Level 4 Diploma (QCF) - Mandatory Units … · Human Resource Management - Level 4 Diploma (QCF)...

Level 4 Diploma (QCF) - Mandatory Units

Learners must complete ALL units within this section

Human Resource Management - Level 4 Diploma (QCF)

Principles of Human Resource Management (Mandatory)

Learning Outcomes

After successfully completing this unit, the learner will:

1. Understand the principles of management and leadership

2. Understand the principles of team building

3. Understand the provisions and implications of employment law

4. Understand the role of intermediaries in context of human resource management

Assessment and Grading Criteria

In order to pass this unit, the evidence that the learner presents for assessment needs to demonstrate that

they can meet all of the learning outcomes for the unit. The assessment criteria describe the level of

achievement required to meet the learning outcomes.


Learning Outcomes

The learner will:

Assessment Criteria

To achieve a PASS grade the

evidence must show that the

learner can:

To achieve a MERIT grade the

evidence must show that, in

addition to the pass criteria,

the learner can:

To achieve a

DISTINCTION grade the

evidence must show

that, in addition to the

pass and merit criteria,

the learner can:

1. Understand the principles

of management and

leadership

1.1 Explain the theories

underpinning modern

management and

leadership

Analyse the key points of a

range of management and

leadership theories and

models

Use theoretical models

to underpin discussion of

the nature of

management and

leadership

1.2 Assess the suitability of

different management

and leadership styles in

different types of

organisation

1.3 Characterise the skills and

attributes of effective

leaders

1.4 Evaluate the application

of motivational theories in

context of human

resource management

Analyse comprehensively the

way that influences on

individuals’ behaviour affect

their motivation

Evaluate the

interrelationship

between motivation,

effective management

and personal

effectiveness,

substantiating views with

examples

1.5 Analyse the connections

between motivation and

the psychological

contract


of team building

2.1 Assess the features of

effective teams

2.2 Examine the development

of groups and group

development models

Analyse the key points and

development of a range of

group development models

Use theoretical models

to underpin discussion of

the usefulness of group

development models

2.3 Examine the concept of

group dynamics and the

factors that influence

group cohesion

3. Understand the provisions

and implications of

employment law

3.1 Analyse the scope of

national and international

employment law


way in which national and

international employment law

affects employers and

employees, illustrating views

with examples

3.2 Assess the implications for

an organisation of equal

opportunities and diversity

legislation

3.3 Analyse the implications

for an organisation of

ethical management

4. Understand the role of

intermediaries in context

of human resource

management

4.1 Explain the role and

evolution of trades unions

and employee

representatives


reasons for the evolution of

trades unions and employee

representatives and their role,

illustrating views with

examples

Discuss the value of

trades unions and

employee

representatives to

individuals and to a

business, substantiating

views with evidence

4.2 Assess the rights and

obligations of employees

and employers

4.3 Explain the role and

process of employment

tribunals


Implementation of a Human Resource Plan (Mandatory)

Learning Outcomes


1. Understand the preparation of implementing a human resource (HR) plan

2. Be able to implement an HR plan

3. Be able to evaluate the implementation of an HR plan






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Understand the

preparation of

implementing a human

resource (HR) plan

1.1 Develop Specific,

Measurable, Achievable,

Realistic, Time-bound

(SMART) objectives and

contingency

arrangements for the

implementation of the

plan

1.2 Assess the importance of

consulting those who will

be affected by the

implementation


for an organisation of

implementing an HR plan

Assess comprehensively the

scope of the implications,

explaining the rationale for

their conclusions

Evaluate

comprehensively the

practical, operational

and strategic

implications, drawing on

theories to develop

feasible risk mitigation

strategies and controls

1.4 Analyse the basis of the

allocation of roles for the

implementation

2. Be able to implement an

HR plan

2.1 Explain the basis of

monitoring techniques

2.2 Explain how to overcome

objections to the

implementation of an HR

plan

Examine the application of

different techniques to win

commitment

Evaluate the

effectiveness of

objection handling

theories and techniques

to gain commitment

2.3 Assess the adequacy of

provisions to manage

deviations from the plan

Apply relevant techniques to

identify and address

deviations from the plan

Analyse the wider and

longer term implications

of deviations from the

plan


good communication

and managing changes

positively

3. Be able to evaluate the

implementation of an HR

plan

3.1 Explain how to validate

relevant evaluation–

related information

Explain how to validate

information against a range

of criteria

Examine the notion and

practical application of

the principles of validity

and reliability, discussing

their importance

3.2 Identify successes, failures

and areas for

improvement from an

analysis of evaluation

data

3.3 Communicate the results

of the implementation to

stakeholders


Recruitment and Selection (Mandatory)

