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AC 1.1 Evaluate the principles of reward and its importance to organisational culture and performance management. You could take into account concepts like total reward, fairness, consistency, transparency, and intrinsic and extrinsic reward in your response.  You should assess the principles, weigh their advantages and disadvantages, and make a determination.  Make sure to connect the concepts to performance management and organisational culture.  AC 1.2 Explain how policy initiatives and practices are implemented. In your response, outline the factors that should be taken into account when putting incentive policy ideas and practices into action. Principles like the felt-fair principle, the function of line managers, teamwork, and who ought to be involved or consulted could all be included.  You do not have to include pros and disadvantages in your response because the command word is explain, though doing so could improve it.  AC 1.3 Explain how people and organisational performance can impact on the approach to reward. You should describe how the method to reward can be impacted by individuals and organisational performance.  Clearly and appropriately communicate the effects on individuals and organisational performance. You might think about things like rivalry, outside influences, expectations from the past, organisational goals, etc.  This question doesn't require the same in-depth response as other points because it only asks for an explanation. AC 1.4 Compare the different types of benefits offered by organisations and the merits of each. You must select two distinct benefit categories and weigh the advantages of each in order to complete this answer.  Benefits may take the shape of bonus plans, sick pay, performance-related compensation, etc. You can consult the suggestive content for other benefit categories.  Make sure you are weighing the pros and disadvantages, comparing the two kinds of rewards, and making a decision. You could think about things like application, pricing, return on investment, suitability, and ease of use.  AC 1.5 Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organisational performance. It is anticipated that you provide a determination of whether intrinsic rewards enhance performance and contribution, as you should evaluate their respective contributions.  It is possible to address intrinsic and extrinsic incentives as distinct concepts rather than enumerating and debating these particular instances of each.  Examples of both intrinsic and extrinsic rewards can be used in the conversation.  AC 2.1 Assess the business context of the reward environment. The business context needs to be evaluated. As a result, we would anticipate a thorough analysis of a few topics, including legislative equality, regional variations, and industry trends.  You should back up your response with both recent and present statistics, trends, and ideas on the topic.  After evaluating a few areas, an assessment of the reward environment's current context is required.  AC 2.2 Evaluate the most appropriate ways in which benchmarking data can be gathered and measured to develop insight. You need to assess the best approaches for collecting and measuring benchmarking data. As such, we would anticipate that a determination and conclusion regarding the most suitable approaches would be reached.  Given that the question asks about "ways," we would anticipate hearing about at least two. You might think about pay settlements, inflation, information on hiring and openings, reward and compensation surveys, etc.  Since two is the bare minimum, you don't have to include any more. Two thorough examples are preferable to three less thorough examples.  AC 2.3 Develop organisational reward packages and approaches based on insight. You must describe how to create organisational approaches and reward programs based on insight.  Although you shouldn't design the corporate reward programs, you should discuss how they are created using insight.  You can think about how reward packages are influenced by things like grade and pay structures, job evaluation programs, etc.  AC 2.4 Explain the legislative requirements that impact reward practice. The legal restrictions that affect incentive practices must be explained. You might think about disclosing the gender pay gap, equal pay and benefits, and working hours.  This doesn't demand the same level of in-depth examination as earlier problems because you have to explain the requirements.  It is important that you provide multiple examples to ensure a detailed and in-depth description of legal requirements which directly impact the reward practice.  AC 3.1 Assess different approaches to performance management. You have to evaluate various performance management strategies. As a result, we would anticipate at least two distinct, broken-down approaches.  It is also anticipated that you would offer a thorough assessment and analysis of the various strategies. You could concentrate on elements that set one apart from another, such as context, appropriateness, and significance.  AC 3.2 Review the role of people practice in supporting line managers to make consistent and appropriate reward judgements. You ought to give a summary of people's roles and practices. A thorough analysis of the function of people practice in assisting line managers in rendering consistent and suitable incentive decisions is something we would anticipate.  For the review's conclusions to be supported, it should be backed up by recent research on the topic. One could contemplate aspects such as job evaluation, promoting accountability, equity, justice, consistency, and transparency.  AC 3.3 Explain how line managers make reward judgements based on organisational approaches to reward. You need to describe the decision-making process line managers use.  Performance data, evidence-based decisions, and other components from the indicative content can be incorporated into the explanation.  Examples and supporting data that are contextualised should be used to bolster explanations.
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5HR03 - Reward for Performance and Contribution

AC 1.1 Evaluate the principles of reward and its importance to organisational culture and performance management. You could take into ...
