5CO01 – Organisational Performance and Culture in Practice
AC 1.1
Assessment focus: Explain the factors that underpin an organisation's performance and culture.
Address the organisation's purpose, strategy, structure, culture, values, leadership, people capability and external environment. Link the factors rather than listing them.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Analyse the relationship between organisational performance and culture.
Show how culture can support or constrain performance through behaviour, decision-making, engagement, productivity and alignment with strategy.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Evaluate the contribution of people practice to organisational performance and culture.
Evaluate how people practices such as recruitment, development, reward, employee voice and performance management influence culture and results.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Explain the purpose and contribution of organisational values.
Explain what values do, how they guide behaviour and decisions, and how they can support consistency and culture.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Explain how people practice can support organisational values.
Connect policies and practices to the desired behaviours and values, using a workplace example.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Discuss the importance of organisational change and how people practice can support it.
Explain why change occurs and discuss communication, consultation, leadership, capability, resistance and employee involvement.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Assess the impact of change on people and organisational performance.
Balance potential benefits with uncertainty, workload, morale, skills gaps, turnover and performance risks.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5CO02 – Evidence-Based Practice
AC 1.1
Assessment focus: Explain the principles of evidence-based practice.
Define evidence-based practice and explain the use of reliable evidence, critical thinking, context and professional judgement.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Identify a range of sources of evidence that can be used in people practice.
Cover internal organisational data, people analytics, professional sources, research, stakeholder evidence and external data.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Explain how evidence can be used to inform decisions.
Show how evidence is evaluated, triangulated and translated into practical recommendations.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Identify the range of analytical tools and methods available to people professionals.
Identify appropriate quantitative and qualitative approaches and explain when each is useful.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Explain how to analyse and interpret people data.
Address data quality, patterns, comparisons, context, limitations and responsible interpretation.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Explain how to present findings and recommendations effectively.
Focus on audience, clarity, structure, visualisation, evidence and actionable recommendations.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5CO03 – Professional Behaviours and Valuing People
AC 1.1
Assessment focus: Explain what is meant by professional and ethical behaviour.
Define professional standards, ethics, integrity, confidentiality, fairness and responsible decision-making.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Describe the core knowledge, skills and behaviours required by people professionals.
Address technical knowledge, communication, influencing, evidence use, digital capability and ethical behaviours.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Explain the importance of CPD for people professionals.
Explain how continuous development maintains competence, credibility, adaptability and professional effectiveness.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Discuss the importance of valuing people in organisations.
Connect dignity, fairness, inclusion, voice, wellbeing and employee experience to organisational outcomes.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Explain how people professionals can contribute to creating value for people and organisations.
Show how advice, policy, capability and evidence can create sustainable value.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5HR01 – Employment Relationship Management
AC 1.1
Assessment focus: Differentiate between employee involvement and employee participation and how they build relationships.
Define both concepts, distinguish their level of influence and show how voice can strengthen trust and employment relationships.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Compare forms of union and non-union employee representation.
Compare purpose, membership, influence and routes through which employee views reach management.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Evaluate the relationship between employee voice and organisational performance.
Use evidence for and against a positive relationship and reach a balanced judgement.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.4
Assessment focus: Explain the concept of better working lives and how this can be designed.
Address good, fair and decent work, job quality, safety, wellbeing, flexibility and job design.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Distinguish between organisational conflict and misbehaviour.
Define both and use examples to show why the distinction affects the people-practice response.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Assess emerging trends in types of conflict and industrial sanctions.
Identify contemporary patterns and assess implications for employers and employees.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.3
Assessment focus: Distinguish between conciliation, mediation and arbitration.
Compare the third party's role, control of outcome and appropriate use.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Explain principles of legislation relating to unfair dismissal for capability and misconduct.
Cover fairness, reasonableness, procedure, warnings, hearings and the distinction between capability and misconduct.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Analyse key causes of employee grievances.
Analyse management, workload, inequality, working conditions, bullying/harassment and communication issues.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.3
Assessment focus: Advise on the importance of handling grievances effectively.
Explain fairness, timeliness, confidentiality, consistency, legal risk and employee relations implications.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5HR02 – Talent Management and Workforce Planning
AC 1.1
Assessment focus: Explain how organisations strategically position themselves in competitive labour markets.
Address employer brand, employee experience, reward, culture, reputation and competitor positioning.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Explain the impact of changing labour market conditions on resourcing decisions.
Consider labour supply/demand, skills shortages, technology, economic conditions and workforce choices.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Analyse the impact of effective workforce planning.
Link forecasting and gap analysis to cost, capability, productivity and resilience.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Evaluate techniques used to support workforce planning.
Compare forecasting, turnover data, managerial judgement and external labour-market evidence, including limitations.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.3
Assessment focus: Assess strengths and weaknesses of recruitment and selection methods.
Assess validity, reliability, fairness, cost, accessibility and candidate experience.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Discuss factors influencing why people leave or remain in organisations.
Analyse push and pull factors such as reward, management, development, flexibility and career opportunities.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Compare approaches to retaining people.
