CIPD Qualification - United Arab Emirates

CIPD Level 5 Associate Diploma in People Management Training Course Outline

7 Units: 3 Core, 3 Specialist, 1 Optional

Compulsory Units

Unit 5CO01: Organisational Performance and Culture in Practice

Credit Value: 7

GLH: 30

Learning Outcome 1: Understand the Connections Between Organisational Structure, Strategy and the Business Operating Environment

• AC 1.1: Evaluate the Advantages and Disadvantages of Different Types of Organisation Structures, Including the Reasons Underpinning Them
• AC 1.2: Analyse Connections Between Organisational Strategy, Products, Services and Customers
• AC 1.3: Analyse External Factors and Trends Impacting Organisations to Identify Current Organisational Priorities
• AC 1.4: Assess the Scale of Technology Within Organisations and How It Impacts Work

Learning Outcome 2: Understand Organisational Culture and Theoretical Perspectives on How People Behave at Work

• AC 2.1: Explain Theories and Models Which Examine Organisational and Human Behaviour
• AC 2.2: Assess How People Practices Impact on Organisational Culture and Behaviour
• AC 2.3: Explain Different Approaches to Managing Change
• AC 2.4: Discuss Models for How Change Is Experienced
• AC 2.5: Assess the Importance of Wellbeing at Work and the Different Factors Which Impact Wellbeing

Learning Outcome 3: Understand How People Practice Supports the Achievement of Business Goals and Objectives

• AC 3.1: Discuss the Links Between the Employee Lifecycle and Different People Practice Roles
• AC 3.2: Analyse How People Practice Connects With Other Areas of an Organisation and Supports Wider People and Organisational Strategies
• AC 3.3: Discuss Processes for Consulting and Engaging With Internal Customers to Understand Their Needs

Unit 5CO02: Evidence-Based Practice

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand Strategies for Effective Critical Thinking and Decision-Making

• AC 1.1: Evaluate the Concept of Evidence-Based Practice Including How It Can Be Applied to Decision-Making in People Practice
• AC 1.2: Evaluate a Range of Analysis Tools and Methods Including How They Can Be Applied to Diagnose Organisational Issues, Challenges and Opportunities
• AC 1.3: Explain the Principles of Critical Thinking Including How You Apply These to Your Own and Others’ Ideas
• AC 1.4: Explain a Range of Decision-Making Processes
• AC 1.5: Assess How Different Ethical Perspectives Can Influence Decision Making

Learning Outcome 2: Understand the Importance of Decision-Making Strategies to Solve People Practice Issues

• AC 2.1: With Reference to a People Practice Issue, Interpret Analytical Data Using Appropriate Analysis Tools and Methods
• AC 2.2: Present Key Findings for Stakeholders from People Practice Activities and Initiatives
• AC 2.3: Make Justified Recommendations Based on Evaluation of the Benefits, Risks and Financial Implications of Potential Solutions

Learning Outcome 3: Be Able to Measure the Impact and Value of People Practice to the Organisation

• AC 3.1: Appraise Different Ways Organisations Measure Financial and Non-Financial Performance
• AC 3.2: Explain How to Measure the Impact and Value of People Practice Using a Variety of Methods

Unit 5CO03: Professional Behaviours and Valuing People

Credit Value: 5

GLH: 20

Learning Outcome 1: Be Able to Demonstrate Professional and Ethical Behaviours, in the Context of People Practice

• AC 1.1: Appraise What It Means to Be a People Professional
• AC 1.2: Recognise How Personal and Ethical Values Can Be Applied in the Context of People Practice
• AC 1.3: Consider the Importance of People Professionals Contributing to Discussions in an Informed, Clear and Confident Way to Influence Others
• AC 1.4: Recognise When and How You Would Raise Matters Which Conflict With Ethical Values or Legislation

Learning Outcome 2: Be Able to Champion Inclusive and Collaborative Strategies for Building Positive Working Relationships

• AC 2.1: Argue the Human and Business Benefits of People Feeling Included, Valued, and Fairly Treated at Work Linking to Related Theory
• AC 2.2: Discuss Strategies for Designing and Ensuring Inclusive People Practices
• AC 2.3: Reflect on Your Own Approach to Working Inclusively and Building Positive Working Relationships with Others

Learning Outcome 3: Be Able to Demonstrate Personal Commitment to Learning, Professional Development and Performance Improvement

• AC 3.1: Explore How the Role of a People Professional Is Evolving and the Implications This Has for Continuing Professional Development
• AC 3.2: Assess Your Strengths, Weaknesses and Development Areas Based on Self-Assessment and Feedback from Others
• AC 3.3: Formulate a Range of Formal and/or Informal Continuing Professional Development (CPD) Activities to Support Your Learning Journey
• AC 3.4: Reflect on the Impact of Your Continuing Professional Development Activities on Own Behaviour and Performance

Specialist Units

Unit 5HR01: Employment Relationship Management

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand Employee Voice, Engagement and Practices to Support Better Working Lives

