cipd level 5 5hr01 assignment

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5HR01 Assignment Example

December 18, 2021
Posted by: Harry King
Category: CIPD Level 5

You are the HR manager for Makite Solutions, a small-medium sized logistics company which distributes products nationally. Makite provide high-performance logistics and supply chain management to customers. Starting by delivering in their local area, they have experienced explosive growth over the last 3 years, becoming one of the leading lights in their sector. Makite is a unionised workplace.

This growth, however, has caused problems for Makite Solutions. Employee relations have become difficult between Makite and their staff and conflict is starting to become commonplace. Employees have mentioned “differences in personality styles”, “lack of respect” and “lack of support”. There is currently industrial unrest within the organisation, with instances of go slow tactics and talks of strikes.

As the HR manager, you have been tasked to create a policy document or factual summary of key legal aspects and their implications, for Makite’s intranet library. You will also generate an advisory briefing note to senior managers facing industrial unrest in the organisation.

Preparation for the Tasks:

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 for this task.
Ensure that the evidence generated for this assessment remains your own work.

You will also benefit from:

Reflecting on your own experiences of learning opportunities and training and continuing professional development.
Reading the CIPD Insight, Fact Sheets and related online material on these topics.
You should relate academic concepts, theories, and professional practice to the assessment task(s), in a critical and informed way, and with reference to key texts, articles and other publications.

Don’t forget to:

Complete the front cover sheet, sign with a “wet signature” and place at the front of your assessment.
Use the bullet points below each task as headings and sub-headings so your marker can see where your answer begins.

Task One – Policy Document

You are required to produce a policy document containing key legal aspects and their implications. This should be designed to sit on the company’s intranet and should be formal in style.

The policy document can be broken down into two sections:

A review of 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 a range of employee voice tools and approaches 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)

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)

Task Two – Advisory Briefing Note

This task requires you to produce an advisory briefing note to senior managers facing industrial unrest in the organisation.

The advisory note should contain:

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 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 how it works. (AC 4.3)

a) A review of emerging developments to inform approaches to employee voice and engagement (AC 1.1)

In today’s business world, giving employees more say over how they carry out their responsibilities and soliciting their views during decision-making has enormous benefits for both employees and employers. Employee involvement research focuses on employee choice in completing job operations and making workplace decisions through various workplace innovations such as teams and quality circles (Rasheed et al., 2017). Employee voice accelerators of employee engagement. Employee engagement, retention, innovation, and effectiveness can help boost workplace productivity (Rasheed et al., 2017). There is a wealth of information that draws parallels between productivity and employee engagement. Gallup reported that individuals in the top quartile of employee engagement were 18% more productive than those in the lowest quartile in a sample of over 23,000 business units (Nechanska et al., 2020).

Voice further helps to strengthen the organisation’s resilience. In this respect, engaged individuals with an effective voice are more likely to lend support to a company during times of change, whether caused by internal or external forces (Nechanska et al., 2020). Employees who are disengaged and do not have access to an appropriate system for objective dialogue are more likely to exacerbate these pressures by looking for alternative ways to vent their concerns (Rasheed et al., 2017). In normal operations, employee voice can provide a crucial early warning system for concerns such as technological breakdowns or consumer and supplier behavioural changes.

b) Differentiate between employee involvement and employee participation and how it builds relationships (AC 1.2)

Employee participation refers to employees having a part to collectively play in company operations to attain a shared goal (Bai et al., 2019). A computer security firm, for example, might assemble a group of workers and task the group with building doomsday security scenarios. Every employee is encouraged to contribute by coming up with suggestions based on real-life occurrences that could jeopardise computer security. The team provides a platform for employees to offer suggestions for completing the work. Employee morale is boosted, and a more inclusive workplace is established when the company’s leadership fosters the ideal climate in which participation is collaborative, team-oriented, and also exploits of each individual’s particular skill set (Wang et al., 2018).

Employee involvement encompasses opportunities offered to employees to participate in the decision-making process at work; it refers to the direct relationship between management and staff that allows staff members to take ownership of the project’s outcome (Jiang and Luo, 2018). Employee involvement activities can further encompass facilitating opportunities for employee training, various motivational approaches to bolster employee performance, and creating a corporate structure conducive to freethinking and autonomous decision-making.

Employee participation differs from employee involvement in that participation relates to the actual business tasks that workers execute. In contrast, involvement refers to the level of influence that staff members have in decision-making over which corporate activities they undertake. Employee participation encourages a collaborative approach in which a team of employees completes a project by combining their varied skill sets to reach a shared goal. On the other hand, employee involvement comprises a direct line of communication between management and staff to facilitate better communication and ownership of how workplace decisions are made. Both methods can improve the commitment to achieving a common objective.

c) Assess a range of employee voice tools and approaches to drive employee engagement. (AC 1.3)

Organisations may use employee voice tools such as surveys and collective bargaining. Employee perceptions are measured in an employee culture survey used to assess if they fit with the organisation’s or departments’ (Holbeche, 2018). Employee engagement surveys assess employees’ dedication, motivation, a feeling of purpose, and enthusiasm for their jobs and employers (Saks, 2019). Thus, surveys grant employees a say in the organisation’s strategies and goals. Collective bargaining empowers employees to safeguard their employment interests by seeking unions and authorised representatives to negotiate with employers regarding employment terms (Jiang and Luo, 2018).

Organisations may further employment approaches to drive employee engagement, such as reward and organisational culture. When a firm adopts a total rewards plan, it can offer its staff bonuses, wage raises, extra vacation or paid sick leave, and improved perks throughout their career (Holbeche, 2018). Such an approach yields employee engagement by offering a series of long-term projections and goals to an employee for which they may earn rewards. Corporate culture encompasses a wide range of organisational practices. For instance, employees are also drawn to settings where management is approachable, communication is open, firm executives exemplify accessibility and approachability, and the corporate direction is clear, yielding increased engagement.

d) Critically evaluate the interrelationships between employee voice and organisational performance. (AC 1.4)

Effective employee voice mechanisms guard defend against a slew of issues arising from the psychological pressures in an organisational setting. Employee voice bolsters organisational agility. If businesses adjust swiftly to changing market conditions, they must create an environment where people feel free to speak up (Bai et al., 2019). Managers frequently lose sight of how front-line services are provided to clients. It can be challenging to transform the organisation unless individuals can be frank about the reality of how it runs daily, as sustainable change begins with transparency and honesty. HR can create incentive schemes that effectively orient employees toward accomplishing organisational goals if individuals can speak up regarding what they find essential vis-à-vis what is attainable (Duan et al., 2017). Organisations that cannot swiftly construct a picture of how they need to adapt–and then take proactive action–are likely to lag as the business landscape evolves.

Employee voice helps to prevent the loss of knowledge and skills. Many employee voice mechanisms are closely linked with employee retention; when staff members feel able to speak up and have avenues to do so, grievances are addressed at the source before harming well-being, job satisfaction, and the psychological contract (Jiang and Luo, 2018). In an environment where tacit information is a crucial component of competitive edge, high retention is critical for all businesses. As it is costly to replace knowledge and competencies, it is critical to engage and nurture existing employees (Bai et al., 2019).

e) Explain the concept of better working lives and how this can be designed. (AC 1.5)

A better working life refers to a healthy balance between an individual’s professional and personal life. A growing number of businesses are counting on their staff to live more balanced lives, as balanced workers are more productive and driven. Suppose a firm purposefully or unconsciously undermines an employee’s private life by forcing them to work excessive overtime or under excessive pressure. In that case, it will inevitably lead to discontent and stress, leading to health issues, poor performance, and alienation from the employer (Jiang and Luo, 2018). Employee dissatisfaction demonstrates how distant the company is from attaining a work-life balance. However, the working environment is steadily evolving as more businesses embrace the concept and actively promote it (Jiang and Luo, 2018).

The employer should lead by having a positive attitude towards a healthy work-life balance. Employers must see themselves as a reliable ally who promotes a healthy lifestyle rather than as the supreme authority in the lives of their employees. Employers can encourage a healthy work-life balance by providing workplace amenities that advance employee welfare, such as gyms and daycare facilities (Bai et al., 2019). Management aims to balance a fulfilling personal life and a healthy level of working strictness. However, employees who work for companies that operate on a highly “loose” basis may take advantage of the employer’s benevolence, yielding negligence and indiscipline (Jiang and Luo, 2018).

Section 2

a) Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. (AC 3.1)

The Employment Rights Act 1996, as revised by many provisions, is the principal source of UK law regarding unfair dismissal. Unfair dismissal law is based on the principle that employees have a right to fair treatment. The employee must show that they were dismissed before filing a claim; the employer must prove that the dismissal was fair and was for a specified reason and handled appropriately, to effectively defend the claim (Jiang and Luo, 2018). Managers must first ascertain the facts before taking action. Before contemplating dismissal, they should assess whether a more constructive strategy that does not include dismissal is more likely to be beneficial (Wang et al., 2018). Where an employee’s conduct is in question, the threshold of proof that the employee perpetrated an offence is not as stringent as it is in criminal court (Holbeche, 2018). The employer, however, must show that it conducted a comprehensive inquiry into the claimed misconduct. The employer must demonstrate that the investigation yielded a reasonable belief that the employee committed the offence in question and that the decision to terminate them was justifiable (Jiang and Luo, 2018). When an employee’s capability is a concern, things may traverse their control. Suppose concerns are the consequence of poor leadership, management, or work systems. In that case, the employer should implement suitable solutions (often incorporating learning and development) to help the individual improve their performance (Wang et al., 2018).

b) Analyse key causes of employee grievances (AC 3.2)

An employee grievance refers to a complaint made by one or more employees about salaries and allowances, working conditions, and the implementation of service terms, including overtime, leave, transfer, promotion, tenure, job responsibilities, and service termination (Wang et al., 2018). Therefore, an employee grievance encompasses any dissatisfaction or feeling of injustice related to one’s employment situation brought to management’s attention. Broadly, an employee grievance is any form of staff discontent that harms organisational relations and performance (Jiang and Luo, 2018). Employee grievances may arise from a variety of reasons:

Salaries and wages

The most profound source of employee dissatisfaction is inadequate compensation. Furthermore, pay and wage-related issues such as regular salary delays, unfair deductions, insufficient raises and overtime pay, failure to revise salaries over time lead to employee grievances and dissatisfaction (Holbeche, 2018).

