People professionals should encourage informal conversations before issues grow. This approach is supported by the Workplace Relations Commission (WRC, 2022), which promotes early resolution and mediation. Training managers to handle disputes calmly and fairly also helps maintain positive working relationships.
• Work Positively with Trade Unions
The IPS is a highly unionised environment, with strong representation from bodies like the Prison Officers Association (POA, 2023). Rather than seeing unions as a challenge, people professionals should work closely with them — consulting regularly, listening to concerns, and trying to reach shared solutions. Strong union relationships can prevent industrial disputes and foster cooperation (CIPD, 2023).
• Listen to the Employee Voice
Everyone wants to feel heard. HR and management can strengthen this by using feedback tools like staff surveys or forums. Creating a culture where feedback is welcomed — and acted on — shows staff that their opinions matter (CIPD Ireland, 2024). It’s also important that staff feel safe reporting serious concerns through whistleblowing or grievance procedures (Citizens Information, 2024).
• Make Sure Everyone is Treated Fairly
Procedural fairness is essential. Staff need to trust that policies will be applied consistently — whether it’s about attendance, promotion, or discipline. People professionals must ensure that processes are followed properly and fairly. This helps avoid conflict and builds trust in leadership, especially in cases involving the WRC or civil service rules (WRC, 2022; Department of Public Expenditure and Reform, 2023).
• Promote Respect and Inclusion
Prison staff come from different backgrounds, and many face personal or emotional stress on the job. People professionals can support wellbeing by promoting equality, encouraging inclusion, and ensuring that supports like Employee Assistance Programmes (EAPs) are visible and accessible (IHREC, 2023). Respect and dignity should be part of everyday working life.

• Support Staff during change
The IPS is undergoing changes as part of its Strategic Plan 2023–2027, including modernising systems and improving rehabilitation outcomes. HR staff must help communicate these changes clearly and give people the tools and reassurance they need to adapt (Irish Prison Service, 2023). Change is hard — but with the right support, it becomes more manageable.

Creating a positive work culture in the Irish Prison Service is about listening, acting fairly, and respecting everyone’s role. People professionals are at the heart of that — helping staff feel safe, valued, and part of something that works.

Word Count:1277

Bibliography:

CIPD (2023) Managing conflict in the modern workplace. [Online] Available at: https://www.cipd.org

CIPD Ireland (2024) Voices from the Workplace: Employee Voice in Ireland. [Online] Available at: https://www.cipd.ie

Citizens Information (2024) Grievance and Disciplinary Procedures. [Online] Available at: https://www.citizensinformation.ie

Department of Public Expenditure and Reform (2023) Civil Service Disciplinary Code.

Irish Human Rights and Equality Commission (IHREC) (2023) Guidelines on Equality in the Workplace. [Online] Available at: https://www.ihrec.ie

Irish Prison Service (2023) Strategic Plan 2023–2027. [Online] Available at: https://www.irishprisons.ie

POA (2023) Annual Conference Proceedings. Prison Officers Association.

Workplace Relations Commission (WRC) (2022) Code of Practice for Employers and Employees on Dispute Resolution. [Online] Available at: https://www.workplacerelations.ie

Question 2 (AC 2.2)

Employment relations strategies are shaped by competitive pressures; review how the current labour market and organisational strategy impacts the management of employment relations within the organisation.

The Irish Prison Service’s (IPS) employment relations tactics are being influenced more and more by a number of things such as competition, changes in the job market, and changes in the way the organisation works. The IPS’s Strategic Plan 2023–2027 talks about how it will deal with these problems. It focusses on five main areas: Prisoner Pathways, Employee Experience, New Business Operating Models, Digital Innovation, and Governance. The Irish Prison Service recognises that our HR strategy is about creating a coherent framework for employees to be hired, managed and developed to support our organisations long-term goals. It helps ensure that the various aspects of people management work together to drive the behaviour and climate to meet performance targets.