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AC 1.1 Explain how organisations strategically position themselves in competitive labour markets. Give a brief definition of a competitive labour market. Describe the best way the firm could set itself up to compete in this market. Employer Branding, Employer of Choice, and Competitor Analysis should all be taken into account in your response. AC 1.2 Explain the impact of changing labour market conditions on resourcing decisions. Describe the potential effects of "tight" and "loose" labour markets on the firm's resourcing decisions. Name three other factors affecting the labour market, such as the increase in flexible work schedules, the decline in the number of older workers, and laws requiring employers to hire local personnel. Describe the potential effects of each of these circumstances on the firm's resource decisions, including hiring practices, retention tactics, organisational reorganisations, development choices, and long-term planning. AC 2.1 Analyse the impact of effective workforce planning. Give a brief definition of "workforce planning." Give the senior leadership team an analysis of the following: what benefits would the firm experience from excellent workforce planning? Give points. What would happen if no forecasting was done? What effects, for instance, would a discrepancy in the labour force's supply and demand have? AC 2.2 Evaluate the techniques used to support the process of workforce planning. Select two specific methods or resources that can help with workforce planning. Explain each tool or technique in brief. Analyse every instrument or method. What is the tool's effectiveness? What are the benefits and drawbacks? What are the benefits and drawbacks? Give a quick assessment of which you believe would be most beneficial for the firm, along with your reasoning. AC 2.3 Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. Examine two hiring strategies (strengths and flaws). You must describe how each of the two approaches could contribute to the firm's efforts to develop a productive staff. Examine two selection techniques (strengths and weaknesses). You must describe how each strategy contributes to the development of a productive workforce for the firm. Please indicate the recruitment and selection strategy you believe would be most beneficial to the firm. AC 3.1 Discuss factors that influence why people choose to leave or remain in organisations. Talk about the distinction between turnover that can be avoided and that cannot. Talk about the two main reasons why workers would want to leave the firm (discrimination, a bad manager-employee relationship, and a lack of career prospects). Talk about two pull factors like better compensation, flexible scheduling, or the allure of a new role that would entice workers to switch to another company. AC 3.2 Compare different approaches to retaining people. Compare these retaining strategies: Practical job descriptions, onboarding, career enhancement, and compensation You have to give an example. In what ways are the methods alike or dissimilar? You might think about variations in the expense to the company, the employee's outcome, the amount of time it takes to administrate, and the resources needed. AC 3.3 Explain the impact associated with dysfunctional employee turnover. Give a brief definition of "dysfunctional turnover." Tell the leadership team of the three effects that dysfunctional turnover might have. Package Care. You ought to account for both the obvious and unnoticed expenses as well as additional effects like psychological harm. AC 4.1 Assess suitable types of contractual arrangements dependent on specific workforce needs. Examine whether full-time, permanent contracts are appropriate for delivery drivers. What are the benefits and drawbacks? To what extent does this contract fit this position? Examine two additional contract formats that delivery drivers may utilise. You may talk about contract, temporary, zero-hour, part-time, and so on. What benefits and drawbacks do these contracts have for the firm and the delivery drivers? To what extent are they appropriate? Which kind of contract, in your opinion, would be best for the firm's delivery drivers, and why? AC 4.2 Explain the benefits of effective onboarding. Give a brief explanation of "onboarding's" purpose. List and describe the three advantages of a successful the firm onboarding process.
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5HR02 - Talent Management and Workforce Planning

AC 1.1 Explain how organisations strategically position themselves in competitive labour markets. Give a brief definition of a competitive labour ...
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AC 1.1 A discussion of the differences between employee involvement and employee participation and how they can help build effective employment relationships.  Provide definitions for employee participation and employee involvement.  Determine and clarify how these concepts vary from one another.  Describe how they can be applied to create productive working relationships.  AC 1.2 A comparison of union and non-union forms of employee representation. Give one example of employee representation through a union and one example of non-union form.  A couple such instances of non-union representation are work councils and employee forums. Trade unions and labour unions are two instances of union representation.  Mention the parallels and discrepancies between non-union and unionised representational systems. AC 1.3 An evaluation of the relationship between employee voice and organisational performance. Presenting the benefits and drawbacks of the connection between worker voice and organisational effectiveness.  Providing your personal evaluations of the partnership based on the information you provide AC 1.4 Explain the concept of better working lives and how this can be designed. The CIPD's Good Work Index study should be used to bolster your initial presentation of the idea of improved working lives. Give a brief overview of how to encourage happier working lives.  You could use particular frameworks and examples from organisations. AC 2.1 An explanation of the differences between organisational conflict and misbehaviour. Define misbehaviour and organisational conflict.  Describe the distinctions between misbehaviour and organisational conflict. Provide examples of misbehaviour and organisational conflict directly from workplace experience.  AC 2.2 An assessment of emerging trends in the types of conflicts and industrial sanctions. Give an evaluation of the two new war and industrial sanctions tendencies.  Social media use and the shift to shorter, more well-thought-out strikes are two examples, but there are many more.  When evaluating these trends, take their effects into account. AC 2.3 Describe, and differentiate between, third-party conciliation, mediation, and arbitration as methods to resolve conflict before it escalates to an employment tribunal. Explain arbitration, mediation, and conciliation.  Tell the difference between arbitration, mediation, and conciliation. Providing proper examples of arbitration, mediation, and conciliation either from workplace or any other scenarios.  AC 3.1 An explanation of the principles of legislation relating to unfair dismissal and the procedure an employer should follow to manage capability and misconduct issues. Find pertinent laws pertaining to unfair dismissal, such as the Employment Rights Act of 1996, and provide a succinct synopsis of its key tenets, such as the right not to be fired unfairly and the five justifications for termination.  Provide details on the process to be followed when handling misconduct and capability issues, along with a summary of some of the actions necessary to handle disciplinary proceedings, such as the right to be accompanied, investigation, and invitation to disciplinary.  Explain the distinctions between misconduct and capability and the many ways in which we handle them and the application the ACAS Code of Practice is one option.  AC 3.2 An analysis of the key causes of employee grievances. Start by defining what a grievance is; you can do this by using ACAS.  Next, with the help of a few instances from the workplace, you must examine at least two major reasons why employees file grievances.  You might think about their effects and strategies to prevent these complaints.  AC 3.3 An explanation of the importance of handling grievances effectively. Give two justifications for why it's critical that we manage complaints well.  You could discuss preventing lawsuits, harm to your reputation, and/or how it affects morale.  To emphasise the repercussions of treating them inadequately, you could include links to instances of case law.