Workplace environment

Employees have the right to operate in a secure and comfortable environment. Here, factors such as insufficient lighting, improper ventilation, inadequate sanitary facilities, the use of malfunctioning tools and machines, and a lack of washrooms and drinking water facilities may cause employees to clash with management.

Unfair workplace practices

Employees are subjected to excessive stress and dissatisfaction due to activities such as unfair promotion policies, coerced transfers, a lack of proper training, and unsuitable job designs (Shuck et al., 2017). These practices further increase absenteeism and staff turnover.

Disciplinary actions

Due to frequent absenteeism, conflicts of interest, impulsive behaviour, or a lack of punctuality. Management may be forced to demote or suspend an individual for a period, bringing the individual shame and embarrassment (Holbeche, 2018). The employee may believe the punishment to be unjust; such misunderstandings must be addressed and corrected as soon as possible.

c) Explain the skills required for effective grievance and discipline-handling procedures. (AC 3.3)

Managers must conduct grievance meetings and disciplinary hearings effectively by planning, familiarising themselves with applicable policy, and having faith in their skills:

Proactiveness

Some problems can be avoided before they spiral out of control and necessitate intervention. It is advisable to be direct with employees when dealing with a grievance or disciplinary matter (Bai et al., 2019). Thus, a manager should not be hesitant to be forthright about what an employee is expected to do. Managers must communicate with their employees and teams frequently. People are significantly more likely to turn to a manager to discuss a problem if they perceive them as approachable.

Focus on facts

Managers must take charge whenever grievance or a disciplinary matter proceeds to a formal level by equipping themselves with the facts. They must concentrate on the features of the employee’s behaviour that are potentially inappropriate and whether they have broken any specific policies (Shuck et al., 2017). If attendance is a problem, an accurate account of the employee’s timekeeping should be kept. If they have already been told about it through frequent feedback, they have already been allowed to improve. Therefore disciplinary action should not be unexpected. An investigator must show that he or she can design a strategy that focuses on elements such as timeframe and appropriate evidence sources.

Soft skills

A majority of the skills required for engaging people are soft skills, particularly when discussing potentially sensitive topics. Roleplaying and planning can help a manager to practice and improve their active listening and questioning skills. During grievance and discipline discussions, different questioning tactics must be employed, such as open questions to stimulate dialogue, probing questions to obtain the necessary information, and closed questions to verify facts (Bai et al., 2019). Active listening demonstrates the prioritisation of the employee’s perspective and point of view while also strengthening working relationships; it may include nonverbal cues such as body language and voice tone (Jiang and Luo, 2018). The manager must allow the employee in question to have a say without addressing them in an adversarial manner.

d) Advise on the importance of handling grievances effectively. (AC 3.4)

Employees are advised to follow a relevant mechanism to escalate their grievance after an issue has been identified formally. A grievance procedure is intended to provide employees and employers with an impartial and transparent framework for raising and reviewing critical issues and complaints (Jiang and Luo, 2018). Employees have an avenue to voice concerns about a safe working environment without fear of negative ramifications if they use a formal grievance procedure. Knowing that any issues will be taken seriously and dealt with appropriately may boost employee morale and productivity (Bai et al., 2019). Employees are also protected against management’s arbitrary decisions if a comprehensive process is followed (Jiang and Luo, 2018). A systematic grievance process assists businesses in identifying any inappropriate or unlawful gaps in their current grievance handling procedures while also working per employee contracts and assisting in the enforcement of corporate contracts (Bai et al., 2019). By preventing the unfavourable publicity associated with a mishandled grievance, having an agreed-upon and approved process also helps safeguard the brand or company image.

▪ Distinguish between organisational conflict and misbehaviour and between informal and formal conflict. (AC 2.1)

Any planned activity by members of the organisation that breaches essential organisational or social norms is referred to as organisational misbehaviour (Bai et al., 2019). In this case, there is enough proof of the organisation disrupting processes, harassing others, theft, misappropriation or damage of corporate property, defrauding the government, and deceiving customers. The fundamental thread in defining misbehaviour lies in the intention behind the misbehaviour. This viewpoint results in the classification of misbehaviour as either type S (misbehaviour meant to benefit self, such as theft), type O (misbehaviour meant to benefit the organisation such as defrauding the government), or type D (misbehaviour meant to inflict damage such as damage to company property or systems) (Jiang and Luo, 2018). Thus, management must be proactive in detecting misbehaviour at the workplace, taking relevant action to address it at the source.

Conflict differs from misbehaviour in that it is a natural occurrence in all workplaces, associations, and groups where people from various backgrounds interact. Conflict occurs more frequently when unmet expectations or when the persons involved are obligated to work together for an extended period to achieve personal or business goals (Patton, 2020). Differences in thought, personality, or perspectives at work frequently lead to tensions, which harm workplace productivity. Workplace conflict refers to any problems that arise in the workplace or among employees, and it can also refer to conflicts that occur outside of regular working hours (Nash and Hann, 2020). Interpersonal conflict, which can arise from personality clashes and obstacles in working with one another, is now included in modern definitions of workplace conflict, in addition to traditional disagreements (Asante, 2020). Workplace complaints, such as opposition to established procedures and managerial decisions, can also lead to conflict between employees and their employer or between employees and the employer’s representatives, according to modern definitions of workplace conflict. Formal conflict entails clashes between an organisation and the staff regarding organisational policies and procedures, while informal conflict entails interpersonal clashes in the organisational context.

▪ Distinguish between official and unofficial employee action. (AC 2.2)

The current trends in labour relations indicate that unionisation is on the rise. Many employees join trade unions willingly to safeguard and advance their employment interests. in the event of an unresolved issue between employers and employees; trade unions intervene to pursue a solution; if they fail, industrial action ensues. Industrial action is considered official if endorsed by a trade union and involves union members (Jiang and Luo, 2018). Because industrial actions violate employment terms, the proper legal procedure must be implemented to defend the action against illegal employment actions such as dismissals and non-payment of wages and benefits (Jiang and Luo, 2018). Without the support of their labour unions, some employees may call for industrial action such as a go-slow. Such activities are considered unofficial, they are frequently unprotected, and these employees risk being terminated.

▪ Assess emerging trends in the types of conflict and industrial sanctions. (AC.2.3)

The contemporary business landscape has seen significant evolution around conflicts and industrial sanctions. In contrast to ancient times, trade unions have friendly relationships with employers (Nash and Hann, 2020). Similarly, the focus in employment relations has shifted from just paying salaries on time and enduring difficult performance reviews to nurturing employees (Nash and Hann, 2020). Organised expressions of dispute articulated through a trade union or other employee representation amount to a formal industrial conflict. Its most common form is the organised strike, which comprises a temporary suspension of work to avoid punishment and achieve changes in wages or working conditions by utilising the collective strength of employees (Jiang and Luo, 2018). Strikes can be bolstered by other forms of official action, such as go-slows and work-to-rule agreements. Strikes are considered official if they are authorised by the trade union leadership and are executed per the law and procedural collective bargaining arrangements (Nash and Hann, 2020). The informal industrial conflict is purely expressive, as it is not based on any structured organisations and arises from a sense of grievance (Nash and Hann, 2020).

▪ Distinguish between third-party conciliation, mediation and arbitration. (AC.2.4)

Conflicting parties seek the assistance of an objective and neutral third party during mediation, which promotes dialogue about possible solutions. As a result, mediation produces a solution that is acceptable to all parties. Mediation is usually faster, less expensive, and less stressful than litigation (Nash and Hann, 2020). The mediator instructs the disputing parties what to do, offers advice on problems, and asks questions that help the disputants reflect on their behaviour (Patton, 2020). Mediation is an effective technique to take during the early phases of a conflict, and it can even be used as part of a grievance procedure in some cases. Nevertheless, the opposing parties must consent to mediation.

Conciliation

Although conciliation and mediation have certain parallels, conciliation is often used to resolve specific legal problems rather than more general issues. During the conciliation process, an objective and independent expert speaks to the disputing parties separately and collectively, as needed to encourage them to reach an agreement. A conciliator urges disputing parties to reach an agreement among themselves, while a mediator proposes a solution to the problem at hand (Patton, 2020). A qualified conciliator discusses the issues with all parties concerned, explains the legal issues, analyses resolution options, and assists the disputing parties in reaching a legally enforceable agreement (Nash and Hann, 2020).