• AC 1.1: Review Emerging Developments to Inform Approaches to Employee Voice and Engagement
• AC 1.2: Differentiate Between Employee Involvement and Employee Participation and How It Builds Relationships
• AC 1.3: Assess a Range of Employee Voice Tools and Approaches to Drive Employee Engagement
• AC 1.4: Critically Evaluate the Interrelationships Between Employee Voice and Organisational Performance
• AC 1.5: Explain the Concept of Better Working Lives and How This Can Be Designed

Learning Outcome 2: Understand Different Forms of Conflict Behaviour and Dispute Resolution

• AC 2.1: Distinguish Between Organisational Conflict and Misbehaviour, and Between Informal and Formal Conflict
• AC 2.2: Distinguish Between Official and Unofficial Employee Action
• AC 2.3: Assess Emerging Trends in the Types of Conflict and Industrial Sanctions
• AC 2.4: Distinguish Between Third-Party Conciliation, Mediation and Arbitration

Learning Outcome 3: Understand How to Manage Performance, Disciplinary and Grievance Matters Lawfully

• AC 3.1: Explain the Principles of Legislation Relating to Unfair Dismissal in Respect of Capability and Misconduct Issues
• AC 3.2: Analyse Key Causes of Employee Grievances
• AC 3.3: Explain the Skills Required for Effective Grievance and Discipline-Handling Procedures
• AC 3.4: Advise on the Importance of Handling Grievances Effectively

Learning Outcome 4: Understand the Role of Employee Bodies in Employment Relations

• AC 4.1: Explain the Main Provisions of Collective Employment Law
• AC 4.2: Compare the Types of Employee Bodies, Union and Non-Union Forms of Employee Representation
• AC 4.3: Evaluate the Purpose of Collective Bargaining and How It Works

Unit 5HR02: Talent Management and Workforce Planning

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand Key Contemporary Labour Market Trends and Their Significance for Workforce Planning

• AC 1.1: Explain How Organisations Strategically Position Themselves in Competitive Labour Markets
• AC 1.2: Explain the Impact of Changing Labour Market Conditions on Resourcing Decisions
• AC 1.3: Discuss the Role of Government, Employers and Trade Unions in Ensuring Future Skills Needs Are Met

Learning Outcome 2: Understand the Purpose and Importance of Workforce Planning

• AC 2.1: Analyse the Impact of Effective Workforce Planning
• AC 2.2: Evaluate the Techniques Used to Support the Process of Workforce Planning
• AC 2.3: Explain Approaches to Succession and Contingency Planning Aimed at Mitigating Workforce Risks
• AC 2.4: Assess the Strengths and Weaknesses of Different Methods of Recruitment and Selection to Build Effective Workforces

Learning Outcome 3: Understand the Purpose and Impact of Effective Talent Management

• AC 3.1: Examine Turnover and Retention Trends and the Factors That Influence Why People Choose to Leave or Remain
• AC 3.2: Compare Different Approaches to Developing and Retaining Talent on an Individual and Group Level
• AC 3.3: Evaluate Approaches That an Organisation Can Take to Build and Support Different Talent Pools
• AC 3.4: Evaluate the Benefits of Diversity in Building and Supporting Talent Pools
• AC 3.5: Explain the Impact Associated with Dysfunctional Employee Turnover

Learning Outcome 4: Understand the Importance of Managing Contractual Arrangements and Effective Onboarding

• AC 4.1: Assess Suitable Types of Contractual Arrangements Dependent on Specific Workforce Need
• AC 4.2: Differentiate Between the Main Types of Contractual Terms in Contracts
• AC 4.3: Explain the Components and Benefits of Effective Onboarding

Unit 5HR03: Reward for Performance and Contribution

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand the Impact of Reward Approaches and Packages

• AC 1.1: Evaluate the Principles of Reward and Its Importance to Organisational Culture and Performance Management
• AC 1.2: Explain How Policy Initiatives and Practices Are Implemented
• AC 1.3: Explain How People and Organisational Performance Can Impact on the Approach to Reward
• AC 1.4: Compare the Different Types of Benefits Offered by Organisations and the Merits of Each
• AC 1.5: Assess the Contribution of Extrinsic and Intrinsic Rewards to Improving Employee Contribution and Sustained Organisational Performance

Learning Outcome 2: Be Able to Develop Insight From Benchmarking Data to Inform Reward Approaches

• AC 2.1: Assess the Business Context of the Reward Environment
• AC 2.2: Evaluate the Most Appropriate Ways in Which Benchmarking Data Can Be Gathered and Measured to Develop Insight
• AC 2.3: Develop Organisational Reward Packages and Approaches Based on Insight
• AC 2.4: Explain the Legislative Requirements That Impact Reward Practice

Learning Outcome 3: Understand the Role of People Professionals in Supporting Line Managers to Make Reward Decisions

• AC 3.1: Assess Different Approaches to Performance Management
• AC 3.2: Review the Role of People Practice in Supporting Line Managers to Make Consistent and Appropriate Reward Judgements
• AC 3.3: Explain How Line Managers Make Reward Judgements Based on Organisational Approaches to Reward

