Video tutorials to complement your learning across CIPD Level 3, Level 5, and Level 7 qualifications.
Every level, unit, and assessment criteria includes comprehensive written learning materials. These videos provide additional visual explanations to enhance your understanding.
| Level | Unit | Unit Title | AC | Assessment Criteria | Video Title |
|---|---|---|---|---|---|
| Level 0 | FREE01 | HR & Sustainability | 1.1 | Explain what sustainability means in a workplace context. | Sustainable HRM, ethics, and values in practice |
| Level 0 | FREE01 | HR & Sustainability | 1.1 | Explain what sustainability means in a workplace context. | Introduction to workplace sustainability and the three pillars |
| Level 0 | FREE01 | HR & Sustainability | 1.1 | Explain what sustainability means in a workplace context. | ESG, Triple Bottom Line, and responsible business frameworks |
| Level 0 | FREE01 | HR & Sustainability | 1.2 | Explain the main drivers and triggers for sustainability in organisations. | Internal Drivers (Employer Brand, Risk, Cost, Resilience) and Interconnections |
| Level 0 | FREE01 | HR & Sustainability | 1.2 | Explain the main drivers and triggers for sustainability in organisations. | Introduction and External Drivers (Legal, Stakeholder, Customer, Investor Pressures) |
| Level 0 | FREE01 | HR & Sustainability | 1.3 | Discuss how sustainability links to organisational purpose, values and culture. | Building credibility and avoiding greenwashing |
| Level 0 | FREE01 | HR & Sustainability | 1.3 | Discuss how sustainability links to organisational purpose, values and culture. | Aligning culture, leadership and people practices |
| Level 0 | FREE01 | HR & Sustainability | 1.3 | Discuss how sustainability links to organisational purpose, values and culture. | Purpose-led strategy and organisational values |
| Level 0 | FREE01 | HR & Sustainability | 2.1 | Explain the role of the people professional in supporting sustainability goals. | Governance Guardian, Employee Voice Champion, and Communicator roles |
| Level 0 | FREE01 | HR & Sustainability | 2.1 | Explain the role of the people professional in supporting sustainability goals. | The Critical Friend role and integrating all roles in practice |
| Level 0 | FREE01 | HR & Sustainability | 2.1 | Explain the role of the people professional in supporting sustainability goals. | Introduction and the Adviser, Change Agent, and Culture Influencer roles |
| Level 0 | FREE01 | HR & Sustainability | 2.2 | Discuss how HR policies and practices can promote sustainable working. | Recruitment, learning, and performance management for sustainability |
| Level 0 | FREE01 | HR & Sustainability | 2.2 | Discuss how HR policies and practices can promote sustainable working. | Introduction to sustainable working and workforce planning |
| Level 0 | FREE01 | HR & Sustainability | 2.2 | Discuss how HR policies and practices can promote sustainable working. | Reward, wellbeing, and creating fair, inclusive workplaces |
| Level 0 | FREE01 | HR & Sustainability | 2.3 | Explain how people professionals can use evidence to influence sustainable decision-making. | HR Analytics and Building Evidence for Sustainability |
| Level 0 | FREE01 | HR & Sustainability | 2.3 | Explain how people professionals can use evidence to influence sustainable decision-making. | ESG Reporting and Key Performance Indicators |
| Level 0 | FREE01 | HR & Sustainability | 2.3 | Explain how people professionals can use evidence to influence sustainable decision-making. | Employee Relations Insights and Governance Forums |
| Level 0 | FREE01 | HR & Sustainability | 3.1 | Discuss how sustainability-related change can affect people in different ways. | Workload, motivation and resistance to sustainability change |
| Level 0 | FREE01 | HR & Sustainability | 3.1 | Discuss how sustainability-related change can affect people in different ways. | Fairness and different impacts across employee groups |
| Level 0 | FREE01 | HR & Sustainability | 3.1 | Discuss how sustainability-related change can affect people in different ways. | How sustainability change affects jobs, roles and skills |
| Level 0 | FREE01 | HR & Sustainability | 3.2 | Explain the people risks of poor sustainability practice. | Inequality, safety, and the unequal distribution of harm |
| Level 0 | FREE01 | HR & Sustainability | 3.2 | Explain the people risks of poor sustainability practice. | Trust, reputation, and the spiral of talent loss |
| Level 0 | FREE01 | HR & Sustainability | 3.2 | Explain the people risks of poor sustainability practice. | Wellbeing, burnout, and the personal toll of poor sustainability |
| Level 0 | FREE01 | HR & Sustainability | 3.3 | Evaluate the benefits of sustainable people practices for organisational performance. | Wellbeing, absence reduction, and organisational culture |
| Level 0 | FREE01 | HR & Sustainability | 3.3 | Evaluate the benefits of sustainable people practices for organisational performance. | Talent attraction, retention, and productivity benefits |
| Level 0 | FREE01 | HR & Sustainability | 3.3 | Evaluate the benefits of sustainable people practices for organisational performance. | Innovation, resilience, reputation, and long-term value |
| Level 0 | FREE02 | People Professional Technologies | 1.1 | Explain what is meant by people professional technologies and digital HR. | Introduction to People Professional Technologies and Digital HR |
| Level 0 | FREE02 | People Professional Technologies | 1.1 | Explain what is meant by people professional technologies and digital HR. | Core HR Systems - HRIS, Recruitment, and Learning Platforms |
| Level 0 | FREE02 | People Professional Technologies | 1.1 | Explain what is meant by people professional technologies and digital HR. | Specialist HR Systems and the Integrated Technology Landscape |
| Level 0 | FREE02 | People Professional Technologies | 1.2 | Explain why organisations adopt people technologies. | Employee experience, data, and decision-making |
| Level 0 | FREE02 | People Professional Technologies | 1.2 | Explain why organisations adopt people technologies. | Scalability, cost control, and reducing administrative burden |
| Level 0 | FREE02 | People Professional Technologies | 1.2 | Explain why organisations adopt people technologies. | Efficiency, automation, and consistency |
| Level 0 | FREE02 | People Professional Technologies | 1.3 | Discuss how technology can support the employee lifecycle. | Technology Supporting Development, Performance, and Wellbeing |
| Level 0 | FREE02 | People Professional Technologies | 1.3 | Discuss how technology can support the employee lifecycle. | Technology in Recruitment and Onboarding |
| Level 0 | FREE02 | People Professional Technologies | 1.3 | Discuss how technology can support the employee lifecycle. | Rewards, Offboarding, and Creating Joined-Up Employee Journeys |
| Level 0 | FREE02 | People Professional Technologies | 2.1 | Explain the key steps in selecting appropriate people technology. | Understanding organisational needs and stakeholder requirements |
| Level 0 | FREE02 | People Professional Technologies | 2.1 | Explain the key steps in selecting appropriate people technology. | Prioritising requirements and evaluating suppliers |
| Level 0 | FREE02 | People Professional Technologies | 2.1 | Explain the key steps in selecting appropriate people technology. | Accessibility, compliance, and making the final decision |
| Level 0 | FREE02 | People Professional Technologies | 2.2 | Discuss the people professional’s role in implementation and change adoption. | Championing user experience, fairness, and continuous improvement |
| Level 0 | FREE02 | People Professional Technologies | 2.2 | Discuss the people professional’s role in implementation and change adoption. | Key roles in stakeholder engagement, communication, and training |
| Level 0 | FREE02 | People Professional Technologies | 2.2 | Discuss the people professional’s role in implementation and change adoption. | Introduction to implementation and change adoption |
| Level 0 | FREE02 | People Professional Technologies | 2.3 | Explain how to ensure effective governance and responsible use. | Ethics, Algorithmic Bias, and Vendor Management |
| Level 0 | FREE02 | People Professional Technologies | 2.3 | Explain how to ensure effective governance and responsible use. | Data Protection and GDPR Compliance |
| Level 0 | FREE02 | People Professional Technologies | 3.1 | Explain how people data and analytics can be used to support decision-making. | Using Data for Decisions and Avoiding Common Pitfalls |
| Level 0 | FREE02 | People Professional Technologies | 3.1 | Explain how people data and analytics can be used to support decision-making. | Introduction to People Data, Dashboards and KPIs |
| Level 0 | FREE02 | People Professional Technologies | 3.1 | Explain how people data and analytics can be used to support decision-making. | Essential People Metrics |
| Level 0 | FREE02 | People Professional Technologies | 3.2 | Discuss risks and limitations of people technology and analytics. | Adoption challenges, accessibility, and AI bias |
| Level 0 | FREE02 | People Professional Technologies | 3.2 | Discuss risks and limitations of people technology and analytics. | Data quality, misleading metrics, and surveillance concerns |
| Level 0 | FREE02 | People Professional Technologies | 3.2 | Discuss risks and limitations of people technology and analytics. | Over-automation, human judgement, change fatigue, and security |
| Level 0 | FREE02 | People Professional Technologies | 3.3 | Evaluate measures of success for people technology. | Operational measures including efficiency, errors, and compliance |
| Level 0 | FREE02 | People Professional Technologies | 3.3 | Evaluate measures of success for people technology. | Strategic measures including insight quality, employee experience, and ROI |
| Level 0 | FREE02 | People Professional Technologies | 3.3 | Evaluate measures of success for people technology. | Introduction to measuring success and adoption/usage metrics |
| Level 0 | FREE03 | People Professionals and Finance | 1.1 | Explain key financial terms and statements used in organisations. | Types of costs, expenditure, and working capital |
| Level 0 | FREE03 | People Professionals and Finance | 1.1 | Explain key financial terms and statements used in organisations. | Understanding revenue, costs, profit, and margin |
| Level 0 | FREE03 | People Professionals and Finance | 1.1 | Explain key financial terms and statements used in organisations. | Introduction to the three core financial statements |
| Level 0 | FREE03 | People Professionals and Finance | 1.2 | Explain the difference between profit and cash and why it matters. | Payroll, credit terms, and cash flow timing |
| Level 0 | FREE03 | People Professionals and Finance | 1.2 | Explain the difference between profit and cash and why it matters. | Seasonality, growth, and practical implications |
| Level 0 | FREE03 | People Professionals and Finance | 1.2 | Explain the difference between profit and cash and why it matters. | Introduction to profit and cash - definitions and key differences |
| Level 0 | FREE03 | People Professionals and Finance | 1.3 | Discuss how people costs appear in financial reporting. | Introduction to people costs and measuring the workforce |
| Level 0 | FREE03 | People Professionals and Finance | 1.3 | Discuss how people costs appear in financial reporting. | Direct employment costs and benefits |
| Level 0 | FREE03 | People Professionals and Finance | 1.3 | Discuss how people costs appear in financial reporting. | Hidden costs, accounting treatments, and budgeting |
| Level 0 | FREE03 | People Professionals and Finance | 2.1 | Explain how budgeting and forecasting apply to workforce planning. | Reforecasting, Cost Centres, and Headcount Planning |
| Level 0 | FREE03 | People Professionals and Finance | 2.1 | Explain how budgeting and forecasting apply to workforce planning. | Annual Budgets and Workforce Budget Components |
| Level 0 | FREE03 | People Professionals and Finance | 2.1 | Explain how budgeting and forecasting apply to workforce planning. | Vacancy Factors, Scenario Planning, and Build vs Buy Decisions |
| Level 0 | FREE03 | People Professionals and Finance | 2.2 | Discuss how to evaluate the cost and value of people initiatives. | Introduction to evaluating people initiatives and ROI fundamentals |
| Level 0 | FREE03 | People Professionals and Finance | 2.2 | Discuss how to evaluate the cost and value of people initiatives. | Turnover costs, absence reduction, training impact, and compliance value |
| Level 0 | FREE03 | People Professionals and Finance | 2.3 | Explain how reward decisions link to organisational affordability and strategy. | Pay frameworks, salary drift, and total reward fundamentals |