The Effects of Changes in the Labour Market

Ireland’s job market has changed a lot, with a record high of 2.7 million people working in the third quarter of 2023. This is partly because more women are working and remote work is becoming more common. These changes have made it harder for public sector organisations like the IPS to hire and keep employees because they are competing for talent more than ever.

The IPS has trouble hiring people because prison work is hard, people get hurt on the job, the number of prisoners is going up, and other industries provide more flexible working circumstances. These problems have led to a lack of staff, which has made it harder to manage employment relations. This has led to more work for current staff and the possibility of burnout.

Employment Relations and Organisational Strategy

To deal with these problems, the IPS’s Strategic Plan 2023–2027 focusses on improving the “Employee Experience” by putting money into programs that help workers grow, stay healthy, and stay engaged. The goal of this strategic focus is to make employees happier and keep them longer, which will stabilise the workforce and create a better climate for employment relations.

The IPS is looking at better business operating models to make things run more smoothly and get more done such as improving our digital innovation to create a new time and attendance system that will make things easier for employees and let them focus more on their main tasks. These kinds of modifications to the organisation are meant to make the workplace more helpful, which is important for keeping good working relationships.

Union Participation and Industrial Relations

The IPS works with unions like the Prison Officers’ Association (POA) to deal with concerns relating to employment. This collaborative approach has been quite helpful in reaching deals that
consider both the interests of the business and the well-being of the employees. But the present situation of not having enough people and having to do more work has made these relationships worse, so there needs to be continual conversation and bargaining to keep things peaceful in the workplace. In the last POA conference it was noted that “assaults on prison officers have tragically become part of the system” in today’s prisons. With a 63% rise in assaults on staff between 2021 and 2023 (POA Conference)

Conclusion

Competitive labour market forces and deliberate organisational changes are changing how the Irish Prison Service manages its employment relations. The IPS wants to deal with these problems by focussing on improving the employee experience, trying out new ways of doing things, and being proactive in its relationships with workers. To keep good employment relations in the face of changing expectations, it will be important to keep investing in employee development and well-being and to work closely with unions.

Employment relations strategies within the Irish Prison Service (IPS) are increasingly shaped by a number of competitive pressures, labour market dynamics, and evolving organisational strategies. The IPS’s Strategic Plan 2023–2027 outlines its approach to navigating these challenges, focusing on five key pillars: Prisoner Pathways, Employee Experience, New Business Operating Models, Digital Innovation, and Governance.

Word Count: 532

Bibliography:
Department of Enterprise, Trade and Employment. (2023) An assessment of the cumulative impact of proposed measures to improve working conditions in Ireland. [online] Available at: https://enterprise.gov.ie/en/publications/publication-files/an-assessment-of-the-cumulative-impact-of-proposed-measures-to-improve-working-conditions-in-ireland.pdf.

Irish Prison Service. (2023) Irish Prison Service Strategy 2023–2027. [online] Available at: https://www.irishprisons.ie/wp-content/uploads/documents_pdf/IPS_Service_Strategy-2023-2027-1.pdf.

Central Statistics Office. (2023) Labour Force Survey Quarter 3 2023. [online] Available at: https://www.cso.ie/en/releasesandpublications/er/lfs/labourforcesurveyquarter32023/.

Irish Prison Officers’ Association. (2025) Annual Conference Reports and Industrial Relations Updates. [online] Available at: https://www.poa.ie.

Irish Prison Officers Association. (2023) https://poa.ie/major-increase-in-assaults-and-prison-officers-and-overall-violence-in-our-prisons/

CIPD Good Work Index 2024

Question 3 (AC 3.4)

Propose two distinct strategies to improve levels of engagement within the organisation and evaluate how their impact on organisational performance can be measured. Justify your recommendations.

Employee engagement is a key part of the Irish Prison Service’s (IPS) ability to run smoothly, to keep staff healthy, and to also help prisoners. We looked at CIPD’s Voices in the Public Sector and more recent research to come up with two ways to get people more involved: starting a program for mental health and wellness and making internal communication and feedback processes better as well support to training for our front line managers. It is possible to measure the effects of each approach, and they all fit with IPS’s overall goal of improving the work experience of its employees.