Arbitration

Arbitration involves a neutral third party functioning as a judge who decides between opposing viewpoints and renders a definite ruling in a case. The disputing parties usually agree ahead of time whether the arbitrator’s ruling is legally binding (Asante, 2020). Alternatively, they may decide that the arbitrator’s ruling is not legally binding, allowing them to pursue the dispute in court or before a tribunal (Nash and Hann, 2020). When a trade union considers industrial action, for example, they may seek the assistance of an independent arbitrator to assess the situation and make a rational conclusion. However, the disputing parties must agree to arbitration.

▪ Explain the main provisions of collective employment law. (AC 4.1)

The Employment Rights Act 1996 defines who an employee is in the UK; a person who works under a contract of service or apprenticeship. The primary legal requirements around a contract of employment entail items included in the primary document or the principal statement. The principal statement’s minimum requirements include necessary items such as pay, including the frequency and time of payment, working hours, holiday and holiday pay, including its formula of calculation, amount of sick leave and pay, and any other paid leave (Pugh, 2020). These terms form the basis of collective negotiations. In many respects, an employment contract is identical to any other contract. Broader dynamics influence contractual working arrangements in this regard. As a result, contract law governs the employment contract. In this case, contract law mandates that the employment contract include an unambiguous job offer from the employer. The offer can be conditional, but it must be accepted by the employee who receives it. It must include a consideration between the parties involved, such as the employee’s job in exchange for the employer’s wage offer. It must also express a desire to enter into a legally binding agreement (Pugh, 2020). Nonetheless, as the employer has more power in the employment arrangement, the law may require additional aspects to protect the employee’s rights.

▪ Compare the types of employee bodies, union and non-union forms of employee representation (AC 4.2)

Some of the nuances that create a distinction between union and non-union workplaces are characterised by complexity. However, the real difference boils down to the party that is responsible for defining the work culture. In a non-union workplace, the employer wields the bulk of power; in this regard, the employer determines work expectations, work schedules, sets remuneration and maintains disciplinary independence, promotions, and other work culture aspects (Sarvaiya et al., 2018). On the other hand, in a union environment, employees enjoy a higher percentage of control; using their union, employees can negotiate contracts at the workplace, including details regarding subjects such as wages, work expectations, schedules, promotions, and discipline.

Employees prefer a union environment owing to its accompanying advantages such as support, benefits, wages, and security. According to some estimates, union workers enjoy higher wages than non-union employees (Dobbins and Dundon, 2020). Also, union workers typically enjoy medical benefits more often than their non-union counterparts; more than 90% of union workers are granted medical benefits while less than 70% of non-union employees enjoy medical benefits (Sarvaiya et al., 2018). Furthermore, the spouses of union employees are often incorporated in this benefit coverage, unlike for non-union employees. An added advantage of working in a union workplace is job security. In this regard, the only way of dismissing an employee in a union environment is in a just manner; this means that the employee must display gross misconduct (such as stealing from the employer) to suffer dismissal (Dobbins and Dundon, 2020). Also, their peers’ support enables collective action, should an employee feel that they have received unfair treatment. In some instances, there are rules in a union environment to shield more senior staff members from being disregarded during promotions or transfers to new positions (Sarvaiya et al., 2018).

Working in a union environment also comes with some drawbacks compared to a non-union environment. For instance, all union members must pay union fees which is sometimes a significant cost implication. Furthermore, with membership to a union, the employee is part of a group or collective and, in turn, loses some degree of autonomy (Dobbins and Dundon, 2020). Whether or not the employee agrees with the decisions of their union, they are bound to the employment contract terms negotiated (Sarvaiya et al., 2018). Also, a significant number of workers cite that supervisors tend to be less collaborative, resulting in unionised workers having less support, trust, and partnership with the management.

▪ Evaluate the purpose of collective bargaining and how it works. (AC 4.3)

Workplace conflicts between employees and employers can be resolved through discussion and negotiation to reach a decision; this is termed collective bargaining because both parties agree to a decision reached after extensive negotiation and consultation. Therefore, collective bargaining is instrumental in determining employment terms through negotiations between an organised group of employees and an employer or employee association operating through recognised agencies. Ultimately, the essence of collective bargaining is communication between relevant stakeholders, not outsiders (Sarvaiya et al., 2018).

Collective bargaining can take many different forms. First, negotiating may occur between a single company and a single union, referred to as single plant bargaining (Dobbins and Dundon, 2020). Secondly, the negotiation may occur between a single company with multiple plants and the people who work in each of these plants. Multiple plant bargaining is a type of collective bargaining in which workers negotiate with the same company through separate unions (Sarvaiya et al., 2018). Thirdly, instead of an individual union dealing with an individual employer, all unions existing in the same industry negotiate with the employer’s federation of that industry through these unions’ federation. This arrangement is referred to as multiple employer bargaining, which is feasible at both the municipal and regional levels.

Reference List

Asante, O., 2020. Leadership Strategies to Manage Workplace Conflict.

Bai, Y., Lin, L. and Liu, J.T., 2019. Leveraging the employee voice: a multi-level social learning perspective of ethical leadership. The International Journal of Human Resource Management, 30(12), pp.1869-1901.

Dobbins, T. and Dundon, T., 2020. Non-union employee representation. In Handbook of research on employee voice. Edward Elgar Publishing.

Duan, J., Li, C., Xu, Y. and Wu, C.H., 2017. Transformational leadership and employee voice behavior: A Pygmalion mechanism. Journal of Organizational Behavior, 38(5), pp.650-670.

Gall, G., 2020. Twenty Years of the Third Statutory Union Recognition Procedure in Britain: Outcomes and Impact. Industrial Law Journal, 49(4), pp.657-662.

Holbeche, L.S., 2018. Organisational effectiveness and agility. Journal of Organizational Effectiveness: People and Performance.

Jiang, H. and Luo, Y., 2018. Crafting employee trust: from authenticity, transparency to engagement. Journal of Communication Management.

Nash, D. and Hann, D., 2020. Strategic conflict management? A study of workplace dispute resolution in Wales. ILR Review, 73(2), pp.411-430.

Nechanska, E., Hughes, E. and Dundon, T., 2020. Towards integration of employee voice and silence. Human Resource Management Review, 30(1), p.100674.

Patton, C.M., 2020. Breaking the healthcare workplace conflict perpetuation cycle. Leadership in Health Services.

Pugh, J., 2020. The United Kingdom’s Coronavirus Act, deprivations of liberty, and the right to liberty and security of the person. Journal of Law and the Biosciences, 7(1), p. lsaa011.

Rasheed, M.A., Shahzad, K., Conroy, C., Nadeem, S. and Siddique, M.U., 2017. Exploring the role of employee voice between high-performance work system and organisational innovation in small and medium enterprises. Journal of Small Business and Enterprise Development.

Saks, A.M., 2019. Antecedents and consequences of employee engagement revisited. Journal of Organisational Effectiveness: People and Performance.

Samuels, A., 2020. Coronavirus Act 2020: An overview by a lawyer interested in medico-legal matters. Medico-Legal Journal, 88(2), pp.86-89.

Sarvaiya, H., Eweje, G. and Arrowsmith, J., 2018. The roles of HRM in CSR: strategic partnership or operational support? Journal of Business Ethics, 153(3), pp.825-837.

Shuck, B., Osam, K., Zigarmi, D. and Nimon, K., 2017. Definitional and conceptual muddling: Identifying the positionality of employee engagement and defining the construct. Human Resource Development Review, 16(3), pp.263-293.

Wang, Y., Zheng, Y. and Zhu, Y., 2018. How transformational leadership influences employee voice behaviour: The roles of psychological capital and organisational identification. Social Behaviour and Personality: an international journal, 46(2), pp.313-321.

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5HR01 Assignment Example

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CIPD Level 5HR01 Assignment Example: Employment Relationship Management

There is much importance in understanding 5HR01 employment relationship management (ERM) by CIPD Level 5 learners. ERM helps in maintaining a good working relationship between employees, managers, and coworkers. The process of ERM tells that by managing relationships in an organization, the environment of the workplace can be enhanced. Therefore, promoting ERM at the workplace is essential in people practices.

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The HR learners can get an insight into CIPD employment relationship management through this module which comprises different learning outcomes. The ERM is a tool to leverage organizational performance and build strong employee relationships. Thus, this module is the information guide for all the Level 5 HR learners who want to have an in-depth understanding of relationship management.

Here, we will discuss 5hr01 assignment example from each learning outcome of the module which can help you to make your own assignment topic. Choosing topics from one of the assignment examples wisely can give you higher marks in the assignments. So, let’s straight dive into some informative examples for CIPD Level 5 assignments to provide you required knowledge and skills to write them.

CIPD Level 5HR01 Assignment Activity 1: Understand employee voice, engagement and practices to support better working lives.

1.1 review emerging developments to inform approaches to employee voice and engagement..

The most important thing for HR professionals to remember when it comes to employee voice and engagement is that the landscape is always evolving. What works today might not work tomorrow, so it’s important to keep an eye on new developments and adapt your approach accordingly.

Some of the most important trends to watch include the rise of technology-enabled communication platforms, greater focus on workplace wellbeing, and increasing recognition of the importance of employee retention. It’s also worth keeping an eye on new research into the psychological drivers of engagement and motivation, as this can help you fine-tune your approach in terms of what matters most to employees.