| Level 0 | FREE03 | People Professionals and Finance | 2.3 | Explain how reward decisions link to organisational affordability and strategy. | Market benchmarking, pay reviews, and bonus affordability |
| Level 0 | FREE03 | People Professionals and Finance | 2.3 | Explain how reward decisions link to organisational affordability and strategy. | Equal pay, compression, and strategic reward trade-offs |
| Level 0 | FREE03 | People Professionals and Finance | 3.1 | Explain key financial risks linked to people practice. | Turnover, overtime, absence, and litigation costs |
| Level 0 | FREE03 | People Professionals and Finance | 3.1 | Explain key financial risks linked to people practice. | Introduction to financial risks, payroll errors, and fraud |
| Level 0 | FREE03 | People Professionals and Finance | 3.1 | Explain key financial risks linked to people practice. | Non-compliance penalties and contractor management |
| Level 0 | FREE03 | People Professionals and Finance | 3.2 | Discuss the importance of controls, authorisation and data quality. | Understanding organisational controls and why they matter |
| Level 0 | FREE03 | People Professionals and Finance | 3.2 | Discuss the importance of controls, authorisation and data quality. | Authorisation, delegated authority, and audit trails |
| Level 0 | FREE03 | People Professionals and Finance | 3.2 | Discuss the importance of controls, authorisation and data quality. | Segregation of duties, data quality, and secure information handling |
| Level 0 | FREE03 | People Professionals and Finance | 3.3 | Explain how people professionals can communicate financial information effectively. | Metrics, visuals, and working with finance colleagues |
| Level 0 | FREE03 | People Professionals and Finance | 3.3 | Explain how people professionals can communicate financial information effectively. | Building effective business cases and using plain language |
| Level 0 | FREE03 | People Professionals and Finance | 3.3 | Explain how people professionals can communicate financial information effectively. | Strategic alignment, assumptions, and communicating risk |
| Level 3 | 3CO01 | Business, culture and change in context | 1.1 | Examine the key external influences that impact on business environments. | Introduction to External Influences and Why They Matter |
| Level 3 | 3CO01 | Business, culture and change in context | 1.1 | Examine the key external influences that impact on business environments. | The STEEPLE Analysis Framework |
| Level 3 | 3CO01 | Business, culture and change in context | 1.1 | Examine the key external influences that impact on business environments. | SWOT Analysis and Putting External Analysis into Practice |
| Level 3 | 3CO01 | Business, culture and change in context | 1.2 | Discuss organisational goals and why it is important for organisations to plan. | Planning, Environmental Analysis, and Business Continuity |
| Level 3 | 3CO01 | Business, culture and change in context | 1.2 | Discuss organisational goals and why it is important for organisations to plan. | Understanding Organisational Goals and Their Hierarchy |
| Level 3 | 3CO01 | Business, culture and change in context | 1.2 | Discuss organisational goals and why it is important for organisations to plan. | Business Types, Structures, and Strategic Planning |
| Level 3 | 3CO01 | Business, culture and change in context | 1.3 | Discuss the products and/or services the organisation delivers, including who the main customers are | Understanding Products, Services, and Portfolios |
| Level 3 | 3CO01 | Business, culture and change in context | 1.3 | Discuss the products and/or services the organisation delivers, including who the main customers are | Understanding Markets, Business Models, and Customers |
| Level 3 | 3CO01 | Business, culture and change in context | 1.3 | Discuss the products and/or services the organisation delivers, including who the main customers are | Features, Benefits, and Market Segmentation |
| Level 3 | 3CO01 | Business, culture and change in context | 1.4 | Review the range of technology available within the people profession, including how it can be utilised to improve working practices and collaboration. | Foundational Communication Technologies |
| Level 3 | 3CO01 | Business, culture and change in context | 1.4 | Review the range of technology available within the people profession, including how it can be utilised to improve working practices and collaboration. | Cloud Technology, Collaboration and Data Management |
| Level 3 | 3CO01 | Business, culture and change in context | 1.4 | Review the range of technology available within the people profession, including how it can be utilised to improve working practices and collaboration. | Automation, AI and Technology's Impact on Practice |
| Level 3 | 3CO01 | Business, culture and change in context | 2.1 | Define workplace culture in organisational settings and the importance of fostering positive approaches towards it. | Defining workplace culture and cultural frameworks |
| Level 3 | 3CO01 | Business, culture and change in context | 2.1 | Define workplace culture in organisational settings and the importance of fostering positive approaches towards it. | Sub-cultures, values, norms and the impact of culture |
| Level 3 | 3CO01 | Business, culture and change in context | 2.1 | Define workplace culture in organisational settings and the importance of fostering positive approaches towards it. | Positive cultures, inclusion and the role of people professionals |
| Level 3 | 3CO01 | Business, culture and change in context | 2.2 | Explain how organisations are whole systems, and how work and actions as a people professional could impact elsewhere in the organisation. | Organisations as living systems and the power of interconnection |
| Level 3 | 3CO01 | Business, culture and change in context | 2.2 | Explain how organisations are whole systems, and how work and actions as a people professional could impact elsewhere in the organisation. | Understanding organisational structures and design models |
| Level 3 | 3CO01 | Business, culture and change in context | 2.2 | Explain how organisations are whole systems, and how work and actions as a people professional could impact elsewhere in the organisation. | Applying systems thinking in people practice |
| Level 3 | 3CO01 | Business, culture and change in context | 3.1 | Explain the importance of planning and managing change within the workplace. | Project planning for successful change |
| Level 3 | 3CO01 | Business, culture and change in context | 3.1 | Explain the importance of planning and managing change within the workplace. | Understanding factors and triggers for change |
| Level 3 | 3CO01 | Business, culture and change in context | 3.1 | Explain the importance of planning and managing change within the workplace. | How change impacts organisational business |
| Level 3 | 3CO01 | Business, culture and change in context | 3.2 | Consider the importance and role that people professionals play within change | Introduction to people professionals and their strategic importance in change |
| Level 3 | 3CO01 | Business, culture and change in context | 3.2 | Consider the importance and role that people professionals play within change | Core roles people professionals play in facilitating change |
| Level 3 | 3CO01 | Business, culture and change in context | 3.2 | Consider the importance and role that people professionals play within change | Governance, communication, and engagement roles in change |
| Level 3 | 3CO01 | Business, culture and change in context | 3.3 | Discuss how change can impact people in different ways. | Personal, professional and health impacts of change |
| Level 3 | 3CO01 | Business, culture and change in context | 3.3 | Discuss how change can impact people in different ways. | Behavioural responses to change and the change curve |
| Level 3 | 3CO01 | Business, culture and change in context | 3.3 | Discuss how change can impact people in different ways. | Social relationships and supporting people through change |
| Level 3 | 3CO02 | Principles of analytics | 1.1 | Explain what evidence-based practice is and how it is applied within an organisation. | Introduction to Evidence-Based Practice and Its Core Principles |
| Level 3 | 3CO02 | Principles of analytics | 1.1 | Explain what evidence-based practice is and how it is applied within an organisation. | The Four Sources of Evidence in Evidence-Based Practice |
| Level 3 | 3CO02 | Principles of analytics | 1.1 | Explain what evidence-based practice is and how it is applied within an organisation. | Applying Evidence-Based Practice in Organisations |
| Level 3 | 3CO02 | Principles of analytics | 1.2 | Explain the importance of using data in organisations. | Using data to identify problems accurately |
| Level 3 | 3CO02 | Principles of analytics | 1.2 | Explain the importance of using data in organisations. | Data's impact on culture, performance, and perceptions |
| Level 3 | 3CO02 | Principles of analytics | 1.2 | Explain the importance of using data in organisations. | Data for informed decision-making |
| Level 3 | 3CO02 | Principles of analytics | 1.3 | Explain different types of data measurements that people professionals use. | Introduction to qualitative and quantitative data |
| Level 3 | 3CO02 | Principles of analytics | 1.3 | Explain different types of data measurements that people professionals use. | Key areas of data measurement in people practice - Part one |
| Level 3 | 3CO02 | Principles of analytics | 1.3 | Explain different types of data measurements that people professionals use. | Key areas of data measurement in people practice - Part two |
| Level 3 | 3CO02 | Principles of analytics | 1.4 | Conduct common calculations to interpret organisational data. | Working with Percentages and Key People Metrics |
| Level 3 | 3CO02 | Principles of analytics | 1.4 | Conduct common calculations to interpret organisational data. | Understanding and Using Averages |
| Level 3 | 3CO02 | Principles of analytics | 1.4 | Conduct common calculations to interpret organisational data. | Identifying Patterns and Interpreting Data |
| Level 3 | 3CO02 | Principles of analytics | 1.5 | Present findings in different formats to enable informed decision-making. | Diagrammatic formats - pie charts, bar charts, and line graphs |
| Level 3 | 3CO02 | Principles of analytics | 1.5 | Present findings in different formats to enable informed decision-making. | Why presenting findings matters and understanding your audience |
| Level 3 | 3CO02 | Principles of analytics | 1.5 | Present findings in different formats to enable informed decision-making. | Enabling informed decision-making through effective presentation |
| Level 3 | 3CO02 | Principles of analytics | 1.6 | Explain how the application of agreed policies and procedures informs decisions. | Policies and Procedures Supporting Customer-Focused Strategy |
| Level 3 | 3CO02 | Principles of analytics | 1.6 | Explain how the application of agreed policies and procedures informs decisions. | Understanding Policies and Procedures and Their Relationship |
| Level 3 | 3CO02 | Principles of analytics | 1.6 | Explain how the application of agreed policies and procedures informs decisions. | How Policies and Procedures Generate Evidence for Decision Making |
| Level 3 | 3CO02 | Principles of analytics | 2.1 | Explain how people professionals create value for people, organisations and wider stakeholders | Understanding value creation and talent acquisition |
| Level 3 | 3CO02 | Principles of analytics | 2.1 | Explain how people professionals create value for people, organisations and wider stakeholders | Development, performance, reward and engagement |
| Level 3 | 3CO02 | Principles of analytics | 2.1 | Explain how people professionals create value for people, organisations and wider stakeholders | Employee relations and ethical practice |
| Level 3 | 3CO02 | Principles of analytics | 2.2 | Summarise ways in which you can be customer-focused, and standards-driven in your own context | Understanding customers in people practice |
| Level 3 | 3CO02 | Principles of analytics | 2.2 | Summarise ways in which you can be customer-focused, and standards-driven in your own context | Building relationships and delivering value |
| Level 3 | 3CO02 | Principles of analytics | 2.2 | Summarise ways in which you can be customer-focused, and standards-driven in your own context | Developing and maintaining service standards |
| Level 3 | 3CO03 | Core behaviours for people professionals | 1.1 | Explain ethical principles and professional values including how these can inform approaches to work. | Professional Values and Ethical Codes |
