CIPD Level 5 Associate Diploma in People Management

CIPD Level 5 Associate Diploma in People Management

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