CIPD Level 5 Associate Diploma in People Management
CIPD Level 5 Unit 5CO03
| Unit code: | 5CO03 |
| Unit title: | Professional behaviours and valuing people |
About this unit
This unit focuses on how applying core professional behaviours such as ethical practice, courage and inclusivity can build positive working relationships and support employee voice and wellbeing. It considers how developing and mastering new professional behaviours and practice can impact performance.
What you will learn
You will explore professional and ethical behaviours in the context of people practice by appraising what it means to be a people professional and how personal and ethical values can be applied, including contributing to discussions with confidence and conviction to influence others. You will learn how to champion inclusive and collaborative strategies, arguing the human and business benefits of inclusive behaviours and the right to be fairly treated at work. Additionally, you will design and evaluate solutions aimed at building positive working relationships. Finally, you will demonstrate personal commitment to learning, professional development and performance improvement by exploring how the role of a people professional is evolving. You will also assess your own strengths, weaknesses and development areas and formulate a range of CPD activities to support your learning journey.
Learning Outcome, Assessment Criteria and Indicative Content
1 Be able to demonstrate professional and ethical behaviours, in the context of people practice.
1.1 Appraise what it means to be a people professional.
Definition of professional; professional specifications and frameworks, professional requirements, CIPD Profession Map, professional values, personal values (for example fairness, honesty, equality, inclusivity, valuing others, evidence- based decision- making); concept of ‘professional integrity’.
1.2 Recognise how personal and ethical values can be applied in the context of people practice.
The importance of knowing one’s own personal values and using these as a framework for behaviour and practice. Knowing how personal values integrate (or not) with organisational and/or professional values and if/how differences can be reconciled. Recognising how personal values and beliefs shape ways of working and work relationships – and the impact of this for colleagues. Demonstrating professional courage – speaking up for ethical standpoints within the workplace and supporting others to do the same.
1.3 Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others.
The need for people professionals to contribute confidently and courageously to discussions to inform and influence others. Knowing when and how to speak up and contribute expert opinion and information so that the HR/L&D/OD purpose (for example as defined by the CIPD Profession Map) is clearly
represented and can be effectively fulfilled.
Techniques for informed, clear and engaging communication, for example: gaining attention; using volume, tone, and pace; summarising and checking understanding. Using listening skills and questioning to understand different viewpoints and clarify questions. Making an evidence- based argument; using facts and data to support contributions. Using examples to illustrate key points and enhance engagement. Recognising context and adapting content to suit the audience.
1.4 Recognise when and how you would raise matters which conflict with ethical values or legislation.
When and how to raise issues, for example organisational policies and practices, organisational leadership style, personal relationships, conflict style. Examples of ‘matters which conflict’, for example with legal matters, with ethical values, with personal values. Concept of ‘whistleblowing’, high- profile examples.
2 Be able to champion inclusive and collaborative strategies for building positive working relationships.
2.1 Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory.
Human and business benefits: for example job satisfaction, reduced dispute and conflict, corporate reputation; enhanced worker wellbeing, increased retention and reduced turnover rates, reduced sickness, increased efficiency and effectiveness of work.
Relevant theory: theorists and thinkers, for example Maslow, McLelland, Daniel
2.2 Discuss strategies for designing and ensuring inclusive people practices.
Enabling others to have a voice when designing and delivering solutions which impact them. Strategies for engaging with others in the design of people practice initiatives, for example; discussions, email and documentary exchanges, research or consultation activities. Others: for example those directly impacted by the solution, those with relative insights or contributions to offer, partners in joint working, those with authority or responsibility in the area concerned.
Strategies for checking the inclusivity of people practices: for example, informal or formal feedback; consultation re the extent to which the practice reaches and embraces different agendas and needs.
2.3 Reflect on your own approach to working inclusively and building positive working relationships with others.
Approaches, for example valuing people as individuals and recognising the value and benefits of diversity; actively seeking and listening to diverse views and opinions; building trust and providing appropriate support when needed; finding opportunities to collaborate with wider colleagues; sharing knowledge and expertise to solve problems.
3 Be able to demonstrate personal commitment to learning, professional development and performance improvement.
3.1 Explore how the role of a people professional is evolving and the implications this has for continuing professional development.
