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 | 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 |
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