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BID IF YOU CAN HANDLE CIPD 5 ASSIGNMENT FOR THE 5 PAPERSSupport with Writing CIPD Assignments module 5 in people management ( 5 different assignments)
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5HR02
Talent management and workforce
planning
Learner Assessment Brief
Assessment ID / CIPD_5HR02_22_01
Level 5 Associate Diploma in
▪
People Management
▪
▪
Version 1 – Released September 2022
Expires June 2024
Version 1- September 2022, the last moderation window for results for this
assessment brief is September 2024
Level 5 Associate Diploma
Please write clearly in block capitals. (You MUST complete all highlighted fields)
Centre number:
8
Centre name:
7
5
Oakwood International
Learner number (1st 7 digits of CIPD
Membership number):
Learner surname:
Learner other names:
Declared total word count (You MUST
provide your wordcount for each
submission)
Unit code:
5HR02
Unit title:
Talent management and workforce planning
Assessment ID:
CIPD_5HR02_22_01
Assessment start date:
Assessment submission date:
First resubmission date for centre marking –
if applicable
Second resubmission date for centre
marking – if applicable
Assessor name (1st Submission):
Assessor Electronic signature:
Assessor name (2nd Submission):
Assessor Electronic signature:
Assessor name (3rd Submission):
Assessor Electronic signature:
IQA name (if applicable):
IQA signature (if applicable):
Version 1- September 2022
2
Level 5 Associate Diploma
5HR02
Talent management and workforce
planning
This unit focuses on the impact of effective workforce planning in considering the development of diverse
talent pools and how to contract and onboard the workforce. It also includes analysis of the potential cost to
the organisation if this is poorly managed and the tools and interventions required to mitigate this risk.
CIPD’s insight
Workforce planning (2021)
Workforce planning is a core business process which aligns changing organisation needs
with people strategy. It can be the most effective activity an organisation can engage in. It
doesn’t need to be complicated and can be adjusted to suit the size and maturity of any
organisation. It can provide market and industry intelligence to help organisations focus
on a range of challenges and issues, and prepare for initiatives to support longer term
business goals.
This factsheet examines the concept of workforce planning. It distinguishes between strategic and
operational workforce planning, ‘hard’ and ‘soft’ workforce planning, which work together to generate and
analyse information before planning actions. It also explores the stages of the workforce planning process
and highlights key issues and action points for implementation.
https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planning-factsheet
Workforce planning guide (2018)
World economics, technology, demography and changing social attitudes are constantly influencing how we
resource our organisations. The need for the right people, with the right skills, in the right roles, at the right
time and at the right cost rings true now more than ever. With concerns over skills shortages and increasing
competition to attract ‘talent’ to our organisations, considered workforce planning is an imperative that will
keep businesses ahead of the curve. Workforce planning is a business process to align changing organisation
needs and people strategy. It doesn’t need to be complicated, and any necessary complexity can be adjusted
to suit the size and maturity of your organisation. Workforce planning will often be triggered by a specific
event and/or a change to the structure of an organisation, such as through a merger, acquisition or a
transformational change project. However, a focus on broader workforce planning will be important to your
organisation at any given time.
https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planning-practice
Version 1- September 2022
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Level 5 Associate Diploma
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.
Version 1- September 2022
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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- September 2022
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Level 5 Associate Diploma
Task
You work for a large organisation that has just completed a restructure of its people function. You work in
the resourcing team having previously specialised in employment relations. Your new manager is an
experienced resourcing specialist and is delivering a webinar at a forthcoming CIPD branch event. The event
is popular, with many bookings made. When participants make a booking, they are asked to include
questions they would like answers to.
Your manager is keen to develop your knowledge of talent management and workforce planning and has
asked you to prepare full written answers to the 15 questions the participants have raised. The questions are
varied, and you want to impress your new manager with your answers as well as your ability to
independently research any areas you are unfamiliar with. The questions will be answered during the
webinar, so it is important your answers are focused, clear and concise.