Strategy 1: Strengthen Internal Communication and Voice.

Many staff have reported in previous reports about feeling that communication is too top down, and that feedback often goes unheard or unacted upon. This can make it harder for people to get involved. Monthly team briefings, staff forums, and other forms of structured two way communication can help employees feel like they have more power and are being heard and respected.

In the Irish Prison Service forums like the HR Bilateral and HR Governors meetings are extremely important to discuss organisational performance and a number of topics discussed:
• Address non-IR issues that affect staff in their workplace
• Promote awareness and understanding of the important work done in each of the various prisons and business units across the system
• Promote awareness and understanding of significant policy developments and allow for staff input into same
• Generate confidence and commitment among staff and instil a sense of value for the work that is done.
• Encourage two-way feedback and get staff involved
• Develop methods to promote and share staff achievements
According to the CIPD Voices study from 2023, many public sector workers say they can’t be involved because they don’t have enough access to information and a voice. Giving people useful ways to share problems, talk about ideas, and get news builds trust and makes the link between people stronger. It was found by the CIPD in 2022 that workers who feel like they are being heard are 4.6 times more likely to do a great job.
Measurement of Impact:

Employee Pulse Surveys: Quarterly surveys can track perceptions of communication, inclusion, and respect. Measuring how many staff suggestions are actioned provides a direct metric of participation and organisational responsiveness. Improved morale from communication can indirectly reduce work related stress absenteeism, which can be the cause of some sick leave in the Irish Prison Service.

Research has also repeatedly shown that the front line managers in an organisation are its key communicators and provide the vital communication link to front line staff. For an organisation to communicate successfully, supervisors must forge a strong, two way communication link with the people that work with them and for them. It is vital that line managers are equipped to meet the challenge of the communication aspect of their roles, both in terms of having the necessary information available to them and in terms of the skills required to communicate effectively.

Strategy 2: Implementing a Targeted Wellbeing and Mental Health Programme

Given the challenging and sometimes traumatic nature of prison work, introducing a comprehensive wellbeing strategy can enhance resilience and engagement. This may include:

• In house psychological support for our employees

• Access to confidential counselling

• Mental health first aid training

• Workload reviews to identify pressure points perhaps through the PMDS process.

The CIPD Health and Well-being at Work report (2023) stresses that mental health is the second most common cause of long term absence in the public sector. In IPS’s context, where exposure to violence, shift work, and burnout are prevalent, prioritising mental health is not just ethical but strategic. The CIPD Voices platform highlighted a case where targeted wellbeing efforts led to a 24% reduction in turnover in a comparable justice organisation.

Measurement of Impact:

Sick Leave and EAP Uptake by tracking usage and feedback from Employee Assistance Programmes helps measure reach and effectiveness.
Workplace Stress Risk Assessments: Repeated annually, these can provide quantitative evidence of reduced psychological strain.

Evaluating Organisational Impact of the 2 strategies:

Both strategies align with IPS’s goal of developing a “safe and supportive environment for staff”. Enhanced engagement contributes to better staff retention, lower absenteeism, and improved team cohesion, all of which impact performance.

Balanced Scorecard Approach can be used to link strategy to performance by tracking:

• Internal Processes: e.g., staff responsiveness, case handling efficiency

• Learning and Growth: e.g., uptake of wellbeing resources or communication tools

• Employee Satisfaction: captured through engagement scores and exit interviews

Justification of Recommendations

These strategies were selected based on the alignment with Strategic Priorities: The IPS 2023–2027 strategy names “Employee Experience” as a pillar for transformation and ‘developing our people’ as one of its key enablers, emphasising the need for a motivated, skilled workforce.

