Delegate Handbook - Personal Summits Files/ILM L5 … · 01543 266886 or email us at...

For ILM Qualification Courses

Accomplish more… Be more…

Delegate Handbook

Delegate Handbook

Modelling Excellence! Executive Coaching & Qualifications

Richard Bisiker

Personal Summits Ltd Centre No: 067968

http://www.personalsummits.com/financial/index.cfm

Delegate Handbook

www.personalsummits.com 1

Delegate Handbook Personal Summits Ltd Waterside House 16 Teveray House Penkridge Staffordshire ST19 5SW 01785 711 102 Personal Summits Ltd 501 International House 223 Regent Street London W1B 2QD 0207 993 6094 [email protected] www.personalsummits.com Company Reg. No. 4707267 E-mail: [email protected] ©Personal Summits Ltd, 2014 All rights reserved. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, Photocopying, recording or otherwise) without the prior written permission of Personal Summits Ltd. This publication may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or cover other than that in which it is published without the prior consent of Personal Summits Ltd. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. Personal Summits Ltd make no representation, express or implied, with regard to the accuracy of the information contained in this publication and cannot accept any legal responsibility or liability for any errors or omissions. The material contained in this publication constitutes general guidelines only and does not represent to be advice on any particular matter. No reader or purchaser should act on the basis of material contained in this publication wiithout first taking professional advice appropriate to their particular circumstances.

Printed in the UK

Delegate Handbook



Contents Page

1. Company Profile – Personal Summits 3

2. ILM Profile 4

3. ILM Membership 5

4. Appeals Procedure 6

5. Internal Quality Assurance Policy & Procedure 8

6. Cheating & Plagiarism Policy 9

6.1 Submission Cover 10

6.2 Assignment Submission Requirement 11 7. Equal Opportunities Statement 12

8. Health & Safety Statement 14

9. Support methods and access to resources 15

10. Definitions of ILM’s assessment verbs 16

11. Coaching Supervision 18

12. Useful organisations (EMCC, BPS, ICF, CIPD, AC, APECS) 20 13. Privacy Policy 26 14. Data Protection & Security Policy 29 15. Complaints Policy 30 16. Malpractice & Maladministration Policy 32 17. Recognition of Prior Learning Policy 34

http://www.personalsummits.com/

Delegate Handbook



Company Profile

Personal Summits Ltd is a bespoke consultancy specialising in coaching, mentoring, learning and personal and corporate development. We are a UK ‘Personal and Business Growth’ company celebrating its 10th Anniversary in 2009. Our aim is to support and guide you to reach your peak performance.

We operate a national team of Licensed Associates bound by a professional code of ethics and coaching standards. We are very proud of our positive and successful team who are focused on getting the best results for you. Constant development of the coaching programme is evidenced in the client testimonials of growth both professionally and personally.

The company can offer a range of services including:

Executive coaching & mentoring services

A series of Coaching & Leadership Qualifications from the Institute of Leadership & Management

Communication training including NLP (Neuro Linguistic Programming)

Modular HR & Sales training programmes

Designing coaching cultures & mentoring schemes

In a world where corporate responsibility is now higher on the agenda, we are supporters of the IoD (Institute of Directors) Mentoring programme with the University of Wolverhampton, mentoring a number of graduates through different projects. Personal Summits holds the following beliefs: 1. Business success is based on individual personal success

2. Each individual has the ability to succeed in their endeavours regardless

3. Personal achievement is fulfilling, meaningful and developmental

4. Only the individual has total control of their choice of thought and as to how that energy

is concentrated, focussed and directed.

5. Accelerated and sustained incremental development is only possible when one

understands the patterns and habits of the human mind.

6. All individuals are equal in mind and opportunity to choose their responses. It is for each

to judge and be responsible for the corresponding results.

7. Time and energy expended to a focus are the main determining factors for the level of

personal achievement.

8. The opportunity to increase the level of attainment, fulfillment and satisfaction of living

out your dreams should be presented to all.

9. If you want a lot of change – you have to change a lot!


Delegate Handbook



The Institute of Leadership & Management The Institute of Leadership & Management (ILM) is the UK’s largest management body, combining industry-leading qualifications and specialist member services. ILM is founded on the principle that skilled managers and leaders hold the key to creating productive workforces that deliver organisational and economic success. Our qualifications and membership services combine to drive up the standards of leadership and management and improve individual and team performance. Last year 90,000 people enhanced their leadership and management skills with an ILM qualification, while over 30,000 ambitious management professionals secured increased professional recognition and support through ILM membership. ILM formed in November 2001 through the merger of the Institute of Supervision and Management (ISM) and NEBS Management (National Examining Board for Supervision & Management). ILM offers a range of products and services all aimed at supporting and developing leaders and managers. Expert qualifications Our wide range of specialist qualifications provide leadership and management professionals with the practical skills and knowledge to perform and develop in their role. From new or aspiring team leaders looking for their first step on the management ladder, to senior managers looking to branch out and become a coach or mentor, ILM offers a broad, flexible selection of programmes to cater for every leadership and management development need. Professional membership Membership of ILM is designed to provide life-long support to leaders and managers, providing members with access to a wide range of continuous professional development (CPD) opportunities alongside networking events and regular news bulletins and leadership information. Corporate management development ILM works with all types of employers from small businesses to larger corporates across the public, private and not-for-profit sectors. A combination of ILM management development programmes and corporate membership can provide holistic, cost-effective solutions to ongoing employee development. Research and consultancy We also commission independent research to identify current leadership and management issues and to explore the latest thinking, trends, and challenges among practitioners. We also offer a wide range of specialist consultancy services in order to share our expertise around leadership management development


Delegate Handbook



Membership of ILM Joining the Institute of Leadership and Management is a smart career move. In addition to the industry-wide recognition of your professional and academic achievements, members gain access to career-promoting knowledge from experts in leadership and management. The ideal career partner Whether you're an aspiring team leader looking for your first step into management or an experienced professional seeking to develop or refresh your management skills, ILM is on hand to help you progress with its vast range of expert advice and accessible learning. You may be:

Leading a team for the first time

Going for promotion

Taking on a new job

Stepping into someone else’s shoes, perhaps temporarily

Dealing with change, challenges or uncertainty

Considering a career change

Thinking about becoming a manager

Moving into a senior management role

With our wide range of specialist member services, ILM supports 30,000 managers across all industries and sectors, with additional tailored services for small business owner/managers. ILM also supports people with careers in the armed services recognising their military experience and rank within its membership grades. Membership grades and cost Whatever stage you have reached in your management career, there’s a membership grade to recognise your qualifications and/or experience, and support your ongoing professional development. Learn more about membership grades, criteria and subscriptions Queries If you have any queries about ILM membership, visit our FAQs section, give us a call on 01543 266886 or email us at [email protected] Reproduced by kind permission of ILM


Delegate Handbook



Centre Appeals Procedure All candidates for ILM related qualifications have the right to appeal against any decision made by their assessor or verifier.

Initially, the trainer will deal with any concern about assessment. If the matter has been discussed and no satisfactory outcome has been achieved, the candidate and assessors should refer to the internal verifier, appointed by the ILM under the ILMA process. The internal verifier will investigate the matter and will respond within two weeks.

If no satisfactory outcome has been achieved after this discussion, the candidate may appeal to a third party – usually EV representative within ILM. This might be another internal verifier not previously involved in the assessment of the candidate, or someone from within or outside of the Centre with a broad expertise in the Award area. This person will investigate the matter and provide a final decision within a further two weeks.