In addition, you should make appropriate use of academic theory and practical examples to expand your
responses and illustrate key points. Please ensure that any references and sources drawn upon are
acknowledged correctly and supported by a bibliography.
To help the reader, please make use of headings and assessment criteria references to signpost the
assessment criteria being addressed.
The 15 questions follow:
▪
How can organisations strategically position themselves in competitive labour markets? (AC 1.1)
▪
What is the impact of changing labour market conditions on resourcing decisions? (AC 1.2)
▪
What is the role of government, employers and trade unions in ensuring future skills needs are met?
(AC 1.3)
▪
I am new to people practice and have heard that workforce planning is important. Before I try to
convince others of this, I welcome the views of someone with more experience. Could you analyse
the impact of effective workforce planning? (AC 2.1)
▪
I want to introduce workforce planning in my organisation but I’m unsure which technique/s to use.
Could you evaluate the techniques used to support the process of workforce planning? (AC 2.2)
▪
Could you explain two approaches to succession and contingency planning aimed at mitigating
workforce risks? (AC 2.3)
▪
I tend to advertise all vacancies on our organisation’s website, then managers interview applicants. I
would like to consider other recruitment and selection methods. Could you briefly assess the
strengths and weaknesses of these methods as well as one other recruitment method and one other
selection method? (AC 2.4)
▪
I am aware employee turnover rates vary from one organisation to another but what turnover and
retention trends exist and what factors influence why people choose to leave or remain? (AC 3.1)
▪
I want to compare different approaches to developing and retaining talent on an individual and
group level? Could you give me some pointers? (AC 3.2)
▪
Could you evaluate approaches that an organisation can take to build and support different talent
pools? (AC 3.3)
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Level 5 Associate Diploma
▪
Could you evaluate two benefits of diversity in building and supporting talent pools? (AC 3.4).
▪
I am trying to persuade managers in my organisation to take employee turnover more seriously but
have been unsuccessful. Could you explain the impact associated with dysfunctional employee
turnover? (AC 3.5)
▪
Could you assess suitable types of contractual arrangements dependent on specific workforce need.
(AC 4.1)
▪
I have heard there are different types of terms in contracts – surely a term is a term. Can you
differentiate between express terms and implied terms? (AC 4.2)
▪
Could you explain the components and two benefits of effective onboarding? (AC 4.3)
Your evidence must consist of:
▪
▪
▪
▪
Written responses to each of the 15 questions above.
Approximately 3,900 words in total, refer to CIPD word count policy.
IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference
where you have drawn from a secondary source; Harvard referencing is preferable. Please use
the Reference box provided to record all your long references. Short references should be
included within the narrative. We advise you read the guidance on how to set out your
references on the Learner Hub.
Upload the completed Learner Assessment brief, with all tasks completed, through the
Assignments option in the Oakwood Learner Hub.
Version 1- September 2022
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Level 5 Associate Diploma
Task Questions
Explain how organisations strategically position themselves in competitive labour markets (AC 1.1)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 300 words
Type here…
Explain the impact of changing labour market conditions on resourcing decisions (AC 1.2)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 200 words
Type here…
Discuss the role of government, employers and trade unions in ensuring future skills needs are met (AC
1.3)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 200 words
Type here…
Analyse the impact of effective workforce planning (AC 2.1)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 275 words
Type here…
Evaluate the techniques used to support the process of workforce planning (AC 2.2)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 275 words
Type here…
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Level 5 Associate Diploma
Explain (two) approaches to succession and contingency planning aimed at mitigating workforce risks
(AC 2.3)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 275 words
Type here…
Assess the strengths and weaknesses of different methods of recruitment and selection to build effective
workforces (AC 2.4) You must assess advertising vacancies on organisation websites and interviewing
applicants. Then provide one more example for recruitment methods and then one more for selection
methods.