Learning Outcomes


1. Understand recruitment and selection

2. Be able to recruit and select people

3. Understand the reporting of recruitment and selection






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Understand recruitment

and selection

1.1 Explain the contribution of

recruitment and selection

to business success

1.2 Explain the evolution of


practices

Analyse the drivers to the

evolution of recruitment and

selection practices

1.3 Assess the impact of

ethical policies on an

organisation’s recruitment

and selection policies and

procedures

1.4 Analyse the advantages

and disadvantages of a

range of potential sources

of recruitment

Substantiate their conclusions

with evidence

Identify optimum

sources of recruitment

for different types of job,

providing supporting

evidence

2. Be able to recruit and

select people

2.1 Differentiate between

person specifications and

job specifications

2.2 Examine the

characteristics of effective

selection testing and

interviews

2.3 Assess the limitations of

selection tests

Analyse the appropriateness

of selection tools and

instruments in different

situations

Explain the principles

underpinning theories

and frameworks used

for selection testing

purposes

2.4 Explain the basis of job

offers and rejections

2.5 Explain how to administer

a recruitment and

selection process in

accordance with legal

and organisational

requirements

3. Understand the reporting

of recruitment and

selection

3.1 Explain how to record


information and decisions

in accordance with legal

requirements

Outline the potential

consequences of inadequate

record keeping and not

meeting legal requirements

Explore the potential

adverse impact on an

organisation of not

meeting legal

requirements

3.2 Explain the importance of

informing applicants of

the outcome within the

agreed timescale and

providing agreed

feedback


Releasing People from the Organisation (Mandatory)

Learning Outcomes


1. Understand processes to release people from an organisation

2. Understand the administration of release processes






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Understand processes to

release people from an

organisation

1.1 Describe the requirements

of a range of release

processes

Set out individuals’ and

employers’ entitlements,

explaining their implications

Consider the

implications of release

processes and policies

for other parts of an

organisation

1.2 Assess the role of

outplacement in release


and disadvantages of

different methods of

communicating

information about release

processes

Analyse the sensitivities

relating to a range of release

processes

Discuss the potential

consequences of poorly

handled release,

providing illustrative

examples

2. Understand the

administration of release

processes

2.1 Explain the steps to be

taken at each stage of a

release process

2.2 Assess the need for clarity

of HR’s and line

management’s respective

roles in a release process

2.3 Explain the role of

arbitration services in

release processes

2.4 Explain how to calculate

termination entitlements

2.5 Analyse the requirements

for maintaining

information on the

management of the

release process

Outline the potential

consequences of inadequate

record keeping

Explore the potential

adverse impact on an

organisation of

inadequate record

keeping

Level 4 Diploma (QCF) - Optional Units

Learners must complete ONE unit from within this section


Delivery of Performance and Reward Services (Optional)

Learning Outcomes


1. Be able to pay people

2. Be able to administer pay-related benefits

3. Be able to conduct salary surveys






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Be able to pay people 1.1 Explain the calculation of

payments including any

statutory deductions

1.2 Explain the legal

requirements associated

with paying people

1.3 Explain the information

requirements of keeping

an up to date and

accurate payroll

1.4 Explain the submission

process and timetable of

payroll information to tax

authorities

Analyse the components of a

payroll system and

information requirements

Evaluate the

implications of

inadequate payroll

systems for an

organisation

1.5 Explain the actions to be

taken in the case of

incorrect or overpayments

2. Be able to administer

pay-related benefits

2.1 Explain the characteristics

and requirements of a

range of benefits

Analyse the benefits and

drawbacks to an organisation

of offering employees a

range of benefits

Consider the impact on

retention of offering

employees a range of

benefits

2.2 Explain the calculation of

benefit entitlements

2.3 Explain the importance of

notifying tax authorities of

changes to benefits

entitlements

3. Be able to conduct salary

surveys

3.1 Analyse sources of

reward-related

information

3.2 Explain how to validate

information to ensure that

it is current, accurate and

relevant

Explain the importance of

using valid information

Analyse the principles of

validity

3.3 Analyse the components

of a salary survey

3.4 Explain the purpose of

consulting Trades Unions


Learning and Development Operations (Optional)

Learning Outcomes


1. Be able to design learning interventions

2. Understand the delivery learning interventions


In order to pass this unit, the evidence that the learner presents for assessment needs to

demonstrate that they can meet all of the learning outcomes for the unit. The assessment

criteria describe the level of achievement required to meet the learning outcomes.


Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a DISTINCTION

grade the evidence must

show that, in addition to

the pass and merit

criteria, the learner can:

1. Be able to design

learning interventions

1.1 Assess the advantages


range of learning

interventions

Analyse the key features and

uses of a range of learning

interventions

Relate the suitability of

different learning

interventions to different

kinds of learning (e.g.

acquisition of knowledge,

skills development)

1.2 Explain how to design a

learning intervention

1.3 Analyse the benefits and

application of Gagné’s

nine steps of instruction

1.4 Analyse the barriers to

learning


nature of barriers to learning,

supporting the analysis with

examples


for the design of learning

resources

1.6 Evaluate the importance

of good communication

in a learning environment

2. Understand the delivery

learning interventions

2.1 Analyse the features and

use of different learning

styles

Examine how different

learning styles can be applied

in different learning

interventions, using examples

Use theories and models

to support discussion of

the value of learning

interventions appealing to

a range of different

learning styles

2.2 Assess the concept and

tenets of learning theory

2.3 Explain the principles of

effective learning delivery


of learning mentor

networks


evaluating the

effectiveness of a learning

intervention

Use examples to illustrate the

application of evaluation

principles

Use theories and models

to support discussion of

the evaluation of different

aspects of learning (i.e.

reaction, learning,

behaviour, results)


Management of Learning and Development (Mandatory)

Learning Outcomes


1. Understand the principles of learning and development in an organisation

2. Understand the management of learning and development

3. Understand the evaluation of learning and development provision






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:


of learning and

development in an

organisation

1.1 Assess learning theories

and the factors affecting

learning and

development


nature of factors affecting

learning and development

and how the application of

learning theory influences


Use examples from a

range of learning

theories to substantiate

rational conclusions on

the influence of learning

and development

1.2 Analyse the purpose and

value of employee

development

1.3 Analyse the purposes and

principles of assessment

Analyse why assessment

principles and theories are

used for different kinds of

purpose

Evaluate the benefits of

application of the

principles of assessment

in a range of contexts

1.4 Explain how legislative

requirements for fair

access to training and

equality relate to learning

and development

2. Understand the

management of learning

and development

2.1 Assess the strengths and

weaknesses of learning

and development

programmes for different

employee groups

Justify conclusions as to the

strengths and weaknesses of


programmes with examples

from a range of contexts

Analyse the value to an

organisation of learning

and development

programmes for

different employee

groups, using examples

and suggesting benefits

2.2 Assess the strengths,

weaknesses and suitability

of different learning and

development providers for

different employee groups

2.3 Explain the alignment of

learning and

development processes

with career management

processes

Argue the business case for

the alignment of learning and

development processes with

career management

processes

Analyse the fit between

a range of career

management processes

and learning and

development, using

examples to

substantiate conclusions

2.4 Analyse the importance of

the integration of learning

into the workplace

3. Understand the

evaluation of learning

and development

provision

3.1 Analyse the factors to be

taken into account in the

evaluation of training

3.2 Assess the value of

feedback and its sources

3.3 Explain the use of

techniques to evaluate

the advantages and

disadvantages of a range

of learning and

development

interventions

Use theoretical models to

discuss the use of techniques

to evaluate the advantages


range of learning and

development interventions

Analyse the limitations

of techniques to

evaluate the

advantages and

disadvantages of a

range of learning and

development

interventions,

substantiating

conclusions with

examples


Employee Engagement (Mandatory)

Learning Outcomes


1. Understand employee engagement

2. Understand the management of employee engagement

3. Understand the implementation of change






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Understand employee

engagement

1.1 Define the concept of

employee engagement

Examine the scope and

importance of employee

engagement, illustrating views

with examples

Consider the

implications of

employee

engagement, drawing

on theoretical

approaches to

substantiate conclusions

1.2 Assess the evolution of

employee involvement

Analyse the reasons for the

evolution of employee

involvement

Explain the principles

underlying theoretical

models and

approaches of

employee involvement

1.3 Analyse the benefits to

employers of effective

employee engagement

1.4 Evaluate the links

between employee

engagement and

business performance

2. Understand the

management of

employee engagement

2.1 Examine the significance

of the psychological

contract

Assess the scope of the

psychological contract,

providing examples of its

application

Examine the

implications of the

psychological contract,

drawing on theoretical

models to substantiate

conclusions

2.2 Evaluate the concept,

importance and

management of the

‘employee voice’


employee representative

participation

2.4 Explain how to conduct

employee attitude surveys

3. Understand the

implementation of

change

3.1 Evaluate theories, models

and approaches to

change management

Examine comprehensively

how theories, models and

approaches to change

management may be

applied

Explore the assumptions

and principles

underpinning

approaches to change

management

3.2 Justify the assignment of

roles to a project team


of implementing change

in a dynamic environment


stages of and techniques for

implementing change,

providing practical examples

Explore the assumptions

and principles

underlying the

implementation of

change


effective communication

3.5 Analyse the potential

consequences of the

imposition of change


Organisation Design Management (Mandatory)