Emerging knowledge and skills required and the implications for CPD, for example business acumen, technology savvy, specialist expertise, work skills, collaborative working skills, remote working/working from home, selfmanagement, communication skills.
3.2 Assess your strengths, weaknesses and development areas based on self-assessment and feedback from others.
People and contexts for gaining feedback, formal and informal feedback, regular and ad hoc feedback, feedback methods and media, feedback as incoming information, triangulation of received feedback, relevance and importance of feedback, how to structure feedback, selfassessment methods and relevant frameworks to assess against. Bias issues in self- assessment and others’ feedback. Utilising the CIPD Profession Map.
3.3 Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey.
CPD models and theory, CIPD and other sector and professional requirements for CPD, for example formal and informal, self- directed learning, coaching, mentoring, work, applying learning as appropriate, shadowing, skills practice, investigation and research, reading, blogs, webcasts, videos, social media discussions and forums, conferences, training courses, on- job and off- job learning,
3.4 Reflect on the impact of your continuing professional development activities on own behaviour and performance.Concept and theory of reflective practice, outputs of reflection (for example, records, plans), evaluating/measuring behaviour changes, evaluating/measuring performance changes, checking changes are positive and meet intended outcomes, impact on own performance and behaviour.
Learning resources
Books
Taylor, S. and Woodhams, C. (eds). (2022) Studying human resource management. 3rd ed. London: CIPD Kogan Page.
Cookson, G. (2022) HR for Hybrid working. Kogan Page. Chapter 12 pp247- 258.
Beevers, K., Hayden, D. and Rea, A. (2019) Learning and development practice in the workplace. 4th ed. London: CIPD Kogan Page.
Angier, T. (Editor). (2023) Ethics: The Key Thinkers 2nd Ed. London: Bloomsbury
Armstrong, M. and Taylor, S. (2023) Armstrong’s handbook of human resource management practice. 16th ed. London: Kogan Page.
Cottrell, S. (2023) Critical Thinking Skills: Effective Analysis, Argument and Reflection. 4th Ed. London: Bloomsbury.
Covey, S. R. (2017) The 7 Habits of Highly Effective People: Revised and Updated: 30th Anniversary Edition. London: Simon & Schuster UK
Frost, S. and Alidina, R. (2019) Building an Inclusive Organization: Leveraging the Power of a Diverse Workforce. London: Kogan Page
Planellas, M and Muni, A. (2020) Strategic decisions: the 30 most useful models. Cambridge: Cambridge University Press.
Taylor, S. and Perkins, G. (2021) Work and Employment in a Changing Business Environment. London: CIPD Kogan Page.
Online Resources
Baczor, L. and Zheltoukhova, K. (2017) HR professionalism: what do we stand for? Report. London: Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/Images/professional- identity- research- report- updatedPFFMay20_tcm18- 17960. pdf
2023) Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/Images/cipd- code- of- conduct- and- ethics_tcm18- 112336. pdf CIPD. Ethics at Work. Webinar Series. London: Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/knowledge/culture/ethics/ethics- work- guide/webinar- series CIPD. (2022) About CPD. Case Studies and Guidance. Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/learn/cpd/about Green, M., Bond, H., Miller, J. and Gifford, J. (2018) Diversity and inclusion at work: facing up to the business case. London: Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/Images/diversity- and- inclusion- at- work_2018- facing- up- to- the- business- case- 1_tcm18- 44146. pdf Green, M. (2020) The role of emotion in professional decision- making. (Review of the Article The role of emotion in professional decision- making by West, C. and Zhong, C.) Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/news- views/nutshell/issue- 99/decision- making Green, M., Peters, R., Young, J. (2020) People Profession 2030 A collective view of future trends. Report. London: Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/Images/people- profession- 2030- report- compressed_tcm18- 86095. pdf Hayden, D. (2019) Learning and development evolving practice. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/development/evolving- practice- factsheet
Key journals
Human ResourcesAvailable at: www.hrmagazine.co.uk/People ManagementAvailable at: www.peoplemanagement.co.uk/
Websites
www.cipd.co.uk
Website for the Chartered Institute of Personnel and Development (CIPD)https://peopleprofession.cipd.org/profession-map
Website for the CIPD’s New Profession Maphttps://www.cipd.co.uk/learn/cpd/map
Link for registration to the CIPD SelfAssessment tool
www.gov.co.uk
Website for all government information and services, including government departments, agencies and public bodies.
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