CIPD Diploma in Learning and Development-L5 دبلومة [EN]

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There are six chapters in this topic. We recommend that you complete them in the order presented here before putting into practice what you have learned in the 'Apply' section.

But first, welcome to your new role of People Practice Manager at Bashir's Baked Goods (BBG), a family-owned company founded in 1993 by Bashir Baba. He is still CEO and plays an active role in the day-to-day running of the company.

BBG has a physical shop for retail customers as well as an online presence. It also supplies supermarkets and restaurants.

BBG continues to expand in a rapidly growing market.

Priyam has worked in BBG's People Function for three years and she has a wealth of knowledge and experience she'll be sharing with you.

Introduction

In this chapter, we'll look at what an organisation is and some different organisational structures. We will then look at the factors we should consider when selecting an appropriate organisational structure and how to assess if a change of structure may be required to help drive business performance forward.

This will help build your understanding of key terminology and enable critical thinking and reflective practice around how these factors can influence and shape organisations.

In this chapter, we'll look at the importance of strategy and explore some analysis tools that can help us form strategies.

Introduction

In this chapter, you will learn about some of the analytical tools commonly used in business to allow you to analyse the internal and external business environment your organisation operates in.

There are many areas a business strategist may wish to analyse, such as:

• The marketplace and competition.
  

• Stakeholder demographics.
  

• Social and technological trends.
  

• Impact of technology.
  

• Globalisation and international factors.
  

• Government policy and legal regulation.
  

In this chapter, we'll look at some tools for assessing an organisation's priorities.

In this chapter, we look at People Practice as a strategic function, examining the sorts of activities that help shape the systems and structures of organisations.

We explore strategic workforce planning, including talent management, succession planning, total reward, and strategic recruitment.

In this chapter, we'll look at the scale and impact of technology in the workplace.

In this chapter, you will explore organisational behaviour and culture. This focuses on how humans act in an organisational setting, how they interact with each other, and the organisation itself. Understanding this is a central part of the People Practice remit.

In this chapter, you'll examine key managerial responsibilities and management theories. You'll also look at theoretical approaches to organisational behaviour and how leadership influences this in diverse ways.

In this chapter, we'll explore organisational change. This refers to the process of implementing new strategies, structures, technologies or cultural shifts within an organisation. It can be driven by various factors, such as changes in the external environment, internal performance issues, or opportunities for growth and innovation.

Organisational change can be challenging, but with careful planning, effective communication, and a commitment to continuous improvement, it is possible to successfully implement new strategies and technologies that drive growth and innovation.

There are established methodologies to support organisational changes.

There are multiple factors potentially involved in building a positive organisational culture. These include cultivating trust, approaches to employee engagement and motivation, defining clear expectations and goals, recognition and reward, and creating development pathways.

What and how combine to achieve the desired culture. Understanding the different types of culture and theories of how people behave at work supports this.

In this chapter, we will explore the influence and impact that People Practice has on organisational culture and behaviour.

By role-modelling behaviours and creating policies that support the organisation's culture, we help clarify how to act and operate within it.

In this chapter, you'll see how wellbeing at work involves stress prevention and building positive working environments. Both employees and organisations benefit and thrive when a healthy workplace is actively cultivated; the events of recent years have put workplace wellbeing in the spotlight.

Employers can make a concerted effort to recognise if and where issues exist, and identify the solutions that should be implemented to address them. Such solutions may be related to motivation and engagement. They could also mean reviewing culture, policies and tools to support employees in achieving their best working life.

There are five chapters in this topic. We recommend that you complete them in the order presented here before putting into practice what you have learned in the 'Apply' section.

Tasked with writing a blog for Bashir's Baked Goods' website about how People Practice supports the business, you decide to do some research and take a deeper dive into current practices at BBG.

Priyam continues to support you in your new role, but for this challenge, you also need to reach out to the wider team.

In this chapter, we will identify the various stages of the employee lifecycle and gain an understanding of where the People Practice touchpoints are.

In this chapter, you will look at how People Practice connects with other areas in an organisation to support people and organisational strategies.

In this chapter, you will look at the key themes that currently shape the work of People Practice and discover how they impact the provision of people solutions.

In this chapter, you will look at consultation and engagement strategies that can be used to understand internal customer needs.

You will also review some options for analysing needs.

In this chapter, you will look at some of the key components and phases of a project, including strategies that will help ensure that projects meet customer requirements.

