...CIPD Assessment Activity |Title of unit/s |Developing Professional Practice | |Unit No/s |5DPP | |Level |5 | |Credit value |4 | |Assessment method |Written report | | |Written notes | | |CPD Plan | |Learning outcomes: | | | |Understand what is required to be an effective and efficient HR professional. | |Be able to apply CPD techniques to construct, implement and review...
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...Intermediate textbooks published by CIPD in September 2012 Many of our centres are providing students with all the resources required to succeed in their chosen qualification. CIPD offer bespoke textbook collections written by chief examiners and module authors to meet the needs of your students. To organise a collection specifically relevant for your students please email publishingmarketing@cipd.co.uk for more information. Introduction These three titles cover the content of the CIPD intermediate level core units in human resource management and development. The books are written and edited by CIPD accredited experts and offer a wealth of experience in teaching, writing and examining, whilst covering the unit learning outcomes. They also include a wide range of learning features such as reflective activities, annotated further reading, and case studies. Reviews Studying Human Resource Management ‘Through the successful collaboration of the core modules of the intermediate qualification into one text, a valuable resource to both learners and tutors has been created. It enhances the continuing alignment of educational objectives and the CIPD’s professional development framework to deliver and develop outstanding HR professionals.’ Ian Chapman, CIPD course leader, Warrington Collegiate ‘This is a clearly written text which successfully bridges the gap between theory and practice. Coverage of the core modules of the CIPD Intermediate qualification is comprehensive...
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...uk/membership/professional/associate-membership.aspx About Associate member (Assoc CIPD) Associate is the first level of professional membership. Associate members are entitled to use the designation Assoc CIPD after their name to showcase their professional credentials. Associate members build their practical and technical HR knowledge to understand the breadth of HR, and its contribution to organisational performance. They carefully plan their own continuing professional development (CPD) by reflecting on their own performance and taking part in both formal and informal development to enhance their own professional skills and knowledge. Profile of an Associate member Typically an Associate member provides professional advice to managers across the business and delivers activities within the HR plan. Skills and knowledge focus Furthering interpersonal and technical skills and knowledge. Developing a practical understanding of an organisation from frontline experiences. Relationship with clients Advises individuals and managers. Builds a trusting and professional relationship with individuals. Impacts and measures Impacts individuals, customers, and stakeholders to meet service level targets. Benefits of Associate membership Showcases your ability to have a real impact in the workplace. Raises your profile. Use the letters Assoc CIPD after your name to demonstrate your professional credentials. Requirements...
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...1.1 Explain the knowledge, skills and behaviours required to be effective in an identified HR or L&D role. The explanation should refer to the HRPM, and include a summary of the HRPM (particularly the 2 core professional areas) and an explanation of the activities and knowledge, at either band 1 or 2, of any one of the professional areas. The CIPD HR Profession Map specifies the activities, knowledge and behaviours involved in different HR/L&D roles. It’s a framework of things you need to do and know in order to be a successful HR professional. The HRPM is made up of 10 Professional Areas, the 4 Bands of Professional Competence and the 8 Behaviours. The two Core Professional Areas are Leading and managing and Insights, Strategy and Solutions. These areas are vital to all HR professionals. Insights, Strategy and Solutions - This area deals with the professional’s understanding and insight into an organisation. Through knowledge of how the business works an HR professional can put into practice strategic solutions to effectively manage an organisation’s specialist requirements. Leading HR - To effectively lead in HR one must act as a ‘role-model leader’. This includes developing yourself professionally, whilst also leading, supporting, and tracking others development. Adding value and making a positive difference with the organisation, and then evaluating this impact is also pivotal within this area. The remaining 8 professional areas cover specialist activities...
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...REPORT TITLE: Overview of CIPD’s HR Profession Map DATE: 18th October 2012 1.0 Introduction This report has been produced for a new HR practitioner entering into Companies House. This report it outlines The Chartered Institute of Personnel and Development (CIPD) HR Profession Map and how this feeds into timely and effective service delivery from professional HR practitioners. The HR Profession Map (HRPM) developed by CIPD is a useful wide-ranging visionary tool of how HR can add value to the organisation it operates in. The map covers skills, behaviours and knowledge that HR people require in order to become a successful HR professional. It also helps to identify areas that people may need to be developed. The map provides support to individuals as they recognise development needs for their career progression which in turn helps the practitioner acquire the knowledge, skills and behaviours to deliver timely and effective HR services to its customers. The information for this report has been collected from the CIPD website and the HR map. 1.1 Findings The HR Profession Map holds two professional core areas that cover insights, strategy and solutions as well as Leading HR. Insights, Strategy and Solutions is where the professional fosters legitimate insights and solutions, which aid understanding in the business and how it works (or should work), and allows well-defined strategies to be developed and implemented in order to improve things. Leading HR is where...