1.2 Differentiate between employee involvement and employee participation and how it builds relationships.

Employee involvement refers to the extent to which employees are consulted and made a part of the decision-making process. It implies that employees are given an opportunity to share their thoughts and contribute towards the decisions that shape their workplace.

On the other hand, employee participation is about giving employees a voice in how their workplace functions and what goes on within it. Employees have a say in how things are done and what changes need to be made. Participation also includes sharing information with employees, soliciting feedback, and consulting them on important matters.

Both employee involvement and participation are important for building strong relationships between employees and employers. When employees feel like they are being listened to and their opinions are valued, they are more likely to be engaged in their work and committed to their organization. Furthermore, when employees are involved in decision-making, they are more likely to buy into the decisions that are made and be more likely to support them.

1.3 Assess a range of employee voice tools and approaches to drive employee engagement.

There are a variety of employee voice tools and approaches that can be used to drive employee engagement. Some of these include conducting surveys, holding focus groups, hosting town hall meetings, and using social media platforms.

Conducting regular surveys is one way to get employees to provide feedback on a variety of topics related to their work experience. This feedback can then be used to make changes that will improve the employee experience. Focus groups can also be helpful in gathering information about how employees feel about their work and what can be done to improve things.

Town hall meetings are another great way to engage employees and get their input on company-related issues. Social media can also be used as a tool for employee engagement. Creating forums or groups where employees can share their thoughts and ideas can be a great way to get employees involved in the decision-making process.

1.4 Critically evaluate the interrelationships between employee voice and organisational performance.

Organisations around the world are trying to create better working lives for their employees, and one of the most important aspects of this is employee voice. Employee voice can take many forms, from speaking up about poor working conditions to suggesting new ideas for improving the business. There is a growing body of evidence that suggests that organisations with high levels of employee engagement are more productive and successful. This is because employees who feel valued and involved in the decision-making process are more likely to be committed to their work and motivated to contribute to the success of the organisation.

In a number of different ways that organisations can encourage employee voice. One of the most important things is to create an open and inclusive culture where employees feel comfortable speaking up. This can be achieved through things like regular communication and feedback, and opportunities for employees to get involved in decision-making. It is also important to build trust between employees and management, so that employees feel confident that their suggestions will be taken seriously and acted upon.

1.5 Explain the concept of better working lives and how this can be designed.

A “better working life” is one in which a person feels satisfied with their work and experiences less stress and anxiety. It can be designed by implementing policies that allow employees to have a better work-life balance, such as flexible hours and telecommuting.

Other measures that can promote a better working life include providing training and development opportunities, offering competitive salaries, and creating a positive work environment. Employers who care about their employees’ well-being are more likely to have lower staff turnover rates and enjoy higher levels of productivity.

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CIPD 5HR01 Assignment Task 2: Understand different forms of conflict behaviour and dispute resolution.

2.1 distinguish between organisational conflict and misbehaviour, and between informal and formal conflict..

Organisational conflict is a natural occurrence in any workplace. It can arise when people have different goals, when they don’t trust one another, or when they feel that someone is not following the rules. When organisational conflict is managed effectively, it can actually be beneficial to the workplace by creating a sense of competition and motivation. Misbehaviour, on the other hand, is a deliberate act that goes against the rules of the organisation. It can be anything from coming in late to work to stealing company property. Misbehaviour can cause chaos and disruption in the workplace and can lead to decreased productivity and morale.

Informal conflict is typically less intense and resolved more quickly than formal conflict. It often involves relatively minor issues or personality clashes, and the parties involved are usually able to resolve the conflict among themselves with little or no outside help. Formal conflict, on the other hand, is more serious and often involves larger issues or disputes that require outside intervention in order to be resolved. The parties involved are typically less likely to be able to reach a resolution among themselves, and the conflict can often drag on for months or even years.

2.2 Distinguish between official and unofficial employee action.

Two types of employee action: official and unofficial. Official employee action is taken on behalf of the company and is binding on the company. Unofficial employee action is not binding on the company and might be taken for personal reasons.

Official employee action needs to be authorized by the company in order to be valid. This means that it has been reviewed and approved by someone in a position of authority within the company. Unofficial employee action doesn’t need to be authorized and can often be done without anyone else’s knowledge or approval.

Official employee action is usually taken in furtherance of the company’s business goals and objectives. Unofficial employee action can be done for personal gain or satisfaction, or simply out of a desire to cause trouble. Official employee action is always legal. Unofficial employee action might or might not be legal, depending on the circumstances.

Examples of official employee action include going on strike, picketing, and filing a grievance. Examples of unofficial employee action include sabotaging company property, spreading rumours about the company, and stealing company secrets.

2.3 Assess emerging trends in the types of conflict and industrial sanctions.

The types of conflict and industrial sanctions are always changing with the times. In today’s world, the most common type of conflict is cyber-warfare. This type of warfare is waged by attacking an opponent’s computer networks and systems, often with the goal of disrupting or disabling those networks. As for industrial sanctions, they are becoming more commonplace as well. A few examples include the recent sanctions against Russia by the United States and the European Union, as well as the sanctions against Iran that have been in place for many years.

2.4 Distinguish between third-party conciliation, mediation and arbitration.

There are a few key distinctions between third-party conciliation, mediation and arbitration.

Firstly, conciliation is typically more informal than mediation or arbitration. Conciliators often have less authority than mediators or arbitrators, and their role is often simply to facilitate communication between the parties in dispute. Mediation and arbitration, on the other hand, are more formal processes. Mediators and arbitrators have more authority than conciliators, and they typically provide binding decisions that the parties must abide by.

Another key difference is that mediation is typically confidential, whereas arbitration is not. This means that what is said during mediation cannot be used as evidence in court, for example.

Finally, another key distinction is that arbitrations usually happen after a dispute has already arisen, whereas mediations can happen before a dispute arises in order to try to prevent it from happening in the first place.

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CIPD Level 5HR01 Activity 3: Understand how to manage performance, disciplinary and grievance matters lawfully.

3.1 explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues..

Employees in the United Kingdom are protected from unfair dismissal by legislation. This legislation sets out the grounds on which an employee can be fairly dismissed, and also the process that must be followed before an employee can be dismissed.

The main grounds on which an employee can be fairly dismissed are if they are no longer capable of doing their job (due to illness or injury, for example), or if they have behaved in a way that is inappropriate or harmful to their employer (such as theft, violence, or serious misconduct).

In order to dismiss an employee for one of these reasons, the employer must follow a strict procedure. This procedure includes giving the employee written notice of the intention to dismiss them, setting out the reasons for dismissal, and giving the employee an opportunity to appeal the decision.

If an employer does not follow this procedure, or if they dismiss an employee for a reason that is not fair, then the employee may have a claim for unfair dismissal.

3.2 Analyse key causes of employee grievances.

Employee grievances can stem from a variety of sources, including working conditions, wages, and management.

Working conditions can be a major source of employee grievances, especially if the work is demanding or dangerous. Employees may also feel aggrieved if they are not given proper break time or rest periods, or if they are required to work long hours.

Wages can also be a source of grievance for employees, who may feel that they are not being paid fairly relative to the work that they do. Employees may also disagree with changes in wages that their employer makes without consulting them first.

Management can also be a source of employee grievances, especially if employees feel that their manager is unfair or unapproachable. Employees may also feel grievance if they feel that their manager is making decisions that will have a negative impact on their job or working conditions.

3.3 Explain the skills required for effective grievance and discipline-handling procedures.

The key skills required for effective grievance and discipline handling procedures are:

1. Communication skills: The ability to listen attentively, to understand the issues, and to communicate effectively with all stakeholders.

2. Conflict resolution skills: The ability to deal with difficult conversations in a constructive way, and to reach a satisfactory solution for all parties involved.

3. Problem-solving skills: The ability to identify the root cause of the problem and find a solution that is fair and realistic for everyone involved.

4. Negotiation skills: The ability to reach an agreement that is acceptable to all parties involved.

5. Decision-making skills: The ability to weigh up all the options and make a decision that is in the best interests of all parties involved.

6. Organisational skills: The ability to keep track of all the information and documentation related to the grievance or discipline issue, and to follow all the necessary procedures.

7. Time management skills: The ability to manage your own time effectively, and to keep to deadlines.

3.4 Advise on the importance of handling grievances effectively.

It’s very important to handle grievances effectively for a number of reasons.

First, if you don’t deal with them in a timely and efficient manner, they can fester and become much bigger problems.

Additionally, ineffective grievance management can lead to low morale among employees and reduced productivity.

Finally, if you don’t properly address grievances, it can create legal risks for your company.

There are a few key things to keep in mind when handling grievances.

First, you need to be aware of the relevant laws and regulations governing employee grievances.
Second, you need to have established procedures in place for handling grievances.
And third, it’s important to be fair and impartial when investigating and resolving grievances. If you take these steps, you’ll be well on your way to effectively handling employee grievances.

CIPD Level 5HR01 Learning Outcome 4: Understand the role of employee bodies in employment relations.

4.1 explain the main provisions of collective employment law..

The main provisions of collective employment law are that it sets out the rules and regulations about how employers and employees must behave towards one another.

It covers topics such as the right to be represented by a trade union, the right to bargain collectively, the right not to be discriminated against, and the right to take industrial action. It also sets out grievance and disciplinary procedures, as well as procedures for redundancy and dismissal.