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There are four chapters in this topic. We recommend that you complete them in the order presented here before putting into practice what you have learned in the 'Apply' section.

Before you begin, let's set the scene a little. You have landed a new role at flagship city centre hotel, HippTripp, part of the large global DeMaria chain of leisure and travel companies.

Yusuf is a highly skilled Head of Employee Relations at HippTripp. He will support you on your learning journey by highlighting useful information and challenges. Along the way, you'll meet other members of the HippTripp team.

Enjoy the journey!

In this chapter, we'll explore what evidence-based practice and decision-making mean and how you can effectively apply them in the workplace.

In this chapter, we'll explore and evaluate a range of tools that can help you understand and diagnose organisational issues, challenges and opportunities. We will look at some models that will be familiar to you, and some new options.

You will have to choose which analytical tools and methods to use. Some organisations have a preferred way of working, which will dictate how you approach your analysis. In other situations you will be free to decide which approach suits the situation best.

Some of the tools covered here may not be applicable to you. However, it is good to learn about them to enhance personal development.

In this chapter, we'll explore what critical thinking is and what makes a good critical thinker.

In this chapter, we will explore how different ethical perspectives can influence decision-making.

Decision-Making Strategies in People Practice

Welcome

In this topic, you will develop your understanding of evidence-based practice (EBP) and the tools and methods we apply to diagnose challenges and opportunities. You will explore the principles of critical thinking and assess how different ethical perspectives can influence decision-making. You will also learn about key insight and analysis tools and methods, and evaluate the benefits, risks, and financial implications of solutions aimed at improving People Practice issues. This will help you to measure the impact and value People Practice contributions bring to organisations.

Once you have completed this topic, you will understand the importance of using decision-making strategies to solve People Practice issues.

You will:

• Interpret analytical data using appropriate analysis tools and methods, with reference to People Practice issues (2.1).
  

• Present key findings for stakeholders from People Practice activities and initiatives (2.2).
  

• Make justified recommendations based on the evaluation of the benefits, risks and financial implications of potential solutions (2.3).
  

In this chapter, we will identify various data types, focusing on those relevant to People Practice. You will learn how to analyse and manipulate data to support your decisions.

We will be working with two common data sets that are available to most People Practitioners: employee records and employee engagement survey results. When completing the activities, you can use the data sets provided or you can apply the activities to your own organisation.

The data is from one of HippTripp's major competitors: PP&S.

In this chapter, we will look at various ways of identifying relevant evidence. We'll find out how to understand the distinction between tangible and intangible evidence, examining evidence in the context of new or unmet requirements, and employing Critical Path Analysis.

We will also look at the various types of evidence-based practice and their application.

In this chapter, we will look at the decision-making process, including best fit, future pacing, and the Problem Outcome Frame. You will learn about De Bono's Six Thinking Hats and how to apply them. We will also look at action learning and its benefits.

Another benefit of increasing your evidence-based practice (EBP) experience is that you can provide a clear and credible rationale for any decision you make. In this chapter, we will focus on how to do this by evaluating benefits, risks and financial implications.

In People Practice, when evaluation is mentioned, many people think of evaluating the effectiveness of learning and development. But how often do we apply evaluation principles to other parts of our work? Perhaps not as often as we should.

Measuring the Impact and Value of People Practice

Welcome

This topic addresses the importance of capturing robust quantitative and qualitative evidence to inform meaningful insights and to influence critical thinking. It focuses on analysing evidence through an ethical lens to improve decision-making and highlights how measuring the impact of People Practice is essential in creating value.

At the end of this topic, you will be able to measure the impact and value of People Practice on the organisation:

• Appraise different ways organisations measure financial and non-financial performance (3.1).
  

• Scrutinise key systems and data used to inform People Practice in relation to measures of work and people performance calculations (3.2).
  

• Collate key findings for stakeholders from People Practice activities and initiatives (3.3).
  

• Measure the impact and value of People Practice using a variety of methods (3.4).

Introduction

In this chapter, you'll look at measuring financial and non-financial impact on an organisation, and learn how we can analyse data to gain insights for evidence-based practice.

Introduction

In this chapter, you'll look at the key systems and data used to inform People Practice. You'll also work through some scenario-based data activities.

Introduction

In this chapter, you'll see how raw data can be collated and explore how to communicate what the data suggests or reveals.

Introduction

In this chapter, you'll look at how to measure the impact and value that the People Function contributes to organisations by collating key findings and scrutinising key data.