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 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 |
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