ILM Level 5 - Belgium

ILM Level 5 Diploma in Leadership and Management Course Outline

Total CV: 45

Unit 1: Becoming an Effective Leader 8607-522

CV: 5

Module 1: Becoming an Effective Leader

• Leadership and Management
• Key Responsibilities of the Leadership Role
• Empowerment
• Trust
• Strategic Leadership: Setting Direction
• Communicating Organisational Strategy
• Emotional Intelligence
• Emotional Intelligence and Leadership
• Mentoring
• Influence and Persuasion
• Negotiating
• Personal Development as a Leader

Unit 2: Assessing Your Own Leadership Capability and Performance 8607-520

CV: 6

Module 2: Assessing Your Own Leadership Capability and Performance

• Differentiating Between Leadership and Management
• Leadership    
• Leadership Theories    
• Applying Leadership Theories
• Leadership Style and Culture
• Delegation and Empowerment     
• Leadership Style and Culture      
• Analysing Culture
• Applying Theories and Models of Motivation to Your Leadership
• Drivers of Motivation
• Leadership and Motivation
• Delegating for Motivation and Performance
• Role Design for Motivation
• Motivating for Star Performance
• Individual Motivations: Psychological Contract
• Medal and Mission
• Motivating with Appraisals 
• Organisational Vision, Mission Statements, and Objectives
• Organisational Goals and Objectives – Strategic Plans
• Managerial Behaviours and Attitudes 
• Communicating Organisational Values and Goals
• Communicating Your Goals  
• Creating Effective and Motivating Working Relationships
• Trust  
• Gaining Commitment 

Unit 3: Developing Your Leadership Styles 8607-406

CV: 4

Module 3: Developing Your Leadership Styles

• Importance of Performance and Engagement in an Organisation
• Review Own Leadership Styles by Using a Diagnostic
• Assess the Effectiveness of Leadership Styles
• Self-Assessment for Leadership Skills
• Impact of Changes in the Situation on the Effectiveness of the Adopted Style
• Factors that Impact Leadership Effectiveness
• Assess Leadership Behaviour in Terms of these Factors
• Action Plan for Developing Own Leadership Style and Effectiveness
• Benefits of Implementing the Action Plan
• How You will Monitor and Evaluate the Action Plan?

Unit 4: Developing and Leading Teams to Achieve Organisational Goals and Objectives 8607-519

CV: 4

Module 4: Developing and Leading Teams to Achieve Organisational Goals and Objectives

• Organisations
• Teams
• Team Development
• Techniques for Evaluating Team Performance
• Performance Management and Learning from Experience

Unit 5: Motivating People in the Workplace 8607-415

CV: 2

Module 5: Motivating People in the Workplace

• Theories of Motivation Relevant to Your Workplace
• Factors that May Affect Performance and Motivation in the Workplace
• Select a Theory of Motivation and Apply this to Your Workplace
• Impact of Applying the Theory of Motivation on Performance

Unit 6: Leading Innovation and Change 8607-504

CV: 5

Module 6: Leading Innovation and Change

• Change
• Innovation and Creativity
• Benefits of Innovation and Change
• Creating an Environment that Encourages Innovation
• Identifying, Evaluating Options, and Justifying Improvements
• Managing Change
• Planning Change
• Communicating Change
• Taking People with You-Leading Change

Unit 7: Managing Resources 8607-512

CV: 4

Module 7: Managing Resources

• Introduction
• Equipment – Acquisition and Operation
• Operating Costs
• Lean Manufacturing for Efficient Use of Resources
• Material Requirements Planning (MRP)
• Capacity Planning
• Routine Scheduled Maintenance
• Ensuring the Security of Equipment
• Using Equipment Safely
• Procurement and Purchasing
• Supply Chain Management
• Why do Organisations Carry Stock?
• Materials – Storage and Handling
• Management of Queues
• 4 E’s – Economy, Efficiency, Effectiveness, and Energy
• Energy Management
• Planning Resource Improvement Projects

Unit 8: Managing Stress and Conflict in the Organisation 8607-506

CV: 3

Module 8: Managing Stress and Conflict in the Organisation

• What is Stress?
• Minimising Stress Level
• Susceptibility to Stress
• Management of Stress Levels at Work
• Stress Audit and Review
• Impact of Stress on the Body 
• Symptoms of Stress
• Managing Yourself and Others to Reduce Stress
• Work Life Balance 
• Time Management
• Delegation and Its Benefits  
• Objective Setting
• Techniques for Stress Release   
• Counselling    
• Managing Conflict     
• Active Listening     
• Types of Managerial Actions that Cause Workplace Conflicts
• Employment Policies and Stress      
• Discipline and Grievance Procedures       
• Disciplinary Interview        
• Bullying and Harassment       
• Records Relating to Grievance or Disciplinary Matters

