Analyze these practices to determine if they help to create an environment that does not need a union.

please choose 1 non-union company within the website: https://fortune.com/best-companies/2019/search

Research a non-union company on the Fortune 100 Best Companies to Work For® list.

Describe at least three of the following items in a 15- to 20-slide presentation that includes speaker notes and graphs or graphics to illustrate your point.

Hiring and selection practices
Training and Development
Compensation and Benefits
Performance Feedback
Employee engagement
Analyze these practices to determine if they help to create an environment that does not need a union.

Cite any outside sources according to APA formatting guidelines.

Define demarketing and discuss its implications in healthcare.

Strategic Alignment
The project assignment provides a forum for analyzing and evaluating relevant topics of this week on the basis of the course competencies covered.

Introduction:
Healthcare leaders will be faced with opportunities, more than ever, to strategically align their marketing initiatives. This is a result of entrants in the market—increasing competition, healthcare services and medical interventions growing scarce, and heightened scrutiny to change unhealthy behaviors. As a result, unique strategic initiatives for demarketing, a germinal concept originally introduced by Kotler and Levy (1971), is expected to resurface.

In this assignment, you will analyze the concept of demarketing and its implications in the healthcare field. Likewise, you will select one demarketing initiative and elaborate on its potential implications for success.

Please review the following and using specific information, from these resources, your course resource, and additional research, address the tasks posed below:

Tasks:
Define demarketing and discuss its implications in healthcare.
Discuss the three primary concepts of demarketing.
Mention when healthcare organizations face opportunities to utilize demarketing strategies.
Mention some demarketing tactics are commonly used by healthcare organizations. How do these organizations reduce the total demand and the selective demand?
Discuss the specific dangers associated with the demarketing approach in the healthcare market.
Select one of the following topics and elaborate on potential demarketing opportunities relevant to current market trends. Be sure to address the current demand for demarketing your selection and its relevance to the healthcare community.
Government demarketing on the United States welfare state (i.e., Medicaid, Medicare, CHIP, Social Security, etc.)
Health risk demarketing on consumer smoking
Place demarketing on institutional long-term care facilities
Resources:
From the South University Online Library, read the following articles:

Reference:
Kotler, P., & Levy, S. J. (1971). Demarketing, yes, demarketing. Harvard Business Review, 79, 74–80.

From the Internet, review the following:

Farquhar, J. D., & Robson, J. (2017). Selective demarketing. Marketing Theory, 17(2), 165–182.
Kern, C. L. (2006). Demarketing as a tool for managing visitor demand in national parks: An Australian case study. Retrieved from http://www.canberra.edu.au/researchrepository/file/eaf19c35-61ce-3f80-1e16-fce424112f75/1/full_text.pdf

Identify five recent commercials that you have seen or watched that you believe are effective at advertising.

Write a 1,050-word paper in which you:

Identify five recent commercials that you have seen or watched that you believe are effective at advertising.
Identify the part of the Hierarchy of Effects Model that the advertisement targets, noting the specific step in the model related to the part. Do any of the advertisements touch on the means-end concepts?
Answer the following questions:
What market segment are the commercials targeted at (describe these target markets)?
Are the messages aligned with the IMC objectives?
Do the messages resonate with the target market?
Is the correct media being used to send out the messages?
What kind of message strategy is being used – cognitive, affective, or conative?
What recommendations, if any, would you make to change the message content?

Think about a major change that you experienced within the past five years. Explain details about this change, specifically focusing on the reason for the change and the importance of the change in your life.

Personal Change Tools (100 points)

Organizational change is a process that can be complex. Change efforts are not easily carried out but can be successful through the use of various resources and tools. As explored within the Interactive Lecture, change often starts with knowing what to change, continues through how to change, and then concludes with when to change.It is important to remember that the same change processes that guide organizations can also be used in one’s personal life.For this Critical Thinking Assignment, address the components below:

Think about a major change that you experienced within the past five years. Explain details about this change, specifically focusing on the reason for the change and the importance of the change in your life.
Explain which change model (i.e., Nadler and Tushman’s Congruence Model, Sterman’s Systems Dynamics Model, Quinn’s Competing Values Model, Greiner’s Model of Organizational Growth, or Stacey’s Complexity Theory) most applied to your change experience. Provide details about why you selected this model and why it was the best choice as compared to the other models.
Analyze the steps associated with the model and how these steps were followed during your time of change.
Looking back on the change process and experience, what improvements would you make to ensure enhanced change-related success? Why?