Details of the appeal - i.e. its nature, persons involved and dates of discussion and meeting - will be recorded as evidence that an appeal has been processed. Records of all activity in relation to appeals will be held by Personal Summits Ltd for four years. Appeal Process

1. Within 3 working days of receiving the assessment decision the candidate should contact the assessor by email to express the nature of the problem.

2. Within 3 working days the assessor will contact the candidate with a view to resolving the issue.

3. In the event of this failing to resolve the issue to the candidate’s satisfaction, the candidate should contact the Internal Verifier by email within 3 working days.

4. The Internal Verifier will respond to the appeal within 3 working days by email. ILM VRQ Candidates only

5. If having exhausted this procedure the candidate remains dissatisfied with the outcome, the candidate may refer the issue to ILM using the following procedure:

Appeals must be made to the Regulation and Business Improvement Manager by emailing [email protected] within 30 working days, clearly stating the grounds for your appeal and all evidence needed for ILM to investigate and form a judgement (e.g., in the case of an assessment appeal, the learner’s submission must be included along with mark sheet(s) and all records of assessment, internal verification and the internal appeal). An independent lead reviewer (e.g. Chief Assessor, Lead Assessor) will be appointed to lead the review and to chair the appeals panel, who will consult with relevant parties e.g. the learner, centre staff, External Verifier, Quality Manager. They may ask for additional evidence from people associated with the appeal. The Panel will comprise a minimum of 2 members of the ILM Quality & Regulatory Group, plus participation by an independent person* who has appropriate competence within the assessment process and the subject matter. The Appeal Panel will make the binding decision on the outcome.


Delegate Handbook



Centre Appeals Procedure Continued… Outcome and action We will normally provide a response to you within 30 working days – a report on the outcome, but if it is going to take longer we will keep you fully informed. The appointed Appeals Panel will determine the final outcome and confirm in writing with the centre. If the appeal is upheld, ILM will take the appropriate course of action: If you feel that ILM has not followed its own published timescales or process then please follow the complaints procedure. Appeals against a centre’s assessment decision on result and/or marks The lead reviewer will review all relevant evidence, reassess the work and write a short report on the findings. If the appeal is upheld we will amend the centre result and/or marks held on our records and take any further action as appropriate. ILM’s decision will be final and there is no further right of appeal to ILM but taking a regulated qualification may have the right of appeal. Appeals against decision of ILM assessment delivery services on assessment result and/or mark Where you disagree with the result or, even if you agree with the result but think the marks awarded by ILM should be higher, for a fee you can ask us to have that submission independently re-assessed by using a different ILM Lead Assessor. The lead reviewer will then review all relevant evidence, including the original assessment and QA records alongside the new re-assessment, and write a report on his/her findings. The report will be presented to a convened Appeals Panel, which is a subgroup of ILM’s Quality & Regulatory Group. If the appeal is upheld we will amend the result and/or marks held on our records, if necessary reissue certificates, and take any further action as appropriate. There is no further right of appeal to ILM but taking a regulated qualification may have the right of appeal. ILM will charge a re-assessment fee for appeals against an ILM assessment decision, see the ILM fees list for details.

*The independent person is defined as someone who has not held a role within ILM for at least seven years.


Delegate Handbook



Centre Internal Quality Assurance Procedure Personal Summits Ltd. commits to providing an accurate representative spread of sampling. A minimum of 20% of assessments will be sampled. This percentage may increase for newly approved qualifications and new assessors for quality control purposes. The sample includes:

All centre marked assessment components

All assessment methods

A representative spread across registered candidates The registration lists are used to pre plan the internal quality assurance samples of each marked assessment component of the qualification, and will indicate which candidate’s work will be selected for internal quality assurance checks. This plan is sent to the External Verifier in order that they can establish their external quality assurance sampling plan. The sampling plan is to be revised when changes take place with Assessors or candidates. Assessments Personal Summits Ltd will also ensure that candidates are aware of:

The qualification they are working towards and the associated assessment process

The progress that they are making toward achievement

Their own role in meeting the assessment requirements

The role of their Assessor

How to request additional support for learning needs

The appeals procedure IQA Activities Personal Summits Ltd commits to the formal and proper recording of IQA activities – the qualities and information that these are to include as follows:

• Clear, comprehensive and relevant to the specific programme • Maintained consistently with meaningful comments providing a clear audit trail • Signed and dated

• Made available to the centre’s Assessor as and when appropriate • Made available to the External Verifier and other ILM representatives on request

Dedication to CPD Personal Summits Ltd supports its Assessors and Internal Quality Assurance personnel to continually improve and develop their skills and includes the achievement of relevant assessment and quality assurance qualifications. All qualification certificates (validated copies) are held at the offices with CV’s and/or profiles which evidence appropriate levels of occupational competence and current/relevant experience.


Delegate Handbook



Cheating And Plagiarism Policy

Introduction This is Personal Summits Ltd’s policy on cheating and plagiarism. . To respond to Awarding Body quality management criteria, Personal Summits Ltd’s has a procedure for dealing with cheating and plagiarism as part of its approval to run Programmes.

Coverage of this Policy All candidates of Personal Summits Ltd’s are covered by this policy on vocationally related ILM Accredited Programmes. They are defined as persons registered or enrolled in an institution to follow a programme of study or assessment that may or may not lead to an award or qualification of that institution.

Definition - Cheating Cheating is an attempt to deceive the verifiers, moderators or assessors. It includes but is not limited to situations when the candidate:

Communicates or attempts to communicate with a fellow candidate or individual who is neither one of the above nor a member of staff;

Copies or attempts to copy from a fellow candidate;

Attempts to introduce or consult during an examination, for example, any unauthorized printed or written material, or electronic, calculation or information storage devices; Unless the exam is of an open book nature

Impersonates another or allows him or herself to be impersonated.

Definition - Plagiarism All assessed work, including examinations, assignments and portfolios, must be the candidate's own work and must acknowledge assistance given (including from fellow candidates and supervisors) and the detailed input into the work from the major sources involved.

The passing-off of work of others as the work of the candidate is plagiarism. Any quotation from published or unpublished works of other persons including other candidates must be duly acknowledged.

Plagiarism occurs whenever a candidate dishonestly presents as his or her own the results of another person, whatever the medium (text, written or electronic, computer Programmes, data sets, visual images whether still or moving).

The need to declare authenticity It is a regulatory requirement that every learner must formally declare the authenticity of their work for each submission for assessment. This is a prerequisite for an assignment to be assessed because no investigation for plagiarism can be carried out without this confirmation. As part of their briefing on plagiarism and cheating, this requirement must be made explicitly clear to learners. Declarations must be in an auditable form because ILM External Verifiers cannot ratify any assessments where the learner has not specifically confirmed it is their own work. ILM provides a Submission Cover Sheet for this purpose – see next page


Delegate Handbook



Submission Cover Sheet

This cover sheet must preface every assessment submission, both for assessments being carried out by the centre or through the ILM Assessment service. It is a regulatory requirement that every assessment submission is authenticated as the work of the named learner. Hence any submission not carrying this cover sheet will not be verified.

Centre name Personal Summits Ltd

Centre number 067968

Learner name

Learner registration number

Unit(s) covered in this submission

Date submitted

Statement of confirmation of authenticity

By the act of making this submission for assessment, the learner declares that this is the work of the learner named above. The work has not, in whole or in part, been knowingly presented elsewhere for assessment, or where assessment has been built on a previous assessment, this has been identified. Where materials have been used from other sources it has been properly acknowledged. If this statement is untrue, the learner acknowledges that an assessment offence has been committed.