| Level 3 | 3CO03 | Core behaviours for people professionals | 1.1 | Explain ethical principles and professional values including how these can inform approaches to work. | Consequences and Being Value-Driven |
| Level 3 | 3CO03 | Core behaviours for people professionals | 1.1 | Explain ethical principles and professional values including how these can inform approaches to work. | Understanding Ethical Principles in the Workplace |
| Level 3 | 3CO03 | Core behaviours for people professionals | 1.2 | Specify ways in which you conform consistently with relevant regulation and law within the context of ethics and professional practice. | Understanding the Legal and Regulatory Framework |
| Level 3 | 3CO03 | Core behaviours for people professionals | 1.2 | Specify ways in which you conform consistently with relevant regulation and law within the context of ethics and professional practice. | Key Areas of Legal Compliance |
| Level 3 | 3CO03 | Core behaviours for people professionals | 1.2 | Specify ways in which you conform consistently with relevant regulation and law within the context of ethics and professional practice. | Demonstrating Consistent Conformity in Practice |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.1 | Summarise ways of demonstrating respectful and inclusive working in relation to: • contributing your views and opinions • clarifying problems or issues • working effectively as part of a team. | Clarifying Problems and Issues Effectively |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.1 | Summarise ways of demonstrating respectful and inclusive working in relation to: • contributing your views and opinions • clarifying problems or issues • working effectively as part of a team. | Contributing Your Views and Opinions Respectfully |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.1 | Summarise ways of demonstrating respectful and inclusive working in relation to: • contributing your views and opinions • clarifying problems or issues • working effectively as part of a team. | Working Effectively as Part of a Team |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.2 | Recommend ways in which you can show inquisitiveness about issues and developments in the people profession and the wider world of work. | Introduction to inquisitiveness and why it matters |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.2 | Recommend ways in which you can show inquisitiveness about issues and developments in the people profession and the wider world of work. | Developing questioning skills and research methods |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.2 | Recommend ways in which you can show inquisitiveness about issues and developments in the people profession and the wider world of work. | Staying current and promoting curiosity |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.3 | Demonstrate proactive approaches to developing, recording and reflecting on your professional knowledge, skills and experience. | Why CPD matters for people professionals |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.3 | Demonstrate proactive approaches to developing, recording and reflecting on your professional knowledge, skills and experience. | Reflecting on learning and maintaining CPD records |
| Level 3 | 3CO03 | Core behaviours for people professionals | 2.3 | Demonstrate proactive approaches to developing, recording and reflecting on your professional knowledge, skills and experience. | Identifying and prioritising your development needs |
| Level 3 | 3CO04 | Essentials of people practice | 1.1 | Explain each stage of the employee lifecycle and the role of the people professional within it. | Introduction to the Employee Lifecycle and Recruitment Stage |
| Level 3 | 3CO04 | Essentials of people practice | 1.1 | Explain each stage of the employee lifecycle and the role of the people professional within it. | Induction, Onboarding, and Employee Development |
| Level 3 | 3CO04 | Essentials of people practice | 1.1 | Explain each stage of the employee lifecycle and the role of the people professional within it. | Retention Strategies and Managing Employee Exit |
| Level 3 | 3CO04 | Essentials of people practice | 1.1 | Explain each stage of the employee lifecycle and the role of the people professional within it. | Recruitment and candidate experience |
| Level 3 | 3CO04 | Essentials of people practice | 1.1 | Explain each stage of the employee lifecycle and the role of the people professional within it. | Development, progression and succession planning |
| Level 3 | 3CO04 | Essentials of people practice | 1.2 | Explain different ways in which you can prepare information for specified roles. | Methods for gathering job information |
| Level 3 | 3CO04 | Essentials of people practice | 1.2 | Explain different ways in which you can prepare information for specified roles. | Job descriptions and their purpose |
| Level 3 | 3CO04 | Essentials of people practice | 1.2 | Explain different ways in which you can prepare information for specified roles. | Person specifications and essential versus desirable criteria |
| Level 3 | 3CO04 | Essentials of people practice | 1.2 | Explain different ways in which you can prepare information for specified roles. | Essential versus desirable criteria: distinctions and implications |
| Level 3 | 3CO04 | Essentials of people practice | 1.2 | Explain different ways in which you can prepare information for specified roles. | From job analysis to a completed job description and person specification |
| Level 3 | 3CO04 | Essentials of people practice | 1.3 | Explain different recruitment methods and when it is appropriate to use them. | Internal recruitment methods and when to use them |
| Level 3 | 3CO04 | Essentials of people practice | 1.3 | Explain different recruitment methods and when it is appropriate to use them. | External recruitment methods and channels |
| Level 3 | 3CO04 | Essentials of people practice | 1.3 | Explain different recruitment methods and when it is appropriate to use them. | Managing applications and choosing recruitment methods |
| Level 3 | 3CO04 | Essentials of people practice | 1.3 | Explain different recruitment methods and when it is appropriate to use them. | Overview of Recruitment Methods and Selection Criteria |
| Level 3 | 3CO04 | Essentials of people practice | 1.3 | Explain different recruitment methods and when it is appropriate to use them. | Agencies, Headhunters and Specialist Recruiters: Roles and Use Cases |
| Level 3 | 3CO04 | Essentials of people practice | 1.4 | Explain factors to consider when deciding on content of copy used in recruitment methods. | Internal vs External Audiences and Platform Considerations |
| Level 3 | 3CO04 | Essentials of people practice | 1.4 | Explain factors to consider when deciding on content of copy used in recruitment methods. | Writing Style, Structure and Inclusive Language |
| Level 3 | 3CO04 | Essentials of people practice | 1.4 | Explain factors to consider when deciding on content of copy used in recruitment methods. | Accuracy, Detail Levels and Visual Presentation |
| Level 3 | 3CO04 | Essentials of people practice | 2.1 | Explain different selection methods and when it is appropriate to use them. | Competency-based approaches and assessment methods |
| Level 3 | 3CO04 | Essentials of people practice | 2.1 | Explain different selection methods and when it is appropriate to use them. | Selection policies, processes and screening |
| Level 3 | 3CO04 | Essentials of people practice | 2.1 | Explain different selection methods and when it is appropriate to use them. | Traditional and modern selection methods |
| Level 3 | 3CO04 | Essentials of people practice | 2.2 | Develop selection criteria and shortlist candidate applications for interview for an identified role | Understanding selection criteria and person specifications |
| Level 3 | 3CO04 | Essentials of people practice | 2.2 | Develop selection criteria and shortlist candidate applications for interview for an identified role | Shortlisting processes and best practice |
| Level 3 | 3CO04 | Essentials of people practice | 2.2 | Develop selection criteria and shortlist candidate applications for interview for an identified role | Documentation, collaboration, and organising next steps |
| Level 3 | 3CO04 | Essentials of people practice | 2.3 | Participate effectively in a selection interview and the decision-making process for an identified role. | Listening, Note-Taking, and Making Fair Decisions |
| Level 3 | 3CO04 | Essentials of people practice | 2.3 | Participate effectively in a selection interview and the decision-making process for an identified role. | Interview Formats and Effective Structure |
| Level 3 | 3CO04 | Essentials of people practice | 2.3 | Participate effectively in a selection interview and the decision-making process for an identified role. | Building Rapport and Questioning Techniques |
| Level 3 | 3CO04 | Essentials of people practice | 2.4 | Explain the selection records that need to be retained. | Introduction to selection records and shortlisting documentation |
| Level 3 | 3CO04 | Essentials of people practice | 2.4 | Explain the selection records that need to be retained. | Interview notes, assessment records, and final decision documentation |
| Level 3 | 3CO04 | Essentials of people practice | 2.4 | Explain the selection records that need to be retained. | Standards for selection records and legal requirements |
| Level 3 | 3CO04 | Essentials of people practice | 2.5 | Write letters of appointment and non- appointment for an identified role. | Introduction to appointment letters and their purpose |
| Level 3 | 3CO04 | Essentials of people practice | 2.5 | Write letters of appointment and non- appointment for an identified role. | Writing with clarity and professional tone |
| Level 3 | 3CO04 | Essentials of people practice | 2.5 | Write letters of appointment and non- appointment for an identified role. | Letters of non-appointment and practical considerations |
| Level 3 | 3CO04 | Essentials of people practice | 3.1 | Explain the importance of work-life balance within the employment relationship and how it can be influenced by legislation. | Define Work‑Life Balance and Its Importance in Employment |
| Level 3 | 3CO04 | Essentials of people practice | 3.1 | Explain the importance of work-life balance within the employment relationship and how it can be influenced by legislation. | Core Legislation Shaping Work‑Life Balance: Working Time and Rest |
| Level 3 | 3CO04 | Essentials of people practice | 3.1 | Explain the importance of work-life balance within the employment relationship and how it can be influenced by legislation. | Leave Entitlements: Holidays, Maternity, Paternity and Parental Leave |
| Level 3 | 3CO04 | Essentials of people practice | 3.1 | Explain the importance of work-life balance within the employment relationship and how it can be influenced by legislation. | Homeworking: Legal Considerations and Practical Arrangements |
| Level 3 | 3CO04 | Essentials of people practice | 3.1 | Explain the importance of work-life balance within the employment relationship and how it can be influenced by legislation. | Organisational Practices to Promote Balance and Ensure Compliance |
| Level 3 | 3CO04 | Essentials of people practice | 3.2 | Explain the concept of wellbeing in the workplace and why it is important. | Job design, workload, and the case for promoting wellbeing |
| Level 3 | 3CO04 | Essentials of people practice | 3.2 | Explain the concept of wellbeing in the workplace and why it is important. | Definition and dimensions of workplace wellbeing |
| Level 3 | 3CO04 | Essentials of people practice | 3.2 | Explain the concept of wellbeing in the workplace and why it is important. | Physical and mental health, plus organisational pressures |
| Level 3 | 3CO04 | Essentials of people practice | 3.3 | Summarise the main points of discrimination legislation. | Types of Discrimination |
| Level 3 | 3CO04 | Essentials of people practice | 3.3 | Summarise the main points of discrimination legislation. | The Equality Act 2010 and Protected Characteristics |
| Level 3 | 3CO04 | Essentials of people practice | 3.3 | Summarise the main points of discrimination legislation. | Discrimination Throughout Employment and Organisational Responsibilities |
| Level 3 | 3CO04 | Essentials of people practice | 3.4 | Explain what diversity and inclusion mean and why they are important. | Understanding Diversity and Its Dimensions |
| Level 3 | 3CO04 | Essentials of people practice | 3.4 | Explain what diversity and inclusion mean and why they are important. | Understanding Inclusion and How It Differs from Equal Opportunities |