Develop a process to evaluate the intervention if it were implemented.

Review your strategic plan to implement the change proposal, the objectives, the outcomes, and listed resources. Develop a process to evaluate the intervention if it were implemented. Write a 150-250 word summary of the evaluation plan that will be used to evaluate your intervention.

The assignment will be used to develop a written implementation plan.

APA style is not required, but solid academic writing is expected.

Is there a “Black, Hispanic, Asian or American Indian privilege” as well?

We sometimes hear the term “White privilege” used as it relates to jobs or education.

Is there a “Black, Hispanic, Asian or American Indian privilege” as well?

Address any two or more of the mentioned demographic categorizes above and provide examples. Be specific.

Which financial statement should you examine first if you are interested in assessing solvency?

A structured analysis of a company’s financial statements involves three steps:
• step one: assess if the company is ‘liquid’ (liquidity is the ability of the company to convert its assets into cash)
• step two: assess if the company is ‘solvent’ (solvency is the ability of the company to pay its debts as and when they fall due)
• step three: assess the ‘profitability’ of the company.
If the first two steps indicate an organisation that is not solvent or liquid, then an examination of its profitability will indicate whether a restructuring or some form of rescue is worthwhile.
The company would possibly be taken into the administration process if it cannot convert debtors’ balances into cash, pay its obligations when due (payroll and accounts payable) and service its long-term debt (loans and bonds). If any of these conditions occur, it would be of limited value to analyse the ability of a company to generate profits. In such circumstances, it would be of more value to analyse the ability of a company to realise its assets for cash so as to pay its outstanding liabilities.
Step one: assess liquidity
• Of the three primary financial statements (the balance sheet, the income statement and the statement of cash flows), which one should you examine first to complete a liquidity assessment?
Of the three primary financial statements, the statement of cash flows is likely to tell you something directly about the sources of liquidity.
• Does any financial statement tell you something indirectly about liquidity?
The answer is yes and, as you will soon see, two financial statements do tell you something indirectly about liquidity:
o the income statement (profit and loss account)
o the balance sheet (also known, as you have learned already in Session 3, as the ‘statement of financial position’).
The answers to the questions above are determined by the factors on which financial sustainability depends. If you are prepared to accept a definition of financial sustainability as a company’s ability to continue in the ordinary course of business while considering the demands of its stakeholders, then you need to identify the stakeholders.
Financial stakeholders such as lenders and other creditors expect to be paid monies due to them and in a timely fashion.
Determining liquidity
Step one of a structured financial analysis is about determining the ability of the organisation to convert its assets to cash. This ability can be termed liquidity. The statement of cash flows provides direct information about the liquidity of an organisation, whereas the income statement and the balance sheet (statement of financial position) provide indirect information about liquidity. For example, the income statement shows us revenues. We can combine that information with the receivables figures on the balance sheet to calculate of those revenues, how much was actually received in actual cash flow. This same information is also shown directly on the cash flow (albeit as part of the ‘cash from operations’). What we earn (revenues) can be quite different from what we receive in cash terms. Appreciating this difference can be vital to understanding an organisation’s liquidity.
Step two: assess solvency
Once you have assessed a company’s liquidity, do you need to analyse further? While completion of step one may have enabled you to assess the ease with which a company can convert its assets into cash, that determination has not allowed you to assess the ability of a company to honour its liabilities as and when they fall due. This ability is known as solvency. Consider the following questions that are relevant to developing your thinking about solvency assessments.
• Which financial statement should you examine first if you are interested in assessing solvency?
The financial statement that would be most relevant for assessing solvency is partly determined by the financial statement in which liabilities are recorded.
• What is the relevant financial statement for a solvency assessment?
The balance sheet would be relevant for a solvency assessment. Amounts owed to lenders and other creditors are recorded in the balance sheet as short-term (‘current’) liabilities and long-term (‘non-current’) liabilities.
• Does any other financial statement tell you something about solvency?
Ask yourself where a company’s long-term ability to pay debts arises. Surely a company can pay its debts only after realising an operating profit, or, more accurately, collecting cash from sales in order to pay its suppliers and payroll and to service its debt obligations. In the short term, of course, it could try new borrowings or share issues to help cash flow. But ultimately the company must become profitable to be able to generate sustainable cash flows.
Determining solvency
Step two of the financial analysis is about determining solvency of a company. To determine solvency you will need to examine both the balance sheet (focusing on liabilities payable) and the income statement (focusing on the sufficiency of revenues and profits to pay suppliers and payroll and to meet debt obligations).
Step three: assess profitability
So far, having completed steps one and two, have you addressed the needs and concerns of shareholders? In steps one and two, you attended to the demands of other stakeholders such as debtors and creditors, but shareholders are neither debtors or creditors.
• Shareholders expect to be paid any dividends at each financial year-end, but where does a company find the money to pay as dividends?
A company is permitted to pay dividends from a financial account found in the balance sheet known as the ‘retained profits’ (or ‘revenues reserves’) (it is in the shareholders’ equity section of the balance sheet).
The question that arises now is this: how does the retained profits reserve get credited – that is, how are retained profits increased over time? The answer is by net profit after taxation each year.
When a company makes a profit, it will transfer that profit from the income statement, where the profit figure will first appear, to its balance-sheet retained profits (or revenue reserve account). All this means is that shareholders have a vested interest in profitability. In the medium- to long-term, if a company does not make profits, it will not be permitted to and nor will it be able to pay dividends, unless it has previously undistributed retained profits.