Optional Unit

Unit 5OS06: Leadership and Management Development

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand the Relevance of Leadership and Management and the Knowledge, Skills and Behaviours Required

• AC 1.1: Analyse the External Factors That Drive the Need for Leadership and Management Within the Organisation
• AC 1.2: Explain the Key Differences Between Leadership and Management Roles and Styles and the Implications of Each for Organisational Effectiveness
• AC 1.3: Compare the Different Knowledge, Skills and Behaviours Required for Leadership and Management in Organisations

Learning Outcome 2: Understand a Range of Different Learning and Development Initiatives in Developing Leaders and Managers

• AC 2.1: Discuss the Role of People Professionals in Supporting Leadership and Management Development Initiatives
• AC 2.2: Evaluate the Different Concepts and Range of Approaches That Are Available for Effective Leadership and Management Development
• AC 2.3: Discuss Why Diversity and Inclusion Should Be an Integral Component of Leadership and Management Development Initiatives

Learning Outcome 3: Understand the Effectiveness of Leadership and Management Development Initiatives

• AC 3.1: Evaluate the Indicators of Successful Leadership and Management Development Initiatives
• AC 3.2: Explain the Range of Stakeholders and the Involvement They Have in Leadership and Management Development Initiatives
• AC 3.3: Assess the Impact and Importance That Leadership and Management Development Initiatives Have on Organisational Culture, Strategy, Reputation and Performance

CIPD Level 5 Associate Diploma in Organisational Learning and Development Course Outline

7 Units: 3 Core, 3 Specialist, 1 Optional

Compulsory Units

Unit: 5CO01 Organisational Performance and Culture in Practice

Credit Value: 7

GLH: 30

Learning Outcome 1: Understand the Connections Between Organisational Structure, Strategy and the Business Operating Environment

• AC 1.1: Evaluate the Advantages and Disadvantages of Different Types of Organisation Structures, Including the Reasons Underpinning Them
• AC 1.2: Analyse Connections Between Organisational Strategy, Products, Services and Customers
• AC 1.3: Analyse External Factors and Trends Impacting Organisations to Identify Current Organisational Priorities
• AC 1.4: Assess the Scale of Technology Within Organisations and How It Impacts Work

Learning Outcome 2: Understand Organisational Culture and Theoretical Perspectives on How People Behave at Work

• AC 2.1: Explain Theories and Models Which Examine Organisational and Human Behaviour
• AC 2.2: Assess How People Practices Impact on Organisational Culture and Behaviour
• AC 2.3: Explain Different Approaches to Managing Change
• AC 2.4: Discuss Models for How Change Is Experienced
• AC 2.5: Assess the Importance of Wellbeing at Work and the Different Factors Which Impact Wellbeing

Learning Outcome 3: Understand How People Practice Supports the Achievement of Business Goals and Outcomes

• AC 3.1: Discuss the Links Between the Employee Lifecycle and Different People Practice Roles
• AC 3.2: Analyse How People Practice Connects with Other Areas of an Organisation and Supports Wider People and Organisational Strategies
• AC 3.3: Discuss Processes for Consulting and Engaging with Internal Customers to Understand Their Needs

Unit: 5CO02 Evidence-based Practice

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand Strategies for Effective Critical Thinking and Decision-making

• AC 1.1: Evaluate the Concept of Evidence-based Practice Including How It Can Be Applied to Decision-making in People Practice
• AC 1.2: Evaluate a Range of Analysis Tools and Methods Including How They Can Be Applied to Diagnose Organisational Issues, Challenges and Opportunities
• AC 1.3: Explain the Principles of Critical Thinking Including How You Apply These to Your Own and Others’ Ideas
• AC 1.4: Explain a Range of Decision-making Processes
• AC 1.5: Assess How Different Ethical Perspectives Can Influence Decision-making

Learning Outcome 2: Understand the Importance of Decision-making Strategies to Solve People Practice Issues

• AC 2.1: With Reference to a People Practice Issue, Interpret Analytical Data Using Appropriate Analysis Tools and Methods
• AC 2.2: Present Key Findings for Stakeholders from People Practice Activities and Initiatives
• AC 2.3: Make Justified Recommendations Based on Evaluation of the Benefits, Risks and Financial Implications of Potential Solutions

Learning Outcome 3: Be Able to Measure the Impact and Value of People Practice to the Organisation

• AC 3.1: Appraise Different Ways Organisations Measure Financial and Non-financial Performance
• AC 3.2: Explain How to Measure the Impact and Value of People Practice Using a Variety of Methods

Unit: 5CO03 Professional Behaviours and Valuing People

Credit Value: 5

GLH: 20

Learning Outcome 1: Be Able to Demonstrate Professional and Ethical Behaviours, in the Context of People Practice

• AC 1.1: Appraise What It Means to Be a People Professional
• AC 1.2: Recognise How Personal and Ethical Values Can Be Applied in the Context of People Practice
• AC 1.3: Consider the Importance of People Professionals Contributing to Discussions in an Informed, Clear and Confident Way to Influence Others
• AC 1.4: Recognise When and How You Would Raise Matters Which Conflict with Ethical Values or Legislation

