CIPD Level 5 Associate Diploma in Organisational Learning and Development

CIPD Level 5 Associate Diploma in Organisational Learning and Development

Compulsory Units

Unit: 5CO01 Organisational Performance and Culture in Practice

Credit Value: 7

GLH: 30

Learning Outcome 1: Understand the Connections Between Organisational Structure, Strategy and the Business Operating Environment

• AC 1.1: Evaluate the Advantages and Disadvantages of Different Types of Organisation Structures, Including the Reasons Underpinning Them
• AC 1.2: Analyse Connections Between Organisational Strategy, Products, Services and Customers
• AC 1.3: Analyse External Factors and Trends Impacting Organisations to Identify Current Organisational Priorities
• AC 1.4: Assess the Scale of Technology Within Organisations and How It Impacts Work

Learning Outcome 2: Understand Organisational Culture and Theoretical Perspectives on How People Behave at Work

• AC 2.1: Explain Theories and Models Which Examine Organisational and Human Behaviour
• AC 2.2: Assess How People Practices Impact on Organisational Culture and Behaviour
• AC 2.3: Explain Different Approaches to Managing Change
• AC 2.4: Discuss Models for How Change Is Experienced
• AC 2.5: Assess the Importance of Wellbeing at Work and the Different Factors Which Impact Wellbeing

Learning Outcome 3: Understand How People Practice Supports the Achievement of Business Goals and Outcomes

• AC 3.1: Discuss the Links Between the Employee Lifecycle and Different People Practice Roles
• AC 3.2: Analyse How People Practice Connects with Other Areas of an Organisation and Supports Wider People and Organisational Strategies
• AC 3.3: Discuss Processes for Consulting and Engaging with Internal Customers to Understand Their Needs

Unit: 5CO02 Evidence-based Practice

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand Strategies for Effective Critical Thinking and Decision-making

• AC 1.1: Evaluate the Concept of Evidence-based Practice Including How It Can Be Applied to Decision-making in People Practice
• AC 1.2: Evaluate a Range of Analysis Tools and Methods Including How They Can Be Applied to Diagnose Organisational Issues, Challenges and Opportunities
• AC 1.3: Explain the Principles of Critical Thinking Including How You Apply These to Your Own and Others’ Ideas
• AC 1.4: Explain a Range of Decision-making Processes
• AC 1.5: Assess How Different Ethical Perspectives Can Influence Decision-making

Learning Outcome 2: Understand the Importance of Decision-making Strategies to Solve People Practice Issues

• AC 2.1: With Reference to a People Practice Issue, Interpret Analytical Data Using Appropriate Analysis Tools and Methods
• AC 2.2: Present Key Findings for Stakeholders from People Practice Activities and Initiatives
• AC 2.3: Make Justified Recommendations Based on Evaluation of the Benefits, Risks and Financial Implications of Potential Solutions

Learning Outcome 3: Be Able to Measure the Impact and Value of People Practice to the Organisation

• AC 3.1: Appraise Different Ways Organisations Measure Financial and Non-financial Performance
• AC 3.2: Explain How to Measure the Impact and Value of People Practice Using a Variety of Methods

Unit: 5CO03 Professional Behaviours and Valuing People

Credit Value: 5

GLH: 20

Learning Outcome 1: Be Able to Demonstrate Professional and Ethical Behaviours, in the Context of People Practice

• AC 1.1: Appraise What It Means to Be a People Professional
• AC 1.2: Recognise How Personal and Ethical Values Can Be Applied in the Context of People Practice
• AC 1.3: Consider the Importance of People Professionals Contributing to Discussions in an Informed, Clear and Confident Way to Influence Others
• AC 1.4: Recognise When and How You Would Raise Matters Which Conflict with Ethical Values or Legislation

Learning Outcome 2: Be Able to Champion Inclusive and Collaborative Strategies for Building Positive Working Relationships

• AC 2.1: Argue the Human and Business Benefits of People Feeling Included, Valued, and Fairly Treated at Work Linking to Related Theory
• AC 2.2: Discuss Strategies for Designing and Ensuring Inclusive People Practices
• AC 2.3: Reflect on Your Own Approach to Working Inclusively and Building Positive Working Relationships with Others

Learning Outcome 3: Be Able to Demonstrate Personal Commitment to Learning, Professional Development and Performance Improvement

• AC 3.1: Explore How the Role of a People Professional Is Evolving and the Implications This Has for Continuing Professional Development
• AC 3.2: Assess Your Strengths, Weaknesses and Development Areas Based on Self-assessment and Feedback from Others
• AC 3.3: Formulate a Range of Formal and/or Informal Continuing Professional Development (CPD) Activities to Support Your Learning Journey
• AC 3.4: Reflect on the Impact of Your Continuing Professional Development Activities on Own Behaviour and Performance

Specialist Units

Unit: 5LD01 Supporting Self-directed and Social Learning

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand Theoretical Concepts of Self-directed and Social Learning

• AC 1.1: Explain the Concepts of, and Connections Between Self-directed and Social Learning
• AC 1.2: Assess Underpinning Theories Related to Self-directed and Social Learning
• AC 1.3: Evaluate the Potential Benefits and Risks of Self-directed and Social Learning for Both Individuals and Organisations

Learning Outcome 2: Understand How to Encourage and Engage Individuals in Self-directed and Social Learning and Development Activities