4.2 Compare the types of employee bodies, union and non-union forms of employee representation.

Unionized employees have a body, the union, that represents them in negotiations with their employer. Non-union employees do not have a body that represents them in negotiations with their employer. Unionized employees typically have better benefits and working conditions than non-union employees. This is because the union has more power to negotiate better terms for its members. Non-union employees usually have to take what their employer offers them, since they don’t have a representative body to bargain on their behalf.

4.3 Evaluate the purpose of collective bargaining and how it works.

Collective bargaining is a process in which employees band together and negotiate with their employer for better wages, working conditions, and other benefits. The purpose of collective bargaining is to give employees a stronger voice in the workplace and to secure improved compensation and working conditions.

Collective bargaining usually takes place between a union and an employer. The union represents the interests of all the employees in the bargaining unit. The employer is typically represented by management.

During collective bargaining, each side presents its proposals to the other side. They then negotiate back and forth until they reach an agreement, or a “collective bargaining agreement” (CBA).

The CBA is a legally binding document that sets out the terms and conditions of employment. It includes items such as wages, hours of work, vacation time, sick days, and grievance procedures.

Once the CBA is ratified by both sides, it becomes the contract between the employer and the employees. The employees are then bound by the terms of the CBA, and the employer is bound to provide the benefits outlined in the CBA.

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Employment Relationship Management 5HR01

The main goal of unit Employment Relationship Management 5hr01 is to identify approaches to improve optimistic relationships among employees. It impacts analysing the extent so that the champions of the profession work better to increase the organisation`s performance and employee performance. The main impact of this unit is to contrast the involvement and participation of employees as well as its influence on performance promotion. Crucial concepts which students will acquire include engagement and employee voice, dispute and conflict resolution, disciplinary and grievance matters, Performance management and concepts of employee relations and employee bodies.

There is great significance in recognising Employment Relationship Management 5hr01 in Level 5 of CIPD. It also was just the learners in good work relationship maintenance among employees, co-workers, and managers. The ERM procedure demonstrates its strategy through relationship management in an organisation, the work environment might be enhanced. Thus, the promotion of ERM in organisations and workplaces is significant for the practice of individuals

The learners of human resource management can get details in CIPD relationship management in employment with the help of this module that emphasises versatile outcomes of the learning. On the building and performance of an organisation that generates potent Relationships among employees. Therefore, this module provides the information guide for all the learners of Human Resource Management at level 5 who have an urge to get detailed recognition of relationship management.

We are going to discuss some examples of relationship management in the assignment of Employment Relationship Management 5hr01 which provides the module outcome that assists in generating your assignment. The selection of topics is another example of an assignment that provides great marks to the students in their assignments. Therefore, some informative examples are presented at this level which can assist the student gain great knowledge and skills to generate their assignment.

Objectives of unit

The objective of the unit Employment Relationship Management 5hr01 is to make the learners acquire the following benefits:

Provide our reflection on the experience of training and learning activities and continue the development at a professional level.
Thoroughly read the insights of the CIPD fact sheet and online material in terms of these topics.
Students are required to provide relativity among professional practice theories and academic concepts in a critical way and with key text, publications and articles.

Learning outcomes

The main learning outcomes of the unit Employment Relationship Management 5hr01 are comprised of the objectives of the unit which are designed to teach learners about relationship management.

LO1: Recognise the practice, engagement and voice of employees to support live working better.

Lo2: recognise versatile categories of dispute resolution and conflict behaviour., lo3: recognise the way through which one can manage disciplinary, performance and grievance matters in terms of law., lo4: recognise the roles of the body of employees in employee relations., assessment criteria.

The assessment criteria of the unit Employment Relationship Management 5hr01 is comprised of the learning outcomes which are tailored to make the learners get more information about relationship management.

1.1 Enquire about emerging developments to aware methods to employee engagement and voice.

1.2 Contrast between employee participation and employee employment and the way it generates relationships.

1.3 Monitor a broad variety of employee voice approaches and tools to generate employee engagement

1.4 Critically analyse the relationship between organisational performance and employee voice

1.5 Elaborate on the better life working concepts and the way they might be generated.

2.1 Differentiate between misbehaviour and organisational conflict, and between formal and informal conflict.

2.2 Differentiate between unofficial and official actions of employees.

2.3 Monitor the emerging trends in the category of industrial sanction and conflict.

2.4 Differentiate between arbitration mediation and conciliation of third parties.

3.1 Elaborate on the legislation principles in terms of unfair dismissal related to misconduct and capability issues.

3.2 Identify the key components of employee grievance.

3.3 Elaborate the required skills for influential grievance and procedure of discipline handling.

Negotiation skills
Communication skills
Conflict resolution skills
Organisational skills
Decision-making skills
Time management skills

3.4 Generate and advice on the significance of effectively handling grievances.

Some of the things which can assist you in grievance handling include.

The relevant rules and regulations are governed by the employee.
Procedure establishment at the time of handling the grievance.
Significance of impartiality and fairness at the time of investigating and resolving the grievance.

4.1 Elaborate the significant collective law of employment and its provisions.

4.2 Contrast the categories of employee unions, bodies and non-union categories of employee representation.

4.3 Identify the collective bargaining purpose and its working procedure.

You can also read a sample Talent Management And Workforce Planning 5HR02 .

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Writers are the most inevitable source of academic writing that`s why at the time of hiding over writers we keep their educational background and writing skills into account. All of our writers have a great comprehension of the assignment topics because of have the PhD degrees in human resource management. The abilities of our writers can be gauged by the satisfaction of our customers.

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5HR01 Employment Relationship Management
CIPD Level 5

Introduction.

In the course 5HR01 Employment Relationship Management, students are acquainted with methods and strategies aimed at enhancing both working relationships and productivity. The enhancement of employment relationships plays a pivotal role in positively influencing organizational performance.

The purpose of learning

Upon completing this unit, students will have the capacity to:

Foster employee engagement through comprehension of employee voice and engagement dynamics
Grasp conflict behaviors and techniques for resolving disputes
Acquire knowledge on the lawful management of performance, disciplinary matters, and grievances
Comprehend the role of employee bodies in advancing employee relations

Creating a better working environment through employee engagement and voice

Engagement and employee voice: approaches.

The exploration of employee engagement and voice encompasses a range of viewpoints, encompassing intellectual, emotional, and social dimensions. In this context, learners gain insights into how engagement is influenced by factors like leadership, managerial involvement, social media interactions, and employee engagement surveys. These elements collectively shed light on the interplay between employee voice and its impact on engagement levels. The comprehensive examination of employee voices, including those within gig economies, serves as a focal point for students’ understanding. This concept not only underscores the significance of articulating ideas and perspectives but also underscores their role in enhancing the employment landscape. Furthermore, learners become adept at distinguishing between employee involvement and employee participation, fostering a deeper comprehension of organizational dynamics.

Engagement tools that drive employee voice, and the connection between employee voice and performance

Surveys, which gather insights from employees, along with suggestion schemes aimed at generating ideas, and fostering engagement during team meetings, exemplify tools used to amplify employee voice. In addition, involving employees in consultative committees and providing platforms for participation in forums are strategies that further bolster employee voice.

The connection between employee voice and workplace performance is evident through the enhancement of high-performance work practices. This involves an assessment of diverse performance measurement approaches and an exploration of the myriad factors that contribute to employee engagement. As such, employee voice becomes intricately intertwined with the dynamics of workplace performance.

Developing a concept for better working lives

In grasping the concept of quality work, learners should take into account both the equitable and respectable aspects of employment, along with the provisions that enhance working conditions. When crafting an enhanced professional experience, employers ought to contemplate the inherent characteristics of tasks delegated to their workforce, their receptiveness to employee feedback, and the evaluation of job quality as pivotal elements driving organizational advancement.

Conflict behaviours and dispute resolution at work

Distinguishing conflict from misbehaviour.

Lingering disputes between employers and employees often escalate into conflicts. Strikes, go-slows, protests, and detrimental employee conduct emerge as common manifestations of conflict, disrupting the usual operational flow. Misbehavior, denoting intentional adverse actions by employees, encompasses issues like fraud, absenteeism, tardiness, and theft, contributing to the discord. Moreover, conflicts can take on formal or informal forms—formal conflicts arise from divergent leadership styles and inter-personal disagreements, while informal conflicts stem from impromptu disputes, interpersonal clashes, and cultural variances.

In the face of conflicts, both employers and employees respond through a spectrum of official and unofficial measures. In instances where trade unions engage in conflict resolution, an official course of action is pursued. This involves union representatives adhering to relevant regulations and legal safeguards as they address the conflicts at hand. Conversely, unofficial action transpires independently of trade union consent and the legal safeguards extended to the disputing parties.

The differences between third-party conciliation, mediation, and arbitration

Third-party conciliation involves the intervention of an impartial individual who facilitates conflicted parties in comprehending each other’s perspectives and collaboratively resolving their differences. Mediators play a pivotal role in guiding the parties towards conflict resolution, offering actionable steps and shedding light on the core issues. Arbitration, on the other hand, pertains to a scenario where an external entity makes a binding decision to settle a dispute, holding both parties accountable to the resolution reached.

Conducting performance, disciplinary, and grievance management in a lawful manner

Legislation about unfair dismissal.

Termination of employment can stem from concerns surrounding capability or misconduct. Capability-related dismissals may arise when individuals are unable to meet performance expectations or lack the requisite qualifications for assigned responsibilities. Misconduct, on the other hand, pertains to behavior that contravenes the established rules and regulations of the organization. It is imperative for employers to exercise fairness and equity in their decision-making processes to ensure that dismissals are conducted reasonably and justly.

