Description
Word count to be followed for each task.Check attached file name before answer below Tasks Learner Assessment Brief.Follow High pass section in file name Grading grid to answer the questions.Include appendix.Answers to be completed in this template.One reference for each question.advised to make work clear and well presented.void plagiarism, the work should be in your own words, and ensure it is ZERO.All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).Harvard reference style.
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5CO03
Professional behaviours
and valuing people
Learner Assessment Brief
Assessment ID / CIPD_5CO03_23_01
Level 5 Associate Diploma in
People Management
▪ Organisational Learning and Development
▪
•
Version 1 – Released June 2023
•
Expires June 2024
•
Study Centre information only: Last moderation window is September 2024
Level 5 Associate Diploma
5CO03
Professional behaviours and
valuing people
This unit focuses on how applying core professional behaviours such as ethical practice, courage
and inclusivity can build positive working relationships and support employee voice and well-being. It
considers how developing and mastering new professional behaviours and practice can impact
performance.
CIPD’s insight
HR and standards (December 2022)
This factsheet explains what British and International standards in HR are and why they matter. It
introduces the British and International HR standards already published or under development and
outlines the CIPD involvement in their development. Whether or not organisations have a dedicated
HR team, they will at some point need guidance on ethical and effective human resource
management practice in areas such as workforce planning, recruitment, inclusion and diversity,
learning and development, and human capital reporting. British and International standards provide
such guidance. International experts develop them, in collaboration with key stakeholders. These
standards advocate responsible people management practices and support the organisations that
adopt them to improve their organisational resilience and
sustainability.https://www.cipd.co.uk/knowledge/strategy/hr/standards-factsheet
Equality, diversity and inclusion (EDI) in the workplace (November 2022)
Promoting and delivering EDI in the workplace is an essential aspect of good people management.
To reap the benefits of EDI, it’s about creating working environments and cultures where every
individual can feel safe, a sense of belonging and is empowered to achieve their full potential. Whilst
legal frameworks vary across different countries, in the UK the Equality Act 2010 provides legal
protection for nine protected characteristics: age, disability, gender reassignment, marriage and civil
partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation. However,
an effective EDI strategy goes beyond legal compliance and seeks to take an intersectional
approach adding value to an organisation, contributing to the wellbeing and equality of outcomes
and impact on all employees. This includes: accent, age, caring responsibilities, colour, culture,
visible and invisible disability, gender identity and expression, mental health, neurodiversity, physical
appearance, political opinion, pregnancy and maternity/paternity and family status and socioeconomic circumstances amongst other personal characteristics and experiences. This factsheet
explores what workplace equality inclusion and diversity (EDI) means, and how an effective strategy
is essential to an organisation’s business objectives. It looks at the rationale for action and outlines
steps organisations can take to implement and manage a successful EDI strategy, from recruitment,
selection, retention, communication and training to addressing workplace behaviour and evaluating
progress.https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet#6428
Ethical practice and the role of people professionals (August 2022)
Scandals involving workplace harassment and poor treatment of workers have highlighted what can
happen when ethics aren’t integral to the way organisations operate. With unique access to staff
throughout their careers, as well as opportunities to influence an organisation’s strategy and the way
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Level 5 Associate Diploma
it manages its workforce, people professionals are uniquely placed to support embedding principled
decision-making into daily practice. Ethics are at the heart of professionalism. To create cultures of
transparency and trust, practitioners should demonstrate strong standards of integrity when advising
business leaders. This factsheet explores what ethical practice means and why it matters in an
organisational context. It outlines the trade-offs involved in upholding ethical values and the
challenges faced by people professionals. Finally, it looks at the profession’s role in creating ethical
organisational cultures.
https://www.cipd.co.uk/knowledge/culture/ethics/role-hr-factsheet
Ethics at work: an employer’s guide
Ethical values provide the moral compass by which we live our lives and make decisions: ‘doing the
right thing’ because it’s the right thing to do. However, there are several reasons why unethical
behaviour continues to happen in the workplace, from individual actions and choice to industry-wide
indiscretions and compromising decisions.