Both strategies implemented together, would increase staff satisfaction and improve trust in leadership structures. They could be piloted with limited financial investment but with strong leadership support. Evidence based Outcomes: CIPD’s public sector case studies show that engagement strategies addressing communication and mental health consistently lead to performance gains.

In summary, improving communication and investing in mental health for all staff as well as training of our managers are not just HR initiatives but strategic imperatives for the Irish Prison Service. For staff working in threatening and negative environments within the Irish Prison Service this can have an impact on employee’s, so by providing employees with support and having managers who will encourage staff to contribute to the organisation will only strengthen working relationships with managers and employees in the prisons and its stakeholders.

Successful employee engagement strategies will build on good people management and learning and development practices which in turn by having highly engaged employees feel they have a real stake in the organisation, they strive to efficiently create new products, services and processes. Collaboration in the workplace amongst engaged employees and top management also leads to overall organisational growth.

Word Count:985

Bibliography:

CIPD. (2022) Employee engagement and motivation. [online] Available at: https://www.cipd.org/uk/knowledge/factsheets/employee-engagement-factsheet/

CIPD. (2023) Health and Well-being at Work Survey Report 2023. [online] Available at: https://www.cipd.org/uk/knowledge/reports/health-well-being-work/

CIPD. (2023) Voices in the Public Sector: What matters to public service workers? [online] Available at: https://www.cipd.org/uk/knowledge/reports/voices-public-sector/
Irish Prison Service. (2023) Irish Prison Service Strategy 2023–2027. [online] Available at: https://www.irishprisons.ie/wp-content/uploads/documents_pdf/IPS_Service_Strategy-2023-2027-1.pdf

Question 4 (AC 4.1)

Identify two different forms of collective bargaining, one in a unionised and one in a non-unionised environment, critically analysing their role in determining pay and resolving differences. Explain to what extent either applies to your own organisation.