Attention is drawn to the plagiarism and cheating policies of both the centre and of ILM. Plagiarism can result in a learner being withdrawn from a qualification.

Permission for ILM to use this script

ILM uses learners’ submissions – on an anonymous basis – for assessment standardisation. By submitting, both the centre and the learner agree that ILM may use this script on condition that identifying information is removed. However, if you are unwilling to allow ILM use this script, please refuse by ticking the box:

□


Delegate Handbook



Assignment Submission Requirement To submit assignments, you will need to send them electronically to [email protected] If you require acknowledgement of your submission(s) please request this in your e-mail at the time. When submitting assignments please ensure:

Each assignment must comprise only one file (i.e. appendices etc must all be part of the same file)

Remember it is a regulatory requirement that the learner must confirm authenticity. Ensure the first page is the submission cover sheet on every assignment.

Please only use Word, JPEG or Adobe PDF attachments

To support tracking, use the following file naming protocol:

o Initial Surname - ENR - Centre No – Unit Number - Submission No (i.e. original (1) or resubmission (2)). For example J Smith–ABC1234–067968-8580-500 (1)

o Your tutor will give you the specific numbers during the course so that all you need add is your name to the file-name.

Keep files to a maximum of 2 Mb (files in excess of 2Mb won’t be accepted by our system)

ILM reserves the right to return assignments, without marking, that are significantly in excess of the suggested word count

If you have any difficulties or questions regarding the correct procedures outside of the training time with your tutor please don’t hesitate to contact us on: 01785 711102 or via [email protected] and we will be happy to assist.


mailto:[email protected]


Delegate Handbook



Equal Opportunities Policy Updated 17/08/2016

1 STATEMENT OF INTENT

Personal Summits Ltd whole-heartedly supports the principle of Equal Opportunities in the workplace as outlined by the current legislation of the Equality Act 2010, for both its delegates on programmes and staff.

Distribution – Personal Summits Ltd provides all students and staff with a hard copy and/or digital copy of the full Delegate Handbook which encompasses all our Policies including this Equal Opportunities Policy.

Discrimination - Personal Summits Ltd will ensure the prevention, elimination or regulation of discrimination between persons on grounds of sex or marital status, on racial grounds, or on grounds of disability, age, sexual orientation, language or social origin, or of other personal abilities, including beliefs or opinions, such as religious beliefs or political opinions.

Promotion - Personal Summits Ltd must be able to work with, develop and retain a network of associates that is able to deliver high quality services that are fair, accessible, appropriate and responsive to the diverse needs of different groups and individuals. Personal Summits Ltd must take action to ensure that it is free from direct or indirect discrimination.

Internal Standards - Personal Summits Ltd will ensure as a good supplier that it rises to the challenge of achieving standards that match those of the best, and to be a supplier of choice, if it is to work with and retain the associates it needs and its users deserve. This means demonstrating a commitment to the spirit of fairness and equality, fundamental to the Coaching Code of Practice Chartered Institute of Personnel & Development principles and also to modernising employment practices.

Reflect Community - Personal Summits Ltd believes that it is in its best interests, and those who work with them, to ensure that the human resources, talents and skill available throughout the community and workplace are considered when development opportunities arise. To this end, within the framework of the law, we are committed (whenever possible) to achieving and maintaining a network of associates which broadly reflects the local community in which we operate.

Entrance Requirements - This policy sets out the framework to ensure that individuals are treated equally and fairly whether Customers, Suppliers, Clients, Associates or Delegates. Delegates entrance requirements include any previous experience required, any appropriate standards of literacy (written and oral) and numeracy, and the arrangements to support those who might have some difficulties with the programme of learning and assessment. This also includes reasonable adjustment and any special considerations for fair assessment.


Delegate Handbook



2 BACKGROUND

The following outlines the main principles relating to the equal opportunities.

2.1 Current Law

The main Acts, in Great Britain, on discrimination are:

The Equality Act 2010

The Equal Pay Act 1970 (as amended)

The Sex Discrimination Act 1975 (as amended, Equalities Act 2010)

The Sex Discrimination (Gender Reassignment Regulations) 1999

The Race Relations Act 1976 (as amended in 2000)

The Disability Discrimination Act 1995 (amended 2005)

Employee Rights Act 1999

Asylum and Immigration Act 1996

Trade Union and Labour Relations (Consolidated) Act 1992

The policy wishes also to reflect other current relevant legislation at Scottish, UK and European level.

2.2 Genuine Occupational Qualification

Discrimination will not be unlawful if a client can show that it is necessary for a coaching post to be filled, by a particular sex or by a person from a particular racial group. It is ultimately the choice of the client as to who coaches them. 2.3 Pressure to Discriminate It is unlawful for a coach, either to instruct the others or induce the others by applying pressure, to discriminate. 2.4 Victimisation It is unlawful to treat a person less favourably because he or she has brought proceedings, given evidence at proceedings, or made allegations about discrimination. Personal Summits Coaches and facilitators need to be aware of this. 2.5 Positive Action in Coaching and Developmental Contracts Positive Action by way of training and encouragement for under-represented groups can be lawful, but `positive discrimination' where additional assistance or favourable treatment is given to one particular equality group is not. However, Article 141 (4) of the EC Treaty now allows member states to adopt measures providing for specific advantages to make it easier for the under-represented sex to pursue a vocational advantage. 2.7 Responsibility of Individual Employees and Associates Every employee and associate has an individual responsibility to prevent discrimination, co-


Delegate Handbook



operate with the policy and draw to the attention of Personal Summits Ltd suspected breaches. Discrimination by an associate will be considered misconduct, which may lead to termination of association. 3 MONITORING Personal Summits Ltd recognises that monitoring is integral to the success of the policy, and without this information, it is impossible to determine if the implementation of action as a result of the policy is effective in ensuring that all groups are being treated equally. The objective of monitoring is to ensure that, at every stage where decisions are made about allocation of contracts or assessment of exam or course results that no prejudices influence decisions or no indirect discrimination exists which has an adverse effect on women, individuals from an ethnic minority or people with disabilities. Associates and delegates must be reassured that the information will be collected in line with the Data Protection Act and will be used, as statistics and the access to the new data will be restricted to those involved in the collection process. The overall responsibility for the introduction and effectiveness of the systems used within Personal Summits Ltd and the monitoring and review of the effectiveness of the equal opportunities policy lies with the Board of Directors. August 2016

Health & Safety Policy Personal Summits Ltd’s Health & Safety Policy applies to all members of staff, whether permanent, temporary or those working on a contractual basis.

Personal Summits Ltd is committed to healthy and safe systems of work in all its undertakings and at every venue at which its business is carried out. In this it aims to comply with the Health and Safety at Work Act (1974), and with any subsequent and future Regulations embodied in law under the powers of that Act.

Responsibility for safety and safe systems of operation rests with the tutor in charge of any Personal Summits Ltd development activity in whatever location it is carried out, subject to the policies and procedures of the host premises. Mr Richard Bisiker is the responsible person in regard to all administration activities and locations.

Where staff & associates are working on a third parties site, all staff & associates will adhere to third parties Health & Safety Policy, Risk Assessment Programme and Safe systems of working. Personal Summits Staff & Associates will also endeavor to report any violations to the contracting company, during the execution of their duties.