Learning Outcomes


1. Understand the principles of organisation design

2. Understand organisational management approaches

3. Understand the management of organisation design






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:


of organisation design

1.1 Assess the concept and

evolution of organisation

design

Analyse the principles

underpinning theories and

perspectives of organisational

design and business process

re-engineering

Present a logical and

coherent critique of the

history of and rationale

for organisational design

1.2 Assess the requirements of

an organisation to meet

strategic objectives


of employee involvement

in organisation design



different organisational

structures

Analyse the suitability of a

range of structures for

organisations operating in

different sectors (e.g.

public/private) and in

different industries (e.g.

service/manufacturing)

Evaluate theoretical

perspectives on

organisational structure,

challenging their

accepted strengths and

limitations with evidence


technology in different

organisational structures

2. Understand

organisational

management

approaches

2.1 Analyse the purpose,

scope and implications of

organisational design

2.2 Evaluate theories of

organisational change

Analyse the characteristics

and application of a range of

theories of organisational

change

Evaluate the

conceptual basis for

theories of

organisational change,


examples

2.3 Assess the impact of the

work environment on

individuals

3. Understand the

management of

organisation design

3.1 Explain the requirements

of grouping functions,

implementing job

evaluation and levelling



outsourcing

Discuss the advantages and

disadvantages of a range of

outsourcing methods

Examine the effects and

implications of a range

of outsourcing methods


Performance Management Systems (Mandatory)

Learning Outcomes


1. Understand the performance management process

2. Understand the measurement of human performance

3. Understand the management of performance management processes

4. Understand the resolution of conflict






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Understand the

performance

management process

1.1 Analyse the purpose and

role of a performance

management process

Analyse the different reasons

for a performance

management process

Evaluate the suitability

of using a performance

management process

for different purposes

1.2 Explain the characteristics

of an effective

performance

management

1.3 Evaluate the suitability of

different performance

measurement models to

different organisational

structures

Analyse the implications for

staff training and

development of the use of a

range of performance

measurement models

Consider the wider

resourcing and skills mix

implications associated

with different

performance

measurement models

1.4 Analyse the process,

components and

requirements of a staff

performance

management process


of equality and diversity

2. Understand the

measurement of human

performance


setting meaningful and

measurable targets and

objectives and qualitative

performance

measurement

Link individual and team

targets and objectives to

organisational objectives

Discuss the issues

associated with

measuring qualitative

aspects of performance

2.2 Explain how to identify

sources of performance

information that are

relevant to the role

2.3 Analyse the importance

and requirements of a

discipline and grievance

process

3. Understand the

management of

performance


3.1 Evaluate the design and

use of IT systems to

support integrated

performance

management with other

business processes

Assess the scope and extent

of integration of HR processes,

policies and procedures with

other areas of a business

Assess the benefits and

disadvantages of the

investment needed to

integrate performance


with other management

systems

3.2 Explain how to ensure that

appraisals are carried out

on time and in

accordance with

organisational

requirements

3.3 Explain the significance of

providing advice that is

factually accurate and

conforms with legal and

organisational

requirements

3.4 Explain the implications of

underperformance

4. Understand the resolution

of conflict

4.1 Identify the causes of

conflict

4.2 Explain conflict resolution

models and strategies and

the features and

techniques used to

resolve conflict

Examine the suitability of

different models, strategies

and techniques to different

conflict scenarios

Analyse the concepts

that underpin conflict

resolution models and

techniques


intermediaries in the

resolution of conflict

Level 5 Diploma - Optional Units



Development of Human Resource Procedures and Plans (Optional)

Learning Outcomes


1. Be able to develop human resource

2. Be able to develop HR plans






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Be able to develop

human resource (HR)

procedures

1.1 Assess the effectiveness

and cost-effectiveness of

procedures against

business needs

Support the assessment with

specific effectiveness

measures and efficiency

calculations

Take into account short

and long term scenarios

including an assessment

of projected business

needs




(SMART) objectives for

proposed procedures

1.3 Identify the need for

changes in working

practices, quality

standards and resource

requirements

Use a range of information

sources to identify the drivers

to change

Evaluate

comprehensively the

need for change,

analysing the potential

strategic consequences

of non-action

1.4 Explain how to meet legal,

health and safety

requirements in the

procedures

1.5 Explain the role of

stakeholders in approving

procedures

2. Be able to develop HR

plans

2.1 Develop SMART objectives

which align with an HR

strategy

2.2 Develop contingency

plans that address

identified risks

Draw on a range of theories

and approaches to develop

robust and targeted plans

Analyse the

interdependencies of

different risks and their

potential implications

2.3 Develop a realistic

implementation process

and timescale

2.4 Explain the use of HR

planning tools and models

Identify tools and models that

are appropriate to different

HR planning requirements

Compare the suitability,

advantages and

disadvantages of a

wide range of tools and

models

2.5 Explain the role of HR as a

business partner


Performance and Reward Schemes (Optional)