Procedures for handling employee grievances and discipline

Grievances arise from a spectrum of sources, encompassing issues such as ineffective management, inflexible work arrangements, inequitable treatment, unfavorable working conditions, and instances of harassment and bullying. It is imperative for employers to navigate these situations judiciously, ensuring that both grievances and subsequent disciplinary actions are addressed impartially and equitably.

Organizations that meticulously adhere to established procedures and protocols for handling grievances shield themselves from potential legal ramifications. This approach not only safeguards the organization but also contributes to cultivating a positive reputation that can attract prospective employees. Effective grievance management not only mitigates employee frustrations but also minimizes resistance to change. Furthermore, it serves as a catalyst for reducing employee resignations, consequently bolstering overall employee retention rates.

The role of employee bodies in employment relations

Enhancing employee relations hinges on a comprehensive grasp of employment law stipulations, encompassing aspects like information disclosure, collective agreements, and both formal and informal procedural actions.

Within an organization, employees find representation through unions and non-union entities. Trade unions operate under the guidance of union representatives, actively engaged in union-related affairs. Complementary to mechanisms like joint negotiation committees and work councils, there exist avenues such as employee forums, staff councils, and pension bodies. The pivotal role of union representatives lies in their involvement within the collective bargaining process, collaboratively forging protocols related to industrial governance and agreements that bolster the efficacy of decision-making processes.

5HR01 EMPLOYMENT RELATIONSHIP MANAGEMENT ASSIGNMENT GUIDELINE TASK ONE

What is the main focus of the 5hr01 employment relationship management course.

This course concentrates on equipping learners with an understanding of various aspects of employment relationships, including employee engagement, grievance handling, dispute resolution, and the roles of different stakeholders in managing relationships within an organization.

How does the course address the concept of employee voice and engagement?

The course delves into the dynamics of employee voice and engagement, exploring methods like surveys, suggestion schemes, and team meetings. It also examines the connection between employee engagement and workplace performance.

What role do unions and non-union bodies play in employment relationships?

The course provides insights into how unions and non-union entities represent employees within organizations. It delves into the involvement of union representatives in various aspects of workplace dynamics, including negotiation and communication.

How does the course cover conflict resolution?

The course comprehensively addresses conflict management, highlighting the consequences of unresolved disputes and providing guidance on formal and informal conflict resolution strategies. It also touches upon the significance of conciliation and arbitration.

How does the ACAS Code of Practice relate to employment relationship management?

The course explains the importance of the ACAS Code of Practice in offering practical guidelines for handling grievances and disciplinary issues. It underscores how adhering to these guidelines can contribute to smoother employment relationship management.

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5HR01 Employment Relationship Management

Introduction to 5hr01.

5HR01 Employment Relationship Management is a unit that provides insights to learners on the approaches and practices that improve working relationships to better people’s working lives. Promoting employment relationships in the workplace has a significant impact on improving organisational performance.

Learning objectives

By the end of the unit, learners will be able to;-

Understand the concepts of employee voice and engagement
Understand conflict behaviours and dispute resolution methods
Get insight on how to lawfully manage performance, disciplinary and grievance matters
Understand the role of employee bodies in promoting employee relations

Employee voice and engagement in supporting better working lives

Approaches to employee voice and engagement

The approaches to employee voice and engagement derive from different perspectives that are intellectually, affectively and socially identified. Learners understand examples of engagement drivers such as leadership, management engagement, social media engagement and the use of engagement surveys to determine the relationships between employee voice and engagement. The learners get insight into the impact of employee voice on the workers including the gig economy workers. The concept helps students understand their role in airing their opinions and ideas towards promoting improved job quality. Additionally, learners differentiate between employee involvement and participation.

Employee voice tools that drive engagement, and the relationship between employee voice and performance

Examples of employee voice tools include surveys conducted to collect information from employees, use of suggestion schemes and engagement in team meetings. Other tools that enhance employee voice include engagements in consultative committees and the development of opportunities for employees to participate in forums.

Employee voice links to organisation performance through the engagement of high-performance work practices, evaluation of the different means to measuring performance and consideration of various variables that determine employee engagements to improve performance.

Designing of the better working lives concept

Learners need to understand the definition of good work by considering the fair and decent work, the quality of the job, and the terms that improve employment conditions. The important concepts that design better working lives include the nature of work assigned to employees, the responsiveness of the employers to employees’ complaints and the assessment of job quality towards improving organisation performance.

Conflict behaviours and dispute resolutions in work

Differences between conflict and misbehaviour

Conflicts arise from disagreements that are not solved between employers and employees. Conflicts in most cases result in strikes, go-slows, protests and negative employees behaviours that distract the normal working systems at work. Misbehaviour refers to the intentional negative behaviour on employee conduct. Misbehaviour is a result of fraud, absenteeism, lateness to work and theft among others. Conflicts may be formal or informal. Formal conflict arises from differences in leadership styles and debates arising from different peoples’ opinions. Informal conflicts are from spontaneous arguments, differences in peoples’ opinions and cultural differences.

When conflicts arise, employees and employers result in taking official or unofficial employee action. Official action is taken where trade unions get involved in solving disputes. The union representatives follow the relevant legislation and legal protection laws when managing conflicts officially. Unofficial action is taken when there is no trade union authorisation and when there is no legal protection for the parties involved in the conflict.

Differences between third-party conciliation, mediation and arbitration

Third-party conciliation is a method where a neutral person helps parties in conflict understand each other and support them in getting a solution to the conflict issues. Mediation involves having a mediator who helps explain the conflict and advice the parties on how to settle the issue. Arbitration is where an arbitrator makes a decision to resolve the dispute and the decision has to be binding to both parties.

Lawfully managing performance, disciplinary and grievance matters

Legislation relating to unfair dismissal

Dismissal may be as a result of capability or misconduct issues. Capability issues arise when employees fail to perform according to expectations or lack the qualifications that are needed to complete certain tasks. Misconduct is a result of misbehaviours that are against the organisation rules and regulations. Employers need to act fairly when making decisions to ensure that the dismissal is reasonable.

Employee grievances and discipline handling procedures

Grievances are a result of poor organisational management, lack of flexibility at work, unfair treatment, poor working conditions and cases of harassment and bullying. Employers should handle grievances and disciplinary cases in the most appropriate way to ensure that they are fair and free of bias.

Employers who follow procedures and processes in handling grievances protect organisations against legal claims. The employers create a positive organisation reputation where other employees would want to join. Effective management of grievances minimises cases of employee frustrations and reduces employees’ resistance to change. Cases of employee resignation are reduced and this increases levels of employee retention.

Role of employee bodies in employment relations

Improving employee relations requires employers to understand the provisions of employment law, including the laws relating to disclosure of information, legal laws on collective agreements and procedures in the official and unofficial actions.

There are different union and non-union bodies that represent employees in an organisation. Trade unions are organised and have union representatives taking part in the union issues. Other non-union examples include joint negotiation committees, work councils, employee forums, staff councils and pension bodies among others. trade union representatives take responsibility to engage in the collective bargaining process to jointly determine rules relating to industrial governance and other agreements that enhance effectiveness in decision-making.

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CIPD Level 5 Associate Diploma in People Management

RQF Level: 5

Total credit value: 42 credits

What to expect from this CIPD Level 5 course

If you want to improve your people management skills and knowledge, there’s nothing like a prestigious professional qualification from the Chartered Institute of Personnel & Development to encourage employers to take notice when you are applying for an HR role.

This CIPD Level 5 qualification has seven units in total. The first three are core units based on the CIPD Profession Map, the next three will help you develop specialist HR knowledge, and the final choice is an optional unit which you can select from a variety of topics. This diploma can take as little as nine months to complete and leads to CIPD Associate Membership.

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Price: £3,300 inc. VAT

Price (inc. Tailored): £3,660 inc. VAT

This tailored programme combines your relevant workplace experience with tailored learning and assessment content. We’re one of the few centres approved to offer this option and it’s only available to experienced professionals.

To be considered for a tailored programme, you need to demonstrate you have sufficient and recent workplace experience to cover at least 50% of what is taught in the syllabus. If you’re not sure if you’re eligible, book a free, no-obligation call before signing up.

Price: £3,660 inc. VAT

Price (inc. Workshops): £4,500 inc. VAT

Not everyone is ready to commit to studying for a full CIPD Level 5 Qualification. Life has a habit of getting in the way, causing our best laid plans to go by the wayside. If this sounds familiar, you might be interested in getting CIPD qualified unit by unit.

With our CIPD PAYG Programme, you can choose what you want to do, when to do it and how to get qualified on your own terms.

Our flexible learning methods have allowed us to offer a programme which puts you in control and allow you to get the essential skills and knowledge you need to boost your HR or L&D career quickly.

Prices from: £690 inc. VAT

The CIPD Trust bursary fund provides financial help where it’s most needed for people who want to develop their career in HR or L&D.

The bursary fund is available if you need full or part financial support to enrol on a CIPD programme with Reed Learning.

The fund, which will pay for the cost of the course and/or CIPD student membership for the first year, can be applied for via a Reed Learning adviser who will help you complete your application and connect with the CIPD Trust.

As well as the cost of your study, the CIPD Trust offers mentoring, coaching and other guidance to help you become qualified. Check out the website for further details.

