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 5 | 5CO03 | Professional behaviours and valuing people | 1.2 | Recognise how personal and ethical values can be applied in the context of people practice. | Understanding Personal Values as a Decision-Making Framework |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.2 | Recognise how personal and ethical values can be applied in the context of people practice. | Integrating Personal, Organisational, and Professional Values |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.2 | Recognise how personal and ethical values can be applied in the context of people practice. | Values in Relationships and Professional Courage |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.3 | Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others | Communication techniques and building evidence-based arguments |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.3 | Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others | Why people professionals must influence others |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.3 | Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others | When and how to speak up effectively |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.4 | Recognise when and how you would raise matters which conflict with ethical values or legislation | Understanding ethical conflicts and recognising when to raise concerns |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.4 | Recognise when and how you would raise matters which conflict with ethical values or legislation | How to raise ethical concerns effectively |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 1.4 | Recognise when and how you would raise matters which conflict with ethical values or legislation | Whistleblowing and creating speak-up cultures |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.1 | Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. | Business Benefits of Inclusive Practices |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.1 | Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. | Introduction and Human Benefits of Inclusive Workplaces |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.1 | Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. | Theoretical Foundations and Linking Theory to Practice |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.2 | Discuss strategies for designing and ensuring inclusive people practices. | Introduction to inclusive design principles and the importance of voice |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.2 | Discuss strategies for designing and ensuring inclusive people practices. | Identifying stakeholders and engagement strategies |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.2 | Discuss strategies for designing and ensuring inclusive people practices. | Checking inclusivity and embedding inclusive design |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.3 | Reflect on your own approach to working inclusively and building positive working relationships with others. | Valuing individuals and recognising diversity |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.3 | Reflect on your own approach to working inclusively and building positive working relationships with others. | Seeking diverse views, listening deeply, and building trust |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 2.3 | Reflect on your own approach to working inclusively and building positive working relationships with others. | Providing support, collaborating widely, and sharing knowledge |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 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 for people professionals |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.1 | Explore how the role of a people professional is evolving and the implications this has for continuing professional development. | The evolution of people practice and drivers of change |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.1 | Explore how the role of a people professional is evolving and the implications this has for continuing professional development. | Implications for continuing professional development |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.2 | Assess your strengths, weaknesses and development areas based on self- assessment and feedback from others. | Processing feedback and addressing bias |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.2 | Assess your strengths, weaknesses and development areas based on self- assessment and feedback from others. | Gathering and understanding feedback from others |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.2 | Assess your strengths, weaknesses and development areas based on self- assessment and feedback from others. | Introduction to self-assessment and its methods |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.3 | Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey | Understanding CPD Models and Theory |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.3 | Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey | Formal and Informal CPD Activities |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.3 | Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey | Creating Effective CPD Plans |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.4 | Reflect on the impact of your continuing professional development activities on own behaviour and performance. | Evaluating Behaviour and Performance Changes from CPD |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.4 | Reflect on the impact of your continuing professional development activities on own behaviour and performance. | Outputs of Reflection and Documenting Your Development |
| Level 5 | 5CO03 | Professional behaviours and valuing people | 3.4 | Reflect on the impact of your continuing professional development activities on own behaviour and performance. | Introduction to Reflective Practice and Key Theoretical Models |
| Level 5 | 5HR01 | Employment relationship management | 1.1 | Differentiate between employee involvement and employee participation and how they build relationships. | Key differences in depth, form, scope and methods |
| Level 5 | 5HR01 | Employment relationship management | 1.1 | Differentiate between employee involvement and employee participation and how they build relationships. | Defining employee involvement and participation |
| Level 5 | 5HR01 | Employment relationship management | 1.1 | Differentiate between employee involvement and employee participation and how they build relationships. | Links to frames of reference and building relationships |
| Level 5 | 5HR01 | Employment relationship management | 1.2 | Compare forms of union and non-union employee representation. | Trade Unions as Employee Representatives |
| Level 5 | 5HR01 | Employment relationship management | 1.2 | Compare forms of union and non-union employee representation. | Non-Union Forms of Employee Representation |
| Level 5 | 5HR01 | Employment relationship management | 1.2 | Compare forms of union and non-union employee representation. | Comparing Power in Union and Non-Union Representation |
| Level 5 | 5HR01 | Employment relationship management | 1.3 | Evaluate the relationship between employee voice and organisational performance. | Research evidence supporting and questioning the voice-performance link |
| Level 5 | 5HR01 | Employment relationship management | 1.3 | Evaluate the relationship between employee voice and organisational performance. | Theoretical foundations for why voice might improve performance |
| Level 5 | 5HR01 | Employment relationship management | 1.3 | Evaluate the relationship between employee voice and organisational performance. | Synthesising evidence and practical implications for people professionals |
| Level 5 | 5HR01 | Employment relationship management | 1.4 | Explain the concept of better working lives and how this can be designed. | The Core Dimensions of Job Quality |
| Level 5 | 5HR01 | Employment relationship management | 1.4 | Explain the concept of better working lives and how this can be designed. | Measuring and Designing Good Work |
| Level 5 | 5HR01 | Employment relationship management | 1.4 | Explain the concept of better working lives and how this can be designed. | Introduction to Better Working Lives and Good Work |
| Level 5 | 5HR01 | Employment relationship management | 2.1 | Distinguish between organisational conflict and misbehaviour. | Understanding Misbehaviour and Unorganised Conflict |
| Level 5 | 5HR01 | Employment relationship management | 2.1 | Distinguish between organisational conflict and misbehaviour. | Introduction and Understanding Organised Conflict |
| Level 5 | 5HR01 | Employment relationship management | 2.1 | Distinguish between organisational conflict and misbehaviour. | Practical Implications for HR Professionals |
| Level 5 | 5HR01 | Employment relationship management | 2.2 | Assess emerging trends in the types of conflict and industrial sanctions | Evolution of strike activity and strategic industrial action |
| Level 5 | 5HR01 | Employment relationship management | 2.2 | Assess emerging trends in the types of conflict and industrial sanctions | Injunctions and the individualisation of workplace conflict |
| Level 5 | 5HR01 | Employment relationship management | 2.2 | Assess emerging trends in the types of conflict and industrial sanctions | Legal frameworks and sanctions in employment relations |
| Level 5 | 5HR01 | Employment relationship management | 2.3 | Distinguish between third-party conciliation, mediation and arbitration. | Understanding workplace mediation and how it differs from conciliation |
| Level 5 | 5HR01 | Employment relationship management | 2.3 | Distinguish between third-party conciliation, mediation and arbitration. | Introduction to third-party dispute resolution and understanding conciliation |
Page 8 of 13