Unit 9: Managing Meetings 8607-412

CV: 3

Module 9: Managing Meetings

• Types of Meetings
• Importance of Meeting at Workplace
• Purpose of a Meeting
• Resources Required to Support and Manage the Meetings
• Who is to be Invited to the Meeting?
• Information Provided to Meeting Attendees in Advance
• Areas of Weakness in Own Performance When Managing Meetings
• Lead a Meeting to Gain Feedback
• Personal Development Plan to Improve Performance When Managing Meetings
• Manage Personal Actions from the Meeting to Deadlines
• Impact of Agreed Actions at the Meeting on the Organisation

Unit 10: Delegating Authority in the Workplace 8607-404

CV: 3

Module 10: Delegating Authority in the Workplace

• Delegation
• Evaluate the Benefits of Effective Delegation
• How Delegation can be Used to Empower Others?
• Delegation Process
• Monitor Work that You have Delegated
• How to Delegate the Task, Based on the Outcomes from Delegated Task and Feedback?
• How You can Improve Your Own Ability to Delegate and Empower Others?

Unit 11: Solving Problems by Making Effective Decisions in the Workplace 8607-416

CV: 3

Module 11: Solving Problems by Making Effective Decisions in the Workplace

• Identify the Problem
• Generate Potential Solutions
• Make a Decision
• Implement the Solution

Unit 12: Developing a Culture to Support Innovation and Improvement 8607-427

CV: 3

Module 12: Developing a Culture to Support Innovation and Improvement

• Importance of Innovation and Improvement
• Developing a Culture to Support Innovation and Improvement
• Importance of Assessing Organisational Culture for Innovation and Improvement
• Developing Strategies and Initiatives for Innovation and Improvement
• Empowering Employees for Risk-Taking and Experimentation
• Measuring and Celebrating Success for Reinforcing

ILM Level 5 Certificate in Effective Coaching and Mentoring Course Outline

TCV: 16

Course Outline

Unit 1: Understanding the Skills, Principles, and Practice of Effective Coaching and Mentoring within an Organisational Context 8588-500

CV: 6

Module 1: Understand the Purpose of Coaching and Mentoring within an Organisational Context

• Introduction to Coaching and Mentoring
• Differences Between Mentoring and Coaching
• Similarities Between Mentoring and Coaching
• Importance of Coaching and Mentoring
• Barriers to Coaching and Mentoring
• Organisational Benefits of Coaching and Mentoring

Module 2: Understand the Knowledge, Skills, and Behaviours Required to be an Effective Coach or Mentor

• Skills Coaches and Mentors Need
• Effective Communication for Effective Coaching
• Coaching and Mentoring Roles
• Responsibilities of a Coach
• Responsibilities of a Mentor

Module 3: Understand the Importance of Effective Contracting and Management of the Coaching or Mentoring Process

• Contracting in Coaching
• Coaching and Mentoring Processes
• Implementing Coaching and Mentoring in Organisation
• Steps in Coaching Process
• Mentoring Process

Unit 2: Undertaking Effective Coaching or Mentoring within an Organisational Context 8588-501

CV: 5

Module 4: Be Able to Plan and Prepare Effective Coaching or Mentoring within an Organisational Context

• Set Up a Mentoring Programme
• Mentoring Programme Design
• Steps to Start a Mentoring Programme
• Create a Culture of Coaching

Module 5: Be Able to Undertake and Record at Least 18 Hours of Effective Coaching or Mentoring with a Minimum of 2 and a Maximum of 3 Individuals

• How Should Coaches Manage Record Keeping?
• Purpose of Record Keeping
• Practical Guidelines for Record Keeping
• Video and Audio Recordings
• Data Protection
• Records Access and Security
• Reflective Practice

Module 6: Be Able to Demonstrate and Evidence Ongoing Reflection and Review of Own Coaching or Mentoring Practice

• Create Reflection in Coaching
• Continuous Professional Development Cycle
• Strategies and Techniques for Mentoring and Coaching
• Coaching with Feedback
• Coaching Feedback Model

Unit 3: Reviewing Own Ability as a Coach or Mentor within an Organisational Context 8588-503

CV: 5

Module 7: Be Able to Holistically Review their Ability to Perform Effectively as a Coach or Mentor within an Organisational Context

• How to Use Mentors for Measurement and Evaluation?
• Role of Mentors in Employee Performance Evaluation
• Employee Performance Evaluation Metrics
• Performance Coaching
• Evidence-Based Assessment
• How Do Learners Work Through an Applied Learning Activity?
• Coaching Models
• Ethical Behaviour in the Mentee-Mentor Relationship

Module 8: Be Able to Develop a Plan for their Future Professional Development in Coaching or Mentoring

• SWOT Analysis
  • Importance of SWOT Analysis
  • Write a SWOT Analysis
  • How to Do SWOT Analysis?
• Personal Development Plan
  • Create a Personal Development Plan
  • Benefits
• Continuing Professional Development (CPD)
  • Importance
  • Types
  • Recording Development
  • Benefits

ILM Level 5 Diploma in Effective Coaching and Mentoring Course Outline

Total CV: 38

Course Outline

Unit 1:  Understanding the Skills, Principles and Practice of Effective Coaching and Mentoring within an Organisational Context 8588-500