In this guide, we discuss the red flags to watch out for, along with practical tips and resources to
safeguard your organisation and people against ethical breaches and misconduct. The guide draws
on – and complements – the latest CIPD research, and features nine areas of action employers can
prioritise to ensure they behave ethically. If you’re an employer or manager looking to foster and
encourage ethical behaviour in your organisation, you’ll find the practical advice you need in this
guide.https://www.cipd.co.uk/knowledge/culture/ethics/ethics-work-guide
Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject
area, so that you can engage with the latest thinking. It is not provided to replace the study required as part of
the learning or as formative assessment material.
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Level 5 Associate Diploma
Preparation for the Tasks:
▪
At the start of your assignment, you are encouraged to plan your assessment work with your
Assessor and where appropriate agree milestones so that they can help you monitor your
progress.
▪
Refer to the indicative content in the unit to guide and support your evidence.
▪
Pay attention to how your evidence is presented, remember you are working in the People
Practice Team.
▪
Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
▪
Completing and acting on formative feedback from your Assessor.
▪
Reflecting on your own experiences of learning opportunities and continuous professional
development.
▪
Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as
key research authors on the subject.
Version 1 – Released June 2023
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Level 5 Associate Diploma
Task One –Professional and ethical
behaviours
This task requires you to consider the significance of professional and ethical behaviours for a
people practitioner and the values that underpin the people practice profession.
To complete the task, you should provide a written response to each of questions below, making
appropriate use of academic theory and practical examples to expand your response and illustrate
key points.
1) With reference to typical activities and behaviours, appraise what it means to be a ‘people
professional’. (AC 1.1)
2) Discuss how ethical values underpin the work of a people professional, including two
examples of how ethical values might be applied in a people practice context. (AC 1.2)
3) Consider the importance of people professionals being able to influence others and ensure
that the ‘people practice voice’ is heard in an organisation, through informed, clear and
confident communication. (AC 1.3)
4) For each of the situations below (a & b), provide an example of an issue that would cause
you to raise the matter to a manager (or other authority) – and describe how you would do
this.
a) where you consider something to be unethical (whether or not it is illegal),
b) where you believe something contravenes legislation. (AC 1.4)
5) Discuss two theories or models relating to the human and business benefits of people at
work feeling included, valued, and fairly treated, concluding your discussion with a summary
of your own view of these benefits. (AC 2.1)
6) Discuss two ways in which a people professional can build inclusivity into a people practice
initiative at the design stage, and two ways of checking inclusivity after a people practice
initiative is implemented. (AC 2.2)
TASK ONE
Your evidence must consist of:
▪
Written responses to each of the 6 instructions above.
(Approximately 2250 words in total, refer to CIPD word count policy)
Version 1 – Released June 2023
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Level 5 Associate Diploma
Task Two – Professional Review
This task requires you to demonstrate your commitment to professional development and
performance improvement.
To complete the task, you are asked to undertake some reflection, self-assessment, and
consideration of other’s feedback, leading to an identification of your strengths, weaknesses, and
development areas. Following this identification, you will formulate a range of formal and/or informal
activities to address your development needs and support your continuous development.
The task then shifts to a retrospective stance, where you are asked to reflect on the impact of
development activities already undertaken, in the last 12 months.
All five activities below must be completed.
1. Reflect on your own approach to working inclusively and building positive working
relationships with others. (AC 2.3)
2. Explore how the role of a people professional (specialist or generalist) is evolving and the
implications this has for your CPD. (AC 3.1)
3. With reference to your responses for Q1 & Q2, and feedback on your behaviours or
performance obtained from (at least) one other person, assess your current strengths,
weaknesses, and development needs. Your response should include an explanation of the
feedback received and how it has informed your self- assessment. (AC 3.2)
4. In follow-up to your self-assessment, identify a range of formal or informal development
activities you will undertake to support your ongoing professional development. Your
response should include a brief description of your chosen activities and your reasons for
selecting them. (AC 3.3)
(Note: If using the CIPD ‘My Learning Plan’, you may find it useful to self-assess against the
behaviours: ‘Working Inclusively’ and ‘Passion for Learning’ (along with other relevant areas)
as this will stimulate development ideas around the areas at Q1 and Q2 above. (However,
there is no requirement to provide copies of these self-assessment pages.) Your Learning
Plan activities can be ‘copied and pasted’ into your assignment document, and edited so that
you are not adding unnecessarily to your word count.)