What does your pathway to being CIPD qualified look like?

Your learning journey for this CIPD level 5 course will typically last up to 18 months but could be completed in much less time than this.

You’ll start by completing the induction for your programme so you can get to grips with what’s to come. This will involve:

Accessing the learner community and online resources

Receiving your handbook

Being introduced to your personal adviser

Exploring your unit workbooks

Accessing study skills webinars

You’ll be able to study at your own pace, anywhere anytime, with our Virtual Learning Environment. Generally, learners spend two or three months on each unit, but the pace will be dictated by your chosen method of delivery and personal circumstances.

Over the course of this time, you may attend live online workshops and webinars, have one-to-one catch ups with your adviser, join online discussions and regularly receive course materials in the form of articles, activities and videos.

Support every step of the way

We will support you throughout your programme, track your progress, and then work with you every step of the way to ensure you achieve success.

Your personal adviser will work with you to agree a plan for your CIPD Level 5 programme. This includes discussing the assessment task and developing a study plan for the unit. Your personal adviser will work with you throughout your CIPD Level 3 Foundation Certificate in People Practice Course.

Work through the learning resources on our virtual learning environment. Access webinar recordings, workbooks and activities, as well as articles, videos and links to further reading. Anytime, anywhere on any device – 24/7 access will be available throughout your CIPD Level 3 programme.

Participate in our online discussions and learn with and from other participants as well as from our experts. Use this opportunity to share what you have learnt and reinforce your learning. This will be available for every unit throughout the programme.

The Reed Learning Training Support team are on hand to help with everyday questions around workshops, the VLE and CIPD Membership. You can call the support team at any time to ask for admin help whilst on programme. Your personal adviser will also support you with 1:1s to guide you through your programme. Support tutorials may be arranged by the tutor team when there are areas they feel would benefit from extra attention too. The VLE has a study skills area and course information pages with useful information, reading lists and handbooks.

You will complete written assignments for every unit of your programme. We will provide you with lots of support and guidance to complete each unit. Your adviser will provide you with thorough feedback on each assignment submitted and advise where amendments may be needed so that you can successfully complete each unit.

Access our new study skills webinars including topics such as Critical Analysis and Writing and How to Study Effectively. Designed to enhance your existing skills and discover new ones. Available 24/7 and can be watched at anytime on any device.

How to apply

Complete this booking form so that we can begin your enrolment.

We want you to have all the information you need to make an informed decision about studying for your CIPD Level 5 qualification. If you are still unsure which course of level of study is right for you, a personal consultation with one of our specialist advisers will help determine both the right level of qualification, and the right delivery method to suit your learning style and circumstances.

List of CIPD Level 5 Units

Three core units, plus three specialist units, plus one additional specialist unit.

Our Price Match Guarantee on like for like CIPD courses means you will never pay more when you study with us.

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Can’t wait to get started? Speak to us now about taking the next step in your career

Why choose reed learning for this qualification.

We’re Learning and Development experts and will guide you through the process of getting CIPD qualified. When you learn with us you’ll get access to:

CIPD qualified tutors with strategic and practical HR & L&D experience

The full range of CIPD modules with a mixed mode approach

24/7 support via our Virtual Learning Environment

A dedicated personal adviser to support you throughout your programme

A range of learning options and start dates

A flexible interest-free payment plan for all certificates and diplomas (up to 12 months)

Downloadable courses materials and supporting resources

11 Apr 2024

CIPD qualifications

Michaela did a fantastic job leading us through the day. It was my first live webinar, so before attending, I wasn't entirely sure what to expect.

Amazing day, I always come off workshop buzzing with new methods and theories to take back to my organisation. Today was so interactive and Lorraine was great!

The trainer was clear, knowledgeable and managed to include all participants in discussion

Again another great course. I was a little worried of having a full day after two shorter days for the first unit. However, Lorraine kept me fully engaged throughout. She has lots of positive energy and made everything seem super easy! By using real life examples I felt like it all helped cement the information.

Sue was very knowledgeable. Her style is calm, welcoming and warm. It’s been a pleasure to meet her!

Discover the right CIPD qualification for you

We take the time to understand your career goals, aspirations and learning style and match you with a qualification that suits your needs. Arrange a free consultation with a learning adviser and let’s start this journey together.

Latest articles

A CIPD qualification will give you the confidence to excel in your career, just ask Phillippa …

It is still a common occurrence among all sorts of small companies operating in different sectors to have no dedicated HR manager. It’s even more common for such companies to share out the HR function to a range of people within the organisation with no one having overall responsibility.

From career banker to CIPD Chartered Fellow

“I am living proof that you don’t need a degree to get the advanced diploma, but you do need dedication and to take your work seriously. Getting the qualification helped me to be more strategic, to evaluate evidence and to understand the reasons why I was doing things in a certain way. It gave me extra confidence and the belief that what I was doing was correct.” Steve Way, Head of Human Resources at Aquaterra Energy

Are you looking to start a new career?

Gain a professional qualification in Human Resources or Learning and Development from as little as £199* per month (+ deposit) with our interest free payment plan.

Other CIPD courses

CIPD Level 3 Foundation Certificate in People Practice

CIPD Level 7 Advanced Diploma in Strategic People Management

Cipd level 7 advanced diploma in strategic learning and development.

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Home
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Course Overview

Become the office superpower with advanced CIPD qualifications, and fast track your earning potential in the HR and L&D industry!

Are you ready to take the next steps in your HR career? If so, the Associate Diploma in People Practice Level 5 will teach you the knowledge and skills required for a mid-level career in senior people management.

Champion the workplace with our new CIPD courses. As an HR professional, you can help develop a positive business culture and guide your business and employees towards long-term success through good strategy and by implementing fundamental HR initiatives.

If you’re an established HR professional looking to move into a managerial role, or you’ve studied HR and want to expand your knowledge further, this HR training course is ideal for you. Not only will earn an internationally recognised qualification but this training course also leads to CIPD Associate Membership.

New to HR or people management? Check out our Foundation Certificate in People Practice Level 3 CIPD training course.

TrustScore 4.8 | 7,649 reviews

Delivery Method: Online
Tutor Support Included
Earn an industry recognised HR/L&D qualification.
CIPD is the 'gold standard' in HR training.
Course Access: 18 months
Membership available via CIPD

Course accreditation

Why e-Careers?

Why study the Associate Diploma in People Practice with e-Careers?

As an award-winning leader in the delivery of online professional qualifications, we have helped career starters gain the qualifications for their first jobs, trained working professionals to change careers into new sectors, and improved businesses through employee upskilling.

Our courses have been developed by expert professionals and academics, enabling staff to upskill and advance in their careers and ensuring organisations have employees with the latest skills and competencies within their workforce.

Colleges, Unions, and Government bodies are among the many institutions we have provided training for who continue to partner with us for our ability to deliver excellence.

With a range of payment options, no career aspirations are out of reach. We offer payment plans and interest-free options to suit all budgets.

Don’t just take our word for it. We’re proud to have an “Excellent” Trustpilot rating with over 13,000 reviews.

The CIPD membership is prestigious and internationally respected , and its members are the most in-demand professionals in the world . It is the only HR body that can award Chartered status, giving you an edge throughout your career. You’ll join a community of 150,000 knowledgeable HR and L&D professionals across 120 countries, and benefit from exclusive access to insights and guidance from industry experts.

Suitability

Is the Associate Diploma in People Practice Level 5 course right for me?

Are you naturally good with people and passionate about equality and helping get the most out of individuals? If so, this People Practice CIPD training course would suit you perfectively.

You will develop management skills, knowledge of people practice and strategic expertise but if you already have knowledge of these areas it would be advantageous.

Career Opportunities

What jobs can I apply for after my Certificate in People Practice training?

Once completed, you’ll be awarded CIPD Associate Membership, and you can use the designation “Associate CIPD” after your name.

The CIPD Associate Diploma will help you on your journey to maximising your earning potential in HR. The average UK salary for a Lead HR Manager is £52,805 p.a.

(Source: PayScale).