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 275 words
Type here…
Examine turnover and retention trends and the factors that influence why people choose to leave or
remain. (AC 3.1)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 300 words
Type here…
Compare different approaches to developing and retaining talent on an individual and group level.
(AC 3.2)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 275 words
Type here…
Evaluate approaches that an organisation can take to build and support different talent pools (AC 3.3)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 275 words
Type here…
Version 1- September 2022
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Level 5 Associate Diploma
Evaluate the (two) benefits of diversity in building and supporting talent pools (AC 3.4).
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
Explain the impact associated with dysfunctional employee turnover (AC 3.5)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
Assess suitable types of contractual arrangements dependent on specific workforce need. (AC 4.1)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
Differentiate between the main types of contractual terms in contracts: Express terms and implied terms
(AC 4.2)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
Explain the components and (two) benefits of effective onboarding (AC 4.3)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
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Level 5 Associate Diploma
References
Please provide your full long reference list here. The Harvard method is preferable. Please refer to the
guidance on the Learner HUB.
Assessment Criteria Evidence Checklist
You may find the following checklist helpful to make sure that you have included the required evidence to meet
the task. This is not a mandatory requirement as long as it is clear in your submission where the assessment
criteria have been met.
Assessment criteria
Evidenced
Y/N
1.1
Explain how organisations strategically
position themselves in competitive labour
markets.
1.2
Explain the impact of changing labour market
conditions on resourcing decisions.
1.3
Discuss the role of government, employers
and trade unions in ensuring future skills
needs are met
2.1
Analyse the impact of effective workforce
planning.
2.2
Evaluate the techniques used to support the
process of workforce planning.
2.3
Explain approaches to succession and
contingency planning aimed at mitigating
workforce risks.
2.4
Assess the strengths and weaknesses of
different methods of recruitment and
selection to build effective workforces.
Y
Version 1- September 2022
Evidence reference
e.g., Answer to Q1, page 2
11
Level 5 Associate Diploma
Assessment criteria
Evidenced
Y/N
3.1
Examine turnover and retention trends and
the factors that influence why people choose
to leave or remain.
3.2
Compare different approaches to developing
and retaining talent on an individual and
group level.
3.3
Evaluate approaches that an organisation can
take to build and support different talent
pools.
3.4
Evaluate the benefits of diversity in building
and supporting talent pools.
3.5
Explain the impact associated with
dysfunctional employee turnover.
4.1
Assess suitable types of contractual
arrangements dependent on specific
workforce need.
4.2
Differentiate between the main types of
contractual terms in contracts.
4.3
Explain the components and benefits of
effective onboarding.
Version 1- September 2022
Evidence reference
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Level 5 Associate Diploma
Declaration of Authentication
Declaration by learner
I can confirm that this assessment is all my own work and where I have used materials from
other sources, they have been properly acknowledged.
Learner name:
Learner signature:
*This should be the date on which you submit your assessment.
We cannot accept a typed or e-signature. You need to scan or photograph your handwritten
signature and inset the image here. You MUST add a new date for each submission.
Submission Date 1:
Submission Date 2:
Submission Date 3:
Declaration by Assessor
I confirm that:
▪ I am satisfied that to the best of my knowledge, the work produced is solely that of the learner.
▪ The learner’s work was conducted under the conditions laid out by the assessment brief.