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...HUMAN Md. Shahidul Islam RESOURCES Program: MBA (Regular) MANAGEMENT Semester: Fall 2011 ID: 136-34-22 The Chartered Institute of Personnel and Development (CIPD): The Chartered Institute of Personnel and Development (CIPD) is Europe's largest HR and development professional body. As an internationally recognised brand with over 135,000 members across 120 countries, we pride ourselves on supporting and developing those responsible for the management and development of people within organisations. We know what good HR looks like and what you need to know and do at every stage of your HR career, wherever you are in the world. With over 135,000 individual members we’re in the business of supporting you to keep up to date with the latest thinking and best practice, as well as providing you with products and services to help you do your job including: . CIPD has links with over 100 similar global institutions and associations and are active members of the World Federation of People Management Associations (WFPMA), the European Association for People Management (EAPM) and the International Federation of Training and Development Organisations CIPD is setting global standards for HR and supporting the development of HR professionals and building HR capability within organisations around the world. Our members represent over 120 countries throughout the world and are supported by a network of 48 branches, led by volunteers, in the UK and Ireland. There’s...
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...1 1.1 There are many different reasons as to why an Organisation needs to collect HR data, one of these could be for Legal requirements. All Employers are required to ensure that all of their Employees have a Right to Work in the UK. This could be in the form of a valid UK Passport, an Employer would then have to check the original to ensure it is valid and keep a copy on record (Richter, 2014). Another reason would be for administration purposes, an Employer would need to store information such as addresses, phone numbers, and next of kin details to ensure that they are able to contact employees via telephone and letters and also contact family members if an emergency was to occur. 1.2 One type of data that is collected by HR is absence (Richter, 2014). This allows an organisation to monitor the leave taken by each employee. A manager can then ensure an employee is not taking too much or too little holiday and it can also highlight any trends showing in sickness absence. Other types of data collected by HR could be data relating to Recruitment, this may include where the candidate was recruitment from, whether it is an agency and if so what the recruitment cost was. You may also keep a record of the date a role has been signed off and how long it has taken to recruit and place a candidate. Logging this sort of information allows you to look back and see if there are any week areas within the recruitment process, you can then look at how to improve these and therefore...
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...Activity 1 (part 1 of 2) (Note: The CIPD Human Resources Profession Map (HRPM) can be accessed at: www.cipd.co.uk/cipd-hr-profession/hr-profession-map/explore-map.aspx ) Write a report in which you: Briefly summarise the HRPM (i.e. the 2 core professional areas, the remaining professional areas, the bands and the behaviours) The (Human Resources Profession Map (HRMP) is designed to show what best practice might look like within all areas, and across all levels of Human Resources (HR) and Learning and Development (L&D). Information on this map is shown (below) by a circle made up of a core and 3 layers, and also 4 bands which are displayed to the side. Starting from the core, I’ll work my way out through the layers to the outer edge of the circle, and then discuss the bands, one by one. The core of the circle is applicable to all HR professionals, and is central to all roles. There are two aspects of the core – the very centre, labelled, ‘Insights, strategy and solutions, and the ring around this, which is defined as ‘Leading HR’. The centre reminds us that the HR professional have continuous awareness of business strategies and areas of weakness and have the skills and capability to provide genuine business solutions that fit with organisational values. Professionals should be able to consider a range of needs and factors, such as customer needs, financial constraints and political climate. This links closely to ‘Leading HR’ which follows, as to be in a position...
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...2014 | |Your Tutor |Lisa Stevens | |Date of Submission |01/11/2015 | |Number of words used in this TMA (discount references and tables, charts and graphs) | | Save this document as Full name, Unit, Cohort, Assessment For example AngelaSample_3PRM_Jan15_Assessment It will be returned as AngelaSample_3PRM_Jan15_Assessment_Feedback CIPD Assessment Activity |Title of unit/s |Supporting Good Practice in Performance and Reward Management | |Unit No/s |3PRM | |Level |3 | |Credit value |6 | |Assessment method |Written report, Observation...
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...[pic] Name: Shahira Omran Centre Name: ICS ICS Student Number: 20958283 CIPD Membership Number: 41483788 Qualification Title: Foundation Human Resource Practice Unit Title: Recording, Analysing and Using Human Resource Information Unit Code: 3RAI Assignment number:2 Candidate declaration: ‘I confirm that the work/evidence presented for assessment is my own unaided work.’ I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism which is an offence against the assessment regulations and leads to failure in the relevant unit and formal disciplinary action. I agree to this work being subjected to scrutiny by textual analysis software if required. I understand that my work may be used for future academic/quality assurance purposes in accordance with the provisions of the Data Protection Act 1998. I understand that the work/evidence submitted for assessment may not be returned to me and that I have retained a copy for my records. I understand that until such time as the assessment grade has been ratified by internal and external quality assurance verifiers it is not final. Name: Shahira Omran Submission date: 2nd June 2014 Word count (excluding titles and bibliography): 1658 Task 1 Q1 The Organisation needs to keep records for employees for the following reasons: 1. To Satisfy...
