CIPD Level 7 Advanced Diploma In Strategic People Management Training in Ulaanbaatar

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

Who Should Attend this CIPD Level 7 Advanced Diploma in Strategic People Management Training Course?

The CIPD Level 7 Advanced Diploma in Strategic People Management Training Course is ideal for experienced HR professionals looking to strengthen their strategic leadership capabilities and drive organisational performance. This course is particularly beneficial for:

• HR Directors
• Head of Diversity & Inclusion
• Senior HR Business Partners
• HR Consultants
• Learning and Development Leaders
• Employee Relations Advisors
• Senior Employee Relations Managers

Prerequisites for the CIPD Level 7 Advanced Diploma in Strategic People Management Training Course

There are no entry requirements for attending this course. However, the CIPD Level 7 Advanced Diploma is designed for learners aged 21 or above, and delegates should have the literacy and numeracy skills needed to complete advanced, postgraduate-level study. Prior HR knowledge, relevant professional experience, or a previous CIPD Qualification is recommended to help delegates engage effectively with the course content.

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

The CIPD Level 7 Advanced Diploma in Strategic People Management develops advanced strategic HR knowledge. It covers organisational change, employment relations, and people management. The course prepares experienced HR professionals for senior leadership roles.

Delegates develop skills in workforce planning, reward management, and business research. They strengthen ethical leadership and strategic decision-making. These capabilities support organisational performance.

This course, delivered exclusively by Oakwood International, helps delegates apply strategic people management practices within complex organisational environments. They will be better equipped to lead change, influence decision-making, and support long-term organisational performance.

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

• To evaluate the impact of global trends on people management
• To develop strategic people management and workforce planning approaches
• To apply ethical, sustainable, and evidence-based HR practices
• To manage organisational change and business transformation
• To strengthen strategic decision-making and business research capabilities
• To lead people management initiatives that support organisational performance

Learning Outcomes of this CIPD Level 7 Advanced Diploma in Strategic People Management Training Course

Upon completing this course, delegates will be able to develop strategic people management solutions, lead organisational change, and support long-term business performance. They will also strengthen the strategic leadership capabilities required for senior HR and people management roles.

What’s Included in this CIPD Level 7 Advanced Diploma in Strategic People Management Training Course?

• World-class Training Sessions from Experienced Instructors
• Interactive Learning with 24*7 Support
• Digital Delegate Pack