1 submission Assessor
name:
Assessor signature:
st
Date:
2 submission Assessor
name:
Assessor signature:
nd
Date:
3 submission Assessor
name:
Assessor signature:
rd
Date:
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Level 5 Associate Diploma
5HR02
Talent management and workforce
planning
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 29
Fail
30 to 38
Low Pass
39 to 49
Pass
50 to 60
High Pass
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Level 5 Associate Diploma
Marking Descriptors
Mark Range
1
Fail
Descriptor
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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5HR01
Employment relationship management
Learner Assessment Brief
Assessment ID / CIPD_5HR01_22_01
Level 5 Associate Diploma in
▪
People Management
▪
▪
Version 1 – Released September 2022
Expires June 2024
Version 1- September 2022, the last moderation window for results for this
assessment brief is September 2024
Level 5 Associate Diploma
Please write clearly in block capitals. (You MUST complete all highlighted fields)
Centre number:
8
Centre name:
7
5
Oakwood International
Learner number (1st 7 digits of CIPD
Membership number):
Learner surname:
Learner other names:
Declared total word count (You MUST
provide your wordcount for each
submission)
Unit code:
5HR01
Unit title:
Employment relationship management
Assessment ID:
CIPD_5HR01_22_01
Assessment start date:
Assessment submission date:
First resubmission date for centre marking –
if applicable
Second resubmission date for centre
marking – if applicable
Assessor name (1st Submission):
Assessor Electronic signature:
Assessor name (2nd Submission):
Assessor Electronic signature:
Assessor name (3rd Submission):
Assessor Electronic signature:
IQA name (if applicable):
IQA signature (if applicable):
Version 1- September 2022
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Level 5 Associate Diploma
5HR01
Employment relationship
management
This unit examines the key approaches, practices and tools to manage and enhance the employee
relationship to create better working lives and the significant impact this can have on organisational
performance.
CIPD’s insight
The Professional Map – Employee Relations
Employee relations is about creating and maintaining a positive working relationship between an
organisation and its people.
An important part of that relationship is the culture, and the extent to which the organisation seeks to be
resolution-focused. People professionals have an important role in setting that culture through the
development of policies and processes which apply the law in a practical, fair and transparent way. So,
specialists in this area need a deep understanding of employment / labour law, keeping up-to-date with
legislative developments in order to advise the business and line managers to create the best outcome for
individuals and the organisation
https://peopleprofession.cipd.org/profession-map/specialist-knowledge/employee-relations
Employee voice
Wellbeing, commitment and innovation are negatively impacted when employees feel they are without
‘voice’ in their organisation. We believe all employers should have policies and practices in place which
enable employees to express themselves on matters that are important to them in their work.
Employee voice means individuals being able to safely put forward their viewpoints on their work, at work,
irrespective of where, when and how they do their work. When employee voice channels work effectively,
employees can feel valued, trusted and influential. In turn, this can increase their job satisfaction and
performance.
For employers, effective employee voice can mean better relationships with their employees and, ultimately,
improved organisational performance. Line managers, people professionals and voice champions have a
responsibility to actively bring out, listen to and respond to employees’ voices. They can encourage
employees to express themselves in individual and collective channels, both directly, for example to their
team leader, and indirectly, for example through an employee representative.
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Level 5 Associate Diploma
Employee voice channels include individual self-representation, for example one-to-one meetings with a line
manager and employee surveys, as well as collective representation such as trade unions and an employee
representative on the company board. Employee voice platforms increasingly include digital technologies, for
instance for group meetings, and protected social networking apps for more informal communication.
https://www.cipd.co.uk/news-views/viewpoint/employee-voice
Engagement
Employees who have good quality jobs and are managed well, will not only be happier, healthier and more
fulfilled, but are also more likely to drive productivity, better products or services, and innovation. This
mutual gains view of motivation and people management lies at the heart of employee engagement, a
concept that’s become increasingly mainstream in management thinking over the last decade. As part of our
work in this area, we sponsor Engage for Success, the voluntary UK movement promoting employee
engagement.
Employment law regulates the relationship between employers and employees. It governs what employers
can expect from employees, what employers can ask employees to do, and employees’ rights at work.
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.
Version 1- September 2022
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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- September 2022
5
Level 5 Associate Diploma
Scenario
Go Quest is a privately owned company that has accepted union recognition for its employees. It produces
high-end adventure clothing and has seen a consistent increase in growth during and post the pandemic. You
have recently taken on the role of Employee Relations manager at Go Quest and at your first meeting with the
Directors they explain that they are keen to draw on your knowledge and experience of working in the public
sector within employment relationship management as this is an area that the company management seeks
to improve. They have asked you to produce a report for senior and line managers that provides them with
knowledge and understanding of approaches to employee voice and how these can be best used to foster
engagement, performance and better working lives. Additionally, they need to understand the different forms
of workplace conflict behaviour; disputes and sanctions; the role and main provisions of collective employment
law; third party interventions; and managing discipline and grievance resolution.