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...1.1. and 1.2 Organizations need to collect HR/L&D data for numerous reasons, some being training effectiveness compliance and also for the legal requirements, this information can help make decisions for the direction of the company, two of which are discussed below. Type of data that is collected from the perspective of a learning and development practitioner are training evaluation forms from induction and company employee’s. Training evaluation forms are imperative to learning and development practitioners because they provide information needed when conducting training needs analysis. By doing this we can drill down through by analysis to possibly identify competency gaps that employees may have and to research on whether a skilled, knowledge or behavior training needs to be conducted. These evaluation forms will help learning and development practitioners understand the success rate of the training curriculum and the learning and development practitioners’ own performance. If all or most of the feed back obtained from these forms where negative, then this could be an indicator either the training curriculum needs updated or the learning and development practitioner needs to be assessed further. Every organization has legal requirements. Government departments have an impact on the HR data and can demand records. These could be to satisfy legal requirements, provide relevant information in decision-making and for consultation requirements. Others include recording...
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...Employment Law * introduction The following report will explain Employment Law and how it is enforced, Tribunal and Courts system and the Legal procedures. Employment Law is the legal field that covers the relationship between employees and employers including what can an employer expect from you and ask you to do and the rights you have to work. (Law on the Web, 2015) There are two different types of employee rights – Statutory rights and the rights set up in your contact. 1.1 Explain the purpose of employment law and how it is enforced: “The purpose of employment law is to provide legal protection to employees and employers. The need for employment law became apparent when industrialization swept nations. Industrialization changes the face of any nation. Urban slums were suddenly over run with people willing to work, often found that the limited number of jobs available meant that the factory conditions worsened. Employers discovered that desperate people would be willing to work for very little in bad conditions. As the conditions became worse, the number of people willing to work increased. Governments were forced to take notice of the conditions that frequently resulted in death and dismemberment of employees. When conditions of this nature exist, wages begin to go down. Required work hours go up, and some vulnerable members of the population are exploited. Historically, the first group to get exploited is women. Women worked twelve or more hours a day...
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...LICENCNI UGOVOR ZA MICROSOFTOV SOFTVER WINDOWS 8.1 WITH BING Hvala vam što ste odabrali Microsoft Windows 8.1 with Bing. Ovo je licencni ugovor između vas i tvrtke Microsoft Corporation (ili, ovisno o tome gdje živite, nekog od njezinih povezanih društava) koji opisuje vaše pravo na korištenje softvera Windows 8.1 with Bing. Iz praktičnih razloga podijelili smo ovaj ugovor na dva dijela. Prvi dio obuhvaća uvodne uvjete u obliku pitanja i odgovora, a iza toga slijede Dodatni uvjeti i Ograničeno jamstvo koji obuhvaćaju više pojedinosti. Pregledajte cijeli ugovor, uključujući sve povezane uvjete, jer su svi uvjeti važni i zajedno čine ovaj ugovor koji se primjenjuje na vas. Povezane uvjete možete pregledati tako da u prozor preglednika zalijepite vezu za prosljeđivanje nakon što pokrenete softver. Dodatni uvjeti sadrže obvezujuću klauzulu arbitraže i odricanje od prava na zajedničku tužbu. Ako živite u Sjedinjenim Američkim Državama, navedene odredbe utječu na vaša prava u svezi rješavanja sporova s Microsoftom pa biste ih trebali pažljivo pročitati. Prihvaćanjem ovog ugovora ili korištenjem softvera pristajete na sve ove uvjete i dajete suglasnost za prijenos određenih podataka tijekom aktivacije i za internetske značajke softvera. Ako ne prihvaćate odredbe ovog ugovora i ne postupate u skladu s njima, niste ovlašteni koristiti softver ili njegove značajke. Trebali biste ga vratiti prodavaču koji će vam vratiti eventualno uplaćeni iznos. Kako mogu koristiti softver? Mi ne prodajemo...
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...|Unit title |Supporting Good Practice in Performance and Reward Management | |Level |3[1] | |Credit value |6 | |Unit code |3PRM | |Unit review date |Sept. 2011 | Purpose and aim of unit This unit provides an introduction to the purpose and processes of performance and reward management and the role of human resources (HR) in promoting and supporting good practice. Studying this unit will enable learners to develop their understanding of how motivational theories and associated tools can be used within the context of performance and reward management and how these can have a positive impact on an organisation’s business objectives. It also provides an overview of appropriate skills and good practice associated with performance management reviews and follow-up and the data management aspects. Additionally learners will understand the role of financial and non-financial benefits and important determinants of reward decisions. On completion, learners...
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...STUDENT: Clare Quinn |Unit Code |Learning outcomes and Assessment criteria |Assessor comments |Pass/ Refer/| | | |Provide rationale for judgements against each |Fail | |3PRM | |assessment criterion and identify areas for development| | |1 Identify and assess 4 | Explain the organisational benefits of a | | | |factors that affect an |diverse workforce | |PASS | |organisation’s approach | | | | |to both attracting talent| | | | |and recruitment and | | | | |selection. Identify and | | | | |explain 3 organisational | | | | |benefits of attracting | ...
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