Learning Outcomes


1. Be able to propose reward schemes

2. Be able to implement reward schemes

3. Be able to evaluate the effectiveness of reward schemes






Learning Outcomes

The learner will:

Assessment Criteria

To achieve a pass grade the


learner can:

To achieve a merit grade

the evidence must show

that, in addition to the pass


To achieve a distinction



the pass and merit


1. Be able to propose

reward schemes

1.1 Distinguish between

recognition and reward

1.2 Explain how to confirm the

validity and reliability of

reward-related information

1.3 Identify current and

emerging trends,

innovation and best

practice in reward

Analyse comprehensively

the trends and best practice

in reward


and use of best practice

and new concepts to a

reward scheme

1.4 Assess the use of

benchmarking as a means

of maintaining a

competitive advantage in

reward matters

1.5 Explain the factors to be

considered in designing

reward scheme proposals


stakeholders in approving

reward schemes

Identify the nature of

different stakeholders’

interest and their motivations

in a reward scheme

Evaluate objectively the

importance of different

stakeholders’

acceptance of a reward

scheme

2. Be able to implement

reward schemes


for the management of

governance arrangements

for executive level pay

Assess the drivers to

processes to management

governance arrangements

for executive level pay

Analyse the potential

implications of not

adhering to the

management of

governance

arrangements for

executive level pay

2.2 Explain the management

of reward schemes for non-

executive staff to ensure

they meet organisational

policies and requirements

2.3 Explain the data protection

requirements of providing

remuneration data to

external stakeholders


effectiveness of reward

schemes

3.1 Evaluate the costs and

benefits of reward schemes

3.2 Identify strengths and

weaknesses in reward

schemes

Explain the implications of

strengths and weaknesses in

reward schemes

3.3 Justify recommendations

for improvements to reward

schemes that offer value

for money and enhances

staff motivation


Employee Relations (Optional)

Learning Outcomes


1. Understand the concept of employee relations

2. Understand the practical application of employee relations






Learning Outcomes

The learner will:

Assessment Criteria



learner can:

To achieve a merit grade the



the learner can:




the pass and merit


1. Understand the concept

of employee relations

1.1 Analyse the definition and

scope of employee

relations

Assess comprehensively

employees’ and employers’

perspectives on employee

relations

Evaluate the implications

of good and poor

employee relations,


reasoned argument


managers in achieving

positive employee

relations


and methods of

communication in

achieving effective

employee relations

2. Understand the practical

application of employee

relations


of a human resources

handbook

Present a cogent rationale for

recommending

developments to a human

resources handbook

2.2 Explain human resources’

(HR) role in supporting

managers in the

implementation of

employee relations

policies and practices

2.3 Assess the contribution of

effective management of

health and safety to

positive employee

relations

2.4 Explain the practicalities

and implications of

compliance with legal

requirements

Discuss the practicalities for

dealing with the implications

of compliance with legalities

for a range of situations,

illustrating these with

examples

Extrapolate the potential

consequences on non-

compliance with legal

requirements, supporting

views with reasoned

argument


Recruitment and Selection Processes (Optional)

Learning Outcomes


1. Understand the principles of recruitment and selection

2. Be able to decide on recruitment and selection processes

3. Be able to manage the recruitment and selection process






Learning Outcomes

The learner will:

Assessment Criteria



learner can:

To achieve a merit grade the



the learner can:




the pass and merit



of recruitment and

selection

1.1 Analyse the needs of an

organisation for the

recruitment of skills and

knowledge

1.2 Analyse the potential

consequences of poor




different methods of


Assess different methods of

recruitment (numbers, reach

and types of applicant)

Evaluate the effectiveness

of different methods of

recruitment in meeting an

organisation’s strategic

needs

1.4 Assess the ethical

implications of an

organisation’s recruitment

and selection processes

2. Be able to decide on


processes


and disadvantages of in-

house recruitment and

outsourcing

Analyse the different forms of

outsourcing and their

requirements

Evaluate the business

implications of

outsourcing

2.2 Develop a recruitment

and selection process that

is likely to offer best value

and which aligns with

resource plans

2.3 Evaluate the use of

individual and panel

interviewing techniques

3. Be able to manage the


process

3.1 Develop realistic


objectives and evaluation

criteria

3.2 Clarify responsibilities in

the process

3.3 Design recruitment and

selection documentation

that captures agreed

requirements

Analyse the requirements of


communications and

effective selection

questionnaire design

3.4 Design sifting criteria and

ranking systems that meet

agreed requirements

3.5 Evaluate the effectiveness

of a recruitment and

selection process against

agreed criteria

Identify strengths and

weaknesses of a recruitment

and selection process

Recommend

improvements to a


process, substantiating

them with evidence


Human Resource Strategy Development (Mandatory)