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5HR01 – Employment Relationship Management

AC 1.1 A discussion of the differences between employee involvement and employee participation and how they can help build effective ...
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AC1.1 Critically evaluate the key theories and definitions that relate to well-being at work. Explore key theories like engagement, burnout, positive psychology, corporate culture, P-E fit, psychological contract, work-life balance, and stress theories. Consider the effective management of individual factors such as personality types, hardiness, resilience, and locus of control. Examine definitions of well-being highlighting physical, mental, and social aspects and their workplace interactions, referencing WHO and CIPD definitions. AC1.2 Evaluate why well-being is important for employers and employees. Understand well-being's importance for individuals and organizations in relation to efficiency and productivity. Analyze the business case for well-being, including days lost to stress, mental health issues, work-life balance, and long-hours culture. Consider the well-being of all workers, including contractors, agency staff, and gig economy workers. Recognize how well-being leads to better morale, engagement, a healthier culture, and lower absence rates, promoting organizational health and sustainability. AC1.3 Examine the responsibilities of organisations to engage with workplace well-being. Understand the legal duty of care and minimum requirements (HSE). Consider the impact of CSR and corporate reputation on recruitment, retention, and brand image. Reflect on business ethics, stakeholder interests, and competitive/strategic advantage related to well-being. AC2.1 Examine the individual and group factors that impact on well-being at work. Consider factors such as stress, shift work, social support, sleep, change, workload, job demands, resources, job security, culture, control, commitment, work relationships, and bullying. Acknowledge the impact of external factors like care responsibilities and financial situations. AC2.2 Critically evaluate how a lack of support for employee well-being may impact on organisational and employee outcomes at work. Analyze how a lack of well-being support impacts organizations and individuals through turnover, absenteeism, presenteeism, leave-ism, mental health issues, and reduced productivity (as highlighted in CIPD reports). AC2.3 Evaluate the management of well-being and its integration with other areas of people management activity. Consider how people's practices and processes integrate well-being with areas like diversity and inclusion, organization design, development, culture, resourcing, L&D, reward, engagement, employer branding, and employment relations. Analyze the role of technology in promoting or undermining well-being. AC2.4 Analyse well-being initiatives and the role of health promotion programmes and other interventions in the workplace. Explore initiatives like occupational health, sickness absence management, long-term health condition management, risk assessments, and employee assistance programs. Evaluate well-being initiatives such as financial incentives, mindfulness programs, and health checks. Consider the workplace as an appropriate setting for well-being initiatives. AC3.1 Evaluate the tools and assessments used in workplace health and well being to provide an evidence-based approach. Create an evidence-based approach using relevant tools and models, considering the operating context, workplace issues, job type, health issues, and organizational size and structure. AC3.2 Critically evaluate key domains of creating and maintaining well-being strategies. Understand key domains of well-being strategies and their links to organizational strategy, including models like the CIPD’s well-being pyramid, and connections to engagement, culture, leadership, and people management. Recognize that well-being is a strategic imperative, not just an "add-on." AC3.3 Analyse the impact of well-being strategies on employer and employee experiences and outcomes. Analyze links between well-being and employee experiences like commitment, satisfaction, engagement, and organizational identification, recognizing the intrinsic value of well-being. Analyze links between well-being and employer outcomes such as improved performance, productivity, retention, employer branding, lower costs (due to fewer accidents and turnover), enhanced creativity, and reduced conflict. AC4.1 Critically analyse how organisational culture and control shapes well-being at work. Analyze how culture and control (e.g., leadership promoting athletic pursuits) impact different individuals, including those with disabilities or those who are mothers. Consider the "moralizing" of wellness and its potential negative consequences, such as pressuring individuals to conform to specific well-being ideals. Question the notion of a single "positive" model of well-being. AC4.2 Discuss the problems inherent in individualising well-being initiatives. Analyze the limitations of promoting individual well-being initiatives (gym memberships, healthy eating) and the need for organizations to take responsibility for factors like workload and bullying. AC4.3 Evaluate how the people management function can contribute to appropriate corporate cultures and strategies to support well-being. Consider the role of people management professionals in supporting sustainable well-being policies, respecting individual needs and differences. Address organizational issues related to absenteeism, presenteeism, performance, efficiency, and corporate image. AC4.4 Discuss the importance of supporting line managers in implementing sustainable well-being policies. Understand how line managers can address workload, work environment, bullying, diversity, and health issues. Emphasize self-awareness exercises and L&D to improve line managers' understanding of well-being. Consider implementation challenges related to other line manager goals (team performance, quality, costs). Promote the role of well-being champions in fostering both organizational and individual responsibility for well-being.
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7OS06: Well-Being at Work

AC1.1 Critically evaluate the key theories and definitions that relate to well-being at work. Explore key theories like engagement, burnout, ...