Learning Outcome 2: Be Able to Champion Inclusive and Collaborative Strategies for Building Positive Working Relationships

• AC 2.1: Argue the Human and Business Benefits of People Feeling Included, Valued, and Fairly Treated at Work Linking to Related Theory
• AC 2.2: Discuss Strategies for Designing and Ensuring Inclusive People Practices
• AC 2.3: Reflect on Your Own Approach to Working Inclusively and Building Positive Working Relationships with Others

Learning Outcome 3: Be Able to Demonstrate Personal Commitment to Learning, Professional Development and Performance Improvement

• AC 3.1: Explore How the Role of a People Professional Is Evolving and the Implications This Has for Continuing Professional Development
• AC 3.2: Assess Your Strengths, Weaknesses and Development Areas Based on Self-assessment and Feedback from Others
• AC 3.3: Formulate a Range of Formal and/or Informal Continuing Professional Development (CPD) Activities to Support Your Learning Journey
• AC 3.4: Reflect on the Impact of Your Continuing Professional Development Activities on Own Behaviour and Performance

Specialist Units

Unit: 5LD01 Supporting Self-directed and Social Learning

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand Theoretical Concepts of Self-directed and Social Learning

• AC 1.1: Explain the Concepts of, and Connections Between Self-directed and Social Learning
• AC 1.2: Assess Underpinning Theories Related to Self-directed and Social Learning
• AC 1.3: Evaluate the Potential Benefits and Risks of Self-directed and Social Learning for Both Individuals and Organisations

Learning Outcome 2: Understand How to Encourage and Engage Individuals in Self-directed and Social Learning and Development Activities

• AC 2.1: Explain the Steps Organisations Can Take to Encourage Informal and Self-directed Learning
• AC 2.2: Explain the Steps Organisations Can Take to Encourage Social Learning
• AC 2.3: Critically Assess Theories of Delegate Differences in Relation to Ways of Accessing and Undertaking Self-directed and Social Learning
• AC 2.4: Assess How Digital and Technological Innovation Are Encouraging and Enabling Self-directed and Social Learning
• AC 2.5: Discuss Strategies for Supporting Individuals to Reflect on and Measure the Impact of Self-directed and Social Learning

Learning Outcome 3: Be Able to Support Self-directed and Social Learning Through the Curation of Learning Resources

• AC 3.1: Evaluate Principles Underpinning the Curation of Learning Resources for Self-directed and Social Learning, Either as Part of a Wider Learning and Development Programme or as a ‘Stand-alone’ Resource
• AC 3.2: Curate a Range of Accessible Learning Resources in Relation to a Specific Area of Learning Using an Appropriate Platform/Method to Make Them Accessible to Others
• AC 3.3: Develop Guidance Which Encourages and Supports Delegates to Be the Curators of Resources for One Another

Unit: 5LD02 Learning and Development Design to Create Value

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand the Legal, Cultural, Logistical, Financial and Delegate Factors to Be Considered When Designing Learning and Development

• AC 1.1: Explore Key Factors to Be Considered When Designing Learning and Development Activities
• AC 1.2: Assess Factors to Consider When Designing Learning and Development Programmes for Dispersed Workforces
• AC 1.3: Explain How Inclusivity and Accessibility Can Be Built into Learning and Development at Design Stage

Learning Outcome 2: Be Able to Establish Learning and Development Needs in Relation to Organisational Outcomes

• AC 2.1: Evaluate Methods for Identifying Organisational Learning Needs and Key Principles
• AC 2.2: Conduct Key Stakeholder Analysis to Identify Areas of Need in Relation to Learning and Development Activity
• AC 2.3: Convert Relevant Information from the Stakeholder Analysis into Clearly Stated Learning and Development Outcome
• AC 2.4: Assess How Individual and Team Learning and Development Outcomes Align to Organisational or Departmental Strategy

Learning Outcome 3: Be Able to Design Engaging Learning and Development Solutions Underpinned by Learning Theory That Address Identified Outcomes

• AC 3.1: Assess How Aspects of Learning-related Theory, Psychology and Neuroscience Influence Approaches to the Design of Learning and Development
• AC 3.2: Discuss a Range of Learning and Development Delivery Methods and How They Can Be Blended Together to Form an Engaging and Effective Learning and Development Solution
• AC 3.3: Design a Learning and Development Solution Which Addresses and Combines Identified Learning and Development Outcomes:
  • Learning Methods
  • Engagement Techniques
  • Impact Measurement Activities

Unit: 5LD03 Facilitate Personalised and Performance Focused Learning

Credit Value: 6

GLH: 25

Learning Outcome 1: Be Able to Prepare for an Engaging and Impactful Learning and Development Activity

• AC 1.1: Evaluate Internal and External Factors to Consider as Part of Preparation for Learning and Development Activities
• AC 1.2: Prepare a Range of Personalised, Accessible Learning Resources to Enhance Learning

Learning Outcome 2: Be Able to Deliver a Learning and Development Activity Using Effective and Inclusive Facilitation Methods

