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 | 5HR01 | Employment relationship management | 2.3 | Distinguish between third-party conciliation, mediation and arbitration. | Arbitration and choosing the right dispute resolution approach |
| Level 5 | 5HR01 | Employment relationship management | 3.1 | Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. | Introduction to unfair dismissal law and the legal framework |
| Level 5 | 5HR01 | Employment relationship management | 3.1 | Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. | Understanding capability and misconduct and the requirement to act fairly |
| Level 5 | 5HR01 | Employment relationship management | 3.1 | Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. | Managing capability and misconduct procedures in practice |
| Level 5 | 5HR01 | Employment relationship management | 3.2 | Analyse key causes of employee grievances. | Introduction to grievances and defining grievances in the employment context |
| Level 5 | 5HR01 | Employment relationship management | 3.2 | Analyse key causes of employee grievances. | Key causes of individual grievances |
| Level 5 | 5HR01 | Employment relationship management | 3.2 | Analyse key causes of employee grievances. | Collective grievances and analysing grievance patterns |
| Level 5 | 5HR01 | Employment relationship management | 3.3 | Advise on the importance of handling grievances effectively | Impact on individuals, teams, and organisational reputation |
| Level 5 | 5HR01 | Employment relationship management | 3.3 | Advise on the importance of handling grievances effectively | Legal framework and avoiding claims through effective grievance handling |
| Level 5 | 5HR01 | Employment relationship management | 3.3 | Advise on the importance of handling grievances effectively | Organisational consequences including morale, absence, and retention |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.1 | Explain how organisations strategically position themselves in competitive labour markets. | Employer Branding, Reputation, and Workforce Planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.1 | Explain how organisations strategically position themselves in competitive labour markets. | Introduction and Competitor Analysis in Labour Markets |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.1 | Explain how organisations strategically position themselves in competitive labour markets. | Employer of Choice, Reward, and Culture |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.2 | Explain the impact of changing labour market conditions on resourcing decisions. | Understanding Labour Market Dynamics |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.2 | Explain the impact of changing labour market conditions on resourcing decisions. | Analysing Labour Market Trends Using PESTLE |
| Level 5 | 5HR02 | Talent management and workforce planning | 1.2 | Explain the impact of changing labour market conditions on resourcing decisions. | Impact on Resourcing Decisions |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.1 | Analyse the impact of effective workforce planning. | Forecasting supply of labour and identifying workforce gaps |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.1 | Analyse the impact of effective workforce planning. | Introduction to workforce planning and forecasting demand for labour |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.1 | Analyse the impact of effective workforce planning. | Strategies to address workforce gaps and the broader impact of effective planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.2 | Evaluate the techniques used to support the process of workforce planning. | External supply factors and integrating workforce forecasts |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.2 | Evaluate the techniques used to support the process of workforce planning. | Demand forecasting techniques for workforce planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.2 | Evaluate the techniques used to support the process of workforce planning. | Supply forecasting through internal workforce data |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.3 | Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. | Recruitment Methods - Internal and External Approaches |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.3 | Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. | Selection Methods - Choosing the Right Tools |
| Level 5 | 5HR02 | Talent management and workforce planning | 2.3 | Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. | Fairness, Technology, and Evaluating Effectiveness |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.1 | Discuss factors that influence why people choose to leave or remain in organisations. | Practical Implications for Retention Strategy |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.1 | Discuss factors that influence why people choose to leave or remain in organisations. | Understanding Turnover Classifications |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.1 | Discuss factors that influence why people choose to leave or remain in organisations. | Push and Pull Factors in Turnover Decisions |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.2 | Compare different approaches to retaining people. | Introduction to retention and performance-related approaches |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.2 | Compare different approaches to retaining people. | Development, mobility, and flexible working approaches |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.2 | Compare different approaches to retaining people. | Reward, environment, and proactive retention strategies |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.3 | Explain the impact of dysfunctional employee turnover. | Understanding Dysfunctional Turnover and Why It Matters |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.3 | Explain the impact of dysfunctional employee turnover. | The True Costs of Dysfunctional Turnover |
| Level 5 | 5HR02 | Talent management and workforce planning | 3.3 | Explain the impact of dysfunctional employee turnover. | Measuring Turnover and Strategic HR Implications |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.1 | Assess suitable types of contractual arrangements dependent on specific workforce need. | Types of contractual arrangements |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.1 | Assess suitable types of contractual arrangements dependent on specific workforce need. | Legal classifications and employment status |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.1 | Assess suitable types of contractual arrangements dependent on specific workforce need. | Alternative resourcing and strategic workforce planning |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.2 | Explain the benefits of effective onboarding. | The key benefits of effective onboarding programmes |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.2 | Explain the benefits of effective onboarding. | Understanding the purpose and phases of onboarding |
| Level 5 | 5HR02 | Talent management and workforce planning | 4.2 | Explain the benefits of effective onboarding. | Induction crisis and how effective onboarding prevents it |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.1 | Explain the principles of reward and its importance to organisational culture and performance management. | Understanding Total Reward and the Principles of Intrinsic and Extrinsic Motivation |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.1 | Explain the principles of reward and its importance to organisational culture and performance management. | Fairness, Transparency, and Trust in Reward Management |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.1 | Explain the principles of reward and its importance to organisational culture and performance management. | Strategic Reward, Performance Management, and Legal Compliance |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.2 | Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organisational performance. | Understanding Extrinsic and Intrinsic Rewards |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.2 | Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organisational performance. | Theoretical Foundations - Equity Theory and Expectancy Theory |
| Level 5 | 5HR03 | Reward for performance and contribution | 1.2 | Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organisational performance. | Measurement, Teamwork, and Sustained Performance |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.1 | Explain differences between types of grade and pay structures. | Job family structures and informal structure types |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.1 | Explain differences between types of grade and pay structures. | Introduction to grade and pay structures and their purposes |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.1 | Explain differences between types of grade and pay structures. | Formal versus informal structures and types of formal grade structures |
| Level 5 | 5HR03 | Reward for performance and contribution | 2.2 | Explain how contingent rewards can impact individual, team and organisational performance. | Introduction to contingent rewards and types of contingent pay |
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