What rules of negotiation are being negotiated?

Several months ago, Jerome Smith was involved in an automobile accident with Rachel O’Roark. The accident happened at 2:30 a.m., and Jerome had been drinking at a local tavern. Rachel, a registered nurse, had just finished her shift at a nearby hospital. The roads were slick due to a thundershower that had recently passed through the area. Although Jerome was uninjured, Rachel received a dislocated shoulder that could impact her work as a nurse. Jerome did not want the civil side of the accident to be litigated. He had the money to make Rachel a nice settlement. When Jerome telephoned Rachel, she refused to talk to him. He then hired Cynthia Chang to represent him. Cynthia telephoned Rachel to try to set up a meeting. Rachel informed Cynthia that she had turned her case over to Roland White, an attorney. Cynthia then telephoned Roland. His secretary informed Cynthia that Roland was “out of the office” and would not be back for several days. Cynthia left a message for Roland to call her about the O’Roark/Smith case. A week passed and no call from Roland. Another week passed and no call from Roland. Cynthia called again and this time was able to speak with Roland who informed her that he was in the middle of a big trial and could not meet with her for another three weeks. Roland proposed a time and place for the meeting and Cynthia agreed.

What rules of negotiation are being negotiated?
Are the rules being explicitly or implicitly negotiated?
What impact can these rules have on the outcome of the negotiation?
When did the negotiation begin?

Have financial analysts’ forecasts became more accurate after the mandatory adoption of IFRS in Saudi Arabia?

Abstract : This paper will examine the impact of the mandatory adoption since 2017 of International Financial Reporting Standards (IFRS) on the ability of financial analysts to forecast earnings accurately in Saudi Arabia during the period 2014–2019. Specifically, the research will investigate whether mandatory IFRS adoption has improvements in the ability of analysts to forecast earnings (as a result, decrease in error and dispersion). The methodology will involve the use of the regression on a panel data model with temporal “dummy” variables in order to test the two hypotheses formulated for the study. The study will only consist of (37) non-financial listed Saudi public companies. The findings will provide evidence of whether improvements in earnings quality of Saudi listed firms after the collective requirement to adopt IFRS have been experienced. The study contributes to the debate on the desirability of the experienced current trends towards one global set of accounting standards.

1.1. Introduction

The business environment in which corporations operate is becoming increasingly dynamic and global in nature. Organizations now engage into various kinds of transactions with clients and suppliers that are across the border. As a result, the accounting regulations and practices have geared, as a fast-growing profession, toward globalization. In this globalized era, local accounting standards are becoming rare and International Financial Reporting Standards (IFRSs) are gaining more presence across the world. International Financial Reporting Standards (IFRS) are a set of accounting standards issued by an independent, not-for-profit organization named the International Accounting Standards Board (IASB).

The purpose of accounting is to translate the economic events of an entity into a final product that is useful for decision makers. Accounting standards regulate how transactions and other economic events are to be recognized, measured, presented and disclosed in the body or the notes of financial statements. In 2012, a transition plan to adopt IFRSs instead of the local Saudi accounting standards was approved by the Saudi Organization for Certified Public Accountants (SOCPA) to be implemented in several stages beginning in 2017 for entities listed in the Saudi market and 2018 for unlisted Small and medium entities (IFRS for SMEs). This movement has been supported by the Saudi Capital Market Authority (CMA) which requires all listed companies to present their financial statements in accordance with regulations and decisions of SOCPA.