5. Reflect on the impact of three previous learning activities (i.e., not the activities planned at
Q4 above) on your behaviour and performance. The selected activities may be any
formal/planned or informal/unplanned activities undertaken in the last 12 months, which you
consider to have impacted your behaviour and performance. (AC 3.4)
Present your reflections, attached to your assignment, as either:
▪ your own format CPD record, edited to include just the three selected activities, or
▪ a report (or reports) from the CIPD ‘My CPD Reflections’ tool.
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Level 5 Associate Diploma
TASK TWO
Your evidence must consist of:
▪
Written responses to questions 1-4,
(Approximately 1000 words in total, refer to CIPD word count policy)
▪
Either:
– an own-format CPD record, edited to include just the three selected activities, or
– a report (or reports) covering the three selected activities, from the CIPD My CPD
Reflections tool.
(Not included in word count.)
Version 1 – Released June 2023
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Level 5 Associate Diploma
Assessment Criteria Checklist
You may find the following checklist helpful to make sure that you have included the required
evidence to meet the task.
Task 1 – Professional, ethical, and inclusive behaviours.
Assessment criteria
1.1
Appraise what it means to be a people professional.
1.2
Recognise how personal and ethical values can be applied in the context of people
practice.
1.3
Consider the importance of people professionals contributing to discussions in an
informed, clear and confident way to influence others.
1.4
Recognise when and how you would raise matters which conflict with ethical values or
legislation.
2.1
Argue the human and business benefits of people feeling included, valued, and fairly
treated at work linking to related theory.
2.2
Discuss strategies for designing and ensuring inclusive people practices.
Task 2 – Professional Development
Assessment criteria
2.3
Reflect on your own approach to working inclusively and building positive working
relationships with others.
3.1
Explore how the role of a people professional is evolving and the implications this has for
continuing professional development.
3.2
Assess your strengths, weaknesses and development areas based on self-assessment
and feedback from others.
3.3
Formulate a range of formal and/or informal continuing professional development (CPD)
activities to support your learning journey.
3.4
Reflect on the impact of your continuing professional development activities on own
behaviour and performance.
Version 1 – Released June 2023
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Level 5 Associate Diploma
5CO03
Professional behaviours and
valuing people
Assessment Criteria marking descriptors.
Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will
indicate where the learner sits within the marking band range for each AC.
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors
should use the mark descriptor grid as guidance so they can provide comprehensive feedback that
is developmental for learners. Please be aware that not all the mark descriptors will be present in
every assessment criterion, so assessors must use their discretion in making grading decisions.
The grid below shows the range for each unit assessment result based on total number of marks
awarded across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the
assessment criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE
of the assessment criteria have been failed or referred.
Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral
grades can be used internally by the centre.
Overall mark
Unit result
0 to 21
Fail
22 to 28
Low Pass
29 to 35
Pass
36 to 44
High Pass
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Level 5 Associate Diploma
Marking Descriptors
Mark Range
Descriptor
1
Fail
Insufficient demonstration of knowledge, understanding or skills (as
appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does
not meet the assessment brief.
Insufficient or no evidence of the use of references to wider reading to
help inform answer.
2
Low Pass
Demonstrates an acceptable level of knowledge, understanding or
skills (as appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to
support answers.
Required format adopted but some improvement required to the
structure and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task
and presented in a more coherent way.
Sufficient evidence of the use of references to wider reading to help
inform answer.
3
Pass
Demonstrates good knowledge, understanding or skills (as
appropriate) required to meet the AC.
Includes confident use of examples, where required, to support each
answer.
Presentation and structure of assignment is appropriate for the
assessment brief.
Answers are clear and well expressed.
Good evidence of the use of references to wider reading to help
inform answer.
4
High Pass
Demonstrates a wide range and confident level of knowledge,
understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link
and support the answer well.
Answers are applied to the case organisation or an alternative
organisation.
Answers are clear, concise and well argued, directly respond to what
has been asked.
The presentation of the assignment is well structured, coherent and
focusses on the need of the questions.
Considerable evidence of the use of references to wider reading to
inform answer.
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The Profession Map
The Profession Map sets the international benchmark for the people profession. Use it to make better
decisions, act with confidence, perform at your peak, drive change in your organisation and progress in your
career. No matter who you are in the profession, whether you’re a CIPD member or not, the Profession Map is
relevant to you.