Compare development, reward, flexibility, job design and career approaches against employee needs.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.3
Assessment focus: Explain the impact of dysfunctional employee turnover.
Cover recruitment costs, lost productivity, knowledge, capability, morale and performance.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 4.1
Assessment focus: Assess suitable contractual arrangements for specific workforce needs.
Match contract arrangements to work requirements, flexibility and legal/status considerations.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 4.2
Assessment focus: Explain benefits of effective onboarding.
Link onboarding to integration, culture, early performance, confidence and retention.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5HR03 – Reward for Performance and Contribution
AC 1.1
Assessment focus: Explain the principles of reward and its contribution to organisational success.
Address total reward, fairness, motivation, attraction, retention and strategic alignment.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Explain the factors affecting reward decisions.
Consider internal and external factors including affordability, labour markets, legislation, fairness and organisational strategy.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Explain the purpose of job evaluation.
Explain how job evaluation supports internal equity and provides a structured basis for pay decisions.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Evaluate different approaches to job evaluation.
Compare approaches, strengths, limitations and suitability for organisational context.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.3
Assessment focus: Explain how market rates influence reward decisions.
Discuss external benchmarking, labour-market data, scarcity and competitiveness.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Explain approaches to performance-related pay.
Explain common approaches and how they link reward to contribution, performance or results.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Assess the advantages and disadvantages of performance-related reward.
Balance motivation and alignment benefits against gaming, inequality, short-termism and measurement problems.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5OS01 – Specialist Employment Law
AC 1.1
Assessment focus: Evaluate the aims and objectives of employment regulation.
Balance fairness, protection, inclusion and social objectives against complexity and cost.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Examine the role of tribunals and courts in enforcing employment law.
Explain tribunal functions, appeals, courts and enforcement.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Explain main principles of discrimination law in recruitment, selection and employment.
Cover protected characteristics, direct/indirect discrimination, harassment, victimisation, disability duties and reasonable adjustments.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Discuss legal requirements of equal pay.
Address equal-pay principles, comparators, potential defences and remedies.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Discuss legal implications of varying contracts.
Explain agreement/consultation, contractual risk, breach, dismissal and discrimination considerations.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Explain legal requirements relating to redundancy.
Cover definition, consultation, selection, notice, statutory payments and discrimination risk.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.3
Assessment focus: Explain legal requirements relating to transfers of undertakings.
Address TUPE, relevant transfers, information/consultation and employee liability information.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 4.1
Assessment focus: Explain major statutory rights in leave and working time.
Address working hours, rest, annual leave, holiday pay and relevant protections.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 4.2
Assessment focus: Explain maternity, paternity and adoption rights.
Cover leave/pay and relevant family-related employment rights.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 4.3
Assessment focus: Explain employment rights relating to flexible working.
Explain the right to request, process, possible refusal grounds and workplace application.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5OS02 – Specialist Learning and Development
AC 1.1
Assessment focus: Evaluate how technology and digital collaboration have impacted L&D.
Trace development from earlier digital learning to modern platforms, virtual learning, mobile learning and AI.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Assess risks and challenges technology-based L&D poses.
Address access, skills, security, data, engagement, inclusion and learner support, with controls.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Assess the impact of emerging learning technologies on the L&D role.
Assess new skills, professional judgement, stakeholder work, accessibility, security and wellbeing.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Summarise types of digital learning content and their applications.
Identify suitable content types and explain where each is useful.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Discuss how digital content choices affect effectiveness and engagement.
Connect content design to learning outcomes, accessibility, human-centred design and bias.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.3
Assessment focus: Explain principles of curating engaging learning content.
Address need analysis, selection, organisation, accessibility, copyright and security.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Discuss differences between live online and face-to-face learning.
Compare interaction, facilitation, technology, engagement and group dynamics.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Assess skills required to facilitate online learning.
Assess preparation, digital confidence, engagement, participation and technical resilience.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.3
Assessment focus: Demonstrate online facilitation skills within a live activity.
This is practical evidence: prepare, engage participants, check learning and demonstrate effective facilitation.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5OS03 – Specialist Organisation Design and Development
AC 1.1
Assessment focus: Explain the principles and processes of organisation design.
Address strategy, structure, roles, workflows, governance, technology and alignment.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Analyse factors affecting organisation design.
Consider strategy, size, technology, environment, culture, customer needs and workforce capability.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Explain the purpose of organisation development.
Show how OD supports planned, sustainable improvement in organisational effectiveness and capability.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Evaluate approaches to organisation development.
Compare interventions and judge suitability against diagnosis, culture, readiness and resources.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Explain how people professionals contribute to organisation design and development.
Connect diagnosis, evidence, stakeholder engagement, change and implementation.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5OS04 – Specialist International People Practice
AC 1.1
Assessment focus: Examine contextual factors of an international organisation.
Consider structure, national law, language, customs, culture, economics and infrastructure.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Assess drivers and benefits of employment in an international context.
Balance growth, skills, career and competitive benefits against cost and complexity.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Explain convergent and divergent approaches to international people practice.
Compare standardisation with local adaptation and explain implications.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Assess factors when selecting and resourcing staff for international assignments.