All delegates, qualifications candidates, staff and associates of Personal Summits Ltd have a duty under the above Act to work responsibly and to take reasonable care for their own safety and the safety of anyone who may be affected by their activities.

Ultimate responsibility for the above rests with Richard Bisiker, the Director of the company and he commits to provide whatever facilities and information are required by the people mentioned above in order for them to carry out their responsibilities.


Delegate Handbook



Support Mechanisms Personal Summits Ltd offers several support mechanisms to assist candidates through their qualification. The main one would be our website. Website – www.personalsummits.com Support for the candidates can be found in any of the areas. We list all of the main coaching & mentoring qualifications in the UK. This can help with continuing professional development and progression of qualifications. We have a variety of articles that candidates can review for part of their qualifications. Our Resources page has a direct link to Amazon so this gives a fantastic resource and search capability to all coaching & mentoring publications and as such gives an unparalleled source of media resources. All accept PayPal and Amazon accept major credit cards too. Delegates receive our Newsletter on a monthly basis, as well as current article written by one of our coaches. Also any special offers are listed along with links to current activity in the world of Coaching & Mentoring. Support Mechanisms – Special Needs Personal Summits Ltd is committed to assisting learners with special needs in terms of sight, hearing, physical or learning requirements. Materials can be adapted to suit the needs of the learner through various platforms. Arrangements can be made to accommodate support material and this is facilitated by contacting :- Richard Bisiker Waterside House 16 Teveray House Penkrdge Staffordshire ST19 5SW 01785 711 102 [email protected]




Delegate Handbook



Definitions of ILM’s assessment verbs

List

What exists?

Presentation of specific, required information in a structured

format. Essentially a recall of learnt information; although this may

be quite complex information, listing does not imply significant

cognitive skills.

Identify

What are they?

Involves some selection of subject matter from a larger set or

context. Requires ability to recognise - the level of cognitive skill

required depends on the context. And the degree of variation in the

set from which the identified elements are being drawn.

Describe

What does it look

like?

An account of the principal features of the topic. Involves some

element of selection of the more important features. Again context

and possible variation is significant, as is the degree of detail

required in the description.

Explain

How does it work?

Involves some description of a topic with an account of the

practices associated with the topic. It may also imply some reasons

for those practices, depending on context. Again, the level of

cognitive skill involved will depend on the complexity of the subject

matter.

Compare

How does this relate

to that?

Used with two or more examples, requires a description of their

relative features, effectiveness or outcomes. Context and variation

determines the level of cognition involved.

Contrast

How good is this

compared to that?

Used with two or more examples, makes some assessment of their

relative features, effectiveness or outcomes. By definition, this is

more demanding than to compare, and the factors which

determine the level for compare also apply.

Examine

What can you find

out about it?

Examine is about exploring a topic in some detail (identifying

positive and negative features of the topic) without necessarily

drawing conclusions and making judgements. An examination could

be used to inform decision making; in itself it will probably not be

conclusive. The degree of detail and the context in which the

examination takes place will determine level.

Analyse

What makes this

work the way it does?

To examine something in detail to discover the meaning or

essential features and draw conclusions. To break something down

into components or essential features, to identify possible

causation and/or draw conclusions.

Analysis is not solely confined to data, but will often involve some

manipulation of data to identify patterns, etc. The more complex

the topic being analysed, the higher the level, but analysis will

rarely be a low level activity.


Delegate Handbook



Critically analyse

What makes this

work the way it does,

and why?

Implies careful, exact, in-depth or detailed analysis. Tends to focus

more on the components and to comment on their significance,

causal relationships or impact on the whole. Requires informed

judgement with reference to some conceptual theory, idea,

practice or experience so will always be fairly high level of cognitive

skill.

Evaluate

How well does each

part of this work, and

what needs to be

done to make it work

better?

An evaluation is a examination of complex issues, requiring higher

level cognitive skills, that is more focussed (narrower area, but in

more detail) than a review. An evaluation is normally detailed and

normally provides a solution or conclusion and/or recommendation

(perhaps for further exploration). An evaluation could include a

comparative element. An evaluation tends to focus on the whole as

the sum of its parts.

Review

Overall, how well

does this work, and

what may need to be

done about it?

Making a judgement about a topic which relies upon a combination

of evidence and some kind of theoretical model, construct or

practice. A review normally has breadth and could include a

comparative element, and tends to focus more on the whole. A

review may well lead onto detailed further exploration and/or

recommendations for further actions

Justify

Why do it?

Present an argument for a particular action or choice. Will usually

imply some form of assessment or analysis, and may be linked with

one or other action

Assess

Is this to the required

standard?

Examining a topic and making a judgement, based on standard

criteria. An assessment will judge each element individually. An

assessment does not consider any causal factors, but focuses

primarily on impact or outcomes

Appraise

Does this seem to

work to the required

standard?

Less detailed but broader and more comprehensive than an

assessment

Looking at the whole and making judgements about qualitative

aspects. Appraisal in its broader sense requires a judgement about

the subject, identifying its strengths and weaknesses and/or how

well something or someone performs in a particular context, or

how well they are likely to do the job. Appraisal is more subjective

than an evaluation, although it will refer to appropriate criteria.

Research

What can you find

out about it?

Identifying and collecting data or information about a subject and

presenting it in a codified or structured form. Research does not

imply any analysis of the data collected, although that may be

implied by the context. Research does not imply any judgement

about the data collected, but may well be combined with related

verbs (analyse, evaluate) to ensure that these actions take place.


Delegate Handbook



Coaching Supervision What is Coaching Supervision? ‘Coaching supervision is a formal process of professional support, which ensures continuing development of the coach and effectiveness of his/her coaching practice through interactive reflection, interpretative evaluation and the sharing of expertise’ (Bachkirova, Stevens and Willis 2005). There are many definitions of what coaching supervision is. By and large they all agree the following:=

• Supervision is a formal process. • It is interpersonal, and can be undertaken one-to-one, in groups or in peer groups. • Reflection on client work is central to supervision. • its goals include developing greater coaching competence.

How does supervision work? While every coaching supervisor has their own unique methodology and style, there is often a similarity of structure for supervisory sessions. A typical structure for a one-to-one session, whether conducted face to face or by telephone, could be:

• check in (sharing recent experiences and feelings) • establishing the session focus and desired outcome • supervisory discussion on a current coaching client’s situation or issue – this could include tapes of coaching • exploring the coach’s personal issues and skill development needs • discussing concerns the coach may have • establishing learning and commitment to future action.

Quality Control The European Mentoring and Coaching Council (EMCC) has a code of ethics that requires that all members have regular supervision. From the client's perspective, the role of the supervisor should give confidence that that there is an element of external quality control over the coaching process, a check that the process is running smoothly and that all key areas are being adequately covered. The coach themselves needs a safe environment in which they can explore what is happening for them in the coaching relationship. This is very important if the coach in any way feels "stuck" in the coaching relationship, unsure how to move forward. The EMCC Code of Ethics includes the following statement: The coach/mentor will maintain a relationship with a suitably-qualified supervisor, who will regularly assess their competence and support their development


Delegate Handbook



What Is The Role of Supervision? The supervision approach by Personal Summits Ltd identifies and utilises three main types of supervision found in coaching supervision (Proctor1986)

Normative – the supervisor accepts (or more accurately shares with the supervisee) responsibility for ensuring that the supervisee’s work is professional and ethical, operating within whatever codes, laws and organisational norms apply

Formative – the supervisor acts to provide feedback or direction that will enable the supervisee to develop the skills, theoretical knowledge, personal attributes and so on that will mean the supervisee becomes an increasingly competent practitioner

Supportive (Proctor calls this restorative) – the supervisor is there to listen, support, confront the supervisee when the inevitable personal issues, doubts and insecurities arise – and when client issues are ‘picked up’ by the supervisee

Records The supervisor will keep records of the supervision for two reasons.

a) Professional supervisors have a continuing professional development aspect to their practice and these records need to be kept for those purposes.

b) Well kept records will aid the development of the coach through trend analysis and model/solution deployment.

