CIPD Level 7 Advanced Diploma in Strategic People Management

CIPD Level 7 Advanced Diploma in Strategic People Management

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