Address skills, cultural awareness, resilience, language, EDI, wellbeing and family circumstances.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Explain why people practices vary across international boundaries.
Link differences to law, culture, institutions and customs.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.3
Assessment focus: Evaluate cultural and institutional differences in international people practice.
Assess effects on communication, decision-making, reward and employment relationships.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Explain the role of people practice in an international context.
Connect people practice to international strategy, leadership, systems and policy.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Consider how international context shapes people policies.
Compare parent-company standards with local legal and cultural requirements.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 4.1
Assessment focus: Evaluate reasons companies use expatriates.
Balance specialist skills, projects and development against cost and local capability.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 4.2
Assessment focus: Explain selecting, preparing and managing expatriates.
Cover selection, cultural preparation, contracts, reward, travel, accommodation and support.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 4.3
Assessment focus: Explain support for re-entry and resettlement of overseas workers.
Address reintegration, career planning, readjustment and wellbeing.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5OS05 – Specialist Equality, Diversity and Inclusion
AC 1.1
Assessment focus: Assess the value of EDI for employees, customers and wider stakeholders.
Address moral, social and business cases and stakeholder-specific value.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Explain key anti-discrimination legislation and regulation associated with EDI.
Cover Equality Act principles, protected characteristics and discrimination, harassment and victimisation.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Identify barriers to achieving EDI.
Consider leadership, culture, recruitment, resistance, misinformation and development gaps.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Conduct an organisational review to improve EDI.
Review recruitment, progression, reward, development, flexibility and related policies/practices.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Conduct an equality impact assessment.
Identify affected groups, evidence, disproportionate impacts and mitigation.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.3
Assessment focus: Recommend approaches to strengthen and measure EDI.
Combine practical policy/capability changes with meaningful measures.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Evaluate the role of managers and leaders in EDI culture.
Evaluate role-modelling, accountability, inclusive management and decision-making.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Recommend approaches to celebrate difference and create EDI culture.
Use communication, networks, role models and inclusive everyday practice.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.3
Assessment focus: Develop approaches to measure and monitor EDI culture.
Use quantitative and qualitative workforce and employee-experience measures.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5OS06 – Specialist Leadership and Management Development
AC 1.1
Assessment focus: Explain external factors driving the need for leadership and management.
Address competition, customer choice, political pressures, technology/work methods and EDI.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Explain meanings of leadership and management and their interdependence.
Define both, distinguish functions and explain why organisations need both.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Explain contrasting leadership and management styles and characteristics.
Compare styles and show effects on behaviour and context.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.4
Assessment focus: Compare knowledge, skills and behaviours required for leadership and management.
Compare technical, analytical, interpersonal, ethical and people capabilities.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Identify the role of people professionals and L&D in leadership development.
Cover needs analysis, design, delivery, assessment, advice and support.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Evaluate approaches to leadership and management development.
Evaluate coaching, mentoring, action learning, projects, feedback and other approaches.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.3
Assessment focus: Discuss why EDI should be integral to leadership development.
Address representation, bias, accessibility and inclusive design.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Identify stakeholders and their involvement in development initiatives.
Cover sponsors, participants, leaders, managers and people/L&D professionals.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Evaluate indicators of successful development initiatives.
Assess performance, succession, retention, engagement, KPIs and learning evidence.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.3
Assessment focus: Assess impact of leadership development on culture, strategy, reputation and performance.
Balance short- and long-term effects and distinguish evidence from perception.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
5OS07 – Specialist Wellbeing at Work
AC 1.1
Assessment focus: Explain issues and key theories in wellbeing at work.
Address work demands, stress, mental health, work-life balance and relevant wellbeing theory.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.2
Assessment focus: Discuss how wellbeing can be managed to support organisational goals.
Discuss absence management, occupational health, EAP/counselling and employee voice.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 1.3
Assessment focus: Assess benefits of wellbeing practices.
Assess potential effects on health, engagement, productivity, retention and sustainability.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.1
Assessment focus: Evaluate stakeholders' contribution to improving wellbeing.
Assess people professionals, leaders, managers, champions, health and safety and others.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.2
Assessment focus: Discuss how wellbeing interacts with people management practice.
Connect wellbeing with job design, H&S, EDI, reward, engagement and L&D.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 2.3
Assessment focus: Analyse how organisational context shapes wellbeing.
Consider sector, workforce, size, culture, work patterns and strategy.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.1
Assessment focus: Identify wellbeing initiatives in relation to organisational needs.
Choose initiatives from a diagnosed need rather than generic solutions.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.2
Assessment focus: Design a wellbeing programme relevant to the organisation.
Set need, objectives, target group, interventions, stakeholders, resources and measures.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.3
Assessment focus: Explain how to implement a suitable wellbeing programme.
Cover leadership, communication, resources, roles, change and risk.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.
AC 3.4
Assessment focus: Explain how a wellbeing programme can be evaluated and monitored.
Use quantitative and qualitative measures, anonymity and regular review.
Approach: address the command word, apply the point to the brief/case, support important claims with appropriate sources, and finish with a clear judgement where the AC requires evaluation/assessment.