The coach should also keep records for the same two reasons. Well kept records from supervision can aid a coaching qualification and the application of the EMCC European Individual Accreditation. Coaching Supervision and Personal Summits Ltd. Personal Summits Ltd offers two types of coaching supervision.

A) Academic Supervision ~ this is where a coach is studying for a professional qualification on one of our programmes. This may be with The Institute of Leadership & Management. The supervisor will be allocated to and work with the coach to meet the supportive academic standards of the qualification they are working towards. The fees are covered in the cost of the development

B) Professional Practitioner Supervision (PPS) ~ In this case a supervisor is selected by a coach to work with them for a period of around two years. It is a blend of the three types of supervision mentioned above and the fees are paid by the coach as and when the sessions, which are usually planned to coincide with EMCC standards (1hour of supervision per 30 hours of coaching) typical supervision sessions last for around two to three hours.


Delegate Handbook



Useful Organisations linked to Coaching, Mentoring and Supervision European Mentoring & Coaching Council EMCC UK is part of the Europe-wide European Mentoring & Coaching Council, which exists to promote good practice and the expectation of good practice in mentoring and coaching across Europe. EMCC is an independent, impartial and non-profit making organisation. In the UK we currently have around 1,300 individual and corporate members, including individual coaches and mentors, public and private organisations (some with a varied number of in-house coaches and mentors, others who buy coaching and mentoring services), training companies, academic institutions and research bodies. Organisation members of EMCC UK include the NHS (England). History Back in 1989, when professional coaching and mentoring in Europe was a new business practice, a group of like-minded practitioners came to the view that there needed to be a common code of practice and shared ethical base for coaches and mentors. This group included people who are now regarded as the pioneers and original thinkers of the profession, many of whose books have become essential reading. Among them were David Megginson, David Clutterbuck, Eric Parsloe, Sir John Whitmore, Myles Downey and Peter Bluckert. Their common bond was that not only were they themselves practitioners, they were also involved in training coaches and mentors. They wanted their students to recognise and work to a shared ethical standard not only to guide their practice but to enable people who employed them to be able to rely on this as a mark of quality. They established the EMCC, created our highly regarded Code of Ethics and developed the European Quality Award which is granted to training organisations that meet stringent quality standards. In the original group there were practitioners and trainers from several countries across Europe. Over the years EMCC has gained members in more than 20 different countries. There are now approximately 4,000 members.

EMCC UK was set up in 2004 and was fortunate to include in its leading members three of the original founders, who in 2008 were each honoured with the title Honorary Vice

President. Today in EMCC UK, we continuously develop our thinking around ethics and standards and encourage our members and other practitioners to both test and develop their expertise through the European Individual Accreditation (EIA) for practising coaches and mentors. To enable our own organisation to develop, in 2009 we created an Executive Board, supported by an Advisory Council. You are welcome whether you are a professional coach or mentor, you provide coaching or mentoring services of one sort or another, or you (or your organisation) have an interest in this field. The only qualification we require is your wish, like ours, to raise the standards for our profession not only in the UK but also across Europe, where we have thousands of


Delegate Handbook



members in many different countries, and that you agree to abide by our Code of Ethics. Our aim is to define, create and promote best practice for all in mentoring and coaching. For professionals in the field we provide not only the reference point for key elements like standards and ethics but a continuous conversation about how to keep improving them. If your interest is simply that of being coached or mentored, your views are important to us. As a non-member, we invite you to look over the web site and check out our Code of Ethics. You are also welcome to contribute your questions or thoughts by emailing emcc from their website. As a member, there is so much for you in EMCC UK. There are various categories of membership, annual fees and key benefits To join, please visit the EMCC Website (www.emccouncil.org/uk/en/membership) complete the membership application form by choosing the "Member Application" option on the sub-menu at the top of the page - if you are choosing Individual membership, you will be invoiced by email. For all other categories, our Member Services team will contact you by email to check further details. Reproduced with kind permission from EMCC. The British Psychological Society Psychology is the scientific study of people, the mind and behaviour. The British Psychological Society is the representative body for psychology and psychologists in the UK. We are responsible for the development, promotion and application of psychology for the public good. The Society and its members develop, promote and apply psychology for the public good. We enhance the efficiency and usefulness of psychologists by setting high standards of professional education and knowledge. We cover all areas of psychological research and practice. We do this by:

Providing a Directory of Chartered Psychologists

Providing information to the public

Ensuring high standards of education, training and practice

Increasing the awareness and influence of psychology

Supporting our members’ professional development

Providing conferences and events

Publishing

Setting standards in psychological testing

Maintaining and developing the History of Psychology Centre The Special Group in Coaching Psychology (SGCP) provides a forum for members working in coaching and promotes standards. Throughout the year we hold regular events and contact members with updates and news. How to join Membership of our Special Group is open to all members of the British Psychological Society. Society members can join through their website. Reproduced with kind permission from BPS


Delegate Handbook



The International Coach Federation We are a nonprofit organization formed by individual members-professionals who practice coaching, including Executive Coaches, Leadership Coaches, Life Coaches, and many more, from around the world. Formed in 1995, today the ICF is the leading global organization, with over 20,000 members, dedicated to advancing the coaching profession by setting high professional standards, providing independent certification, and building a network of credentialed coaches. We exist to support and advance the coaching profession through programs and standards supported by our members and to be an authoritative source on coaching information and research for the public. The ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. Looking for a professional coach? Individuals and businesses interested in finding a professional coach, whether an Executive Coach, Life Coach, Career Coach, Organizational Coach, etc., can use the ICF's Coach Referral Service to search for an ICF Credentialed coach, browse through the ICF Member Directory, or post a job opening on ICF's Career Centre. Thinking about joining the ICF? The ICF offers an array of member benefits. From discounts on products and services to connecting coaches to a growing global community of coaching professionals, there are plenty of reasons to join. http://www.coachfederation.org.uk/ Reproduced by kind Permission of ICF The Chartered Institute of Personnel & Development The Chartered Institute of Personnel and Development (CIPD) is the world's largest Chartered HR and development professional body. As an internationally recognised brand with over 135,000 members, we pride ourselves on supporting and developing those responsible for the management and development of people within organisations. We’re advancing HR internationally and driving HR capability within organisations. As the world’s largest Chartered HR and development professional body our role encompasses supporting, promoting and influencing change for the sustainable development of HR capability within organisations. Our work to support the profession includes:

• influencing policy in UK Government, at the highest levels • engaging with thought leaders within HR and business to develop future leaders • authoring and distributing HR and business related research on key topics • producing conferences and exhibitions debating the key topics and connecting professionals • producing annual Awards events that recognise outstanding achievements.