Learning Outcomes


1. Understand the scope of strategic human resource (HR) management

2. Be able to identify an organisation’s strategic HR requirements

3. Be able to formulate an organisation’s HR strategy






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Understand the scope of

strategic human resource

(HR) management

1.1 Assess the strategic and

operational implications

of HR management


scope of the implications,

identifying what and who will

be affected and how

Evaluate the

implications, setting out

the threats and

opportunities

1.2 Justify the business case

for equality of opportunity

and ethical management

in context of HR

management

Make a logical and objective

business case for equality of

opportunity and ethical

management that is

supported by evidence

Discuss cogently the

wider implications of

equal opportunities and

ethical management

1.3 Examine the history and

evolving role of HR

management

1.4 Clarify the role of the HR

function in an

organisation’s business

strategy

1.5 Assess the role of human

capital within a

knowledge economy

Appraise the importance and

benefits of human capital

within a knowledge economy

objectively, justifying views

with evidence

Draw on theories to

present a persuasive

business case for the

management of human

capital

2. Be able to identify an


HR requirements

2.1 Identify sources of internal

and external information

relevant to strategic

planning

2.2 Identify the scope of an

HR strategy

Analyse systemically all

aspects of the scope of an HR

strategy

Consider

comprehensively an


HR needs, substantiating

the importance with

examples

2.3 Identify legal and business

requirements that affect

strategic HR plans

3. Be able to formulate an

organisation’s HR strategy




(SMART) objectives which

address business

objectives and align with

identified needs

3.2 Identify the way in which

an HR strategy contributes

to an organisation’s

overall business strategy

Appraise the way in which an

HR strategy contributes to

business success in the short

and long term, discussing any

limiting factors and illustrating

views with evidence

Evaluate the extent of

an HR strategy’s

contribution to

organisational business

strategy and discuss

cogently its merits and

drawbacks

3.3 Explain the legal and

ethical requirements of an

HR strategy

3.4 Evaluate the role and

importance of strategic

HR stakeholders

3.5 Explain the basis of criteria

for evaluating an HR

strategy


Organisational Resource Planning (Mandatory)

Learning Outcomes


1. Understand the principles of human resource planning

2. Understand the principles of job design

3. Understand the use of planning tools and processes to aid human resource development






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:


of human resource

planning

1.1 Analyse the value and

uses of human resource

planning

1.2 Evaluate the effect on

human resource planning

of employment trends

and working practices

1.3 Evaluate the needs of

human resource planning

within different types of


1.4 Evaluate the application

of human resource

planning models

Identify models that are

appropriate for short term

and long term resource

planning

Evaluate

comprehensively the

practical, operational

and strategic

implications of different

HR planning models


of job design

2.1 Analyse the significance

of clarity of role

responsibilities and

organisational

expectations

2.2 Evaluate the role of job

design in motivating

people

Assess the application of

motivation theories to job

design

Discuss the business

benefits of a motivated

workforce, supporting

arguments with

evidence

2.3 Analyse the factors

affecting role and job

design

2.4 Evaluate the advantages

and disadvantages of job

design models and

methods

Analyse the application of

approaches to job and role

design

Evaluate the

conceptual basis of

different theories of job

design and motivation

3. Understand the use of

planning tools and

processes to aid human

resource development

3.1 Analyse the future skills

needs of an organisation


competences and

qualifications as a means

of developing the skills

needed in future


definitions of and distinctions

between competences,

competencies and

qualifications

Evaluate the

effectiveness of

competences and

qualifications as a

systematic means of

workforce development

3.3 Develop a career

management structure

which addresses business

needs and identifies

critical posts

3.4 Develop succession

planning processes which

address business needs

Discuss the components, uses

and advantages of

succession planning and

career management

Assess the scope of

succession planning

and the strategic

implications of a lack of

adequate succession

planning


Organisational Performance and Reward Policies (Mandatory)

Learning Outcomes


1. Understand the scope of performance and reward policies

2. Understand the principles and processes of job evaluation

3. Be able to develop reward policies






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Understand the scope of

performance and reward

policies

1.1 Evaluate the links

between performance

management and reward

policies

Assess the cost and efficacy

(i.e. providing incentives whilst

meeting legal requirements)

