هذا الموضوع مخصص لطلبة معهد تشارترد للأفراد والتنمية– Chartered Institute of CIPD ASSIGNMENTS- Personnel and Development
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What is the purpose of CIPD? CIPD ASSIGNMENTS
CIPD is a professional body that conducts research on HR and gathers skills and knowledge that can ensure the growth of human resource managers, which in turn ensures that there is a positive change in the workplace. Members of the CIPD are only granted membership if they have passed the required examinations. The type of membership a person is eligible for is based on their qualifications.
Level Three: The third level is typically used as a launching pad for further education and training. Those in entry-level or support roles can use it. Any new HR employee should start here as a good place to start their career.
Level Five: Intermediate training is available at this level. It’s the ideal level for HR professionals who want to expand their skills and knowledge in the field. The majority of HR professionals take this course to expand their expertise in specific areas.
In comparison to the preceding levels, Level Seven is the most difficult. In order to give advice to companies or other HR managers, this level is required. You can also use this information to assist others in the recruitment industry by giving them advice. Human resource managers can also benefit from the knowledge and skills they acquire at this level, since they can put them to good use in nurturing their employees.
Task 1 – Briefing paper to the Board of Directors– CIPD ASSIGNMENTS
You have been asked by the Board of Directors to produce a briefing paper which outlines how REBU can improve employee engagement.
Your briefing paper must include:
A review of emerging developments to approaches to employee voice and engagement and it must provide:
Three recommendations on how REBU can improve approaches to employee voice and engagement based on your review. The recommendations must include clear and actionable justifications (1.1).
A critical evaluation of the interrelationship between employee voice and organisational performance focusing on high-performance work practices (1.4).
An assessment of surveys, suggestion schemes and team meetings as approaches that can be used drive employee engagement (1.3).
A discussion of the differences between employee involvement and employee participation and how these can be used to build effective employment relationships within REBU (AC1.2).
A conclusion explaining the concept and design of better working lives in order that REBU to promote good physical and mental health work practices (1.5).
Task 2 – Training session (presentation pack and – supporting notes- CIPD ASSIGNMENTS)
Design a short training session for line managers of REBU, addressing how they can manage conflict in the workplace. Your presentation pack and supporting notes should include:
An explanation as to the differences between organisational conflict, misbehaviour and what is meant by informal and formal conflict (AC2.1) and an analysis of the key causes of employee grievance within REBU (AC3.2).
An explanation of at least two skills required to successfully handle grievances and disciplinaries at work and the importance of handling these effectively so REBU can avoid legal claims (AC3.3, 3.4).
A table, outlining one official and one unofficial action an employee might take during conflict, explaining their key features and distinguishing between them (AC2.2).
An assessment of the emerging trends in conflicts and industrial sanctions (AC 2.3).
A distinction of the following three methods (conciliation, mediation and arbitration) that REBU can use to resolve conflict formally before it escalates to an employment tribunal. Include similarities, differences and key features of your three chosen methods (AC2.4).
An explanation of the principles of the key legislation relating to unfair dismissal law and outline the process an employer should follow with regard to with capability and misconduct issues within REBU (AC3.1).
Task 3 – Email to CEO – CIPD ASSIGNMENTS
Write an email to the CEO of REBU outlining the:
similarities and differences between various employee bodies including union and non-union forms of employee representation (4.2)
main provisions of the statutory recognition procedures relating to collective employment law including official and unofficial action. Include an evaluation of substantive and procedural agreements relating to collective bargaining and how this could work within
REBU. (4.1 & 4).