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AC1.1 Analyse the different ways in which organisations operate and trade overseas. Explore the various ways organizations operate in overseas markets and employ people internationally. Consider trading in established, emerging, and new overseas markets. AC1.2 Explain the different ways in which organisations expand their activities internationally. Investigate foreign direct investment (FDI) strategies. Analyze international mergers and acquisitions in home and overseas markets. Examine international supply chains. AC1.3 Review the major alternative international organisational forms and their consequences for the management of people. Study multinational corporations, global not-for-profit organizations, and international strategic alliances. Understand international outsourcing, offshoring, nearshoring, and reshoring. Consider the role of people professionals in developing appropriate policies and practices for their organization. AC1.4 Discuss major contemporary ethical issues in the field of international management and employment. Address managing corporate social responsibility (CSR), sustainability, and governance in international organizations. Examine regulatory controls on issues such as child and forced labor, low wages, and freedom of association. AC2.1 Compare the established political and legal systems in major global economies. Analyze varied formal institutional frameworks and their purpose. Compare political, legal, and judicial systems, business and employment regulation. Distinguish between liberal market, coordinated market, and command economies. Understand the increasing complexity of LME/CME/command economy distinctions. AC2.2 Appraise institutional arrangements in different countries in the fields of corporate governance, training, welfare and trade unions. Examine traditions of corporate governance. Compare training and welfare systems. Study the role of trade unions. Understand the role of the International Labour Organization (ILO). AC2.3 Critically analyse research concerning the ways in which workplace cultures vary around the world. Explore major models that map cultural diversity and critiques of these. Analyze international diversity in management style, employee expectations, approaches to communication, and business ethics. AC2.4 Advise about the major ways in which people practice varies globally. Examine the major alternative models of people practice that operate globally. Consider debates about convergence, divergence, integration, and diffusion of people policy and practice. Understand ‘home’ and ‘host’ country influences on people practices in MNCs across the globe. Analyze the continued use of ‘host’ country practices if an established organization is taken over by an MNC. Study the reverse transfer of practices from ‘host’ to ‘home’ country and to other subsidiaries around the world. AC3.1 Design an appropriate international staffing strategy, including for expatriate staff. Explore the major alternative resourcing strategies adopted by international organizations (ethnocentric, polycentric, geocentric, etc.). Understand interacting with international labor markets. Focus on developing an effective global employer brand. Consider managing expatriates: reasons for employing expatriate staff. Address selecting and preparing people for international assignments. Examine remunerating and supporting staff on international assignments. Understand effective repatriation. AC3.2 Plan the effective management of talent in international organisations. Consider international management development and careers. Identify the attributes of effective global leaders. Understand the role of the L&D function in supporting identification of global leaders and their continuing development. Focus on international succession planning and talent pools. AC3.3 Justify the case for diversity and inclusion in international contexts. Address managing a culturally diverse workforce based in different locations and internationally. Consider tensions between home and host country traditions in terms of religion, ethnicity, and gender, for example. AC4.1 Critically discuss the major challenges facing people practice managers in international organisations. Address balancing centralization and localization. Consider designing, structuring, and restructuring international organizations. Focus on managing change internationally. AC4.2 Influence effective communication practice in international organisations. Focus on global employment relations policies and strategies. Improve upward and downward communication in international organizations. Understand that mechanisms for employee voice vary between countries. Consider working with trade unions internationally. Focus on international knowledge management. AC4.3 Assess the effective management of performance in international organisations. Focus on selecting and implementing appropriate performance management systems. Address international reward management. Consider managing disciplinary and dismissal issues in global organizations. AC4.4 Justify the need for flexible working initiatives in international organisations. Consider working time and holidays, work-life balance, and flexible working practices. Address maternity and parental leave. Understand people professionals working ‘around the clock’ due to time differences and positioning of ‘weekends’ across the globe.
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7OS05: Managing People in an International Context

AC1.1 Analyse the different ways in which organisations operate and trade overseas. Explore the various ways organizations operate in overseas ...
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Task 1: Professional, ethical, and inclusive behaviours AC 1.1 Definition of the term professional and explanation of people professional Explain the term 'professional' with respect to the current day workplaces Describe the term 'professional' linking with people's professions Critically discuss the term ‘people professionals’ Discuss what entails to become a people professional Link real-life experience of working as a people professionally in any workplace, projects or events in the past AC 3.1 Evolution of the role of people professional and priorities this raises for continuing professional development or CPD Consider a specific role of either a generalist or a specialist in the field of people professions Based on this role, discuss the role played by the people professionals and how it has evolved Link the answer to the priorities raised by the continuing professional development Include the relevance of continuing professional development for the chosen role of generalist or the specialist in this case Provide an example of a real-life experience where efforts of continuous professional development have helped with understanding the priorities as a people professional AC 1.2 Concept of ethical values and three ethical values hold personally that can impact the work as a people professional Explain the concept of ethical values in detail Choose three kinds of ethical values that you personally resonate with Provide three real-life examples of the three ethical values and the way in which they have influenced personally The examples need to be clear and direct which can help with understanding the value of these ethical values to a people's professional AC 1.3 Need for people professionals to contribute confidently to discussions and ways of doing this Discuss why it is important for people professionals for contributing to discussions Explain the three provided ways to contribute to the discussion Discuss what it means to be informed while contributing to a discussion Discuss what it means to be clear while contributing to a discussion Discuss what it means to remain engaging while contributing to a discussion Provide real-life examples for each of the three ways simultaneously AC 1.4 Discussion of when and how to raise concerns when issues of organisational policies or leadership approach conflict with ethical values Discuss why it is important to raise concerns when there is a conflict between the organisational policies or the approach of leadership with the ethical values The discussion should focus on why it is important to emphasise maintaining ethical values even when it is conflicting with organisational policies or the leadership approach Include relevant laws that can be applicable in this case to prove the ethical viewpoint Provide a real-life example that can help with enforcing the idea that addressing ethical values is necessary The real-life examples need to be discussed in depth to ensure that they can reflect the need for maintaining ethics in the modern-day workplaces AC 2.1 Robust argument for ethical people practice that is supported by academic theory along with the details of both the business and human benefits The value of ethical people practices needs to be discussed The discussion needs to be done in the form of an argument based on academic theory A detailed