Collective bargaining is a process by which employers and employees, often through representatives, negotiate employment terms including pay, working conditions, and dispute resolution mechanisms. In both unionised and non-unionised settings, collective bargaining plays a key role in shaping employee relations, determining pay, and resolving grievances. This essay critically analyses two forms of collective bargaining, one in a unionised setting and one in a non-unionised setting, and evaluates their relevance to the Irish Prison Service (IPS). It also incorporates the latest July 2024 CIPD guidance on discipline and grievance, Ireland’s employment law, and civil service procedures. 1. Unionised Collective Bargaining: Centralised Bargaining in the Public Sector In unionised settings like the IPS, centralised bargaining is the norm. Public sector unions such as the Prison Officers’ Association (POA) negotiate with employer representatives (e.g., the Department of Public Expenditure and Reform) through national frameworks like the Public Service Agreement. Role in Pay Determination Under agreements like Building Momentum (2021–2023) and subsequent national pay talks, pay scales, allowances, and increments are standardised across the public sector. This collective approach ensures consistency and fairness, especially in high-pressure roles such as prison officers. Pay is determined not by local negotiation but by national agreements, limiting managerial discretion but enhancing industrial peace. Resolving Differences Disputes escalate through structured processes including conciliation at the Workplace Relations Commission (WRC) or referral to the Labour Court.  The CIPD’s July 2024 discipline and grievance guidance strongly recommends early resolution, psychological safety, and transparency. In IPS, these principles are increasingly reflected in updated HR policies. Informal conflict resolution is now encouraged before invoking formal procedures, in line with the CIPD model. However, challenges remain. The centralised nature of negotiations means local managers have less flexibility to tailor resolutions to individual needs. Moreover, psychological safety and consistency, as emphasised in CIPD 2024, must be embedded further in how prison management approaches misconduct and grievances. 2. Non-Unionised Collective Bargaining: Informal Consultation and Direct Engagement In non-unionised settings, collective bargaining takes more informal forms, such as employee consultation groups, direct engagement, or performance review processes. While these structures lack the legal recognition of trade union negotiations, they still offer a channel for employee voice. Role in Pay Determination Without collective bargaining power, pay is usually determined by management using market benchmarking and performance criteria. Although this allows for flexibility, it can also lead to inconsistencies or perceptions of unfairness. Pay progression may be tied to performance appraisals rather than negotiated scales. Resolving Differences In the absence of unions, grievance and disciplinary issues are typically managed through internal procedures aligned to national legal standards. In Ireland, this includes the WRC Code of Practice (SI No. 146/2000), which mandates fair procedures, right to representation, and right of appeal. The July 2024 update by CIPD strengthens the emphasis on: Early informal intervention Consistent, fair treatment Mental wellbeing during processes Training for line managers in handling discipline and grievances Non-unionised workplaces can use these principles to create robust policies that ensure procedural fairness and promote employee trust, even without union backing. Application to the Irish Prison Service (IPS) The IPS operates under a unionised, centralised bargaining system, where unions like the POA are deeply embedded in employment relations. Its grievance and disciplinary procedures follow the Civil Service Code of Discipline, which outlines stages from informal resolution through investigation, formal hearing, and appeal. As per July 2024 CIPD recommendations, the IPS has moved towards promoting early conflict resolution and psychological safety. For instance: HR policies now advocate early informal discussions to resolve disputes without escalation. Support measures have been introduced for employees undergoing disciplinary procedures, acknowledging the mental health impacts outlined by CIPD 2024. Greater training is being offered to line managers in accordance with both CIPD and Civil Service Commission expectations. WRC Hearings and Fair Process The WRC continues to serve as an oversight mechanism. A recent IPS case at the WRC involved a prison officer alleging a breach of procedural fairness during a misconduct investigation. The WRC upheld some elements of the claim, reinforcing the need for transparent and timely communication a key theme of the 2024 CIPD update. Critical Evaluation Unionised bargaining, as seen in the IPS, supports workforce consistency, standardised pay, and structured dispute resolution. However, it may also slow reform and limit innovation in areas like performance pay. The centralised nature may conflict with the CIPD’s vision for line manager led, people centred conflict resolution. Non-unionised consultation models offer flexibility and individual tailoring but may lack the power to resolve systemic issues. They rely heavily on the strength of internal policies and managerial competence areas the CIPD stresses must be backed with training and support structures. Conclusion Collective bargaining remains central to determining pay and resolving disputes in both unionised and non-unionised environments. The Irish Prison Service, as a unionised public employer relies on centralised bargaining mechanisms that deliver standardisation and stability. However, aligning these traditional structures with the more person centred and wellbeing driven principles of the July 2024 CIPD discipline and grievance guidance is essential for future proofing its employee relations model. For HR teams in the IPS, understanding and applying the latest CIPD guidance alongside Irish employment law, the Civil Service Code of Discipline, and relevant WRC rulings ensures fair, transparent, and legally compliant outcomes which I would say is key to maintaining employee trust and operational resilience. Word Count:

Bibliography: CIPD (2024) Discipline and Grievance: Guidance for People Professionals, July 2024. [online] Available at: www.cipd.ie Civil Service Disciplinary Code (2016) Department of Public Expenditure and Reform Department of Public Expenditure and Reform (2021) Building Momentum – A New Public Service Agreement 2021–2023 Irish Statute Book (2000) SI No. 146/2000 – Code of Practice on Grievance and Disciplinary Procedures Workplace Relations Commission (2023) Adjudication Decisions – Irish Prison Service https://www.irishtimes.com/crime-law/courts/2022/08/29/prison-officer-awarded-more-than-14500-by-wrc-after-dismissal-fails-every-test-of-fair-procedures/   Department of Public Expenditure and Reform – Dignity at work – https://www.gov.ie/pdf/?file=https://assets.gov.ie/227348/8fcbe889-eb13-490a-9488-2ee7df1ae319.pdf#page=null Irish Prison Service Dignity at work policy Civil Service Grievance Procedure – https://circulars.gov.ie/pdf/circular/finance/2001/11.pdf