Delegate Handbook



Services supplied by CIPD

Factsheets

Podcasts

Survey Reports

Guides

Research

Event Summaries

Practical Tools

Employment Law at Work

Online Journals

Company Profiles

Search Library Resources

Employment Law FAQs

Legal Timetables

The CIPD have a special interest in Coaching & Mentoring and more details can be obtained by visiting http://www.cipd.co.uk/ Reproduced with kind permission of CIPD Association of Coaching Purpose The Association for Coaching® (AC) is a leading independent, and not-for-profit professional body dedicated to promoting best practice and raising the awareness and standards of coaching, worldwide. "Our purpose is to inspire and champion coaching excellence, to advance the coaching profession, and make a sustainable difference to individuals, organizations, and in turn, society." We are an inclusive organization, with members from over 40 countries, made up of professional coaches, training & coaching service providers, internal coaches, and organizations building coaching cultures. Vision:

To build a coaching community on a global scale, where there is sufficient need and potential for coaching.

To grow an international membership base to a minimum of 25,000.

To align or partner with individuals and organizations whose purpose and aspirations align with our own, bringing coaching deeper into business and society.

To build a vibrant, energizing and knowledge rich online environment to support the profession's sustainable growth and development.

To position the AC at the leading edge of the profession's evolution, enabling the AC to be the coaching community of choice for personal/professional coaches, organizations and corporations involved in the profession.


Delegate Handbook



Our objectives:

To actively advance education and best practice in coaching.

To develop and implement targeted marketing initiatives to encourage growth to the profession.

To demonstrate accountability and credibility through role modelling a coach approach.

To encourage and provide opportunities for an open exchange of views and experiences.

To collaborate and build a network of strategic alliances and relationships worldwide, to maximize the members' and the profession's potential.

For more information or to investigate membership please visit http://www.associationforcoaching.com Reproduced with kind permission from the Association of Coaching. The Association for Professional Executive Coaching and Supervision The Association for Professional Executive Coaching and Supervision (APECS) is the professional body for executive coaching and for the supervision of executive coaches. We are a not-for-profit organisation providing:

accreditation for Executive Coaches and the Supervisors of Executive Coaches;

associate membership, mentored by APECS accredited members, for those coaches seeking full accreditation in due course - Accreditation Guidelines.

professional standards for executive coaching and the supervision of Executive Coaches;

good practice guidance and information about coaching and supervision;

information, events and resources for members. Members’ information APECS is the top level professional body for the accreditation of Executive Coaches and Supervisors of Executive Coaches. It also provides in depth guidance and information for its Corporate members. APECS has five membership categories.

Accredited Executive Coaches (including Founder Members)

Accredited Supervisors of Executive Coaches

Associate Members

Corporate Members

Invited Members


Delegate Handbook



The Association for Professional Executive Coaching and Supervision (APECS) is the professional body for executive coaching and for the supervision of executive coaches. Executive Coaching differs from other forms of coaching in that it is primarily concerned with the development of the executive in the context of the needs of their organisation. APECS defines "Executive" as a person who has a level of leadership responsibility (financial / operational / people) and/or responsibility for policy formulation and/or who makes a senior level individual contribution to the organisations APECS is a not-for-profit organisation which accredits executive coaches and the supervisors of executive coaches who attain its standards. Our aims are: to safeguard and develop the standards of professional coaching and supervision; and

to provide a stimulating forum for individuals engaged in buying or delivering professional coaching. APECS enables coaches, supervisors and corporate buyers of executive coaching and consultants to: meet at regular member events;

receive information relating to executive coaching and supervision; and

exchange views and experience and provide mutual support and development. To find out more about the benefits of joining APECS, contact Pam Atkinson, Membership Secretary Email: [email protected] Telephone: +44 (0)1892 864038 Reproduced with kind permission of APECS


Delegate Handbook



Personal Summits Ltd - Privacy Policy We are committed to safeguarding the privacy of our clients and students/delegates or website visitors; this policy sets out how we will treat your personal information.

(1) What information do we collect?

We may collect, store and use the following kinds of personal data: (a) information relating to any transactions carried out between you and us on or in

relation to this website, including information relating to any purchases you make

of our goods or services;

(b) information that you provide to us for the purpose of registering with us;

(c) information that you provide to us for the purpose of subscribing to our website

services, email notifications and/or newsletters;

(e) any other information that you choose to send to us

(2) Cookies A cookie consists of information sent by a web server to a web browser, and stored by the browser. The information is then sent back to the server each time the browser requests a page from the server. This enables the web server to identify and track the web browser. We may use both "session" cookies and "persistent" cookies on the website. We will use the session cookies to: keep track of you whilst you navigate the website. We will use the persistent cookies to: enable our website to recognise you when you visit. Session cookies will be deleted from your computer when you close your browser. [Persistent cookies will remain stored on your computer until deleted, or until they reach a specified expiry date.

(3) Using your personal data Personal data submitted on this website will be used for the purposes specified in this privacy policy or in relevant parts of the website. We may use your personal information to:

(a) administer the website; (b) improve your browsing experience by personalizing the website;

(c) enable your use of the services available on the website;

(d) send to you goods purchased via the website, and supply to you services

purchased via the website;

(e) send statements and invoices to you, and collect payments from you;

(f) send you general commercial communications;

(g) send you email notifications which you have specifically requested;

(h) send to you our newsletter and other marketing communications relating to our

businesses or the businesses of carefully-selected third parties which we think

may be of interest to you by post or by email or similar technology (you can

inform us at any time if you no longer require marketing communications);

(i) provide third parties with statistical information about our users - but this

information will not be used to identify any individual user;

i) deal with enquiries and complaints made by or about you relating to the website;


Delegate Handbook



k) Learners personal data will be shared with ILM in order to register them as ILM

learners.

Where you submit personal information for publication on our website, we will publish and otherwise use that information in accordance with the license you grant to us. We will not without your express consent provide your personal information to any third parties for the purpose of direct marketing. All our website financial transactions are handled through our payment services providers, Paypal. You should only provide your personal information to Paypal after reviewing the Paypal privacy policy (available at www.paypal.com). We will share information with Paypal only to the extent necessary for the purposes of processing payments you make via our website.

(4) Disclosures We may disclose information about you to our employees or subcontractors insofar as reasonably necessary for the purposes as set out in this privacy policy. In addition, we may disclose information about you:

(a) to the extent that we are required to do so by law;

(b) in connection with any legal proceedings or prospective legal proceedings;

(c) in order to establish, exercise or defend our legal rights (including providing

information to others for the purposes of fraud prevention and reducing credit

risk); and

(d) to the purchaser (or prospective purchaser) of any business or asset which we are

(or are contemplating) selling.

Except as provided in this privacy policy, we will not provide your information to third parties.

(5) International data transfers Information that we collect may be stored and processed in and transferred between any of the countries in which we operate in order to enable us to use the information in accordance with this privacy policy. In addition, personal information that you submit for publication on the website will be published on the Internet and may be available, via the Internet, around the world. You expressly agree to such transfers of personal information.

(6) Security of your personal data We will take reasonable technical and organisational precautions to prevent the loss, misuse or alteration of your personal information. Of course, data transmission over the Internet is inherently insecure, and we cannot guarantee the security of data sent over the Internet. You are responsible for keeping your password and user details confidential. We will not ask you for your password.

(7) Policy amendments We may update this privacy policy from time-to-time by posting a new version on our website. You should check this page occasionally to ensure you are happy with any changes.


http://www.paypal.com/

Delegate Handbook



(8) Your rights You may instruct us to provide you with any personal information we hold about you. Provision of such information may be subject to the payment of a fee (currently fixed at £10.00). You may instruct us not to process your personal data for marketing purposes by email at any time. (In practice, you will usually either expressly agree in advance to our use of your personal data for marketing purposes, or we will provide you with an opportunity to opt-out of the use of your personal data for marketing purposes.)