| Level 3 | 3CO04 | Essentials of people practice | 3.4 | Explain what diversity and inclusion mean and why they are important. | The Social Justice and Business Cases for Diversity and Inclusion |
| Level 3 | 3CO04 | Essentials of people practice | 3.5 | Explain the differences between fair and unfair dismissal. | Unfair dismissal and the legal consequences |
| Level 3 | 3CO04 | Essentials of people practice | 3.5 | Explain the differences between fair and unfair dismissal. | Introduction to dismissal and the legal framework for fair dismissal |
| Level 3 | 3CO04 | Essentials of people practice | 3.5 | Explain the differences between fair and unfair dismissal. | Perceptions of fairness and practical implications |
| Level 3 | 3CO04 | Essentials of people practice | 4.1 | Explain the purpose and components of performance management | Introduction to performance management and its core purposes |
| Level 3 | 3CO04 | Essentials of people practice | 4.1 | Explain the purpose and components of performance management | Key components and tools of performance management |
| Level 3 | 3CO04 | Essentials of people practice | 4.1 | Explain the purpose and components of performance management | Policies, procedures, and performance data |
| Level 3 | 3CO04 | Essentials of people practice | 4.2 | Explain factors that need to be considered when managing performance. | Introduction and Individual Factors Affecting Performance |
| Level 3 | 3CO04 | Essentials of people practice | 4.2 | Explain factors that need to be considered when managing performance. | Goals, Resources, and Leadership Support |
| Level 3 | 3CO04 | Essentials of people practice | 4.2 | Explain factors that need to be considered when managing performance. | Motivation and Work Systems |
| Level 3 | 3CO04 | Essentials of people practice | 4.3 | Explain different methods of performance review. | Continuous Review Versus Annual Appraisal |
| Level 3 | 3CO04 | Essentials of people practice | 4.3 | Explain different methods of performance review. | Introduction to Performance Review Methods |
| Level 3 | 3CO04 | Essentials of people practice | 4.3 | Explain different methods of performance review. | Appraiser Bias and the Importance of Objectivity |
| Level 3 | 3CO04 | Essentials of people practice | 5.1 | Explain the key components of an effective total reward system. | Introduction to Total Reward and Financial Rewards |
| Level 3 | 3CO04 | Essentials of people practice | 5.1 | Explain the key components of an effective total reward system. | Non-Financial Rewards and Recognition |
| Level 3 | 3CO04 | Essentials of people practice | 5.1 | Explain the key components of an effective total reward system. | Designing Effective Total Reward Systems |
| Level 3 | 3CO04 | Essentials of people practice | 5.2 | Explain the relationship between reward and performance. | Motivation theories and the psychology of reward |
| Level 3 | 3CO04 | Essentials of people practice | 5.2 | Explain the relationship between reward and performance. | Introduction to reward systems and their strategic purposes |
| Level 3 | 3CO04 | Essentials of people practice | 5.2 | Explain the relationship between reward and performance. | Reward, retention, and employer of choice status |
| Level 3 | 3CO04 | Essentials of people practice | 5.3 | Explain the reasons for treating employees fairly in relation to pay. | Legal reasons for fair pay |
| Level 3 | 3CO04 | Essentials of people practice | 5.3 | Explain the reasons for treating employees fairly in relation to pay. | Internal equity and consistency in pay |
| Level 3 | 3CO04 | Essentials of people practice | 5.3 | Explain the reasons for treating employees fairly in relation to pay. | Retention, motivation, and building a fair pay culture |
| Level 3 | 3CO04 | Essentials of people practice | 6.1 | Explain why learning and development activities are of benefit to individuals and organisations. | Introduction to L&D and Benefits to Individuals |
| Level 3 | 3CO04 | Essentials of people practice | 6.1 | Explain why learning and development activities are of benefit to individuals and organisations. | Benefits of L&D to Organisations |
| Level 3 | 3CO04 | Essentials of people practice | 6.1 | Explain why learning and development activities are of benefit to individuals and organisations. | L&D and Talent Management Strategy |
| Level 3 | 3CO04 | Essentials of people practice | 6.2 | Describe different types of learning needs and reasons why they arise for individuals and organisations. | Internal Factors That Create Learning Needs |
| Level 3 | 3CO04 | Essentials of people practice | 6.2 | Describe different types of learning needs and reasons why they arise for individuals and organisations. | Understanding Types of Learning Needs |
| Level 3 | 3CO04 | Essentials of people practice | 6.2 | Describe different types of learning needs and reasons why they arise for individuals and organisations. | External Factors and Responding to Learning Needs |
| Level 3 | 3CO04 | Essentials of people practice | 6.3 | Summarise different face-to-face and blended learning and development approaches, including: facilitation; training; coaching; mentoring. | Facilitation and Training Approaches |
| Level 3 | 3CO04 | Essentials of people practice | 6.3 | Summarise different face-to-face and blended learning and development approaches, including: facilitation; training; coaching; mentoring. | E-Learning and Blended Approaches |
| Level 3 | 3CO04 | Essentials of people practice | 6.3 | Summarise different face-to-face and blended learning and development approaches, including: facilitation; training; coaching; mentoring. | Coaching and Mentoring |
| Level 3 | 3CO04 | Essentials of people practice | 6.4 | Explain how individual requirements and preferences must be accommodated in the design and delivery of learning and development. | Ethics, equality, and monitoring individual progress |
| Level 3 | 3CO04 | Essentials of people practice | 6.4 | Explain how individual requirements and preferences must be accommodated in the design and delivery of learning and development. | Understanding individual learning needs and preferences |
| Level 3 | 3CO04 | Essentials of people practice | 6.4 | Explain how individual requirements and preferences must be accommodated in the design and delivery of learning and development. | Practical considerations in L&D design and delivery |
| Level 3 | 3CO04 | Essentials of people practice | 6.5 | Discuss how learning and development can be evaluated. | Evaluation models, levels, and timing |
| Level 3 | 3CO04 | Essentials of people practice | 6.5 | Discuss how learning and development can be evaluated. | Introduction to L&D evaluation and its purposes |
| Level 3 | 3CO04 | Essentials of people practice | 6.5 | Discuss how learning and development can be evaluated. | Collecting and using evaluation data |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.1 | Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning them. | Divisional and matrix structures |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.1 | Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning them. | Other structures and aligning structure with strategy |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.1 | Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning them. | Why organisations need structure and functional structures |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.2 | Analyse connections between organisational strategy, products, services and customers. | Strategic integration and connecting strategy to customers |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.2 | Analyse connections between organisational strategy, products, services and customers. | External and internal contexts shaping organisational strategy |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.2 | Analyse connections between organisational strategy, products, services and customers. | Organisational insights, performance, and strategy models |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.3 | Analyse external factors and trends impacting organisations to identify current organisational priorities. | Analysis Tools for Examining the External Environment |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.3 | Analyse external factors and trends impacting organisations to identify current organisational priorities. | Key External Factors Affecting Organisations |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.3 | Analyse external factors and trends impacting organisations to identify current organisational priorities. | How External Factors Shape Organisational Priorities |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.4 | Assess the scale of technology within organisations and how it impacts work. | Technology Investment and Support |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.4 | Assess the scale of technology within organisations and how it impacts work. | Understanding the Scale of Technology in Organisations |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 1.4 | Assess the scale of technology within organisations and how it impacts work. | How Technology Impacts Work and Workers |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.1 | Explain theories and models which examine organisational and human behaviour. | Leadership Styles and Motivation Theories |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.1 | Explain theories and models which examine organisational and human behaviour. | Organisational Culture Theories |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.1 | Explain theories and models which examine organisational and human behaviour. | Organisational Behaviour Models and the Learning Organisation |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.2 | Assess how people practices impact on organisational culture and behaviour. | Introduction to People Practices and Organisational Culture |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.2 | Assess how people practices impact on organisational culture and behaviour. | Impact on Beliefs, Values, Trust and Openness |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.2 | Assess how people practices impact on organisational culture and behaviour. | Impact on Motivation, Learning and Wellbeing |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.3 | Explain different approaches to managing change. | Foundational Change Models - Lewin and Kotter |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.3 | Explain different approaches to managing change. | Strategic Approaches to Change |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.3 | Explain different approaches to managing change. | Drivers and Levers of Change |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.4 | Discuss models for how change is experienced. | Introduction to change experiences and the psychology behind them |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.4 | Discuss models for how change is experienced. | Spencer and Adams' seven-stage model, readiness for change, and working with resistance |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.4 | Discuss models for how change is experienced. | The Kubler-Ross adapted model and Tannenbaum and Hanna's three-stage model |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.5 | Assess the importance of wellbeing at work and the different factors which impact wellbeing | Understanding Workplace Wellbeing and the Business Case |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.5 | Assess the importance of wellbeing at work and the different factors which impact wellbeing | How Wellbeing Impacts the Individual |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.5 | Assess the importance of wellbeing at work and the different factors which impact wellbeing | Organisational Impact and Factors Influencing Wellbeing |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.1 | Discuss the links between the employee lifecycle and different people practice roles. | Exit, post-employment, and the evolution of people practice across the lifecycle |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.1 | Discuss the links between the employee lifecycle and different people practice roles. | Introduction to the employee lifecycle and early stages (attraction, recruitment, onboarding) |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.1 | Discuss the links between the employee lifecycle and different people practice roles. | Development, retention, engagement and the ongoing employment relationship |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.2 | Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies. | Strategic Position of People Practice and Vertical Integration |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.2 | Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies. | Horizontal Integration and Business Partnering |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.2 | Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies. | People Practice Services and Creating Effective Integration |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.3 | Discuss processes for consulting and engaging with internal customers to understand their needs. | Understanding internal customers and identifying their needs |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.3 | Discuss processes for consulting and engaging with internal customers to understand their needs. | Consultation, communication, and stakeholder analysis |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 3.3 | Discuss processes for consulting and engaging with internal customers to understand their needs. | Ongoing liaison, needs analysis, and monitoring effectiveness |
