20 CIPD Advanced Diploma in Strategic People Management
| 7CO03 Personal effectiveness, ethics and business acumen |
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| About this unit | This unit is about supporting successful workers and promoting effective and ethical behaviours to champion better work and working lives and develop business acumen. The theories and concepts that underpin this subject are essential for promoting inclusiveness and influencing others through fair and transparent behaviours. Through core skillsets such as perception, critical thinking, communication and teamwork, this unit will promote understanding of how actions and inclusive behaviour impact on ethics and the organisation. |
| What you will learn | You will critically assess different ethical standpoints in people practice and how ethical behaviour maintains high standards. You will consider business improvement in relation to working lives evaluating the promotion of wellbeing, fairness and the contribution of personal integrity within organisations as well as evaluating the benefits and costs of collaborative methods, both internally and externally across a variety of business boundaries. You will learn how to achieve and maintain challenging business outcomes through an understanding of the business, and self awareness and improvement to support your career progression. Additionally, you will justify the benefits of maintaining a passion for learning, evaluate the need for continuing professional development and the merits of evidence based critical thinking. Finally, you will demonstrate behaviours associated with effective influencing and decision-making as well as assessing the benefits of networking. |
| 15 credits | |
| Level 7 | 30 guided 150 learning notional hours hours |
Learning outcome, assessment criteria and indicative content
CIPD Advanced Diploma in Strategic People Management 21
1 Be able to model principles and
values that promote inclusivity
aimed at maximising the
contribution that people make to
organisations.
1.1 Critically assess different ethical
standpoints on people practice and the
maintenance of high standards of
ethical behaviour.
Different versions of ethics; taking the lead
in challenging all levels of the organisation
to give balanced responses to the different
ethical standpoints both internally and
externally, maintaining high standards of
ethical behaviour.
1.2 Justify business improvements in
relation to:
• the promotion of fairness and
transparency
• wellbeing
• employee voice
• learning.
Promoting a unified purpose for
individuals, the organisation and the
profession; championing better work and
working lives by creating fair and
compassionate organisations; valuing
people by giving them a voice, supporting
wellbeing and career-long development.
1.3 Self-evaluate personal and professional
integrity in relation to ethical practice,
professional courage and influence,
and valuing people.
Role-modelling consistent personal and
professional integrity; challenging
decisions and actions which are not
ethical, explaining the organisational risks;
challenging constructively and confidently
in the face of opposition; demonstrating
compassion, humanity and fairness in your
approach; requiring others at all levels to
do the same; promoting transparency.
1.4 Assess the impact of collaboration
across cultural, geographic and
professional boundaries, including the
value of embracing difference.
Working inclusively and collaboratively
within and across organisational
boundaries; embracing difference and
using diversity to improve organisational
performance; building trust, sharing
knowledge, experience and skills;
promoting positive attitudes and
collaboration.
2 Be able to achieve and maintain
challenging business outcomes
for yourself and organisations.
2.1 Reflect on levels of self-awareness,
self-management and continuous selfimprovement, leading to improved
organisational success and career
progression.
Various measures such as personality,
productivity, quality and impact; the drive
for continuous self-improvement; business
and financial acumen that delivers
commercial benefits; leading and
supporting change; resilience in the face of
uncertainty and setbacks.
2.2 Discuss how business acumen can
deliver commercial benefits and
manage resilience.
External and internal contexts of the
organisation, including governance;
business and financial acumen that
delivers commercial benefits; awareness
of how data relating to products, services
and customers can provide insight into
people solutions; leading and supporting
change; resilience in the face of
uncertainty and setbacks.
22 CIPD Advanced Diploma in Strategic People Management
2.3 Demonstrate impactful behaviour that
is aligned with wider organisational
vision, values, strategies and plans.
Aligning behaviour with wider
organisational vision, values, strategies
and plans; a concern for business outputs
and impact rather than just following
processes; connecting with internal and
external peers regularly to benchmark,
share good practice and anticipate future
trends to inform future priorities and
practice.
