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 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 | 1.1 | 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 | 1.2 | Discuss organisational goals and why it is important for organisations to plan. | Understanding organisational goals and their purpose |
| Level 3 | 3CO01 | Business, culture and change in context | 1.2 | Discuss organisational goals and why it is important for organisations to plan. | Planning processes 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. | Types of organisations and how structure supports goals |
| 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 | 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 | 2.2 | 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 | 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 for informed decision-making |
| 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 | 1.3 | 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. | 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. | 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. | 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. | 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 | 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 | 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. | 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. | 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. | 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 | 1.2 | 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. | Methods for gathering job information |
| 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 | 1.4 | 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. | 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 | 2.1 | 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 | 2.2 | 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 | 2.2 | 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 | 2.3 | 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 | 2.3 | 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 | 2.4 | 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 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. | 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 | 1.2 | 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 | 1.3 | 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. | 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. | 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. | 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. | 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 | 2.1 | Explain theories and models which examine organisational and human behaviour. | Leadership Styles and Motivation Theories |
| Level 5 | 5CO01 | Organisational performance and culture in practice | 2.2 | 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. | 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 | 3.1 | 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 | 3.2 | 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. | 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. | 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. | 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. | Action Learning and Six Thinking Hats |
| 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 | 1.5 | 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 | 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 | 1.3 | Evaluate the relationship between employee voice and organisational performance. | Theoretical foundations for why voice might improve performance |
| Level 5 | 5HR01 | Employment relationship management | 1.4 | 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. | Introduction and Understanding Organised Conflict |
| 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 | 2.3 | Distinguish between third-party conciliation, mediation and arbitration. | Introduction to third-party dispute resolution and understanding conciliation |
| 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 | 3.2 | Analyse key causes of employee grievances. | Introduction to grievances and defining grievances in the employment context |
| 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 | 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 | 1.1 | Explain how organisations strategically position themselves in competitive labour markets. | Employer Branding, Reputation, and Workforce Planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.2 | 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. | 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. | 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. | 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. | 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 | 2.2 | 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 | 2.3 | 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. | 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 | 3.1 | 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 | 3.2 | 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. | 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. | 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. | Alternative resourcing and strategic workforce planning |
| 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 | 5HR02 | Talent management and workforce planning | 4.2 | Explain the benefits of effective onboarding. | The key benefits of effective onboarding programmes |
| 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. | 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 | 2.1 | Explain differences between types of grade and pay structures. | Job family structures and informal structure types |
| 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 | Advanced Robotics and Artificial Intelligence in the Workplace |
| 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 | 1.4 | 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 | 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 | 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 | 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. | 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 | 1.2 | 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 | 1.3 | 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 | 1.3 | 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 | 1.4 | 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 | 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 |