discussion needs to be provided discussing the business and human benefits of having inclusive working practices Along with the feeling of being included, it is important to discuss the need for being valued and fairly treated The human and business benefits of being valued and fairly treated should be discussed clearly Three real-life examples need to be provided for each of the areas discussed in the question such as feeling included, valued as well as fairly treated AC 2.2 People practice solutions to meet a specific need or introduce a new policy or initiative Discuss own pr a hypothetical example of a problem related to people and provide a people-practice solution In the solution, it is needed to acknowledge that a new policy or initiative can be introduced also The example needs to be described based on the strategies for designing a solution to ensure that it is inclusive Strategies need to be discussed that check whether the solution can engage and meet the needs of all the aimed policy The example needs to be focused on realistic workplace needs even though it is hypothetical Task 2: Professional Development AC 2.3 Reflection on the own approach to working inclusively and developing a positive working relationship Assess your skills based on the CIPD professional map depending on the five core behaviours such as ethical practice, professional courage and influence, valuing people, passion for learning and working inclusively Put the sign of 'x' under the assessment remarks which feels accurate to you All five ethical practices need to be acknowledged The sub-themes of each ethical practice must be acknowledged and also Place this self-assessment activity in appendix 1 A discussion of 150 words needs to be provided in the main assignments section for reflecting on the own approach to working inclusively and building positive working relationships with others The main written assignment discussion of this AC and the next AC needs to be completed within 150 words The reflection should include the results of the self-assessment that is included in Appendix 1 AC 3.2 Assessing the strengths and weaknesses along with the development areas based on self-assessment This AC needs to be based on self-assessment along with feedback from others The feedback provided by others needs to be placed in Appendix 2 In the main written assignment section, the strengths and weaknesses need to be discussed as per the results of the self-assessment and the feedback from others The discussion of the previous AC and this AC This should also acknowledge the important areas of development based on this assessment The activities done for AC 2.3 and 3.2 will be considered together as Activity 1 AC 3.3 Formulating the range of formal or informal continuing professional development activities for supporting the learning journey At this point, it is necessary to be clear about the main development needs based on the five areas of the CIPD profession map Formulate suitable development actions for meeting the needs and include them in the personal development plan The personal development plan needs to be placed in Appendix 3 This will be placed as activity 2 in the assignment The personal development plan should acknowledge all the relevant areas of improvement learnt from the previous assessment and feedback from others In the main assignment section, a brief explanation for choosing these development activities needs to be provided within 250 words AC 3.4 Reflection on the effect of continuing professional development activities on own performance and behaviour Choose 3 formal or information development activities you have undertaken in the last 12 months and provide a reflection The reflection should discuss how these activities have impacted the behaviour and performance of the personal self Discuss the effectiveness of the activity and the extent to which it has impacted personal progress The new need and probable action points for the future felt during the activities can be mentioned also The reflection will be retrospective and is not linked to the activities discussed in the previous activities planned This activity will be activity 3 for this assignment A reflection needs to be written in the main written assignments on the 3 development activities within 750 words .
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5CO03: Professional Behaviours & Valuing People

Task 1: Professional, ethical, and inclusive behaviours AC 1.1 Definition of the term professional and explanation of people professional Explain ...
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AC1.1 Critically evaluate the concepts of diversity and inclusion at work. Define diversity. Differentiate between equal opportunities and managing diversity. Understand the characteristics of an inclusive workplace. AC1.2 Discuss a range of visible and nonvisible dimensions of diversity that characterise the UK’s working population. Explore visible and non-visible differences, including age, gender, disability (mental and physical), socioeconomic class, education, family, ethnicity, religion, aesthetics, and sexuality. AC1.3 Analyse key trends in the structure and composition of the UK labour force with reference to official government statistics and other recognised sources. Analyze key statistical sources (e.g., ONS Labour Force Survey, Social Attitudes Survey, WERS). Examine key trends over time, such as gender shifts, ethnic and religious diversity, and the ageing workforce. 1.4 Examine the key changes that have shaped the supply of labour in the UK in recent decades. Study patterns of immigration, social changes, the breakdown of the male breadwinner model, changes in family structure, social attitudes to LGBT sexualities, inclusion strategies in education, healthcare advances, increased life expectancy, improved legal protection (e.g., Equality Act 2010), recognition of mental health, and changes in the nature of work (e.g., technological advancements, rise of the service sector, increases in knowledge work and flexible working). AC2.1 Critically evaluate the concepts of vertical, occupational and time segregation within the labour market. Analyze patterns of vertical segregation (e.g., underrepresentation in senior roles, earnings disparity). Examine patterns of occupational segregation (e.g., male-dominated/feminized occupations). Evaluate patterns of time segregation (e.g., full-time/part-time work disparities). 2.2 Examine a range of economic theories and data sources in relation to patterns of segregation and inequality within the UK labour market. Study rational economic choice theory, preference theory, and human capital theory. 2.3 Evaluate sociological persistence of patterns of segregation and inequality within the UK labour market. Evaluate the concept of socially constructed ‘choices.’ Address workplace discrimination, prejudice, unconscious bias, and sex-role stereotyping. 2.4 Provide evidence-based examples of persistent patterns of disadvantage and inequality in the UK labour market. Analyze ethnic penalties, the gender pay gap, class differentials, age-related disparities, wage inequality, and the impacts of intersectionality. AC3.1 Assess the extent to which equality legislation is effective in creating work cultures that value diversity and promote inclusiveness. Address compliance issues, problems of ‘lip service,’ power relations, enforcement, the employment tribunal process, legal representation, and adequacy of remedies. Study the development of the equality agenda, liberal and radical approaches, anti-discrimination legislation, the Equality Act 2010, protected characteristics, and significant case law. AC3.2 Analyse the moral arguments for managing diversity and fostering a culture of inclusiveness. Consider individual differences, teamworking, working relations, respect, and belonging. AC3.3 Critically evaluate all strands of the business case for managing diversity and promoting inclusiveness at work. Evaluate the impact on the talent pool, employer brand, innovation, diverse working styles, market reach, flexibility, employee engagement, productivity, retention, and competitive advantage. AC4.1 Critically evaluate practices aimed at managing and promoting diversity and inclusion at work. Assess the effectiveness of diversity and inclusion policies, diversity statements, and diversity training. AC4.2 Compare workplace examples aimed at addressing policies and practices for shaping behaviour and attitudes to diversity and inclusion at work. Compare workplace examples related to recruitment and selection, performance management, training and development, succession planning, talent management, pay and reward, well-being, work-life balance provisions, and flexible working. AC4.3 Discuss the extent to which opportunities to share and celebrate cultural traditions/difference help to promote an environment in which diversity and inclusion are valued. Evaluate the process of raising awareness, celebrating difference (versus minimizing it), providing support and advice, and promoting community cohesion.
