End Point Assessment - BAX0014

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Assessment 3: Presentation

Learners will prepare and deliver a presentation that appropriately covers the KSBs assigned to this method of assessment. The purpose of the questioning is to seek clarification of the strategic business proposal or presentation, to assess the depth and breadth of knowledge, skills and behaviours and to assess those KSBs that the apprentice did not have the opportunity to demonstrate with the strategic business proposal, although these should be kept to a minimum.
The weighting of the assessment methods for this module is at the discretion of the EPAO and the figures provided are indicative only.

Presentation with questioning

Assessment 1: Portfolio

Assessment will be conducted by an independent assessor working for an end point assessment organisation (EPAO). 
This assessment will take the form of a professional discussion which must be appropriately structured to draw out the best of the apprentice’s competence and cover the KSBs assigned to this assessment method. The purpose of the questions will be to give the learner the opportunity to make detailed and proactive contributions to confirm their competency across the KSBs mapped to this method.
The independent assessor will conduct and assess the professional discussion. The professional discussion must last for 60 minutes. The independent assessor has the discretion to increase the time of the professional discussion by up to 10% to allow the learner to complete their last answer. The professional discussion will have a minimum of 8 questions. During this method, the independent assessor must combine questions from the EPAO&#39;s question bank and those generated by themselves.
The weighting of the assessment methods for this module is at the discretion of the EPAO and the figures provided are indicative only.


Professional discussion underpinned by a portfolio of evidence

Assessment 2: Project Work

The strategic business proposal’s scope and title must be signed off at the gateway by the EPAO to ensure sufficient coverage of the assigned KSBs (learning outcomes)The strategic business proposal’s word limit will be 4,000 words (&#43;/- 10% at the apprentice’s discretion) excluding tables, graphs, figures, references and annexes.  The learner will have 12 weeks to write and submit the strategic business proposal, following the EPAO’s approval of the strategic business proposal’s scope and title.
The strategic business proposal must include, in addition to the word count, an annex showing how the strategic business proposal maps to all of the KSBs that are being assessed by this method.
The weighting of the assessment methods for this module is at the discretion of the EPAO and the figures provided are indicative only.

Strategic business proposal

<p>After successfully completing the Gateway for the Level 7 Senior Leader Apprenticeship, you will enter the End Point Assessment period, when this module will be completed. The module entails the unaided completion of a strategic business proposal, which is a relevant and defined piece of work that has a real business benefit. In addition, you will prepare a presentation that, along with the strategic business proposal, appropriately covers the relevant Knowledge, Skills and Behaviours.</p>
<p>On successful completion of this module, you will receive notification of the outcome from the End Point Assessment Organisation (EPAO), which confirms that you have completed all elements of the apprenticeship. This will be graded. You will also receive your apprenticeship certificate directly from your EPAO.</p>

Huddersfield Business School

BAX0014 - End Point Assessment

End Point Assessment

Set strategic direction and gain support for it from key stakeholders.

 Ethics and values-based leadership theories and principles.

Organisational/team dynamics and how to build engagement and develop high performance, agile and
collaborative cultures.

Financial governance and legal requirements, and procurement strategies.

Establish the value of ideas and change initiatives and driving continuous improvement.

Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions

Oversee development and monitoring of financial strategies and setting of organisational budgets based
on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.

Lead within their area of control/authority, influencing both upwards and outwards, negotiating and using
advocacy skills to build reputation and effective collaboration.

Seek continuous professional development opportunities for self and wider team.

 New market strategies, changing customer demands and trend analysis.

Approaches to strategic workforce planning, for example, talent management, learning organisations,
group work, workforce design, succession planning, diversity and inclusion.

Approaches to developing a Corporate Social Responsibility programme.

Use horizon scanning and conceptualisation to deliver high performance strategies focusing on 
growth/sustainable outcomes.

How to shape organisational mission, culture and values.

Enable an open culture and high-performance working environment and set goals and accountabilities for
teams and individuals in their area.

Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational
boundaries such as those impacted by sustainability and the UK Net Carbon Zero by 2050 target.

The external social and political environment and use of diplomacy with diverse groups of internal and
external stakeholders.

Shape and manage the communications strategy for their area of responsibility.

Take personal accountability aligned to clear values.

Financial strategies, for example scenarios, modelling and identifying trends, application of economic 
theory to decision-making, and how to evaluate financial and non- financial information such as the 
implications of sustainable approaches.

Uses financial data to allocate resources

Undertake research, and critically analyse and integrate complex information.

Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance.

Systems thinking, knowledge/data management, research methodologies and programme management.

Use personal presence and “storytelling” to articulate and translate vision into operational strategies,
demonstrating clarity in thinking.

Working with corporate leadership structures, for example, the markets it operates in, roles and
responsibilities, who its stakeholders are and what they require from the organisation and the sustainability
agenda.

Influencing and negotiating strategies both upwards and outwards.

Give and receive feedback at all levels, building confidence and developing trust, and enable people to
take risks and challenge where appropriate.

 Lead and respond in a crisis situation using risk management techniques.

Organisation structures; business modelling; diversity; global and horizon scanning perspectives; 
governance and accountability; technological and policy implications.

 Work collaboratively enabling empowerment and delegation

 Drive a culture of resilience and support development of new enterprise and opportunities.

Optimise skills of the workforce, balancing people and technical skills and encouraging continual
development.

Working with board and other company leadership structures.

Lead and influence people, building constructive working relationships across teams, using matrix
management where required.

Lead change in their area of responsibility, create an environment for innovation and creativity

Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and
business continuity/risk management.

The organisation’s developing communications strategy and its link to their area of responsibility.

Oversee procurement, supply chain management and contracts such as consideration of sustainable approaches

Create an inclusive culture, encouraging diversity and difference and promoting well-being.

Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods 
and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability.

Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big
data and insight to implement and manage change.

Manage relationships across multiple and diverse stakeholders.