Video tutorials to complement your learning across CIPD Level 3, Level 5, and Level 7 qualifications.
Every level, unit, and assessment criteria includes comprehensive written learning materials. These videos provide additional visual explanations to enhance your understanding.
| Level | Unit | Unit Title | AC | Assessment Criteria | Video Title |
|---|---|---|---|---|---|
| Level 7 | 7HR01 | Strategic employment relations | 2.4 | Analyse the changing nature of work in different parts of the economy. | Labour market polarisation and the role of automation |
| Level 7 | 7HR01 | Strategic employment relations | 2.4 | Analyse the changing nature of work in different parts of the economy. | Job quality and strategic implications for HR |
| Level 7 | 7HR01 | Strategic employment relations | 3.1 | Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes. | Introduction to Indirect Voice and Works Councils |
| Level 7 | 7HR01 | Strategic employment relations | 3.1 | Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes. | Joint Consultative Committees - Theory and Practice |
| Level 7 | 7HR01 | Strategic employment relations | 3.1 | Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes. | Partnership Agreements and Conditions for Effective Indirect Voice |
| Level 7 | 7HR01 | Strategic employment relations | 3.2 | Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes. | Understanding Direct and Informal Voice Mechanisms |
| Level 7 | 7HR01 | Strategic employment relations | 3.2 | Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes. | How Voice Mechanisms Drive Organisational Performance |
| Level 7 | 7HR01 | Strategic employment relations | 3.2 | Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes. | Employee Outcomes and Critical Success Factors for Voice |
| Level 7 | 7HR01 | Strategic employment relations | 3.3 | Evaluate the extent to which voice enhances both organisational performance and employee outcomes | Employee outcomes and evaluating voice effectiveness |
| Level 7 | 7HR01 | Strategic employment relations | 3.3 | Evaluate the extent to which voice enhances both organisational performance and employee outcomes | Theoretical foundations and conditions for effective voice |
| Level 7 | 7HR01 | Strategic employment relations | 3.3 | Evaluate the extent to which voice enhances both organisational performance and employee outcomes | Measuring organisational performance impacts |
| Level 7 | 7HR01 | Strategic employment relations | 3.4 | Evaluate how organisations drive and assess employee engagement. | Understanding Employee Engagement - Definitions and Drivers |
| Level 7 | 7HR01 | Strategic employment relations | 3.4 | Evaluate how organisations drive and assess employee engagement. | Measuring and Assessing Employee Engagement |
| Level 7 | 7HR01 | Strategic employment relations | 3.4 | Evaluate how organisations drive and assess employee engagement. | Engagement Strategies, Performance Links, and Barriers |
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