• AC 2.1: Discuss the Concept of Facilitation and Facilitation Techniques That Can Be Applied to Support Learning
• AC 2.2: Demonstrate Techniques for Monitoring the Effectiveness of Learning Activities, Including Making Adjustments to Meet the Needs of Individual Delegates Within a Group Context
• AC 2.3: Explore the Ethical Factors Involved in Facilitation of Learning
• AC 2.4: Deliver or Facilitate an Inclusive Learning and Development Activity Using Resources That Meet Outcomes

Learning Outcome 3: Understand Strategies Which Support the Transfer of Learning to the Workplace

• AC 3.1: Explain the Concept of ‘Transfer of Learning’ and Its Significance in Workplace Learning
• AC 3.2: Critically Assess Strategies for Supporting the Transfer of Learning from Learning and Development Activities to the Workplace
• AC 3.3: Evaluate the Role of Line Managers in Supporting Transfer of Learning for Their Team Members, and How Learning and Development Can Support Them in This

Optional Unit

Unit: 5OS06 Leadership and Management Development

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand the Relevance of Leadership and Management and the Knowledge, Skills and Behaviours Required

• AC 1.1: Analyse the External Factors That Drive the Need for Leadership and Management Within the Organisation
• AC 1.2: Explain the Key Differences Between Leadership and Management Roles and Styles and the Implications of Each for Organisational Effectiveness
• AC 1.3: Compare the Different Knowledge, Skills and Behaviours Required for Leadership and Management in Organisations

Learning Outcome 2: Understand a Range of Different Learning and Development Initiatives in Developing Leaders and Managers

• AC 2.1: Discuss the Role of People Professionals in Supporting Leadership and Management Development Initiatives
• AC 2.2: Evaluate the Different Concepts and Range of Approaches That Are Available for Effective Leadership and Management Development
• AC 2.3: Discuss Why Diversity and Inclusion Should Be an Integral Component of Leadership and Management Development Initiatives

Learning Outcome 3: Understand the Effectiveness of Leadership and Management Development Initiatives

• AC 3.1: Evaluate the Indicators of Successful Leadership and Management Development Initiatives
• AC 3.2: Explain the Range of Stakeholders and the Involvement They Have in Leadership and Management Development Initiatives
• AC 3.3: Assess the Impact and Importance That Leadership and Management Development Initiatives Have on Organisational Culture, Strategy, Reputation and Performance

CIPD Level 7 Advanced Diploma in Strategic People Management Training Course Outline

8 Units: 4 Core, 3 Specialist, 1 Optional

Compulsory Units

Unit 7CO01: Work and Working Lives in a Changing Business Environment

Credit Value: 15

GLH: 30

Learning Outcome 1: Understand Ways in Which Major, Long-Term Environmental Developments Are Affecting Employment, Work and People Management in Organisations

• AC 1.1: Assess Globalisation and Its Long-Term Significance for Work and Employment
• AC 1.2: Critically Evaluate the Current and Possible Future Impact of Technological Trends on Working Life
• AC 1.3: Evaluate the Impact of Long-Term Social and Demographic Trends for Work and Employment
• AC 1.4: Appraise the Significance of Long-Term Economic Trends for Work, Employment and Management Practice in Organisations

Learning Outcome 2: Understand Current and Short-Term Developments in the People Management Business Environment

• AC 2.1: Evaluate Current Developments in the Media, Technological and Economic Environments and Their Significance for People Management
• AC 2.2: Assess Developments in Public Policy Which Are Affecting Work, Employment and People Management in Organisations
• AC 2.3: Analyse Major Legal and Regulatory Developments in Employment and the Labour Market, Including the Importance of Mitigating Risk
• AC 2.4: Critically Discuss Current Labour Market Trends in the Supply of and Demand for Skills

Learning Outcome 3: Understand How Change, Innovation and Creativity Can Promote Improvements in Organisational Productivity

• AC 3.1: Analyse the Effective Management and Leadership of Change in Organisations from a People Management Perspective
• AC 3.2: Examine Ways That Organisations Address Resistance to Change and Recognise the Levers That Will Achieve and Sustain Change
• AC 3.3: Evaluate Theory and Practice in the Fields of Flexible Working and Organisational Resilience
• AC 3.4: Assess the Contribution of People Management Aimed at Improving Organisational Productivity, Creativity and Innovation

Learning Outcome 4: Understand the Key Interrelationships Between Organisational Commitment to Ethics, Sustainability, Diversity and Wellbeing

• AC 4.1: Propose Initiatives Aimed at Improving an Organisation’s Ethics and Values
• AC 4.2: Evaluate Policy and Practice Aimed at Improving Employee Wellbeing in an Organisation
• AC 4.3: Critically Evaluate Theory and Practice in the Fields of Corporate Social Responsibility and Sustainable Management Practices
• AC 4.4: Critically Discuss How the Effective Promotion of Greater Equality, Diversity and Inclusion in Organisations Supports People Practice