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7OS04: Advanced Diversity and Inclusion

AC1.1 Critically evaluate the concepts of diversity and inclusion at work. Define diversity. Differentiate between equal opportunities and managing diversity ...
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AC1.1 Discuss reasons for the growth in technology enabled learning. Consider historical developments in technology and their application within learning. Explore the demand and drivers behind technology's advance in learning. Critique open source, publicly accessible learning resources. Understand technology's role with dispersed workforces. Examine learning in the flow of work for enhanced productivity. Investigate self-directed learning for personal growth. Explore socialized communities for collaborative learning. Utilize curated content for efficient learning. Experience simulations and scalable solutions for practical application. AC1.2 Explore future trends impacting the role of technology within learning. Anticipate the trajectory of technology within learning. Imagine the future of technology within learning and development. Become familiar with LMS/LXP systems. Investigate emerging technology trends (AR/VR, AI, and personalized learning). Explore smart devices and wearable technology for learning. AC1.3 Analyse why organisations may fail to see a return from their investment in learning technologies. Recognize the mismanagement of technology within learning. Understand the costs associated with learning technologies. Learn how to calculate return on investment (ROI). Focus on ensuring a positive return from investment in learning technologies. AC1.4 Analyse how organisations may best use technology within the: assessment of learning needs design and delivery of learning impact assessment of learning. Assessment of learning needs: Utilize diagnostic approaches to needs analysis. Leverage data and insights from organizational and learning systems (CRM/LMS/LXP). Analyze common search terms used for learning needs. Design and delivery of learning: Explore private and public learning platforms. Weigh the relative merits of learner-generated content. Utilize learning content management systems. Understand LMS/LXP systems for content delivery. Design effective blended learning experiences. Integrate emerging technology trends (AR/VR, AI, and personalization). Impact assessment of learning: Utilize system data, insights, and analysis. Examine learner uptake, engagement rates, and completion rates. Recognize the relevance of workplace-based technology to demonstrate learning transfer. AC2.1 Analyse how technological systems support learning within a variety of organisational contexts. Understand private content platforms and the construction of learning management systems. Explore public and open-source platforms (Google, YouTube, Skype). Utilize generic, bespoke, and curated learning content. Adapt technological platforms and content for globally dispersed organizations. AC2.2 Review the impact of learning media and technology enabled delivery on participant engagement with learning and development. Consider the impact of learning media (text, visual, video, and audio) on engagement and learning transfer. Evaluate the advantages and disadvantages of user-generated content. Utilize technological systems to encourage collaboration and communities of practice. AC2.3 Evaluate how organisations may blend technological and non-technological approaches to learning. Understand definitions of blended learning. Identify characteristics of effective blended learning approaches. Explore examples of effective approaches to blended learning. AC2.4 Critically discusses the importance of protecting content systems and learning content from external threats. Prioritize data security within learning systems. Ensure the security of technological platforms. Protect learning content from external threats. AC3.1 Critically discuss organisational barriers and mitigations to the successful implementation of learning technologies. Recognize operational challenges when implementing technological platforms and delivery methods. Address issues of equity and access to learning technology. Manage stakeholders through analysis and communication. Develop a strong business case for investment in learning technologies. Implement methods to overcome risk aversion to new technologies. Foster a culture that motivates innovation in learning. Promote a shared understanding of the organization and its vision for technological change. Incentivize practitioners to embrace learning technologies. AC3.2 Examine how organisations may ensure positive returns on investment in the use of learning technologies. Align learning technology with business goals for maximum impact. Analyze the impact of learning technology on business data and metrics. Use technology to adapt learning resources for wider impact. Motivate employees to engage with technological platforms and content. Recognize the impact of technology on flexible access to learning in the flow of work. Gather engagement, impact, and transfer feedback from learners, managers, and senior leaders. AC3.3 Examine the implementation of learning technology, including the key stages within the process. Follow implementation processes: analyze, plan, test, implement, evaluate, and sustain. Devise a comprehensive implementation plan for learning technologies. Understand the operational steps in implementing learning technologies. Utilize minimum viable propositions (MVP) with iterative improvements. Consider human-centered design principles in technology implementation. Work effectively with suppliers of learning technology solutions. AC3.4 Evaluate the outcomes of the implementation process, including how data may support the process. Gather data to analyze the impact of technology within learning. Explore approaches to evaluating the impact of technology. Consider relevant models (Kirkpatrick/Katzel, Brinkerhoff, LTEM, Weinbauer-Heidel, TAM). Recognize learning transfer and the importance of workplace impact. Understand how technology facilitates formal vs. informal, self-directed, social, and collaborative learning. AC4.1 Examine learning analytics, including the merit of using data within learning and development processes. Identify various sources of data for learning analytics. Focus on effective data management practices. Use data and learning analytics to evaluate learning provision. Manage the evaluation process, including data collection and analysis. Understand the role of