Cipd Certificate in Learning and Development

Acts with integrity, impartiality and independence, applying sound personal judgement in all interactions. Band 1 Is fully aware of the organisation’s processes, values and expected behaviours and works within its frame. Has a deep sense of own core values and operates within personal boundaries. Is authentic. Can be relied upon to have a calming influence in times of difficulty or high workload ensuring that the team remains focused and delivers. Deals with personal data and information in a highly professional manner and within the boundaries of relevant legislation such as the Data Protection Act.

Takes an unbiased approach, seeking facts and evidence when settling disagreements. B. Contra-indicators ?Does not ‘walk the talk’ or lead by example. ?Does not understand the importance of relationships and so fails to nurture them. ?Tends to be politically motivated and preoccupied with own agenda rather than the needs of the client or organisation. ?Acts inconsistently or ‘turns a blind eye’ with regard to the company’s processes, values and expected behaviours. ?Does not take a personal stand or position, sits on the fence. 2. )Skilled influencer A.

Demonstrates the ability to influence across a complex environment, to gain the necessary commitment, consensus and support from a wide range of diverse stakeholders in pursuit of organisation benefit. Band 1 Uses logical persuasion with evidence in a conversation to support a proposal. Compares and contrasts options to highlight relative advantages and disadvantages of progressing along alternative paths. Prepares data and argument thoroughly before engaging in conversation. Fully understands own position, argument and supporting facts and how they may occur to others.

Works inclusively to engage a wider audience and support base for an idea. Identifies the key points to communicate on any interaction, selecting the right channel for the message and audience. B. Contra-indicators ?Does not prepare adequately for meetings or interactions ? Tends to use a single tried and trusted strategy for all eventualities. ?Takes events at face value. ?Fails to understand or appreciate impact on others, does not consider situation from • others viewpoint. ?Fails to appreciate need to engage the support of stakeholders. ?Takes a manipulative approach, using influence in a negative way. 3. Collaborative A. Works effectively and inclusively with colleagues, clients, stakeholders, customers, teams and individuals both within and outside of the organisation. Band 1 Shows sensitivity and respect for others’ feelings, cultures and beliefs, showing respect for diversity. Makes a positive contribution to the team, supporting colleagues in their day-to-day work. Establishes constructive and collaborative relationships with immediate colleagues. Passes on information promptly, keeping colleagues up to date. Actively builds and maintains a network of immediate contacts for the benefit of current work.

Handles disagreements as they occur, seeking a constructive solution. B. Contra-indicators ?Consistently works in isolation, pursuing own solution without involvement of appropriate stakeholders. ?Fails to build contact with people beyond own work area. ?Shows little consideration or respect for other colleagues. ?Withholds relevant information, expertise or knowledge from others. ?Plays a passive role in team scenarios ?Fails to listen, showing little interest in the views of others ? Buries head in the sand when conflict arises ?Fails to respect diversity. Four bands of professional competence and the contribution made at each

Band 1Band 2 Relationship with client Support, service and information provision Adviser, issues-led Focus of activity Administrative, client support and processing activity Immediate and ongoing Advising and managing individual or team-based human resources issues and problems Current or near term Where time is spent Providing information, managing data, process delivery Understanding the issues and parameters, issue analysis, evaluation, solutions and likely consequences Service to the client Facts and information Administration Process support Peace of mind Issues handled

Flexible options and recommendations Measures Execution excellence, efficiency, accuracy, flexibility and silent running Client satisfaction Issues and problems satisfactorily resolved Repeat business Transition challenges: moving from one band of professional competence to the next Moving from Band 1 to 2 Where time is spent and the perspective on what is important From delivering a real-time service to analysing current and near-term issues and operational problem-solving for a line manager or group. Taking a view on the totality of the function and understanding how to get things done across the function.