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 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 |
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