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Unit 3, Leadership, Change and People Performance

Level 7, Unit 3 - Leadership, Change and People Performance (25 credits)

1. Understand the contribution that an organisation’s workforce can make to competitive advantage and the advancement of the strategic vision and values.

2. Understand and apply strategies for people resourcing, retention and development.

3. Understand strategies for enhancing employee commitment and engagement within an organisation.

4. Understand the value of leadership approaches linked to High Performance Working (HPW) at all levels in the organisation.

5. Be able to apply the theories, concepts and tools associated with organisational change to the benefit of the organisation.
1.1 Explain how HR strategies can advance the abilities, motivation and performance of employees. 2.1 Critically explain professional approaches to recruitment by drawing on first hand experience. 3.1 Identify the strategic benefits to be derived by an organisation whose work-force exhibits a high level of employee engagement. 4.1 Compare and contrast attitudes, behaviours and capabilities of effective leaders in the context of HPW culture. 5.1 Explain the significance of change management skills for organisations in the current environment.
1.2 Explain the relationship between HR strategy and corporate strategy with a view to sustained support of organisational objectives. 2.2 Evaluate the rationale for the effective deployment and redeployment of employees. 3.2 Describe the factors which have to be in place or absent before a high level of employee engagement can be achieved. 4.2 Explain the significance of effective leadership in establishing and maintaining an effective HPW culture throughout an organisation. 5.2 Identify the competencies and skills individuals need to enable them to cope with change.
1.3 Critically review the theory, principles and practice of High Performance Working (HPW). 2.3 Evaluate methods for addressing performance issues including absence and punctuality. 3.3 Devise practical strategies for enhancing levels of employee engagement in a range of organisational contexts. 4.3 Describe the value and relevance of key leadership theories, models and frameworks. 5.3 Identify the competencies and skills managers need to enable successful change in others.
1.4 Devise HR strategies intended to maximise employee performance and commitment across a range of specific organisational scenarios. 2.4 Evaluate strategies for enhancing levels of employee retention. 3.4 Evaluate the success of a particular performance strategy in trems of its intended and actual impact. 4.4 Evaluate the effectiveness of key leadership theories, models and frameworks in to-day's context. 5.4 Select systematic techniques appropriate to the effective and efficient management of change within representative corporate scenarios.
1.5 Explain own contribution based on experience and learning as a manager and agent for change. 2.5 Assess the benefits that can be derived from a strong employer brand in terms of maintaining and developing the quality of the work force. 3.5 Contextualise the role of performance review and performance appraisal within an organisation’s improvement, reward and development strategies 4.5 Match appropriate leadership actions and styles to a representative sample of organisational scenarios. 5.5 Identify sources of potential resistance to change including the political dimensions of organisational behaviour.
2.6 Describe actions necessary to develop a strong employer brand. 3.6 Critically analyse the principles and the application of total reward in terms of the employer brand concept. 5.6 Construct practical strategies for reducing or eliminating resistance to change.
2.7 Explain how a corporate approach to staff development can result in a learning organisation. 3.7 Explain the importance of personal and professional development in motivating agents of continuous improvement and transformational change. 5.7 Distinguish between proposed changes that are likely to be of rational benefit to the organisation and those that are for symbolism or political effect.
5.8 Construct a personal development plan that supports change for improvement.