Unit 7CO02: People Management and Development Strategies for Performance

Credit Value: 15

GLH: 30

Learning Outcome 1: Understand and Debate the Ways in Which People Management Practices and Strategies Are Connected to Organisational Outcomes and Add Value

• AC 1.1: Explain the Major Objectives of People Management Practice in Contemporary Organisations
• AC 1.2: Evaluate Ways in Which Organisations Align People Management Practices with Organisational Strategy and Integrate People Management Practice Within Their Culture, Brand and Values
• AC 1.3: Examine the Merits of Different Models of People Practice Management, Including Models of Systemic Thinking, and the Ways These Link to Effective Business Performance
• AC 1.4: Critically Evaluate Research That Links People Management Practice in Organisations with Improved Employer Outcomes

Learning Outcome 2: Understand Current Strategic Practice in Major Areas of People Management and Development Work

• AC 2.1: Assess Different Approaches to the Development of People Management Strategies
• AC 2.2: Evaluate Current Developments in the Fields of Resourcing and Performance Management
• AC 2.3: Evaluate Current Developments in the Fields of Learning and Development and Organisational Design and Development
• AC 2.4: Evaluate Current Developments in the Fields of Employment Relations, Employee Engagement, Equality, Diversity and Inclusion

Learning Outcome 3: Understand the Role and Influence of People Management Professionals

• AC 3.1: Examine the Merits of the Various Ways in Which People Practice Activities Are Organised and Structured
• AC 3.2: Critically Assess the Nature of Ethics and Professionalism in People Practice and the Role of the CIPD
• AC 3.3: Examine the Major Ways in Which Technology Is Changing the People Management Function in Organisations
• AC 3.4: Critically Assess Methods Used to Evaluate People Management Practices and Interventions

Learning Outcome 4: Understand Ways in Which People Management Practice Varies in Different Contexts

• AC 4.1: Analyse the Advantages of Partnering with External Customers and Suppliers to Understand Their Current and Future Needs from a People Practice Perspective
• AC 4.2: Examine the Different Issues and Challenges Facing People Management Professionals in Different Sectors
• AC 4.3: Assess How People Management Practice Varies Internationally
• AC 4.4: Demonstrate an Ability to Build and Maintain Knowledge and Understanding of Developments Relating to Effective People Management in Different Contexts

Unit 7CO03: Personal Effectiveness, Ethics and Business Acumen

Credit Value: 15

GLH: 30

Learning Outcome 1: Be Able to Model Principles and Values That Promote Inclusivity Aimed at Maximising the Contribution That People Make to Organisations

• AC 1.1: Make Responsible Decisions by Considering Different Ethical Perspectives
• AC 1.2: Enable People to Have a Meaningful Voice by Involving Them in Decisions That Impact Them
• AC 1.3: Self-Evaluate Personal Integrity and Professional Courage in Relation to Ethical Practice
• AC 1.4: Collaborate Across Organisation Boundaries, Cultures and Other Disciplines, Including the Value of Embracing Difference

Learning Outcome 2: Be Able to Achieve and Maintain Challenging Business Outcomes for Yourself and Organisations

• AC 2.1: Reflect on Levels of Self-Awareness and Self-Management, Leading to Improved Organisational Success
• AC 2.2: Use Business Acumen to Deliver Commercial Benefits and Manage Organisational Resilience
• AC 2.3: Demonstrate Impactful Behaviour That Is Aligned With Wider Organisational Vision, Values, Strategies and Plans

Learning Outcome 3: Be Able to Apply Learning to Enhance Personal Effectiveness

• AC 3.1: Demonstrate Curiosity and Passion for Deep Learning
• AC 3.2: Demonstrate Continuing Professional Development That Involves Both Planned Learning and Reflection
• AC 3.3: Network to Enhance Own Career and Contribution to Organisational Effectiveness
• AC 3.4: Share Knowledge and Learning to Promote Organisational Success

Learning Outcome 4: Be Able to Influence Others During Decision-Making While Showing Courage and Conviction

• AC 4.1: Assess Approaches to Decision-Making on Complex Issues, Taking Ownership to Remedy Mistakes
• AC 4.2: Demonstrate Appropriate Influencing Style to Communicate and Engage With Different Audiences
• AC 4.3: Promote Organisational Improvement Through Courage, Political Acumen and the Willingness to Challenge
• AC 4.4: Use and Apply Evidence-Based Critical Thinking in Your Work

Unit 7CO04: Business Research in People Practice

Credit Value: 15

GLH: 30

Learning Outcome 1: Be Able to Plan a People Practice Business Research Project Aimed at Adding Organisational Value

• AC 1.1: Justify Terms of Reference for the Business Project
• AC 1.2: Develop a Critical Literature Review Which Will Inform and Address Your Research Aim
• AC 1.3: Develop Key Research Questions to Address the Project Aim

Learning Outcome 2: Be Able to Justify the Most Appropriate Research Methods to Collect Data for the Chosen Project

• AC 2.1: Justify the Most Appropriate Research Methods to Support the Project’s Intended Outcomes
• AC 2.2: Critically Discuss Possible Limitations of the Research Study
• AC 2.3: Critically Assess the Ethical Issues Surrounding Data Collection, Usage and Storage for the Project