Studying for your Associate Diploma in People Practice Level 5 CIPD, makes you eligible for a range of advanced HR and L&D job roles, including:

HR Administrator
HR Associate
HR Representative
Facilitator
Training Deliverer
Learning Administrator

Syllabus & Exam

Learning Level: Advance your career within HR and L&D Equivalent to: Degree UCAS Points: 42 Credits

Average completion: 12-15 months Max duration: 18 months Start Date: You can start your course at any time Entry Requirements: Some HR Experience or a degree Modules: 7 (3 core, 3 specialist, 1 optional) Accreditation: CIPD Associate Exam: No exams. There are four end of module assignments you’ll be assessed on. Your tutor will mark this for you to revise before submitting to CIPD. Guided learning hrs: 175

Associate Diploma in People Practice Level 5 Syllabus

5CO01 : Organisational Performance and Culture in Practice

On completion of this unit you will:

Understand the connections between organisational structure and strategy

Understand organisational priorities, how to interpret theories and what drives change

Understand how to build diversity and inclusion

Understand how people practice connects and supports wider strategies

5CO02 : Evidence-Based Practice

Understand the methods re-applied to diagnose challenges and opportunities

Understand critical thinking and how different ethical perspectives can influence decisions

Understand the benefits and risks of solutions for improving people practice issues

Understand how to measure the impact people practice makes to organisations

5CO03 : Professional Behaviours and Valuing People

Understand how to champion inclusive and collaborative strategies

Understand how to design and evaluate solutions for positive working relationships

Understand how the role of a people professional is evolving

Understand how to assess your own strengths, weaknesses, and development areas

5HR01 : Employment Relationship Management

Understand how to develop practices aimed at supporting better working lives

Understand how to differentiate between employee involvement and participation

Understand emerging trends in conflict, mediation, and arbitration

Understand performance, disciplinary and grievance matters

Understand employment law and the types of employee representation

5HR02 : Talent Management and Workforce Planning

Understand labour market trends and their significance for workforce planning

Understand the impact of a changing labour market on resourcing decisions

Understand supporting succession and contingency planning

Understand turnover and retention trends, and how organisations build talent pools

Understand the importance of managing contractual arrangements and onboarding

5HR03 : Reward for Performance and Contribution

Understand the principles of reward and how policies and practices are implemented

Understand how people and organisational performance impacts approaches to reward

Understand how data can be gathered and measured and used in benchmarking

Understand how to develop reward packages and the legislative requirements that impact them

Understand the role of people practice in supporting managers to make reward judgements

5OS06 : Leadership and Management Development

Understand the relevance of leadership and management and the knowledge, skills and behaviours required

Understand a range of different learning and development initiatives in developing leaders and managers

Understand the effectiveness of leadership and management development initiatives

Associate Diploma in People Practice Level 5 Exam Details

A range of units make up this qualification, with an assignment at the end of each. You will submit your work to your tutor for marking and tailored feedback.

Upon successful completion of this course, you will be awarded the CIPD Level 5 Associate Diploma in People Management.

Regulated Qualifications Framework (RQF) Level 5 in England and Northern Ireland. Credit and Qualifications Framework (CQFW) Level 5 in Wales. Comparable to Level 7 in Ireland, Level 9 in Scotland, Level 5 European Qualifications Framework (EQF).

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Navigating Success: A Comprehensive Guide to 5HR01 Assignments and CIPD Level 5 Assignment Help
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Embarking on the academic journey at the CIPD Level 5 brings with it a set of challenges, and one of the pivotal components is mastering the 5HR01 module. In this extensive guide, we’ll unravel the intricacies of CIPD Level 5 assignments, shedding light on the essential elements, and introducing the concept of expert CIPD Level 5 assignment help to ensure your academic success.

Understanding CIPD Level 5 Assignments: Decoding the Essentials

**1. deciphering the cipd level 5 code:.

Before delving into the specifics of CIPD Level 5 assignments, it’s imperative to understand the code itself. CIPD Level 5 signifies a particular level within the Chartered Institute of Personnel and Development, emphasizing an intermediate level of knowledge and skills in HR.

**2. Essence of CIPD Level 5 Assignments:

CIPD Level 5 assignments are designed to evaluate your proficiency in HR practices and principles. These assessments go beyond basic comprehension, requiring critical analysis, strategic thinking, and the application of theoretical knowledge to real-world scenarios.

**3. Navigating the Assignment Landscape:

The assignment landscape for CIPD Level 5 projects is diverse, ranging from essays to case studies and research papers. Each format aims to assess different skills, providing a comprehensive evaluation of your understanding of HR concepts.

**4. The Role of Expert 5HR01 Assignment Help:

Recognizing the challenges that accompany CIPD Level 5 assignments, seeking expert help becomes a strategic move. Expert CIPD Level 5 assignment help services can provide guidance, support, and valuable insights to enhance the quality of your submissions.

Exploring the Dynamics of CIPD Level 5 Assignments: A Step-by-Step Analysis

**1. introduction: setting the stage:.

The introduction of a CIPD Level 5 assignment should provide context and establish the scope of the topic. Expert help can guide you in crafting an engaging introduction that captures the attention of your audience.

**2. Literature Review: Building on Existing Knowledge:

A literature review is a critical component, demonstrating your awareness of existing research. Expert assistance can aid in navigating relevant literature, ensuring your review is comprehensive and well-informed.

**3. Methodology: Unveiling the Research Approach:

The methodology section outlines how the research was conducted. Expert guidance can assist you in selecting the appropriate research methods, ensuring your methodology aligns with the objectives of your assignment.

**4. Findings: Analyzing and Presenting Data:

Findings showcase the results of your research. With expert help, you can analyze and present data effectively, emphasizing key points and ensuring the clarity of your findings.

**5. Discussion: Interpreting Results and Implications:

The discussion section is where you interpret your findings and discuss their implications. Expert assistance can provide valuable insights into interpreting results, connecting findings to broader HR concepts, and outlining implications for the industry.

**6. Conclusion: Summarizing Key Insights:

The conclusion summarizes the main findings and their relevance. Expert support can guide you in crafting a strong conclusion that reinforces the significance of your research and aligns with the overall objectives of the assignment.

**7. References: Citing Sources Appropriately:

A well-referenced assignment is crucial for academic integrity. Expert help ensures that your references adhere to the required citation style, enhancing the credibility of your work.

Strategies for Integrating Expert CIPD Level 5 Assignment Help

**1. choose reputable assignment help services:.

Select reputable services that specialize in CIPD Level 5 assignments, ensuring they have a track record of delivering high-quality assistance.

**2. Clearly Communicate Your Requirements:

Effectively communicate your assignment requirements to the experts, providing clear guidelines to align their assistance with your academic goals.

**3. Collaborate Throughout the Process:

Collaborate with the experts throughout the assignment process, seeking clarification on concepts, reviewing progress, and actively participating in the learning experience.

**4. Review and Understand the Provided Help:

Take the time to review and understand the guidance provided by the experts. This ensures that you not only submit a well-crafted assignment but also enhance your understanding of the subject matter.

Conclusion: Excelling in CIPD Level 5 Assignments with Expert Guidance

In conclusion, excelling in CIPD Level 5 assignments involves a combination of understanding the course code, navigating assignment dynamics, and integrating expert help strategically. By embracing expert CIPD Level 5 assignment help , you can elevate the quality of your submissions, gain valuable insights, and foster a deeper understanding of key HR concepts. Remember, the goal is not just to complete assignments but to master the subject matter, contributing to your growth as a student and future HR professional. Utilize the power of expert guidance to navigate the complexities of CIPD Level 5 assignments and emerge with confidence in your academic journey.

cipd level 5 5hr01 assignment

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5HR01 Assignment Example

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CIPD Level 5HR01 Assignment Example: Employment Relationship Management

CIPD Level 5HR01 Assignment Activity 1: Understand employee voice, engagement and practices to support better working lives.

1.2 Differentiate between employee involvement and employee participation and how it builds relationships.

1.3 Assess a range of employee voice tools and approaches to drive employee engagement.

1.4 Critically evaluate the interrelationships between employee voice and organisational performance.

1.5 Explain the concept of better working lives and how this can be designed.

CIPD 5HR01 Assignment Task 2: Understand different forms of conflict behaviour and dispute resolution.

2.2 Distinguish between official and unofficial employee action.

2.3 Assess emerging trends in the types of conflict and industrial sanctions.

2.4 Distinguish between third-party conciliation, mediation and arbitration.

CIPD Level 5HR01 Activity 3: Understand how to manage performance, disciplinary and grievance matters lawfully.

3.2 Analyse key causes of employee grievances.

3.3 Explain the skills required for effective grievance and discipline-handling procedures.

3.4 Advise on the importance of handling grievances effectively.

CIPD Level 5HR01 Learning Outcome 4: Understand the role of employee bodies in employment relations.

4.2 Compare the types of employee bodies, union and non-union forms of employee representation.

4.3 Evaluate the purpose of collective bargaining and how it works.

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Objectives of unit

Learning outcomes

LO1: Recognise the practice, engagement and voice of employees to support live working better.

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Table of Contents

The purpose of learning

Creating a better working environment through employee engagement and voice

Engagement tools that drive employee voice, and the connection between employee voice and performance

Developing a concept for better working lives

Conflict behaviours and dispute resolution at work

The differences between third-party conciliation, mediation, and arbitration

Conducting performance, disciplinary, and grievance management in a lawful manner

Procedures for handling employee grievances and discipline

The role of employee bodies in employment relations

5HR01 EMPLOYMENT RELATIONSHIP MANAGEMENT ASSIGNMENT GUIDELINE TASK ONE

How does the course address the concept of employee voice and engagement?

What role do unions and non-union bodies play in employment relationships?

How does the course cover conflict resolution?

How does the ACAS Code of Practice relate to employment relationship management?

5HR01 Employment Relationship Management

Learning objectives

Employee voice and engagement in supporting better working lives

Conflict behaviours and dispute resolutions in work

Lawfully managing performance, disciplinary and grievance matters

Role of employee bodies in employment relations

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CIPD Level 5 Associate Diploma in People Management

What to expect from this CIPD Level 5 course

Delivery and CIPD qualification cost

What does your pathway to being CIPD qualified look like?

Support every step of the way

How to apply

List of CIPD Level 5 Units

Can’t wait to get started? Speak to us now about taking the next step in your career

Discover the right CIPD qualification for you

Latest articles

A CIPD qualification will give you the confidence to excel in your career, just ask Phillippa …

From career banker to CIPD Chartered Fellow

Are you looking to start a new career?

Other CIPD courses

CIPD Level 3 Foundation Certificate in People Practice

CIPD Level 7 Advanced Diploma in Strategic People Management

CIPD Level 5 Associate Diploma in People Management