| Level 5 | 5CO02 | Evidence-based practice | 1.1 | Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice | Introduction to Evidence-Based Practice and the Four Sources of Evidence |
| Level 5 | 5CO02 | Evidence-based practice | 1.1 | Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice | Critical Thinking and Analysis Skills for People Professionals |
| Level 5 | 5CO02 | Evidence-based practice | 1.1 | Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice | Decision-Making Models and Group Dynamics |
| Level 5 | 5CO02 | Evidence-based practice | 1.2 | Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities. | Problem diagnosis tools and strategic planning frameworks |
| Level 5 | 5CO02 | Evidence-based practice | 1.2 | Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities. | Introduction to analysis tools and environmental/strategic frameworks |
| Level 5 | 5CO02 | Evidence-based practice | 1.2 | Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities. | Analysis methods and effective application |
| Level 5 | 5CO02 | Evidence-based practice | 1.3 | Explain the principles of critical thinking including how you apply these to your own and others’ ideas. | Introduction to Critical Thinking and Core Principles |
| Level 5 | 5CO02 | Evidence-based practice | 1.3 | Explain the principles of critical thinking including how you apply these to your own and others’ ideas. | Evaluating Sources, Evidence, and Managing Bias |
| Level 5 | 5CO02 | Evidence-based practice | 1.3 | Explain the principles of critical thinking including how you apply these to your own and others’ ideas. | Applying Critical Thinking to Ideas in Practice |
| Level 5 | 5CO02 | Evidence-based practice | 1.4 | Explain a range of decision-making processes. | Future Pacing and the Problem-Outcome Frame |
| Level 5 | 5CO02 | Evidence-based practice | 1.4 | Explain a range of decision-making processes. | Introduction to Decision-Making and the Best Fit Approach |
| Level 5 | 5CO02 | Evidence-based practice | 1.4 | Explain a range of decision-making processes. | Action Learning and Six Thinking Hats |
| Level 5 | 5CO02 | Evidence-based practice | 1.5 | Assess how different ethical perspectives can influence decision- making. | Major Ethical Theories (Utilitarianism and Deontology) |
| Level 5 | 5CO02 | Evidence-based practice | 1.5 | Assess how different ethical perspectives can influence decision- making. | Communitarianism, Altruism, and Core Ethical Values |
| Level 5 | 5CO02 | Evidence-based practice | 1.5 | Assess how different ethical perspectives can influence decision- making. | Applying Ethics to Workplace Dilemmas and Leadership |
| Level 5 | 5CO02 | Evidence-based practice | 2.1 | With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods. | Understanding and interpreting raw data types in people practice |
| Level 5 | 5CO02 | Evidence-based practice | 2.1 | With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods. | Methods for identifying patterns, trends, and causes in people practice data |
| Level 5 | 5CO02 | Evidence-based practice | 2.1 | With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods. | Handling anomalies, evidence types, and generating actionable insights |
| Level 5 | 5CO02 | Evidence-based practice | 2.2 | Present key findings for stakeholders from people practice activities and initiatives. | Using visuals and presenting data effectively |
| Level 5 | 5CO02 | Evidence-based practice | 2.2 | Present key findings for stakeholders from people practice activities and initiatives. | Understanding stakeholders and presentation formats |
| Level 5 | 5CO02 | Evidence-based practice | 2.2 | Present key findings for stakeholders from people practice activities and initiatives. | Working with HR data and communication principles |
| Level 5 | 5CO02 | Evidence-based practice | 2.3 | Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. | Understanding and Evaluating Benefits of Potential Solutions |
| Level 5 | 5CO02 | Evidence-based practice | 2.3 | Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. | Evaluating Risks and Financial Implications |
| Level 5 | 5CO02 | Evidence-based practice | 2.3 | Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. | Making and Presenting Justified Recommendations |
| Level 5 | 5CO02 | Evidence-based practice | 3.1 | Appraise different ways organisations measure financial and non-financial performance. | Financial Performance Measures |
| Level 5 | 5CO02 | Evidence-based practice | 3.1 | Appraise different ways organisations measure financial and non-financial performance. | KPIs, SLAs and Practical Application |
| Level 5 | 5CO02 | Evidence-based practice | 3.1 | Appraise different ways organisations measure financial and non-financial performance. | Non-Financial Performance Measures and Frameworks |
| Level 5 | 5CO02 | Evidence-based practice | 3.2 | Explain how to measure the impact and value of people practice using a variety of methods. | Evaluation Models and Tools |
| Level 5 | 5CO02 | Evidence-based practice | 3.2 | Explain how to measure the impact and value of people practice using a variety of methods. | Understanding Impact and Value in People Practice |
| Level 5 | 5CO02 | Evidence-based practice | 3.2 | Explain how to measure the impact and value of people practice using a variety of methods. | Methods for Measuring Impact and Value |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.1 | Appraise what it means to be a people professional | Defining professionalism and the characteristics of people professionals |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.1 | Appraise what it means to be a people professional | The CIPD Profession Map and professional requirements |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.1 | Appraise what it means to be a people professional | Professional values and integrity in people practice |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.2 | Recognise how personal and ethical values can be applied in the context of people practice. | Understanding Personal Values as a Decision-Making Framework |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.2 | Recognise how personal and ethical values can be applied in the context of people practice. | Integrating Personal, Organisational, and Professional Values |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.2 | Recognise how personal and ethical values can be applied in the context of people practice. | Values in Relationships and Professional Courage |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.3 | Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others | Communication techniques and building evidence-based arguments |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.3 | Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others | Why people professionals must influence others |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.3 | Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others | When and how to speak up effectively |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.4 | Recognise when and how you would raise matters which conflict with ethical values or legislation | Understanding ethical conflicts and recognising when to raise concerns |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.4 | Recognise when and how you would raise matters which conflict with ethical values or legislation | How to raise ethical concerns effectively |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.4 | Recognise when and how you would raise matters which conflict with ethical values or legislation | Whistleblowing and creating speak-up cultures |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.1 | Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. | Business Benefits of Inclusive Practices |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.1 | Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. | Introduction and Human Benefits of Inclusive Workplaces |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.1 | Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. | Theoretical Foundations and Linking Theory to Practice |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.2 | Discuss strategies for designing and ensuring inclusive people practices. | Introduction to inclusive design principles and the importance of voice |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.2 | Discuss strategies for designing and ensuring inclusive people practices. | Identifying stakeholders and engagement strategies |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.2 | Discuss strategies for designing and ensuring inclusive people practices. | Checking inclusivity and embedding inclusive design |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.3 | Reflect on your own approach to working inclusively and building positive working relationships with others. | Valuing individuals and recognising diversity |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.3 | Reflect on your own approach to working inclusively and building positive working relationships with others. | Seeking diverse views, listening deeply, and building trust |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.3 | Reflect on your own approach to working inclusively and building positive working relationships with others. | Providing support, collaborating widely, and sharing knowledge |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.1 | Explore how the role of a people professional is evolving and the implications this has for continuing professional development. | Emerging knowledge and skills for people professionals |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.1 | Explore how the role of a people professional is evolving and the implications this has for continuing professional development. | The evolution of people practice and drivers of change |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.1 | Explore how the role of a people professional is evolving and the implications this has for continuing professional development. | Implications for continuing professional development |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.2 | Assess your strengths, weaknesses and development areas based on self- assessment and feedback from others. | Processing feedback and addressing bias |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.2 | Assess your strengths, weaknesses and development areas based on self- assessment and feedback from others. | Gathering and understanding feedback from others |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.2 | Assess your strengths, weaknesses and development areas based on self- assessment and feedback from others. | Introduction to self-assessment and its methods |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.3 | Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey | Understanding CPD Models and Theory |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.3 | Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey | Formal and Informal CPD Activities |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.3 | Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey | Creating Effective CPD Plans |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.4 | Reflect on the impact of your continuing professional development activities on own behaviour and performance. | Evaluating Behaviour and Performance Changes from CPD |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.4 | Reflect on the impact of your continuing professional development activities on own behaviour and performance. | Outputs of Reflection and Documenting Your Development |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.4 | Reflect on the impact of your continuing professional development activities on own behaviour and performance. | Introduction to Reflective Practice and Key Theoretical Models |