(9) Third party websites The website contains links to other websites. We are not responsible for the privacy policies or practices of third party websites.

(10) Updating information

Please let us know if the personal information which we hold about you needs to be

corrected or updated.

(11) Contact If you have any questions about this privacy policy or our treatment of your personal data, please write to us by email to [email protected]



Delegate Handbook



Data Protection & Security Policy

Introduction Personal Summits Ltd. regards information security with the utmost importance and takes measures to protect the applications they create from data loss or corruption and unauthorised access and modification. Furthermore, such information and the way it may be processed is subject to UK law, specifically the eight principles of the Data Protection Act 1998. The full Data Protection & Security Policy is available on request. That document follows the broad outline of ISO 17799 guidelines for information security. Scope The policy defines how Personal Summits Ltd will secure electronic information covering:-

Security of information held in electronic form on any Personal Summits Ltd computer.

Accessible by Personal Summits Ltd Staff Accessible by external users and guest users with authorised Access Action in the event of a breach of the policy

Communication Management Learners personal data will be shared with ILM in order to register them as ILM learners. Requests by external bodies for the provision of electronic information from Business systems will be referred to the system owner. Requests for information under the Freedom of Information Act will be referred to the Managing Director. Retention of Data Delegate’s work will be held for at least 4 years from submission for the purpose of review by ILM External Verifiers. Compliance All use and monitoring of systems must be in compliance with UK Legal Requirements, to include but not restricted to the following:-

The Data Protection Act 1998 The Copyright, Designs and Patents Act 1988 The Computer Misuse Act 1990 Regulation of Investigatory Powers Act 2000 Freedom of Information Act 2000 Anti-Terrorism, Crime and Security Act 2001 Defamation Act 1996


Delegate Handbook



Complaints Policy Scope This policy applies to all learners working towards ILM regulated qualifications (e.g. VRQs, NVQs, SVQs), endorsed and development programmes and other non-regulated products (e.g. FAMP). The policy provides definition and examples of Complaints which may occur for a centre, provider or learner. The process for making a complaint is described. Definition We aim to give you an excellent experience when dealing with ILM, so we welcome your comments, suggestions and feedback about the service you have experienced when contacting us or when using any of our products or services. 1. A complaint is an expression of dissatisfaction from you about our products, services or the complaints-handling process itself where it’s clear that you expect us to identify the cause of the problem and to take some kind of remedial action. We aim to ensure that:

making a complaint is as easy as possible;

we treat a complaint as a clear expression of dissatisfaction with our service which calls for an immediate response;

we deal with it promptly, politely and, when appropriate, confidentially;

we respond in the right way, for example by giving you an explanation or an apology where we have got things wrong, and letting you know what action we’ve taken;

we learn from complaints and we use them to improve our service 2. It is not possible to provide a definitive list of examples of complaints, but the following are examples of situations that would constitute a complaint:

incorrect invoicing

certificate spelling errors

lack of response to queries

unable to unsubscribe to emails

incorrect products received

delay with receipt of certificates

non-compliance with stated process from Personal Summits or ILM e.g. not adhering to published timescales or processes.

Process In the first instance any complaint must be raised with the Director of Personal Summits Ltd, Richard Bisiker on +44(0) 1785 711102 or [email protected] who will aim to acknowledge and if possible respond to your query within 48 hours. Many matters can be resolved informally so do contact us at Personal Summits Ltd where we will endeavour to resolve the issue directly. If after that you have not found a fair conclusion or you feel the problem needs to be put on a more official footing, please follow the process below: As a secondary step you may then contact the Customer Service Team on +44 (0) 1543 266867 or email [email protected]. There have been no cases to date where this has occurred, however, If you request other parties to be involved or are not satisfied with the




Delegate Handbook



response or action or feel the problem needs to be escalated then please lodge your complaint with the Director of Customer Services if ILM. Raise your concern by emailing [email protected], explaining the problem as clearly and fully as possible, including any action taken so far. You can also contact the Customer Service team, by phoning +44 (0) 1543 266867. However if there is an allegation of malpractice or maladministration please refer to the Malpractice & Maladministration Policy. Confidentiality Except in exceptional circumstances, we will try to ensure that your complaint remains confidential but in some cases the circumstances giving rise to the complaint may make it impossible to maintain confidentiality. In these situations we will discuss this with you. The Investigation We will appoint an appropriate person to investigate the matter on your behalf. We’ll acknowledge your complaint within 2 working days and let you know who will be dealing with it. We aim to resolve complaints within 8 working days but if it’s going to take longer than that we’ll keep you fully informed. Outcome and action Once we have completed our investigation, we will explain what went wrong and why, apologise when it is appropriate and take action to remedy the situation as soon as possible. If you are not satisfied with the response you receive to your complaint, you can take the matter further by contacting the ILM Director of Customer Services by emailing [email protected] setting out why you are dissatisfied. The ILM Director of Customer Services will review the details of the original complaint, the evidence collected by the person who investigated the matter on your behalf and their initial response. She may consult with other parties, including other staff within ILM, before writing a report setting out ILM’s proposed response and any further action to be taken. The report will be reviewed by the ILM Chief Executive (or other member of the senior management team) before the final version is issued to the centre within 30 days of receipt of the request for further action. Continuous Improvement All complaints are reported and reviewed within Personal Summits Ltd. Any complaints passed through to the ILM are also reviewed by the Customer Satisfaction and Business Improvement Group which meets quarterly and, where relevant, by the Quality and Regulatory Group to ensure our qualifications and programmes are accessible to all whilst maintaining quality in implementation. We aim to improve our business processes and our response to customers in the light of learning from the feedback we receive. This policy shall be the subject of a three year review cycle or as necessary.


Delegate Handbook



Malpractice and Maladministration Policy Scope This policy provides definition and examples of Malpractice and Maladministration which may occur in connection with our ILM courses and qualifications centres or learners. The process for preventing, investigating and dealing with Malpractice and Maladministration is described. All suspected or alleged instances of malpractice or maladministration must be reported directly to Personal Summits Ltd in the first instance and then ILM. Definition 1) Definition – Malpractice Malpractice is any activity or practice which deliberately contravenes procedures and regulations. It means that there are serious concerns about the integrity of the assessment or the validity of certificates we take it very seriously. Examples of malpractice:

Deliberate misuse of the Personal Summits or ILM logo

Falsification of documents.

Cheating of any nature by learners, including plagiarism

Contravention of examination regulations by the learner

Repeated maladministration (normally three consecutive incidents). For specific guidance on plagiarism and cheating please see the Plagiarism & Cheating Policy 2) Definition – Maladministration Maladministration is an activity or practice which results in non-compliance with regulations, but it’s normally the result of a genuine mistake rather than any deliberate plan to gain an unfair advantage. As a centre and provider we shall take all precautions to avoid mistakes from occurring throughout the development, delivery and assessment of ILM qualifications and programmes and check our systems and practices are verified by the ILM. Examples of maladministration:

Late registration of learners with ILM

Claiming certification for incorrect units For more general concerns or complaints please see the Complaints Policy. Process All suspected or alleged cases of malpractice or maladministration will be reported to ILM for guidance straight away to the Head of Quality Practice. The Head of Quality Practice will appoint a lead independent investigator who will prepare a response within 30 days. In cases where breaches have occurred due to maladministration rather than malpractice, the matter will be referred to the Quality Manager and External Verifier to agree action to prevent any future occurrences. The outcome will be communicated to the centre and other relevant parties no more than 10 days later. The report and any actions arising will be communicated to the Quality Manager and the External Verifier.