hypotheses in data use. Address access and ownership of learning data. Recognize challenges in complex data analysis. Understand the role of descriptive, inferential, predictive, or prescriptive analytics. Utilize data visualization techniques for better understanding. AC4.2 Critically discuss the role of learning systems within the learning and development process. Understand the role of LMS, LXP, CMS, and VLE systems. Recognize the development of learning systems in an evolving technology landscape. Explore methods of data collection and storage. Utilize data mining techniques for insights. Leverage historical and predictive data from learning systems. AC4.3 Evaluate the role of learning metrics in uncovering and resolving development gaps. Understand the production of learning metrics. Explore the deployment of learning analytics within organizations. Use learning metrics to discover and resolve learning gaps. AC4.4 Review data protection legislation with respect to the learning function and importance of data integrity. Understand data protection and data integrity principles. Be familiar with relevant legal regulations (GDPR in the UK/EU). Understand how regulations apply to data collected by the learning function. Address access, ownership, and transparency of learning data.
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7OS03: Technology Enhanced Learning

AC1.1 Discuss reasons for the growth in technology enabled learning. Consider historical developments in technology and their application within learning ...
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AC1.1 Discuss the major sources of employment law and its evolution, including the major employment rights. Understand the past, present, and future development of UK employment regulation and related debates. Identify the major sources of employment law (statute, common law, EU). AC1.2 Explain the role and function of the courts and other institutions responsible for the administration of employment law. Learn the roles of legal and quasi-legal institutions administering employment law (tribunals, courts, Acas, HSE, ICO, CAC, Certification Officer). Familiarize yourself with major employment tribunal rules and procedures. AC1.3 Explain employment status and the legal tests used to establish to whom different employment rights apply. Distinguish between employees, workers, and self-employed persons. Understand major employment rights and which groups they apply to. Study legal tests used to establish employment status (control, integration, and multiple tests). AC1.4 Critically evaluate the principles of the law in the fields of precedent, vicarious liability and continuity of employment. Understand the role of case law in setting precedent and the impact of key case decisions. Grasp the significance of vicarious liability for employers and the importance of protecting organizational reputation. Learn about continuity of employment, day one rights, rights accruing with service (notice, redundancy, maternity/paternity), and their implications. AC2.1 Assess the protected characteristics covered by the Equality Act 2010 and its operation. Understand the protected characteristics under the Equality Act 2010 (sex, race, disability, age, sexual orientation, religion, marital status, gender reassignment, pregnancy/maternity). Learn about alternative types of discrimination claims. AC2.2 Evaluate the defences that respondents deploy in discrimination cases and remedies. Understand the tests applied by courts in discrimination cases and related debates. Learn about available remedies and awards (financial losses, injury to feelings). AC2.3 Explain the principles of equal pay law and regulation on pay gap reporting. Understand the principles of equal pay law (types of claim, equal value, like work, equivalent work, defences). Understand the significance of market rates, job evaluation, and genuine material factors affecting pay differentials. Learn about regulation on pay gap reporting (mandatory reporting, relevant employers, employee definition, data required). AC2.4 Assess the management of employment law in respect of specific groups of employees. Understand the law protecting part-time workers, fixed-term employees, agency workers, trade union members, whistleblowers, and former offenders. AC3.1 Analyse the principles that underpin the law on different types of employment contracts, including their practical significance for organisations. Understand express and implied terms and common law duties. Learn about establishing and lawfully changing employment contracts. AC3.2 Debate the principles of the law of wrongful, constructive and unfair dismissal. Differentiate between wrongful, constructive, and unfair dismissal. Understand qualification requirements, lawful reasons for dismissal, and available remedies. AC3.3 Examine the test of reasonableness in unfair dismissal law and its practical implications for organisations. Understand the five fair reasons for dismissal and the importance of procedural fairness. Learn about the right to be accompanied, notice periods, pay, contractual obligations, defences, and settling claims. AC3.4 Explain the process of complying with the law on redundancy and transfers of undertakings. Understand selecting employees for redundancy, consultation requirements, severance payments, trial periods, and rights in insolvent companies. Learn about relevant transfers and the major rights of transferred employees. AC4.1 Explain the law on health and safety at work and personal injury. Understand the Health and Safety at Work Act and other major regulations. Learn about personal injury law and lawfully dealing with stress and mental breakdown cases. AC4.2 Discuss the principles underpinning regulation on hours and wages. Understand the National Living Wage, National Minimum Wage, lawful deductions, statutory sick pay, Working Time Regulations, and holiday entitlements. AC4.3 Explain maternity and parental employment rights, including the requirements of flexible working employment legislation. Understand statutory maternity/paternity pay and leave, shared parental leave, time off for antenatal care, emergencies, and dependants. For flexible working: Learn about the right to request flexible working and fair reasons for refusal. AC4.4 Evaluate collective employment law and regulations relating to confidentiality at work. Understand data protection and privacy regulations at work. Learn about collective employment rights, trade union recognition, bargaining rights, and the law relating to industrial action.