CV: 6

Module 1: Understand the Purpose of Coaching and Mentoring within an Organisational Context

• Coaching and Mentoring
• Differences and Overlaps of Coaching, Mentoring, Counselling and Training
• Overview of Therapy and Counselling and Their Difference
• Individual and Organisational Benefits of Coaching and Mentoring
• Costs and Benefits of Coaching and Mentoring – Financial and Personal/Social/Emotional

• Identify Potential Individual, Operational and Organisational Barriers to Using Coaching or Mentoring and Develop Appropriate Strategies for Minimising or Overcoming These
• Present the Case for Using Coaching or Mentoring to Benefit Individuals and Organisation Performance
• Techniques for Programme Monitoring, Review and Evaluation

Module 2: Understand the Skills, Behaviours, Attitudes, Beliefs and Values of an Effective Coach or Mentor

• Critically Explore the Knowledge, Skills, and Behaviour of an Effective Coach or Mentor
• Analyse Why Coaches or Mentors Require Effective Communication Skills
• Review the Responsibilities of the Coach or Mentor to Manage Relationships (Including Values and Power) and Remain Ethical and Non-Judgemental

Module 3: Understand the Role of Contracting and the Process to Effectively Coach or Mentor

• Review a Model or Process Which Should be Followed When Formally Coaching or Mentoring
• Analyse the Rationale for and the Characteristics of Effective Contracting within Coaching or Mentoring

• Explain the Necessity of Exploring the Expectations and Boundaries of a Coaching or Mentoring Programme with all Stakeholders
• Justify the Rationale for Supervision of Coaches and Mentors in Practice

Module 4: Understand the Principles of Effective Coaching or Mentoring in Practice and How to Evaluate Benefits

• Critically Review the Elements Required for Effective and Integrated Coaching or Mentoring
• Analyse How the Benefits of Coaching or Mentoring Should be Evaluated

Unit 2: Undertaking an Extended Period of Effective Coaching or Mentoring within an Organisational Context 8588-502

CV: 27

Module 5: Plan and Prepare for Coaching or Mentoring Programmes

• Explain the Rationale for Coaching or Mentoring and Formally Agree a Contract with Each Client
• Identify Individual Developmental Needs and Agree Goals, in Line with Organisational, Divisional and/or Team Goals with Each Client
• Plan and Prepare for a Short Coaching or Mentoring Programme

Module 6: Undertake Coaching Sessions

• Complete a Minimum of Hundred Hours of Coaching or Mentoring Activity with Six or More Clients
• Critically Evaluate Your Use of a Range of Diagnostic Coaching and Mentoring Tools and Techniques
• Assess Your Ability to Build Relationships and Use Effective Communication Techniques of Questioning, Listening and Giving Feedback
• Maintain Appropriate Overview Records of Goals, Discussions and Outcomes Including Progress Towards Goals

Module 7: Reflections on Your Performance as a Coach or Mentor

• Collect Feedback from Coaching Clients and Other Stakeholders (If Appropriate) on the Effectiveness on Coaching Interventions in Enabling the Achievement of Agreed Goals
• Summarise Coaching and Mentoring Activity and Holistically Explore this for Patterns and Personal Learning and Areas for Improvement
• Reflect on and Review own Coaching or Mentoring Practice (Including Evidence of Supervision / Tutorial Feedback)

Module 8: Use Supervision to Develop During Extended Coaching or Mentoring Activity

• Negotiate and Agree with Coaching Supervisor/Tutor a Contract, And Demanding but Realistic Personal Learning and Development Goals for the Hundred Hours of Management Coaching or Mentoring Practice
• Reflect and Summarise the Coaching or Mentoring Activity Making Links to the Different Coaching or Mentoring Relationships, Activities and Challenges
• Evaluate the Impact and Effectiveness of the Coaching Activity or Mentoring Activity at an Individual and Organisational Level

Unit 3: Reviewing Own Ability as a Coach or Mentor within an Organisational Context 8588-503

CV: 5

Module 9: Be Able to Holistically Review their Ability to Perform Effectively as a Coach or Mentor within an Organisational Context

• Evaluate the Benefits that Have Been Realised as a Result of the Coaching or Mentoring Undertaken
• Reflect on Their Overall Learning and Development as a Coach or Mentor, Including Communication Techniques of Questioning, Listening and Giving Feedback
• Conduct a Comprehensive Evidenced Based Assessment of Their Own Ability as an Effective Coach or Mentor

Module 10: Be Able to Develop a Plan for their Future Professional Development in Coaching or Mentoring

• Produce an In-Depth SWOT Analysis for their Role as a Coach or Mentor
• Produce a Comprehensive Personal Development Plan, Detailing How this Will Support Own Development in Coaching or Mentoring
• Explain How They Will Monitor and Evaluate their Own Ongoing Continuing Professional Development (CPD) in Relation to Coaching or Mentoring