of the investment in reward in

terms of the likely outputs and

outcomes

Analyse the coherence

of reward policies with

other performance-

related policies, targets

and objectives

1.2 Identify legislative

changes that may have

an impact on reward

policies


of an effective

performance reward

system

Provide a comprehensive

assessment of the

requirements covering all

employees

Discuss potential

overlaps, gaps and

inconsistencies in the

design of a

performance reward

system

1.4 Determine the cost to an

organisation of changes

to reward policies


and processes of job

evaluation

2.1 Analyse the scope,

characteristics and uses of

an effective job

evaluation scheme

2.2 Analyse techniques to

evaluate jobs

Identify the weaknesses and

risks of job evaluation

techniques

Discuss the advantages


different job evaluation

techniques and their

limitations

2.3 Assess the factors that

affect job evaluation

Estimate the significance of

the factors affecting job

evaluations

Suggest a rational order

of priority of the factors

affecting job

evaluation, supported

by logical argument


equality of opportunity,

cost and career

management issues

3. Be able to develop

reward policies

3.1 Analyse the factors that

affect the design of a

reward policy

Assess the nature and extent

of the impact of a range of

factors affecting the design of

a reward policy

Evaluate the wider

implications of factors

affecting the design of

a reward policy


reward policies meet legal

and organisational

requirements and

incentivise staff

3.3 Analyse the role of

stakeholders in the design

and acceptance of

reward policies

Identify the likely commitment

and the nature of objections

in different stakeholder groups

Recommend strategies

to maximise

commitment and

overcome objections

raised by different

stakeholder groups


Employee Engagement Policies (Mandatory)

Learning Outcomes


1. Understand the development of an engaged workforce

2. Understand the management of human capital

3. Understand the management of change in an organisation






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:

To achieve a


evidence must show



the learner can:

1. Understand the

development of an

engaged workforce

1.1 Evaluate the rationale for

investment in employee

engagement

Set out the business case for


engagement, illustrated with

examples


fluent argument for


engagement,

supported by evidence

1.2 Evaluate the factors

associated with creating a

motivated and engaged

environment

Present a balanced view of

the input investment against

the value of the outcomes of

creating a motivated and

engaged environment

1.3 Analyse the dimensions of

engagement and the

effect of demographic

variables on attitudes to

work

2. Understand the

management of human

capital

2.1 Evaluate the concept,

scope and evolution of

intellectual capital

Evaluate comprehensively the

application of the intellectual

capital model, illustrating

views with examples

Draw on theories and

models to assess the

concept and scope of

intellectual capital

2.2 Assess the issues in

measuring human capital

Assess comprehensively the

issues in measuring human

capital, supporting views with

logical argument

Examine the issues in

quantitative and

qualitative

measurement of human

capital, supported with

examples

2.3 Discuss the strengths and

weaknesses of a range of

human capital

performance indicators

2.4 Analyse the information

needs of customers of

employee engagement

and human capital

reports

3. Understand the

management of change

in an organisation

3.1 Diagnose the drivers to

change

Diagnose accurately the

drivers to change, illustrated

with examples

Identify the way in

which the drivers to

change may affect an

organisation,


evidence

3.2 Evaluate the scope of

change


of planning for change

3.4 Evaluate the effectiveness

of change processes and

their strategic implications

Level 6 Diploma (QCF) - Optional Units



Employee Relations Policies (Optional)

Learning Outcomes


1. Understand the development of employee relations policies

2. Understand the conduct of negotiations with social partners

3. Be able to evaluate the effectiveness of employee relations






Learning Outcomes

The learner will:

Assessment Criteria



learner can:

To achieve a MERIT grade

the evidence must show

that, in addition to the pass


To achieve a


evidence must show



the learner can:

1. Understand the

development of

employee relations

policies

1.1 Evaluate the need for

employee relations policies

to support business aims

and objectives and

employee relations strategy

Examine the link between

employee relations and the

achievement of business

objectives, supporting views

with evidence

Apply theoretical

perspectives to

substantiate views of the

importance of

employee relations

1.2 Analyse the impact of

employee relations policies

and changes to them

Analyse the scope and

interrelationship of different

aspects of employee

relations policies

Evaluate the

implications of

employee relations

policies

1.3 Evaluate the scope and

implications of changes in

legislation

2. Understand the conduct

of negotiations with social

partners

2.1 Analyse the principles,

protocols and models of

negotiation and collective

bargaining

Illustrate the principles,


negotiation and collective

bargaining with examples


of applying principles,


negotiation and

collective bargaining in

different contexts

2.2 Evaluate the potential

consequences of

ineffective negotiations

2.3 Evaluate the requirements

of ethical behaviour


effectiveness of employee

relations

3.1 Explain techniques of data

collection and analysis


of benchmarking an

organisation’s employee

relations

Explain the benchmarking

requirements of an

organisation’s employee

relations against a range of

criteria

Evaluate the use of

current thinking and

trends in benchmarking

an organisation’s

employee relations

3.3 Assess the consequences

of poor employee relations


Development of a Learning Organisation (Optional)

Learning Outcomes


1. Understand the role of knowledge management in an organisation

2. Understand the formulation of learning and development policies and strategies






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:




the pass and merit criteria,

the learner can:

1. Understand the role of

knowledge management

in an organisation

1.1 Analyse the role of


in different organisational

structures

1.2 Evaluate different models

of knowledge

management

Analyse the benefits and

drawbacks of different models

of knowledge management

Examine the principles

underpinning different

models of knowledge

management

1.3 Evaluate the contribution

of knowledge

management to

organisational strategy

and performance


use of a range of knowledge

management strategies and

models in organisational

strategy and performance

Evaluate the theoretical

concepts and practical

aspects of knowledge

management and its value

to an organisation

1.4 Examine the notion of


as a social construct

2. Understand the

formulation of learning

and development

policies and strategies

2.1 Identify strategic skills and

knowledge requirements

from an analysis of

organisational strategy,

structure and roles

2.2 Assess the implications of

current and future issues in

learning and

development


implications of learning and

development for an

organisation’s structure,

modus operandi and skills

needs

Assess the likely benefits

and drawbacks of

adopting best practice

and emerging ideas on



strategic learning and

development partnerships

Discuss the benefits and

opportunities of strategic


partnerships

Consider the threats and

disadvantages of strategic


partnerships

2.4 Analyse the features of an

effective professional

development framework

2.5 Justify the business case

for learning and

development


Organisational Structure Development (Optional)

Learning Outcomes


1. Understand the culture and structure of an organisation

2. Understand the impact of organisational culture and values

3. Understand the development of organisational structures






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:




the pass and merit


1. Understand the culture

and structure of an

organisation

1.1 Evaluate the need for and

drivers to organisational

change and its effect on

organisational culture

1.2 Analyse the influence of

management styles,

ethical behaviour and

values on organisational

culture

Discuss the fit between

different management styles

and forms of ethical

behaviour and different


Evaluate the impact of

different management

styles and forms of ethical

behaviour, examining the

associated threats and

opportunities

1.3 Assess the importance

and influence of

organisational expressions

of its culture and values


of a chain of command

and communication

mechanisms

2. Understand the impact of

organisational culture

and values

2.1 Evaluate the suitability of

different models of

organisational behaviour

to different organisational

structures

Discuss the strategic and

operational implications of

different models of

organisational behaviour,


examples

Synthesise different

theoretical approaches

and perspectives to make

recommendations on

optimum models in

different contexts

2.2 Assess the implications of

work ethics, the Peter

Principle and Parkinson’s

Law

2.3 Assess the influence of

quality approaches on

organisational culture and

values


underpinning different quality

approaches

Discuss the suitability of

different approaches to

quality to different

organisational cultures

3. Understand the

development of


3.1 Evaluate the factors

influencing organisation

design

Analyse comprehensively

how a range of internal and

external factors influence

organisation design

Assess the wider

implications of the factors

affecting organisation

design

3.2 Evaluate the alignment of

organisational structure

with an organisation’s

overall vision, strategy and

business objectives

3.3 Analyse the historical

development of

organisations


underpinning theories and

perspectives of organisational

development


coherent critique of the

history of organisational

development


Performance Management System Design (Optional)

Learning Outcomes


1. Understand the business need for a performance management system

2. Be able to design a performance management system

3. Understand how to evaluate a performance management system






Learning Outcomes

The learner will:

Assessment Criteria



learner can:




the learner can:




the pass and merit


1. Understand the business

need for a performance

management system

1.1 Explain the role of a

steering group that is

representative of

stakeholder needs


of gaining acceptance to

a performance

management system

Identify comprehensively the

extent of acceptance of a

performance management

system by different employee

groups

Extrapolate the potential

consequences of a lack

of commitment and

acceptance

2. Be able to design a

performance

management system


the system is job-related,

practical and includes

measurable standards

2.2 Specify organisational

expectations and

individuals’ entitlements

Identify the need for

coherence between

organisational policies,

procedures and stated

expectations

Analyse how to design a

system that provides

incentives but which is

justified as realistic and

affordable

2.3 Confirm that the system

provides comprehensive

coverage and offers

value for money


competence frameworks,

qualifications and

psychometric instruments

as a means of developing

and measuring

performance

Assess the potential outcomes

of the use of competence

frameworks, qualifications

and psychometric instruments


underpinning

competence frameworks,

qualifications and

psychometric instruments

2.5 Analyse the significance

of piloting a new process

Identify issues for the wider

application of a pilot, e.g. the

need for more resources or

improvements to procedures

Examine the notions and

application of sampling

and generalisability in the

context of applying a

pilot across an

organisation

3. Understand how to

evaluate a performance

management system

3.1 Explain how to establish

evaluation criteria that

are valid and reliable

Explain the features and

importance of validity and

reliability

Analyse the theoretical

underpinnings of validity

and reliability in context of

assessment and

evaluation of

performance

3.2 Analyse and interpret

information to enable

valid judgments to be

made

3.3 Identity the effectiveness

of a performance

management system

Level 4 Diploma (QCF) - Mandatory Units … · Human Resource Management - Level 4 Diploma (QCF)...

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