Unit 2 - People

Range:

Legislation - Equality and diversity legislation, Health and safety at work legislation and

regulations, Employment legislation and regulations for employers and employees, wages,

pensions and parental leave legislation and regulations, Duty of care legislation.

1. The difference between regulations and legislation.

2. What duty of care means to employers and employees.

3. The range of latest legislation that protects employees through the lifecycle (recruitment to termination).

4. The overview of each piece of legislation and the characteristics of each.

5. Examples of situations when legislation could be used by the employee, such as recruitment or unfair dismissal case.

6. The rights and responsibilities of employees.

7. Examples of situations when employers could legitimately discipline or dismiss employees.

Range:

Recruitment channels - Internal recruitment, employer website, intranet, external recruitment/employment agency, social media platforms, events

Employment contracts - Permanent, fixed term/temporary, full-time, part-time, short-term, outsourced/agency, consultant, freelance, associate, self-employed.

1. How business aims determine and reflect the types of job roles needed within an organisation.

2. How recruitment is used to ensure that the right types of roles are held in the organisation and respond to vacancy requirements.

3. Methods and approaches to verify that organisations are sufficiently staffed, to include resource, capacity, and succession planning.

4. The reasons for using a range of recruitment channels (e.g., to target a specific audience such as professionals).

5. The use of a clearly defined recruitment process to ensure all recruitment is carried out in a fair, transparent, and consistent manner (e.g., application form, CV, assessment, presentations, interviews, set questions, references).

6. The recruitment documentation used to ensure the right people are recruited for the right role (e.g., job description, person specification).

7. The types of employment contracts that organisations use and the differences between each contract type. The considerations that need to be made in relation to different employment contract types.

Range

Value and benefits - Enhancing creativity and reducing ‘group think’, reputation, retention, staff motivation, promotes innovation, opportunities for new talent, different points of view.

1. What is meant by equality and diversity.

2. The protected characteristics legally defined within the Equality Act 2010.

3. The range of approaches that organisations use for the recruitment of employees from a diverse range of backgrounds, including policies and methods. The different elements of policies that support equal, diverse and inclusive practices.

4. The difference between values and benefits.

5. The value and benefits of having an equal, diverse, and inclusive workforce within an organisation.

Range:

Importance - Creating a resilient workforce, increasing staff retention, supporting mental health and well-being.

Impact - Reduced sickness absence, reduced staff turnover, increased staff satisfaction in the workplace.

1. The meaning of resilience in a workforce.

2. The importance of well-being and mental health to employees within a workforce. The different factors and changing circumstances that can impact employee well-being.

3. The reasons for an organisation to introduce and foster well-being initiatives in the workplace.

4. The types of well-being initiatives and employee assistance schemes that organisations may offer such as exercise programmes, mindfulness workshops, healthier working environment, offering health benefits such as private healthcare or reduced gym membership and discount programmes.

5. The advantages and disadvantages of different well-being initiatives and employee assistance schemes on both employees and employers.

6. How well-being initiatives and employee assistance schemes increase employee motivation and retention and have an impact on the organisation.

7. The importance of monitoring well-being and the impacts of well-being initiatives in organisations, and approaches used to do this e.g. health firstaiders, well-being champions.

Range:

Approaches - Organisational ways of working, personal preferences, management styles, leadership styles, remote/dispersed working, outsourced workers.

1. The different approaches to managing people using different management styles (e.g., directive, authoritative, participative, pacesetting, delegative).

2. The importance of managing people in terms of ensuring outputs/outcomes for the organisation and challenging poor behaviour.

3. The different organisational ways of working that are adopted (e.g., matrix, hierarchical) and the impact of different organisational ways of working on the ways that people are managed.

4. The different ways of managing people according to different leadership styles (e.g., autocratic, authoritative, democratic, coaching, affiliative, laissez-faire).

5. How different approaches can be used in certain business situations, to include:

-Whether staff are direct or indirect reports.

-Where staff are outsourced.

-Workers not directly employed by the business.

-Staff working remotely.

Range:

Approaches - Induction process, feedback, and performance reviews, learning development plans (e.g., CPD) and goals, internal and external training and on the job learning, coaching and mentoring, motivational theory.

1. The processes organisations may use to ensure staff development throughout the employee lifecycle (e.g., training, task/job rotation, coaching/mentoring workshops, conferences, on-the-job development).

2. The elements of an induction process and its importance in ensuring all new staff are appropriately trained according to the requirements of their job role.

3. The role staff play in taking ownership of their own personal and professional development.

4. The role of Employee Engagement (EE) and the importance of employees having a voice within the organisation. The use of motivational theory in relation to employee engagement

5. The importance of being supported to set SMART targets/KPIs for CPD to meet their needs, and that of the organisation (e.g., requesting training, maintaining CPD logs, keeping up to date with own skills).

6. The role of workplace coaches and mentoring and how these can benefit both the individual and the organisation. The use of motivational drivers to best support individuals to develop.

7. The main benefits to organisations of continuing to develop their own staff.

Range:

Methods of working - Different communication methods, different learning styles, team roles, use of collaborative working to achieve results and shared goals, the types of organisation function each team member could be responsible for.

1. The different types of teams and collaborative groupings that exist in organisations and the reasons for setting up a team, including temporary teams for a project, full-time working teams that involve different functions and stakeholders, and remote/dispersed teams that operate across multiple locations.

2. The different roles in a team, the importance of working as part of team and the benefits to individuals and the organisation of team working. The impact of team dynamics on team success.

3. Belbin’s model of team roles. The different roles described, and how the different roles support team working within an organisation.

4. The impact any conflict in the team can have on the project/organisation and ways to resolve any conflict in a team.

5. The methods used to manage team members e.g., setting clear objectives and holding staff to account, managing poor performance by use of performance improvement plans, or disciplinary action for capability if appropriate.

6. The importance of all team members taking responsibility for developing each other to achieve shared goals, and the formal and informal ways this is done.

7. The different types of communications media and methods to keep team members informed of plans, requirements, and progress (e.g., action plans, project plans, meeting agendas, recorded minutes, progress reports) using hard copy and digital methods.