Learning Outcome 3: Be Able to Analyse Data to Make Decisions and Provide Business and People Management Insights

• AC 3.1: Analyse Raw Data Effectively
• AC 3.2: Present Data Collected from Primary Research
• AC 3.3: Discuss Findings to Address Business Issue

Learning Outcome 4: Be Able to Propose Recommendations Based on Conclusions Derived from the Research and Analysis

• AC 4.1: Justify Conclusions Derived from Analysis of Key Findings, Which Align to the Terms of Reference
• AC 4.2: Propose Business-Focused Recommendations, Action Points and a Cost-Benefit Analysis
• AC 4.3: Evaluate Your Experience of Carrying Out the Research and Compiling the Report, Including Ways in Which to Improve Future Project Design and Delivery

Specialist Units

Unit 7HR01: Strategic Employment Relations

Credit Value: 15

GLH: 30

Learning Outcome 1: Understand Different Perspectives on Employment Relations and How They Influence the Roles of People Professionals and Line Managers

• AC 1.1: Critically Evaluate Different Perspectives on Employment Relations
• AC 1.2: Contrast Examples of Cooperation and Conflict Within the Employment Relationship in Different Organisational Contexts
• AC 1.3: Critically Evaluate Employer Strategies Towards Trade Unions and Whether They Are Fit for Purpose
• AC 1.4: Review Ways in Which People Professionals Can Foster Positive Employment Relations at Work

Learning Outcome 2: Understand How External Institutions Can Shape Employment Relations at Organisational Level

• AC 2.1: Critically Evaluate the Extent to Which Globalisation and Other International Influences Have Shaped and Transformed Employment Relations Within Organisations
• AC 2.2: Review the Practice of Employment Relations at Organisation Level, Including How It Is Being Shaped by Short-Term Competitive Pressures
• AC 2.3: Critically Appraise the Advice That External Bodies Can Provide in Order to Help People Professionals Make Appropriate Decisions for Their Organisation
• AC 2.4: Analyse the Changing Nature of Work in Different Parts of the Economy

Learning Outcome 3: Understand How People Professionals Can Work With Employees and Their Representatives to Sustain Mutuality and Voice

• AC 3.1: Critically Analyse How Different Forms of Indirect Voice Could Contribute to Improved Levels of Organisational Performance and Employee Outcomes
• AC 3.2: Critically Analyse How Different Forms of Informal and Direct Voice Could Contribute to Improved Levels of Organisational Performance and Employee Outcomes
• AC 3.3: Evaluate the Extent to Which Voice Enhances Both Organisational Performance and Employee Outcomes
• AC 3.4: Evaluate How Organisations Drive and Assess Employee Engagement

Learning Outcome 4: Understand How People Professionals Work With Employees and Trade Unions to Mitigate Organisational Risks

• AC 4.1: Critically Analyse the Role of Collective Bargaining in Determining Pay and Other Contractual Issues in Organisations
• AC 4.2: Assess the Impact of Negotiations Between Employers and Employee Associations/Trade Unions Aimed at Problem Resolution
• AC 4.3: Review the Advantages and Disadvantages of Third-Party Options in Resolving Disagreements at Work
• AC 4.4: Examine the Design and Implementation of Grievance, Disciplinary and Other Procedures and Their Fitness for Purpose in the Organisation

Unit 7HR02: Resourcing and Talent Management to Sustain Success

Credit Value: 15

GLH: 30

Learning Outcome 1: Understand the Impact of the Changing Business Environment on Resourcing and Talent Management Strategy and Practice

• AC 1.1: Analyse Current Developments Impacting Business Environments and Their Significance for Organisational Resourcing and Talent Strategy and Practice
• AC 1.2: Evaluate the Value of Resourcing and Talent Management Strategies
• AC 1.3: Critically Discuss Potential Future Developments in the Fields of Resourcing and Talent Management
• AC 1.4: Compare Ways in Which Organisations Build and Maintain a Positive Reputation in Key Labour Markets by Offering Compelling Employee Value Propositions

Learning Outcome 2: Understand Organisational Recruitment and Selection Strategies

• AC 2.1: Research Current Developments in Job Analysis, Job Design and Competency Frameworks
• AC 2.2: Evaluate Effective Recruitment and Selection Methods in Organisations
• AC 2.3: Analyse the Use of Technologies to Improve Attraction and Selection
• AC 2.4: Critically Evaluate Approaches to Achieving Effective Employee Induction

Learning Outcome 3: Understand the Importance of Workforce Planning to Support Sustainable Organisational Performance

• AC 3.1: Evaluate Long- and Short-Term Talent Planning Approaches to Meet Organisational Demand
• AC 3.2: Analyse a Range of Analytics to Determine Talent Planning and Retention Strategies
• AC 3.3: Justify Measures Designed to Reduce Voluntary Employee Turnover
• AC 3.4: Critically Evaluate Approaches to Effective Succession Planning

Learning Outcome 4: Understand Approaches to Improving Individual and Team Performance