The Profession Map includes areas relevant to all people professionals (purpose and values, Core knowledge
and Core behaviours), and optional areas dependent upon your role (Specialist knowledge).
Core
knowledge
• People practice
• Culture and
behaviour
• Business acumen
• Evidence-based practice
• Technology and people
• Change
peopleprofession.cipd.org
Core
behaviours
• Ethical practice
• Professional courage
and influence
• Valuing people
• Working inclusively
• Commercial drive
• Passion for learning
• Insights focused
• Situational
decision-making
Specialist
knowledge
• Employee experience
• Employee relations
• Equality, diversity and
inclusion
• Learning and development
• Reward
• People analytics
• Organisation development
and design
• Resourcing
• Talent management
• Wellbeing
About the levels
The Profession Map identifies four different impact levels and details the knowledge and behaviours required to
excel at each of them. This means you can see exactly what it takes to make a positive contribution, whether
you’re a senior leader, a dedicated specialist or just starting out in your field.
The levels are relevant to all people professionals:
• regardless of your role or specialism
• whether you’re a CIPD member or not
• whether you’re an employee, a consultant or self-employed.
The Standards help you understand the knowledge and behaviours that will enable you to be your best – regardless
of whether you move through the levels, or develop and excel at one particular level.
Which level are you?
Start by browsing through the descriptions below to determine which level you broadly align with. If you identify
with a couple of levels, explore these levels in more detail to help you identify which one most closely represents
your work. When you know which level your work best aligns to, use the knowledge and behaviour Standards at that
level to make sure you’re having your best impact.
As you move through the levels, the nature of your work becomes more strategic, the way you use information
changes, and the extent to which you influence and impact others increases.
Foundation level
Your work is likely to be tactical, and focused on the day-to-day delivery of tasks. You’ll gather information to use
in your role, and use information to understand your work, organisation and profession.
You’ll work with and deliver immediate and short-term outcomes for your manager, colleagues and customers.
Foundation level is equivalent to Foundation Member (Foundation CIPD).
Associate level
Your work will usually be operational, with some complexity. You’ll contribute to the thinking around your work,
and analyse information to inform your choices and actions.
You’ll work with and influence immediate colleagues and customers, though your work will create short-term value
for a wider audience.
Associate level is equivalent to Associate Member (Assoc CIPD).
Chartered Member level
Your work will require thinking at a strategic level, and have complexity in the thinking and/or delivery. You’ll
critically question information and evaluate it to make judgements and decisions.
You’ll work with and influence a range of stakeholders, creating medium to long-term value for a wide audience.
Chartered Member level is equivalent to Chartered Member (Chartered MCIPD).
Chartered Fellow level
Your work is likely to be entirely strategic in thinking and/or delivery, with a significant level of complexity. You’ll
develop evidence-based thinking to shape the profession or drive people change.
You’ll influence stakeholders across the profession, and create long-term value for significant numbers of people.
Chartered Fellow level is equivalent to Chartered Fellow (Chartered FCIPD).
peopleprofession.cipd.org
Core knowledge
The knowledge required to be an
expert in people, work and change
We’ve defined six areas of knowledge required to drive change, create value and make a positive impact in the
world of work.
Built on the latest research and insights, the core knowledge areas represent the theory underpinning the people
profession, identified through academic research and input from across the profession. They set out everything you
need to know to be an effective practitioner, regardless of your role, sector or specialism.
Core
knowledge
• People practice
• Culture and
behaviour
• Business acumen
• Evidence-based practice
• Technology and people
• Change
peopleprofession.cipd.org
Core
behaviours
• Ethical practice
• Professional courage
and influence
• Valuing people
• Working inclusively
• Commercial drive
• Passion for learning
• Insights focused
• Situational
decision-making
Specialist
knowledge
• Employee experience
• Employee relations
• Equality, diversity and
inclusion
• Learning and development
• Reward
• People analytics
• Organisation development
and design
• Resourcing
• Talent management
• Wellbeing
CORE KNOWLEDGE
People practice
Understanding the range of people practices needed to be an effective people professional.