To complete both sections of the report, you should provide written responses to each of the 16 points
below, making appropriate use of academic theory, case and statutory law, research and good practical
examples to substantiate your response and illustrate key points.
Section One
The first section of the report should provide knowledge and awareness to Go Quest’s management on
approaches that might be adopted to facilitate direct and indirect forms of employee decision-making
processes and support engagement, performance and better working lives.
To assist the reader, please make use of headings and assessment criteria references to signpost the
assessment criteria being addressed.
The points that need to be addressed in the first section are:
▪
Review emerging developments to inform approaches to employee voice and engagement. (AC 1.1)
▪
Differentiate between employee involvement and employee participation and how it builds
relationships. (AC 1.2)
▪
Assess three employee voice tools and two approaches that might be used to drive employee
engagement. (AC 1.3)
▪
Critically evaluate the interrelationships between employee voice and organisational performance.
(AC 1.4)
▪
Explain the concept of better working lives and how this can be designed. (AC 1.5)
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Level 5 Associate Diploma
Your evidence must consist of:
▪
▪
▪
▪
Written responses to each of the 5 instructions above.
Approximately 1500 words in total, refer to CIPD word count policy.
IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference
where you have drawn from a secondary source; Harvard referencing is preferable. Please use
the Reference box provided to record all your long references. Short references should be
included within the narrative. We advise you read the guidance on how to set out your
references on the Learner Hub.
Upload the completed Learner Assessment brief, with both tasks completed, through the
Assignments option in the Oakwood Learner Hub.
Version 1- September 2022
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Level 5 Associate Diploma
Section One – Questions
Review emerging developments to inform approaches to employee voice and engagement. (AC 1.1)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 300 words
Type here…
Differentiate between employee involvement and employee participation and how it builds relationships.
(AC 1.2)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 300 words
Type here…
Assess a range of employee voice tools and approaches to drive employee engagement.
(3 tools and 2 approaches) (AC 1.3)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 400 words
Type here…
Critically evaluate the interrelationships between employee voice and organisational performance.(AC
1.4)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
Explain the concept of better working lives and how this can be designed. (AC 1.5)
Short references should be added into your narrative below. Please remember to only list your long references in
the reference box provided at the end of this section. Word count: Approximately 250 words
Type here…
Version 1- September 2022
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Level 5 Associate Diploma
References
Please provide your full long reference list here. The Harvard method is preferable. Please refer to the
guidance on the Learner HUB.
Version 1- September 2022
9
Level 5 Associate Diploma
Section Two
This section of the report needs to provide understanding to Go Quest’s managers on the different forms of
conflict behaviour and dispute resolution and how to manage performance, disciplinary and grievance
matters lawfully. You need to:
▪
Distinguish between organisational conflict and misbehaviour, and between informal and formal
conflict. (AC 2.1)
▪
Distinguish between official and unofficial employee action. (AC 2.2)
▪
Assess emerging trends in the types of conflict and industrial sanctions. (AC 2.3)
▪
Distinguish between third-party conciliation, mediation and arbitration. (AC 2.4)
▪
Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct
issues. (AC 3.1)
▪
Analyse key causes of employee grievances. (AC 3.2)
▪
Explain the skills required for effective grievance and discipline-handling procedures. (AC 3.3)
▪
Advise on the importance of handling grievances effectively. (AC 3.4)
▪
Explain the main provisions of collective employment law. (AC 4.1)
▪
Compare the types of employee bodies, union and non-union forms of employee representation. (AC
4.2)
▪
Evaluate the purpose of collective bargaining and