• AC 4.1: Discuss the Strengths and Weaknesses of Different Approaches to Manage and Enhance Employee Performance
• AC 4.2: Evaluate the Use of Technology to Monitor Individual and Team Performance
• AC 4.3: Discuss Management Strategies for Attendance and Underperforming Staff in Organisations
• AC 4.4: Critically Discuss the Legal, Ethical and Professional Lens in Relation to Retirement, Redundancy and Dismissal Practices

Unit 7HR03: Strategic Reward Management

Credit Value: 15

GLH: 30

Learning Outcome 1: Understand Effective Reward Strategies and Policy Frameworks

• AC 1.1: Examine the Key Factors Influencing the Design of Reward Strategy and Policy Frameworks
• AC 1.2: Discuss the Importance of Aligning the Reward Framework to the Wider Organisational Context and Strategy
• AC 1.3: Critically Justify the Value of Reward Benchmarking Exercises and the Main Methodologies Organisations Use to Gather Data
• AC 1.4: Critically Evaluate the Impact of Organisational Reward Strategies to Attract, Motivate and Retain Talent

Learning Outcome 2: Understand the Value of a ‘Total Rewards’ Approach

• AC 2.1: Critically Evaluate the Significance of a Total Rewards Approach, Including Monetary and Non-Monetary Incentives
• AC 2.2: Analyse the Role of Base Pay in Attracting and Motivating Employees
• AC 2.3: Analyse a Range of Contingent Pay Schemes, Including the Advantages and Disadvantages for Organisations
• AC 2.4: Evaluate Different Types of Employee Benefits and Their Suitability in Different Organisational Contexts
• AC 2.5: Discuss the Significance of Non-Financial Rewards as Part of a Total Rewards Approach

Learning Outcome 3: Understand Pay Structures and Approaches to Establishing Pay Levels

• AC 3.1: Evaluate Pay Structures and Their Suitability in Different Organisational Contexts
• AC 3.2: Analyse the Advantages and Disadvantages to Organisations of Using Incremental Pay Scales
• AC 3.3: Assess the Benefits and Challenges of Using Performance Appraisal to Guide Pay Progression Decisions
• AC 3.4: Examine the Role of Remuneration Committees in Determining and Managing Executive Reward Packages
• AC 3.5: Examine a Range of Factors That Impact International Remuneration Decisions

Learning Outcome 4: Understand the Importance of Organisational Approaches to Compliant and Ethical Reward Practice

• AC 4.1: Critically Discuss the Key Legal Requirements Relating to Pay and Reward and the Implications of Non-Compliance
• AC 4.2: Critically Evaluate the Role Job Evaluation Plays in Formulating Reward Decisions
• AC 4.3: Examine the Potential Ethical Issues Arising from the Use of Contingent Forms of Reward
• AC 4.4: Explain the Merits and Impact of Transparency and Fairness in Approaches to Reward

Optional Unit

Unit 7OS06: Wellbeing at Work

Credit Value: 15

GLH: 30

Learning Outcome 1: Understand How Wellbeing Is Relevant to the Workplace

• AC 1.1: Critically Evaluate the Key Theories and Definitions That Relate to Wellbeing at Work
• AC 1.2: Evaluate Why Wellbeing Is Important for Employers and Employees
• AC 1.3: Examine the Responsibilities of Organisations to Engage with Workplace Wellbeing

Learning Outcome 2: Understand the Links Between Work, Health, Wellbeing and People Management Practices and Processes

• AC 2.1: Examine the Individual and Group Factors That Impact on Wellbeing at Work
• AC 2.2: Critically Evaluate How a Lack of Support for Employee Wellbeing May Impact on Organisational and Employee Outcomes at Work
• AC 2.3: Evaluate the Effectiveness of Management of Wellbeing and Its Integration with Other Areas of People Management Activity
• AC 2.4: Analyse the Effectiveness of Wellbeing Initiatives and the Role of Health Promotion Programmes and Other Interventions in the Workplace

Learning Outcome 3: Understand How Employer and Employee Wellbeing Aligns with Strategy

• AC 3.1: Evaluate the Tools and Assessments Used in Workplace Health and Wellbeing to Provide an Evidence-Based Approach
• AC 3.2: Critically Evaluate Key Domains of Creating and Maintaining Wellbeing Strategies
• AC 3.3: Analyse the Impact of Wellbeing Strategies on Employer and Employee Experiences and Outcomes
• AC 3.4: Discuss How to Change Elements of an Organisation’s System to Positively Impact Wellbeing

Learning Outcome 4: Understand the Importance of the Wellbeing Strategy to Sustain Organisational Performance

• AC 4.1: Critically Analyse How Organisational Culture and Control Shapes Wellbeing at Work
• AC 4.2: Discuss the Problems Inherent in Individualising Wellbeing Initiatives
• AC 4.3: Evaluate How the People Management Function Can Contribute to Appropriate Corporate Cultures and Strategies to Support Wellbeing
• AC 4.4: Discuss the Importance of Supporting Line Managers in Implementing Sustainable Wellbeing Policies