| Level 5 | 5HR01 | Employment relationship management | 1.1 | Differentiate between employee involvement and employee participation and how they build relationships. | Key differences in depth, form, scope and methods |
| Level 5 | 5HR01 | Employment relationship management | 1.1 | Differentiate between employee involvement and employee participation and how they build relationships. | Defining employee involvement and participation |
| Level 5 | 5HR01 | Employment relationship management | 1.1 | Differentiate between employee involvement and employee participation and how they build relationships. | Links to frames of reference and building relationships |
| Level 5 | 5HR01 | Employment relationship management | 1.2 | Compare forms of union and non-union employee representation. | Trade Unions as Employee Representatives |
| Level 5 | 5HR01 | Employment relationship management | 1.2 | Compare forms of union and non-union employee representation. | Non-Union Forms of Employee Representation |
| Level 5 | 5HR01 | Employment relationship management | 1.2 | Compare forms of union and non-union employee representation. | Comparing Power in Union and Non-Union Representation |
| Level 5 | 5HR01 | Employment relationship management | 1.3 | Evaluate the relationship between employee voice and organisational performance. | Research evidence supporting and questioning the voice-performance link |
| Level 5 | 5HR01 | Employment relationship management | 1.3 | Evaluate the relationship between employee voice and organisational performance. | Theoretical foundations for why voice might improve performance |
| Level 5 | 5HR01 | Employment relationship management | 1.3 | Evaluate the relationship between employee voice and organisational performance. | Synthesising evidence and practical implications for people professionals |
| Level 5 | 5HR01 | Employment relationship management | 1.4 | Explain the concept of better working lives and how this can be designed. | The Core Dimensions of Job Quality |
| Level 5 | 5HR01 | Employment relationship management | 1.4 | Explain the concept of better working lives and how this can be designed. | Measuring and Designing Good Work |
| Level 5 | 5HR01 | Employment relationship management | 1.4 | Explain the concept of better working lives and how this can be designed. | Introduction to Better Working Lives and Good Work |
| Level 5 | 5HR01 | Employment relationship management | 2.1 | Distinguish between organisational conflict and misbehaviour. | Understanding Misbehaviour and Unorganised Conflict |
| Level 5 | 5HR01 | Employment relationship management | 2.1 | Distinguish between organisational conflict and misbehaviour. | Introduction and Understanding Organised Conflict |
| Level 5 | 5HR01 | Employment relationship management | 2.1 | Distinguish between organisational conflict and misbehaviour. | Practical Implications for HR Professionals |
| Level 5 | 5HR01 | Employment relationship management | 2.2 | Assess emerging trends in the types of conflict and industrial sanctions | Evolution of strike activity and strategic industrial action |
| Level 5 | 5HR01 | Employment relationship management | 2.2 | Assess emerging trends in the types of conflict and industrial sanctions | Injunctions and the individualisation of workplace conflict |
| Level 5 | 5HR01 | Employment relationship management | 2.2 | Assess emerging trends in the types of conflict and industrial sanctions | Legal frameworks and sanctions in employment relations |
| Level 5 | 5HR01 | Employment relationship management | 2.3 | Distinguish between third-party conciliation, mediation and arbitration. | Understanding workplace mediation and how it differs from conciliation |
| Level 5 | 5HR01 | Employment relationship management | 2.3 | Distinguish between third-party conciliation, mediation and arbitration. | Introduction to third-party dispute resolution and understanding conciliation |
| Level 5 | 5HR01 | Employment relationship management | 2.3 | Distinguish between third-party conciliation, mediation and arbitration. | Arbitration and choosing the right dispute resolution approach |
| Level 5 | 5HR01 | Employment relationship management | 3.1 | Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. | Introduction to unfair dismissal law and the legal framework |
| Level 5 | 5HR01 | Employment relationship management | 3.1 | Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. | Understanding capability and misconduct and the requirement to act fairly |
| Level 5 | 5HR01 | Employment relationship management | 3.1 | Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. | Managing capability and misconduct procedures in practice |
| Level 5 | 5HR01 | Employment relationship management | 3.2 | Analyse key causes of employee grievances. | Introduction to grievances and defining grievances in the employment context |
| Level 5 | 5HR01 | Employment relationship management | 3.2 | Analyse key causes of employee grievances. | Key causes of individual grievances |
| Level 5 | 5HR01 | Employment relationship management | 3.2 | Analyse key causes of employee grievances. | Collective grievances and analysing grievance patterns |
| Level 5 | 5HR01 | Employment relationship management | 3.3 | Advise on the importance of handling grievances effectively | Impact on individuals, teams, and organisational reputation |
| Level 5 | 5HR01 | Employment relationship management | 3.3 | Advise on the importance of handling grievances effectively | Legal framework and avoiding claims through effective grievance handling |
| Level 5 | 5HR01 | Employment relationship management | 3.3 | Advise on the importance of handling grievances effectively | Organisational consequences including morale, absence, and retention |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.1 | Explain how organisations strategically position themselves in competitive labour markets. | Employer Branding, Reputation, and Workforce Planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.1 | Explain how organisations strategically position themselves in competitive labour markets. | Introduction and Competitor Analysis in Labour Markets |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.1 | Explain how organisations strategically position themselves in competitive labour markets. | Employer of Choice, Reward, and Culture |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.2 | Explain the impact of changing labour market conditions on resourcing decisions. | Understanding Labour Market Dynamics |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.2 | Explain the impact of changing labour market conditions on resourcing decisions. | Analysing Labour Market Trends Using PESTLE |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.2 | Explain the impact of changing labour market conditions on resourcing decisions. | Impact on Resourcing Decisions |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.1 | Analyse the impact of effective workforce planning. | Forecasting supply of labour and identifying workforce gaps |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.1 | Analyse the impact of effective workforce planning. | Introduction to workforce planning and forecasting demand for labour |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.1 | Analyse the impact of effective workforce planning. | Strategies to address workforce gaps and the broader impact of effective planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.2 | Evaluate the techniques used to support the process of workforce planning. | External supply factors and integrating workforce forecasts |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.2 | Evaluate the techniques used to support the process of workforce planning. | Demand forecasting techniques for workforce planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.2 | Evaluate the techniques used to support the process of workforce planning. | Supply forecasting through internal workforce data |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.3 | Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. | Recruitment Methods - Internal and External Approaches |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.3 | Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. | Selection Methods - Choosing the Right Tools |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.3 | Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. | Fairness, Technology, and Evaluating Effectiveness |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.1 | Discuss factors that influence why people choose to leave or remain in organisations. | Practical Implications for Retention Strategy |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.1 | Discuss factors that influence why people choose to leave or remain in organisations. | Understanding Turnover Classifications |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.1 | Discuss factors that influence why people choose to leave or remain in organisations. | Push and Pull Factors in Turnover Decisions |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.2 | Compare different approaches to retaining people. | Introduction to retention and performance-related approaches |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.2 | Compare different approaches to retaining people. | Development, mobility, and flexible working approaches |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.2 | Compare different approaches to retaining people. | Reward, environment, and proactive retention strategies |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.3 | Explain the impact of dysfunctional employee turnover. | Understanding Dysfunctional Turnover and Why It Matters |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.3 | Explain the impact of dysfunctional employee turnover. | The True Costs of Dysfunctional Turnover |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.3 | Explain the impact of dysfunctional employee turnover. | Measuring Turnover and Strategic HR Implications |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.1 | Assess suitable types of contractual arrangements dependent on specific workforce need. | Types of contractual arrangements |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.1 | Assess suitable types of contractual arrangements dependent on specific workforce need. | Legal classifications and employment status |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.1 | Assess suitable types of contractual arrangements dependent on specific workforce need. | Alternative resourcing and strategic workforce planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.2 | Explain the benefits of effective onboarding. | The key benefits of effective onboarding programmes |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.2 | Explain the benefits of effective onboarding. | Understanding the purpose and phases of onboarding |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.2 | Explain the benefits of effective onboarding. | Induction crisis and how effective onboarding prevents it |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.1 | Explain the principles of reward and its importance to organisational culture and performance management. | Understanding Total Reward and the Principles of Intrinsic and Extrinsic Motivation |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.1 | Explain the principles of reward and its importance to organisational culture and performance management. | Fairness, Transparency, and Trust in Reward Management |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.1 | Explain the principles of reward and its importance to organisational culture and performance management. | Strategic Reward, Performance Management, and Legal Compliance |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.2 | Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organisational performance. | Understanding Extrinsic and Intrinsic Rewards |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.2 | Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organisational performance. | Theoretical Foundations - Equity Theory and Expectancy Theory |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.2 | Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organisational performance. | Measurement, Teamwork, and Sustained Performance |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.1 | Explain differences between types of grade and pay structures. | Job family structures and informal structure types |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.1 | Explain differences between types of grade and pay structures. | Introduction to grade and pay structures and their purposes |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.1 | Explain differences between types of grade and pay structures. | Formal versus informal structures and types of formal grade structures |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.2 | Explain how contingent rewards can impact individual, team and organisational performance. | Introduction to contingent rewards and types of contingent pay |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.2 | Explain how contingent rewards can impact individual, team and organisational performance. | Impact of contingent rewards on individual and team performance |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.2 | Explain how contingent rewards can impact individual, team and organisational performance. | Organisational impact and designing effective contingent reward systems |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.3 | Explain the merits of different types of benefits offered by organisations. | Financial performance-related benefits |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.3 | Explain the merits of different types of benefits offered by organisations. | Protection, lifestyle, and family-friendly benefits |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.3 | Explain the merits of different types of benefits offered by organisations. | Flexible benefits, individual differences, and resourcing |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.4 | Explain the merits of different types of recognition schemes offered by organisations. | Introduction to Recognition Schemes and the Recognition Spectrum |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.4 | Explain the merits of different types of recognition schemes offered by organisations. | Cash and Non-Cash Recognition Awards |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.4 | Explain the merits of different types of recognition schemes offered by organisations. | Day-to-Day and Public Recognition |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.1 | Assess the business context of the reward environment. | Economic and Business Context of Reward |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.1 | Assess the business context of the reward environment. | Legislative Framework and Labour Market Dynamics |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.1 | Assess the business context of the reward environment. | Theoretical Frameworks and Strategic Reward Positioning |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.2 | Evaluate the most appropriate ways in which benchmarking data can be gathered and measured to develop insight. | Measuring specific data types and developing insight |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.2 | Evaluate the most appropriate ways in which benchmarking data can be gathered and measured to develop insight. | Sources of benchmarking data for reward professionals |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.2 | Evaluate the most appropriate ways in which benchmarking data can be gathered and measured to develop insight. | Evaluating data quality and understanding statistical measures |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.3 | Explain approaches to job evaluation. | Introduction to job evaluation and formal vs informal approaches |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.3 | Explain approaches to job evaluation. | Analytical vs non-analytical methods and point-factor evaluation |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.3 | Explain approaches to job evaluation. | Job matching, levelling, and equal pay considerations |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.4 | Explain the legislative requirements that impact reward practice | Equal Pay Legislation and Compliance |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.4 | Explain the legislative requirements that impact reward practice | Minimum Pay, Payslips, and Tax Obligations |
| Level 5 | 5HR03 | Reward for performance and contribution | 3.4 | Explain the legislative requirements that impact reward practice | Reporting Requirements and Transparency in Reward |
| Level 5 | 5OS01 | Specialist employment law | 1.1 | Evaluate the aims and objectives of employment regulation. | Key Stakeholders and Balanced Evaluation |
| Level 5 | 5OS01 | Specialist employment law | 1.1 | Evaluate the aims and objectives of employment regulation. | Introduction and Social Justice Aims of Employment Regulation |
| Level 5 | 5OS01 | Specialist employment law | 1.1 | Evaluate the aims and objectives of employment regulation. | Economic Arguments For and Against Employment Regulation |
| Level 5 | 5OS01 | Specialist employment law | 1.2 | Examine the role played by the tribunal and courts system in enforcing employment law. | Introduction to the tribunal and courts system and the employment tribunal |
| Level 5 | 5OS01 | Specialist employment law | 1.2 | Examine the role played by the tribunal and courts system in enforcing employment law. | The appeal courts and specialist courts in employment law |
| Level 5 | 5OS01 | Specialist employment law | 1.2 | Examine the role played by the tribunal and courts system in enforcing employment law. | European courts and practical implications for HR professionals |
| Level 5 | 5OS01 | Specialist employment law | 2.1 | Explain the main principles of discrimination law in recruitment, selection and employment. | Introduction to discrimination law and protected characteristics |
| Level 5 | 5OS01 | Specialist employment law | 2.1 | Explain the main principles of discrimination law in recruitment, selection and employment. | Forms of discrimination and how they apply to recruitment |
| Level 5 | 5OS01 | Specialist employment law | 2.1 | Explain the main principles of discrimination law in recruitment, selection and employment. | Disability discrimination, occupational requirements, and practical application |
| Level 5 | 5OS01 | Specialist employment law | 2.2 | Discuss the legal requirements of equal pay. | Defences and Remedies in Equal Pay Claims |
| Level 5 | 5OS01 | Specialist employment law | 2.2 | Discuss the legal requirements of equal pay. | Conducting Equal Pay Reviews |
| Level 5 | 5OS01 | Specialist employment law | 2.2 | Discuss the legal requirements of equal pay. | Introduction to Equal Pay and the Three Types of Equal Work |
| Level 5 | 5OS01 | Specialist employment law | 3.1 | Discuss the legal implications of varying contracts. | Legal foundations and principles of contract variation |
| Level 5 | 5OS01 | Specialist employment law | 3.1 | Discuss the legal implications of varying contracts. | Lawful methods for varying employment contracts |
| Level 5 | 5OS01 | Specialist employment law | 3.1 | Discuss the legal implications of varying contracts. | Legal risks and practical considerations in contract variation |
| Level 5 | 5OS01 | Specialist employment law | 3.2 | Explain the legal requirements relating to redundancy. | Legal definition of redundancy and statutory redundancy pay |
| Level 5 | 5OS01 | Specialist employment law | 3.2 | Explain the legal requirements relating to redundancy. | Consultation requirements and employee rights during redundancy |
| Level 5 | 5OS01 | Specialist employment law | 3.2 | Explain the legal requirements relating to redundancy. | Selection processes and avoiding discrimination in redundancy |
| Level 5 | 5OS01 | Specialist employment law | 3.3 | Explain the legal requirements relating to transfers of undertakings. | Information, consultation, dismissal protection and practical implications |
| Level 5 | 5OS01 | Specialist employment law | 3.3 | Explain the legal requirements relating to transfers of undertakings. | Introduction to TUPE and what constitutes a relevant transfer |
| Level 5 | 5OS01 | Specialist employment law | 3.3 | Explain the legal requirements relating to transfers of undertakings. | Automatic transfer of employment and employee liability information |
| Level 5 | 5OS01 | Specialist employment law | 4.1 | Explain the major statutory rights in leave and working time. | Annual leave, holiday pay, and enforcement |
| Level 5 | 5OS01 | Specialist employment law | 4.1 | Explain the major statutory rights in leave and working time. | Working Time Regulations framework and maximum hours |
| Level 5 | 5OS01 | Specialist employment law | 4.1 | Explain the major statutory rights in leave and working time. | Rest periods, breaks, and night worker protections |
| Level 5 | 5OS01 | Specialist employment law | 4.2 | Explain the main principles of maternity, paternity and adoption rights in the context of employment rights. | Introduction and Maternity Rights |
| Level 5 | 5OS01 | Specialist employment law | 4.2 | Explain the main principles of maternity, paternity and adoption rights in the context of employment rights. | Paternity, Adoption and Shared Parental Leave |
| Level 5 | 5OS01 | Specialist employment law | 4.2 | Explain the main principles of maternity, paternity and adoption rights in the context of employment rights. | Practical Application and Administration |
| Level 5 | 5OS01 | Specialist employment law | 4.3 | Explain employment rights relating to flexible working. | Grounds for Requesting and Refusing Flexible Working |
| Level 5 | 5OS01 | Specialist employment law | 4.3 | Explain employment rights relating to flexible working. | Legal Framework and Types of Flexible Working |
| Level 5 | 5OS01 | Specialist employment law | 4.3 | Explain employment rights relating to flexible working. | The Statutory Procedure and Employee Remedies |
| Level 5 | 5OS06 | Leadership and management development | 1.1 | Explain the external factors that drive the need for leadership and management within the organisation. | EDI and organisational maturity |
| Level 5 | 5OS06 | Leadership and management development | 1.1 | Explain the external factors that drive the need for leadership and management within the organisation. | External pressures and the frequency of change |
| Level 5 | 5OS06 | Leadership and management development | 1.1 | Explain the external factors that drive the need for leadership and management within the organisation. | Competition, political interventions, and changing work |
| Level 5 | 5OS06 | Leadership and management development | 1.2 | Explain the meanings of leadership and management and the interdependent nature of their functions. | The Interdependent Nature of Leadership and Management |
| Level 5 | 5OS06 | Leadership and management development | 1.2 | Explain the meanings of leadership and management and the interdependent nature of their functions. | Defining Management and Leadership |
| Level 5 | 5OS06 | Leadership and management development | 1.2 | Explain the meanings of leadership and management and the interdependent nature of their functions. | Power, Authority, and Control in Leadership and Management |
| Level 5 | 5OS06 | Leadership and management development | 1.3 | Explain the contrasting styles and characteristics of leaders and managers. | Fundamental Distinction Between Leaders and Managers and Classical Styles |
| Level 5 | 5OS06 | Leadership and management development | 1.3 | Explain the contrasting styles and characteristics of leaders and managers. | Behavioural Leadership Theories |
| Level 5 | 5OS06 | Leadership and management development | 1.3 | Explain the contrasting styles and characteristics of leaders and managers. | Transformational, Transactional, and Contemporary Leadership Approaches |
| Level 5 | 5OS06 | Leadership and management development | 1.4 | Compare the different knowledge, skills and behaviours required for leadership and management in organisations. | Professional Competencies - Analysis, Decision-Making and Understanding Bias |
| Level 5 | 5OS06 | Leadership and management development | 1.4 | Compare the different knowledge, skills and behaviours required for leadership and management in organisations. | Foundations of Leadership and Management KSBs - Hard vs Soft Approaches and Emotional Intelligence |
| Level 5 | 5OS06 | Leadership and management development | 1.4 | Compare the different knowledge, skills and behaviours required for leadership and management in organisations. | Leading People - EDI, Ethics, and Wellbeing in Contemporary Organisations |
| Level 5 | 5OS07 | Wellbeing at work | 1.1 | Explain issues and key theories in wellbeing at work. | Workplace culture, relationships, and leadership |
| Level 5 | 5OS07 | Wellbeing at work | 1.1 | Explain issues and key theories in wellbeing at work. | Job demands, work-life balance, and theoretical frameworks |