• AC 2.1: Explain the Steps Organisations Can Take to Encourage Informal and Self-directed Learning
• AC 2.2: Explain the Steps Organisations Can Take to Encourage Social Learning
• AC 2.3: Critically Assess Theories of Learner Differences in Relation to Ways of Accessing and Undertaking Self-directed and Social Learning
• AC 2.4: Assess How Digital and Technological Innovation Are Encouraging and Enabling Self-directed and Social Learning
• AC 2.5: Discuss Strategies for Supporting Individuals to Reflect on and Measure the Impact of Self-directed and Social Learning

Learning Outcome 3: Be Able to Support Self-directed and Social Learning Through the Curation of Learning Resources

• AC 3.1: Evaluate Principles Underpinning the Curation of Learning Resources for Self-directed and Social Learning, Either as Part of a Wider Learning and Development Programme or as a ‘Stand-alone’ Resource
• AC 3.2: Curate a Range of Accessible Learning Resources in Relation to a Specific Area of Learning Using an Appropriate Platform/Method to Make Them Accessible to Others
• AC 3.3: Develop Guidance Which Encourages and Supports Learners to Be the Curators of Resources for One Another

Unit: 5LD02 Learning and Development Design to Create Value

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand the Legal, Cultural, Logistical, Financial and Learner Factors to Be Considered When Designing Learning and Development

• AC 1.1: Explore Key Factors to Be Considered When Designing Learning and Development Activities
• AC 1.2: Assess Factors to Consider When Designing Learning and Development Programmes for Dispersed Workforces
• AC 1.3: Explain How Inclusivity and Accessibility Can Be Built into Learning and Development at Design Stage

Learning Outcome 2: Be Able to Establish Learning and Development Needs in Relation to Organisational Outcomes

• AC 2.1: Evaluate Methods for Identifying Organisational Learning Needs and Key Principles
• AC 2.2: Conduct Key Stakeholder Analysis to Identify Areas of Need in Relation to Learning and Development Activity
• AC 2.3: Convert Relevant Information from the Stakeholder Analysis into Clearly Stated Learning and Development Outcomes
• AC 2.4: Assess How Individual and Team Learning and Development Outcomes Align to Organisational or Departmental Strategy

Learning Outcome 3: Be Able to Design Engaging Learning and Development Solutions Underpinned by Learning Theory That Address Identified Outcomes

• AC 3.1: Assess How Aspects of Learning-related Theory, Psychology and Neuroscience Influence Approaches to the Design of Learning and Development
• AC 3.2: Discuss a Range of Learning and Development Delivery Methods and How They Can Be Blended Together to Form an Engaging and Effective Learning and Development Solution
• AC 3.3: Design a Learning and Development Solution Which Addresses and Combines Identified Learning and Development Outcomes:
  • Learning Methods
  • Engagement Techniques
  • Impact Measurement Activities

Unit: 5LD03 Facilitate Personalised and Performance Focused Learning

Credit Value: 6

GLH: 25

Learning Outcome 1: Be Able to Prepare for an Engaging and Impactful Learning and Development Activity

• AC 1.1: Evaluate Internal and External Factors to Consider as Part of Preparation for Learning and Development Activities
• AC 1.2: Prepare a Range of Personalised, Accessible Learning Resources to Enhance Learning

Learning Outcome 2: Be Able to Deliver a Learning and Development Activity Using Effective and Inclusive Facilitation Methods

• AC 2.1: Discuss the Concept of Facilitation and Facilitation Techniques That Can Be Applied to Support Learning
• AC 2.2: Demonstrate Techniques for Monitoring the Effectiveness of Learning Activities, Including Making Adjustments to Meet the Needs of Individual Learners Within a Group Context
• AC 2.3: Explore the Ethical Factors Involved in Facilitation of Learning
• AC 2.4: Deliver or Facilitate an Inclusive Learning and Development Activity Using Resources That Meet Outcomes

Learning Outcome 3: Understand Strategies Which Support the Transfer of Learning to the Workplace

• AC 3.1: Explain the Concept of ‘Transfer of Learning’ and Its Significance in Workplace Learning
• AC 3.2: Critically Assess Strategies for Supporting the Transfer of Learning from Learning and Development Activities to the Workplace
• AC 3.3: Evaluate the Role of Line Managers in Supporting Transfer of Learning for Their Team Members, and How Learning and Development Can Support Them in This

Optional Unit

Unit: 5OS06 Leadership and Management Development

Credit Value: 6

GLH: 25

Learning Outcome 1: Understand the Relevance of Leadership and Management and the Knowledge, Skills and Behaviours Required

• AC 1.1: Analyse the External Factors That Drive the Need for Leadership and Management Within the Organisation
• AC 1.2: Explain the Key Differences Between Leadership and Management Roles and Styles and the Implications of Each for Organisational Effectiveness
• AC 1.3: Compare the Different Knowledge, Skills and Behaviours Required for Leadership and Management in Organisations

Learning Outcome 2: Understand a Range of Different Learning and Development Initiatives in Developing Leaders and Managers

• AC 2.1: Discuss the Role of People Professionals in Supporting Leadership and Management Development Initiatives
• AC 2.2: Evaluate the Different Concepts and Range of Approaches That Are Available for Effective Leadership and Management Development
• AC 2.3: Discuss Why Diversity and Inclusion Should Be an Integral Component of Leadership and Management Development Initiatives

Learning Outcome 3: Understand the Effectiveness of Leadership and Management Development Initiatives

• AC 3.1: Evaluate the Indicators of Successful Leadership and Management Development Initiatives
• AC 3.2: Explain the Range of Stakeholders and the Involvement They Have in Leadership and Management Development Initiatives
• AC 3.3: Assess the Impact and Importance That Leadership and Management Development Initiatives Have on Organisational Culture, Strategy, Reputation and Performance