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7OS01: Advanced Employment Law in Practice

AC1.1 Discuss the major sources of employment law and its evolution, including the major employment rights. Understand the past, present, ...
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AC1.1 Critically evaluate the theoretical basis of organisational design and development. Explore different schools of management thinking, referencing scientific management. Examine different schools of thought and practice surrounding organization development. Study behavioural science, social psychology, organizational psychology, motivation theory, and job design. Understand systems theory and application, learning theory, etc. Analyze organizational culture and values and how these are determined. Explore the definitional debate and the use of metaphors. Investigate new organizational paradigms. Understand the relationship of organization design and development with performance management. Explore evolving theories, such as organizational design and design thinking. AC1.2 Examine the rationale for organisational design and development. Understand external, internal, and economic drivers. Analyze the context of change needs. Understand the move from informal to formal structure in growing organizations. Consider a broad view of organizational form, including strategy and structure. Recognize the collaborative economy and the need for agility. AC1.3 Evaluate the value and impact of organisational design and development. Understand how design vs. development decisions may be reached. Understand how people practice strategies that can produce design and development outcomes. Establish organizational KPIs, goals, and success criteria. Utilize human impact and organizational people measures (e.g., retention, engagement). Gather feedback from customers and understand customer perception. Measure effectiveness and cost vs. benefit. AC1.4 Evaluate key contextual variables and limitations that impact organisational design and development. Engage in horizon scanning. Analyze the impact of existing structure, size, geography, market dynamism, etc. Consider the nature of the business and organizational culture. Utilize data and data visualization. AC1.5 Critically appraise the contribution of cross-functional activity and stakeholder management in organisational design and development. Identify stakeholders and their roles (partnership, sponsoring). Gain buy-in and contract with stakeholders. Develop, build, and maintain trust. Assign roles, accountability, and responsibility. Understand communication implications for people professionals. Create vertical and horizontal integration. Define different roles and responsibilities in design and development. AC2.1 Critically evaluate the range of different organisational forms. Explore design options and how they are selected (e.g., whole system in the room). Understand the role of strategic planning and the predictability of structural outcomes. Recognize multiple/different structures within the same organization. AC2.2 Critically discuss organisational design options within a given context. Analyze the strengths and limitations of organizational forms (flat, hierarchical, etc.). Consider small and large firms, MNCs, and different sectors. Understand the impact of local, regional, and national culture on design options. AC2.3 Compare the different approaches to implementing organisational design options. Understand piloting and prioritizing. Implement a step-by-step transition process. Understand the influence of context on the approach. Evaluate and optimize the transition. Prepare a culture of change to support iterative optimization. Consider the speed of change and drivers of urgency. AC2.4 Examine the implications of organisation design for the creation of high-performance work systems. Understand tensions between centralized control and devolved responsibility. Consider human responses to change and changed structures. Understand implications where rapid/radical redesign is needed. Understand the role of knowledge workers. Verify alignment with organizational aims and objectives. AC3.1 Investigate different approaches to organisational development. Understand the feasibility and complexity of design strategies. Implement a multi-level organizational development strategy. Explore future-focused theories of OD. AC3.2 Assess the impact that the drivers for change have on the choice of transformation strategies. Consider corporate reporting (e.g., pay gaps). Consider stakeholder, technological, socio-political, economic, legal, and environmental factors. Uphold ethical people practice. Understand how context influences specific modes of change. AC3.3 Assess the value of sources of evidence and data that support organisational development choices. Utilize data visualization to gain support. Assess the quality and reliability of evidence and data. Decide which data to use and its source. Understand the strengths and criticisms of diagnostic tools. Utilize descriptive, diagnostic, predictive, and prescriptive analytics. AC4.1 Discuss the challenges faced by practitioners when trying to adopt holistic approaches to organisational development. Understand what needs to change and why. Coordinate change at all levels (individual, group, departmental, strategic). Communicate change effectively to diverse groups. For background awareness: Understand background challenges. Analyze the strengths and limitations of change models (e.g., Kotter, Lewin). Address issues of parity when managing different types of change. Understand power, covert behavior, and emergent approaches to change. AC4.2 Examine the affective, behavioural and cognitive reactions to organisational change. Critique models that predict resistance. Understand implications for employee experience, resilience, and readiness. Understand leading and managing change. Understand the role of positioning, messaging, engagement, and communication. Understand human factors of change (emotional/mental response). AC4.3 Examine strategies for building employee engagement. Implement strategies for employee voice and involvement. Utilize consultants or in-house leaders. Employ tools and techniques (e.g., appreciative inquiry, dialogic approaches, design thinking). AC4.4 Justify the skills and behaviours that influence successful implementation. Understand skills and behaviors needed by people professionals in OD. Recognize personal learning and development as key levers. Focus on self-awareness, coaching, mentoring, and supervision. Create a personal development plan for skills development. Emulate valued behaviors among OD professionals.
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7LD01: Organisational Design and Development

AC1.1 Critically evaluate the theoretical basis of organisational design and development. Explore different schools of management thinking, referencing scientific management ...
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