Delegate Handbook



Action The ILM Quality Regulatory Group will oversee the investigation process and will ratify the outcome. If the investigation confirms that any malpractice has taken place, dependant on the gravity and scope, one or more of the following actions will be taken:

Disallowing all or part of a learner/s assessment evidence or marks

The learner/s certificates will not be issued, or previously issued invalid certificates for that learner/s will be withdrawn

No further registrations will be accepted for the learner/s

A report will be made to the relevant regulatory bodies and may be shared with other awarding organisations and/or other agencies such as funding bodies or the police

ILM membership may be withdrawn for the learner/s

Corporate or individual tutor membership may be withdrawn If you wish to appeal against our decision to take action as recommended in the investigation report, please refer to the Appeals Policy. Continuous Improvement The Head of ILM Quality Practice reviews all investigations for malpractice and maladministration. They are also reviewed quarterly by the Quality and Regulatory Group to ensure that our qualifications and programmes are accessible to all whilst maintaining quality in implementation. We aim to improve our business processes and our response to customers in the light if learning from the feedback we receive. This policy shall be the subject of a three year review cycle or as necessary.


Delegate Handbook



ILM Recognition of Prior Learning Policy Scope This policy provides a definition of RPL and a guide you on how to approach RPL. Learners may still wish to additionally view the ILM Guide on ‘How to Recognise Prior Learning’ for further information about what may be included. Definition The Regulatory Arrangements for the Qualifications and Credit Framework (QCF) provides the following definition of RPL and this definition is fully supported by the CQFW: Recognition of Prior Learning (RPL) is ‘a method of assessment that considers whether a learner can demonstrate that they can meet the assessment requirements for a unit through knowledge, understanding or skills that they already possess and do not need to develop through a course of learning’. A similar definition is provided by The Scottish Credit and Qualifications Framework: The Recognition of Prior Learning (RPL) is the process for recognising learning that has its source in experience and/or previous formal, non-formal and informal learning contexts. This includes knowledge and skills gained within school, college and university and outside formal learning situations such as through life and work experiences. In the context of the QCF, the definition of RPL is quite specific and relates to assessment leading to the award of credit. Assessment for RPL is conducted against the learning outcomes and assessment criteria of a unit and is subject to exactly the same internal and external quality assurance requirements as any other kind of assessment within the QCF. Personal Summits Ltd RPL process must be agreed and claimed by the learner as part of a qualification. Personal Summits Ltd is responsible for assessment and claiming credit. There is no difference between achievement of the required standards by RPL and achievement through a formal programme of learning. Process The RPL process enables the learner/s to record their knowledge, understanding and skills acquired from their work experiences and training. Learner/s can do this using their CPD log. Where appropriate this can be used to claim credit for their achievements. This process can give them either a part or full qualification irrespective of how their skills and knowledge were learnt. There are two contexts of RPL one is where a portfolio of evidence is put together by the learner showing the prior learning undertaken – the learner would then need to complete the ILM assessments in order to gain the qualification, the second is where the learner has evidence of their learning which also shows they have completed an assessment (non-ILM) which can be 100% mapped to the ILM assessment criteria. This piece of assessment like the ILM ones would have been assessed and internally quality assured by the Personal Summits Ltd.


Delegate Handbook



Whilst RPL is available to participants of Personal Summits Ltd qualifications it is certainly not always an easier, cheaper or quicker route to a qualification, each case should be reviewed individually. Occupationally competent ILM centre recognised assessors will assess if the evidence fully meets the standards of the unit within the QCF, record the assessment process and then record their judgement. This process will then be subject to a final internal quality assurance check by an occupationally competent ILM centre recognised IQA in order to ensure validity and consistency in the judgements. The main stages of the RPL process Personal Summits Ltd uses the ILM six-stage process for RPL as set out below. The process of RPL involves learners from the moment they consider making a claim and supports them through to the result of the assessment. Personal Summits Ltd notify ILM about claims for credit through RPL and keep records of RPL for three years.

Stage 1 – Induction of Recognition of Prior Learning – general awareness Introducing the learner to RPL and the process of claiming credit through RPL, the sources of professional support and guidance available to individuals and employers, and the general administrative processes for RPL applications. At the end of this we will work with the learner to select which units they will be using to achieve award of credit. Stage 2 – Pre-assessment – advice, support and mentoring for gathering of evidence Mentors who have expertise in the units will work with the learners to gather evidence to meet the unit standards. The mentor will provide individual support as required. This aims to ensure that the learners have the necessary evidence to meet the unit standard and thus be able to gain award of credit for the unit.

Stage 3 – Assessment of evidence against unit standard The occupational competent assessors will assess if the evidence fully meets the standards of the unit within the QCF and record the assessment process and then record their judgement. This process will then be subject to a final internal quality assurance check to ensure validity and consistency in the judgements. This Stage of RPL also puts together the feedback to the learner and the assessor. Stage 4 – Feedback to the Learner on the assessment process The results of Stage 3 will be fed back to the learner. This feedback will confirm the decision and provide guidance on the available options (particularly in situations where the decision has been not to award credit).

Stage 5 – Award of Credit by ILM This stage will ensure that everything is in place for this to take place. ILM is responsible for awarding credit and issuing certificates. The procedure is the same as for other forms of assessment. Stage 6 – Appeal if a learner wishes to appeal a decision about the claim for credit they should make reference to the appeals procedure.


Delegate Handbook



Outcomes of RPL If individuals can produce relevant evidence, that meets learning outcome requirements then, recognition can be given for their existing knowledge, understanding or skills. If an individual can meet all the learning outcomes and assessment criteria in a unit, then they can claim credit for that unit solely on the basis of their RPL achievement. If however, evidence from RPL is only sufficient to cover one or more learning outcomes, or to partly meet the need of a learning outcome then additional work must be undertaken by the learner. All assessment criteria must be met in order for an assessment decision to be reached. This is recognised as good practice by all the concerned regulators and Ofqual has a statement which reinforces this: Learners are unlikely to have all the evidence they need to achieve a full unit and may need to produce additional evidence. Evidence used for RPL is not time-limited but assessors must determine whether it is valid and authentic. RPL may be used in conjunction with other assessment methods such as examination of recent products, professional discussion or observation to assess current performance. Since evidence from RPL is similar to that derived via any other acceptable assessment method, where the standard of a unit is met by evidence obtained from, or partly from RPL, credit can be claimed. Continuous Improvement The remit of the ILM Quality and Regulatory Group is to review the RPL policy to identify improvements to ILM processes and procedure, training and development. Where any issues of concern arise over RPL the Group is responsible for investigating whether other centres and/or learners could be affected and any remedial action required. Personal Summits aim to improve our business processes and our responses to customers in the light of learning from the feedback we receive. Further Information The policy is useful where a learner has undertaken learning and/or assessment outside a credit bearing/QCF programme. If a learner has a QCF credit which they are looking to have recognised with us then they should view the ILM Claiming Credit Policy. RPL is the QCF preferred term which we have chosen to use; some centres may refer to this as APEL.


Delegate Handbook - Personal Summits Files/ILM L5 … · 01543 266886 or email us at...

Documents

Transcript of Delegate Handbook - Personal Summits Files/ILM L5 … · 01543 266886 or email us at...