Foundation level
Associate level
Chartered Member level
Chartered Fellow level
The employee lifecycle,
and where the work you
do sits within it
The employee lifecycle
and how other people
practices impact your
work and vice versa
A range of people
practices, and how to
design them in an
integrated way
People practices across a
range of specialisms, and
how to integrate these to
create a holistic people
offering
Policy, regulation and
law relevant to your
work
Policy, regulation and
law relevant to your
work and how to ensure
people practices are
compliant
Current and future
regulation and law
relevant to your work,
how to apply it, and how
to mitigate risk
Workforce
planning
What workforce planning
is
The stages of workforce
planning including
current workforce
analysis, determining
future needs, identifying
gaps and action planning
Current and future
regulation and law relevant
to your work, and how to
assess impact and risk for
organisations and industry
sector
How workforce planning
informs other people
practices and wider
business planning
How to use strategic
workforce planning to
inform future people and
organisation strategy
Skills and
capabilities
How your organisation
assesses people’s skills
and capability
How to conduct skills or
capability audits and gap
analyses in your area of
work
How to assess current and
future capability needs
How to build future
organisation and sector
capability
Performance
management
Performance
management approaches
in your organisation
Different approaches to
performance
management and their
pros and cons
The impact of different
performance management
approaches, and how
performance management
data can be used to drive
improvements
The impact of different
performance management
approaches on organisation
culture and performance
Wellbeing
What wellbeing is and
why it’s important
Why wellbeing is
important, and the
different factors that
impact wellbeing
How to integrate
wellbeing into people
practices
How to integrate wellbeing
into people strategies
Equality,
diversity and
inclusion
What equality, diversity
and inclusion is, and why
it’s important
How to build equality,
diversity and inclusion
into your work
How to integrate equality,
diversity and inclusion into
people practice to create
value in your area of work
How to build equality,
diversity and inclusion
approaches that positively
impact an organisation’s
culture and performance
Flexible ways
of working
Different flexible ways
of working (eg
workplace-based,
hybrid, remote)
How to develop people
practices for a hybrid
workforce that enhances
performance and
engagement
How to identify strategic
opportunities and adapt
people strategies for a
hybrid workforce
How to coach managers
and leaders to build
cohesion and trust across a
hybrid workforce
How to integrate flexible
ways of working within the
wider organisation culture
balancing the needs of all
stakeholders
Understanding
people
practices
Law and
regulation
Enabling
flexible ways
of working
N/A
peopleprofession.cipd.org
How to adapt people
processes and practices
for workplace-based,
hybrid and remote
working
How to advise line
managers and teams on
workplace-based, hybrid
and remote working,
ensuring fairness and
communication
CORE KNOWLEDGE
Culture and behaviour
Understanding people’s behaviour and creating the right organisation culture.
Foundation level
Associate level
Chartered Member level
Chartered Fellow level
What culture is
and why it’s
important
What a positive
culture looks and
feels like
Different approaches to
culture development and
how to align people
practices to culture
The impact that wider
cultures have (eg country,
sector) on building and
shaping organisation
culture
That an
organisation is a
whole system,
and that your
work and actions
have an impact
elsewhere
How people practices
impact on behaviour,
culture, systems and
structures
How to apply systemic
thinking to a range of
people practices
How systemic approaches
contribute to organisation
performance
N/A
Key theories and
findings from
behavioural science
(eg fight-or-flight
response, thinking
biases)
What ethics is,
and that your
actions have
consequences
Different ethical
perspectives and how
they influence your
own values and
decisions
Learning
approaches
That people learn
and develop in
different ways
Different ways of
learning, different
approaches to
professional
development, and
how to apply them in
everyday situations
Facilitation,
coaching,
consulting
What facilitation,
consulting,
coaching and
mentoring are
Different models of
facilitation,
consulting, coaching
and mentoring, and
when to use them
Effective
teams
How to work
effectively as part
of a team
How to develop team
relationships and
ways of working
together to enable
performance
Enabling
resilience
Causes of stress
and poor mental
and physical
health
What managers can
do to prevent and
manage stress and
develop the
resilience of team
members
Employee
engagement
How employee
engagement
impacts the way
people feel at
work
The importance
of listening to a
diverse range of
voices
Organisation
culture
Systems
thinking
Behavioural
science
Ethics
Diverse
employee
voices
peopleprofession.cipd.org
How to apply
behavioural science to
shape people practices
and create the
conditions in which
people can thrive and
perform
Different ethical
perspectives, and how
different mindsets and
values influence internal