| Level 5 | 5OS07 | Wellbeing at work | 1.1 | Explain issues and key theories in wellbeing at work. | Introduction to wellbeing and the changing nature of work |
| Level 5 | 5OS07 | Wellbeing at work | 1.2 | Discuss how wellbeing can be managed to support organisational goals. | Key mechanisms for managing workplace wellbeing |
| Level 5 | 5OS07 | Wellbeing at work | 1.2 | Discuss how wellbeing can be managed to support organisational goals. | Understanding wellbeing definitions and why it matters strategically |
| Level 5 | 5OS07 | Wellbeing at work | 1.2 | Discuss how wellbeing can be managed to support organisational goals. | Connecting wellbeing management to organisational goals |
| Level 5 | 5OS07 | Wellbeing at work | 1.3 | Assess the benefits of adopting wellbeing practices in organisations. | Performance, Motivation, and Productivity Benefits |
| Level 5 | 5OS07 | Wellbeing at work | 1.3 | Assess the benefits of adopting wellbeing practices in organisations. | Engagement, Retention, Relationships, and Organisational Benefits |
| Level 5 | 5OS07 | Wellbeing at work | 1.3 | Assess the benefits of adopting wellbeing practices in organisations. | Stress Prevention and Creating Positive Working Environments |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.1 | Assess globalisation and its long-term significance for work and employment. | Major developments and industrial restructuring in the global environment |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.1 | Assess globalisation and its long-term significance for work and employment. | Volatility, offshoring, and the future of globalisation |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.1 | Assess globalisation and its long-term significance for work and employment. | Introduction to globalisation and its transformation of business and working lives |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.2 | Critically evaluate the current and possible future impact of technological trends on working life | Virtual Reality, Autonomous Vehicles, and the Changing Experience of Work |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.2 | Critically evaluate the current and possible future impact of technological trends on working life | Advanced Robotics and Artificial Intelligence in the Workplace |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.2 | Critically evaluate the current and possible future impact of technological trends on working life | Strategic Responses and Ethical Technology Implementation |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.3 | Evaluate the impact of long-term social and demographic trends for work and employment. | Population ageing and demographic change patterns |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.3 | Evaluate the impact of long-term social and demographic trends for work and employment. | Individualism, ethics, and changing attitudes to work |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.3 | Evaluate the impact of long-term social and demographic trends for work and employment. | Diversity, generational dynamics, and organisational responsibility |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.4 | Appraise the significance of long-term economic trends for work, employment and management practice in organisations. | Affluence, Inequality and the Transformation of Work |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.4 | Appraise the significance of long-term economic trends for work, employment and management practice in organisations. | Policy Shifts, Job Insecurity and the Changing Employment Relationship |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 1.4 | Appraise the significance of long-term economic trends for work, employment and management practice in organisations. | Future Economic Prospects and Strategic People Practice |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 2.1 | Evaluate current developments in the media, technological and economic environments and their significance for people management | Economic Environment and Strategic Synthesis |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 2.1 | Evaluate current developments in the media, technological and economic environments and their significance for people management | Media Environment and Social Media Developments |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 2.1 | Evaluate current developments in the media, technological and economic environments and their significance for people management | Technological Developments in People Management |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 2.2 | Assess developments in public policy which are affecting work, employment and people management in organisations. | Economic and Industrial Policy Impact on People Practice |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 2.3 | Analyse major legal and regulatory developments in employment and the labour market, including the importance of mitigating risk. | Understanding the regulatory framework and sources of employment law |
| Level 7 | 7CO01 | Work and working lives in a changing business environment | 2.4 | Critically discuss current labour market trends in the supply of and demand for skills. | Introduction to Labour Market Trends and Major Contemporary Developments |
| Level 7 | 7HR01 | Strategic employment relations | 1.1 | Critically evaluate different perspectives on employment relations | Pluralist and Radical Perspectives |
| Level 7 | 7HR01 | Strategic employment relations | 1.1 | Critically evaluate different perspectives on employment relations | Power, Authority, Managerial Prerogative and Professional Practice |
| Level 7 | 7HR01 | Strategic employment relations | 1.1 | Critically evaluate different perspectives on employment relations | Introduction and the Unitarist Perspective |
| Level 7 | 7HR01 | Strategic employment relations | 1.2 | Contrast examples of cooperation and conflict within the employment relationship in different organisational contexts. | Cooperation, Context, and the Dynamic Balance |
| Level 7 | 7HR01 | Strategic employment relations | 1.2 | Contrast examples of cooperation and conflict within the employment relationship in different organisational contexts. | The Contested Nature of Work - Why Conflict is Inherent |
| Level 7 | 7HR01 | Strategic employment relations | 1.2 | Contrast examples of cooperation and conflict within the employment relationship in different organisational contexts. | Manifestations of Conflict - Overt, Covert, and Everything Between |
| Level 7 | 7HR01 | Strategic employment relations | 1.3 | Critically evaluate employer strategies towards trade unions and whether they are fit for purpose. | Non-union strategies and evaluating fitness for purpose |
| Level 7 | 7HR01 | Strategic employment relations | 1.3 | Critically evaluate employer strategies towards trade unions and whether they are fit for purpose. | Introduction to employer strategies and the strategic context |
| Level 7 | 7HR01 | Strategic employment relations | 1.3 | Critically evaluate employer strategies towards trade unions and whether they are fit for purpose. | Partnership and adversarial approaches to union relations |
| Level 7 | 7HR01 | Strategic employment relations | 1.4 | Review ways in which people professionals can foster positive employment relations at work | The meaning of good employment relations and why they matter |
| Level 7 | 7HR01 | Strategic employment relations | 1.4 | Review ways in which people professionals can foster positive employment relations at work | Working with line managers and employees to build positive relations |
| Level 7 | 7HR01 | Strategic employment relations | 1.4 | Review ways in which people professionals can foster positive employment relations at work | Challenges to positive employment relations and strategic responses |
| Level 7 | 7HR01 | Strategic employment relations | 2.1 | Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations. | The Role of the State in Regulating Employment Relations |
| Level 7 | 7HR01 | Strategic employment relations | 2.1 | Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations. | Understanding Globalisation and Its Impact on Employment Relations |
| Level 7 | 7HR01 | Strategic employment relations | 2.1 | Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations. | International Institutions and Global Employment Relations |
| Level 7 | 7HR01 | Strategic employment relations | 2.2 | Review the practice of employment relations at organisation level, including how it is being shaped by short-term competitive pressures. | Technological change and its impact on employment relations |
| Level 7 | 7HR01 | Strategic employment relations | 2.2 | Review the practice of employment relations at organisation level, including how it is being shaped by short-term competitive pressures. | Labour market and product market pressures |
| Level 7 | 7HR01 | Strategic employment relations | 2.2 | Review the practice of employment relations at organisation level, including how it is being shaped by short-term competitive pressures. | Political developments and strategic responses to competitive pressures |
| Level 7 | 7HR01 | Strategic employment relations | 2.3 | Critically appraise the advice that external bodies can provide in order to help people professionals make appropriate decisions for their organisation. | Introduction to External Advisory Bodies and ACAS |
| Level 7 | 7HR01 | Strategic employment relations | 2.3 | Critically appraise the advice that external bodies can provide in order to help people professionals make appropriate decisions for their organisation. | Employer Representative Bodies and Trade Unions |
| Level 7 | 7HR01 | Strategic employment relations | 2.3 | Critically appraise the advice that external bodies can provide in order to help people professionals make appropriate decisions for their organisation. | Integrating External Advice into Strategic Decision-Making |
| Level 7 | 7HR01 | Strategic employment relations | 2.4 | Analyse the changing nature of work in different parts of the economy. | Precarious work and zero-hours contracts |
| Level 7 | 7HR01 | Strategic employment relations | 2.4 | Analyse the changing nature of work in different parts of the economy. | Labour market polarisation and the role of automation |
| Level 7 | 7HR01 | Strategic employment relations | 2.4 | Analyse the changing nature of work in different parts of the economy. | Job quality and strategic implications for HR |
| Level 7 | 7HR01 | Strategic employment relations | 3.1 | Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes. | Introduction to Indirect Voice and Works Councils |
| Level 7 | 7HR01 | Strategic employment relations | 3.1 | Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes. | Joint Consultative Committees - Theory and Practice |
| Level 7 | 7HR01 | Strategic employment relations | 3.1 | Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes. | Partnership Agreements and Conditions for Effective Indirect Voice |
| Level 7 | 7HR01 | Strategic employment relations | 3.2 | Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes. | Understanding Direct and Informal Voice Mechanisms |
| Level 7 | 7HR01 | Strategic employment relations | 3.2 | Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes. | How Voice Mechanisms Drive Organisational Performance |
| Level 7 | 7HR01 | Strategic employment relations | 3.2 | Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes. | Employee Outcomes and Critical Success Factors for Voice |
| Level 7 | 7HR01 | Strategic employment relations | 3.3 | Evaluate the extent to which voice enhances both organisational performance and employee outcomes | Employee outcomes and evaluating voice effectiveness |
| Level 7 | 7HR01 | Strategic employment relations | 3.3 | Evaluate the extent to which voice enhances both organisational performance and employee outcomes | Theoretical foundations and conditions for effective voice |
| Level 7 | 7HR01 | Strategic employment relations | 3.3 | Evaluate the extent to which voice enhances both organisational performance and employee outcomes | Measuring organisational performance impacts |
| Level 7 | 7HR01 | Strategic employment relations | 3.4 | Evaluate how organisations drive and assess employee engagement. | Understanding Employee Engagement - Definitions and Drivers |
| Level 7 | 7HR01 | Strategic employment relations | 3.4 | Evaluate how organisations drive and assess employee engagement. | Measuring and Assessing Employee Engagement |
| Level 7 | 7HR01 | Strategic employment relations | 3.4 | Evaluate how organisations drive and assess employee engagement. | Engagement Strategies, Performance Links, and Barriers |