3 Be able to apply learning to
enhance personal effectiveness.
3.1 Demonstrate curiosity and passion for
deep learning.
Sharing good practice with others; using
feedback to improve; promoting an
approach that includes a willingness to
take risks; an innovative learning culture.
3.2 Plan continuing professional
development that involves both
planned learning and reflection.
The broad scope of CPD and the wide
variety of methods; planned and reflective
learning that spans the mental, emotional,
physical and spiritual domains.
3.3 Discuss the merits of evidence-based
critical thinking based upon a range of
data analytics, across a wide range of
current business topics.
Conducting good research; questioning
and testing of ideas without bias; thinking
skills that produce deep understanding,
insight and skill, including into financial
data and technology; data analytics; the
representation of people data in different
ways (skills, profit, capability, cost, etc).
3.4 Assess the impact that sharing of
learning has on organisational success.
Promotes innovation and change,
facilitates organic learning, creates
efficiencies, reduces duplication of effort,
promulgates an open and inclusive culture.
4 Be able to influence others during
decision-making while showing
courage and conviction.
4.1 Assess own approaches to decisionmaking on complex issues, taking
ownership to remedy mistakes.
Handling complex issues; managing risk in
decisions; developing these behaviours in
others; taking ownership when things go
wrong.
4.2 Demonstrate appropriate influencing
style to communicate and engage
different audiences.
Using a range of communication tools;
making the complex clear; questioning and
listening; influencing others at all levels;
ethical influencing.
4.3 Discuss ways of promoting
organisational improvement through
courage, political acumen and the
willingness to challenge.
Promoting organisational improvement
through fostering a willingness to be brave,
challenge people and practices, and use
political acumen; leaders as role models,
‘doing the right thing’, moral and legal
responsibilities, preparedness to view
failure as an opportunity to enhance
learning, emphasis on use of good
judgement, evidence base for action,
mutual respect, choice of language and
communication channels, due regard for
context and wider organisational
reputation.
Learning outcome, assessment criteria and indicative content
CIPD Advanced Diploma in Strategic People Management 23
4.4 Assess the benefits of networking to
enhance own career and contribution to
organisational effectiveness.
Benefits of networking: for example,
wellbeing clubs, LinkedIn learning, after
work clubs; social networking;
benchmarking self and organisation;
career advancement and organisational
success.
24 CIPD Advanced Diploma in Strategic People Management
Books
Armstrong, M. and Taylor, S. (2020)
Armstrong’s handbook of human resource
management practice. 15th ed. London:
Kogan Page.
Dyson, J.R. and Franklin, E. (2020)
Accounting for non-accounting students.
10th ed. Harlow: Pearson Education.
Gallagher, K. (2016) Essential study and
employment skills for business and
management students. 3rd ed. Oxford:
Oxford University Press.
Horn, R. (2009) The business skills
handbook. London: CIPD Kogan Page.
Krogerus, M. and Tschäppeler, R. (2017)
The decision book: fifty models for
strategic thinking. London: Profile Books.
Marchington, M., Wilkinson, A., Donnelly,
R. and Kynighou, A. (2020) Human
resource management at work: the
definitive guide. 7th ed. London: CIPD
Kogan Page.
Megginson, D. and Whitaker, V. (2007)
Continuing professional development. 2nd
ed. London: CIPD Kogan Page.
Robinson, S. and Dowson, P. (2012)
Business ethics in practice. London: CIPD
Kogan Page.
Taylor, S. and Woodhams, C. (eds) (2016)
Studying human resource management.
2nd ed. London: CIPD Kogan Page.
Townsend, H. (2014) The Financial Times
guide to business networking: how to use
the power of online and offline networking
for business success. 2nd ed. Harlow:
Pearson Education.
Watson, G. and Reissner, S. (2014)
Developing Skills for Business Leadership.
2nd ed. London: CIPD Kogan Page.
Winstanley, D. (2005) Personal
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McGraw-Hill Education.