and external decisionmaking
Emerging learning trends
and theories, and how
they apply to the
ongoing development of
people
How to apply and adapt
different models of
facilitation, consulting,
coaching and mentoring
in a range of different
situations
How to select and deploy
the right team model (eg
project, scrum, multidisciplinary, selforganising) for different
situations
How to apply behavioural
science to improve
organisational
performance and create
value for all stakeholders
Different ethical
perspectives, mindsets and
values, and their
implications for
organisation culture
Emerging learning trends
and theories, and how to
build learning into people
strategies
The value of facilitation,
consulting, coaching and
mentoring approaches and
their use in delivering the
people strategy
How to teamworking and
team performance is
shaped and enabled by
organisation culture and
environment
How to enable a resilient
workforce and a healthy
working environment
How to create and sustain
a resilient and healthy
working culture
Basic theories of
motivation, and the
factors that affect
employee
engagement
How to apply different
engagement approaches,
and the drivers and
enablers of engagement
How to create the right
environment to engage
workers, and drive
organisation effectiveness
through engagement
Tools and methods to
give a diverse range
of people the
opportunity to be
heard
The relationship
between culture and
voice, and how to apply
tools and methods that
give a diverse range of
people a voice
Different approaches to
engaging diverse voices,
and how these approaches
create strategic value for
people and organisations
CORE KNOWLEDGE
Business acumen
Understanding your organisation, the commercial context and the wider world of work.
Associate level
Your organisation’s
strategy, priorities and
issues, and how these
connect to people strategy
and people priorities
The different external
trends which impact your
organisation (eg social,
economic and
technological)
How your organisation
generates revenue, and
how different
departments contribute to
that
Chartered Member level
How the organisation’s
strategy translates to your
work, and how different
issues in the organisation are
connected
How the organisation is
responding to different trends
in the sector and wider
environment which impacts
its performance
Your organisation’s business
model and areas of
competitive advantage, and
where value is created and
lost
How people practices
benefit different
stakeholders (eg workers,
customers)
How people practices create
value for different
stakeholders, and the
associated risks
Your organisation’s
financial and non-financial
measures of performance
How to interpret your
organisation’s performance
data, identify people risks
and mitigating actions
How to interpret financial
statements, track costs,
and forecast spend in your
work
How to contribute to business
performance by reviewing
and forecasting spend and
calculating return on
investment
What your
organisation’s goals
are, and why it’s
important for
organisations to plan
How your work connects
with and supports wider
people and organisation
strategies
How to develop a people plan
(review, develop insight,
align with organisation
strategy, create proposals)
The role and purpose
of governance in your
organisation
The role and purpose of
governance, its structure
in your area of work, and
the broader regulatory
environment you work in
The role and purpose of
governance, its structure in
your area of work, and the
broader regulatory
environment you work in
Supplier
management
The suppliers and
partner organisations
that support your
area of work
How to manage
relationships with
suppliers and partner
organisations, and how to
choose them
How to select and manage
responsible suppliers and
partner organisations, how to
ensure value for money, and
different supply models
Environmental
sustainability
What your
organisation’s
priorities are on
environmental
sustainability
What your organisation’s
priorities are on
environmental
sustainability and how
your work contributes to
this
How people and work
practices can enable
environmental sustainability
What employer brand
is and why it’s
important
How employer brand and
reputation is shaped and
formed
How your organisation
contributes towards society
and how this impacts
employer brand and
reputation
Organisation
strategy and
issues
External
landscape
Foundation level
The products and/or
services your
organisation delivers,
and who its main
customers are
The key external
influences that
impact your
organisation
Business
model
How your
organisation creates
value for its
customers
Value
creation
What value is, why
it’s important, and
how your work
benefits other people
in the organisation
Organisation
performance
Financial
literacy
Strategic
planning
Governance
Brand
How your
organisation
measures its
performance
How to make common
calculations (eg
percentages,
averages) and
interpret basic
financial information
peopleprofession.cipd.org
Chartered Fellow level
Your organisation’s longterm vision and strategy,
and what it means for the
people strategy
How external influences
impact organisation
performance, and
emerging trends in the
sector and beyond
Future opportunities and
risks in your organisation’s
business model and how to
enhance competitive
advantage
How people strategies
create sustainable value
for others, and the
interdepend