This transformation has been based on a number of alleged benefits and outcomes. The adoption of IFRS is considered a key factor for attracting foreign investments to invest in the Saudi financial market (Mulhim, 2018). In addition, foreign researches report that applying international accounting standards might help support international mergers and acquisitions, and increase comparability with other global markets (Cai & Wong, 2010). IFRS also help attract foreign direct investments and provides international standards that allow preparing unified financial statements for multinational companies, which encourages the openness of domestic financial markets and an increase in foreign investment (Alkhtani, 2012 and DeFond, Hu, Hung, & Li, 2011). However, reducing cost of issuing accounting standard, as well as, as the cost to users of financial statements in utilizing these financial statements are foremost empirical questions (Daske, Hail, Leuz and Verdi, 2008). To date, the results of empirical tests have been disputed between reduced and non-reduced capital costs (Sayumwe & Francoeur, 2017). In addition, there are some reported major obstacles to implement IFRS effectively that may reduce the realized benefits such as a shortage of qualified accountants, high reliance on Big 4 accounting firms, and a lack of research (Nurunnabi, 2018).

The most allegedly important characteristic of international accounting standards is its comprehensiveness in term of its coverage of transactions and events that affect the financial position of the company and the results of its business operation as they cover issues that Saudi standards have not been exposed to. IFRS provides international standards that allow preparing unified financial statements for multinational companies which contribute to globalization of the business world. However, the more countries adopted the standards issued by International accounting Standards board (IASB) as their mandatory accounting standards, the higher become the debate about the benefits of implementing one set of standards internationally. A major part of that debate is about whether the application of IFRS would realize improvements in the functioning of capital markets and reduction in information asymmetry.

1.2. The Research Problem
Although overall findings support the enhancements in analysts’ information environment after IFRS adoption, several studies are documenting the deterioration of information environment post-IFRS adoption. While IFRS set of standards might aid in ensuring transparency, faithful presentation and comparability of the output of such translation, and providing a standardized international framework for how public companies prepare their financial statements (Ball, 2006); The financial statements under IFRS Standards, however, require more judgment from the preparers since IFRS are constructed to be “principle based” compared to Saudi GAAP which not necessarily always emphasize substance over form due to being “rule based” standards. Accounting standards with different approaches are likely to lead to different outcome in shaping the preparation and presentation of financial information and in what should be disclosed.
In addition, there are two Saudi Accounting Standards that do not conform with IFRS; one of them is accounting for zakat and taxable income (Nurunnabi, 2015). There is a tendency that culture and religion are major factors that contribute to shaping external practices. consequently, in Islamic society, cultural beliefs and religious lifestyles influence all aspects in life including accounting regulations and practices (Maali & Napier, 2010). As a general statement, accounting is required to be integrated within the religious foundations and most importantly accounting for zakat (Afifuddin & Siti-Nabiha, 2010). As a result, IFRS standards, more specifically Financial Accounting Standard No. 9, were modified by SAMA and then SOCPA for the accounting of zakat and income tax. A question arises about whether this modification has an impact on financial analysts’ forecast accuracy and dispersion.

Since IFRS standards, allegedly, aim to both increase comparability and transparency by decreasing the information gap between the providers of capital and the people to whom they have entrusted their money. A question arises about the magnitude of which financial analysts’ forecast accuracy differs between the post-adoption of the international financial reporting standards compared to the previous Saudi GAAP period. This study aims to investigate whether financial analysts’ forecast accuracy differs between the pre- and post-adoption of the international financial reporting standards (IFRS) in Saudi Arabia. In particular, this study seeks to examine whether the accounting disclosure system in the post-IFRS period have positively aided analysts in forecasting future earnings of listed firms.

1.2.2 Research Questions
Based upon above arguments, this study aims to provide empirical evidence on the relationship between the mandatory adoption of IFRS in Saudi Arabia and the accuracy of financial analysts’ forecasts, Accordingly, the study research questions are stated as follow:

Q1: Have financial analysts’ forecasts became more accurate after the mandatory adoption of IFRS in Saudi Arabia?

Q2: Have the dispersion of financial analysts’ forecasts decreases after the mandatory adoption of IFRS in Saudi Arabia?

Identify your current strengths and the competencies you must develop during your programme.

The learning plan, learning journal and portfolio of evidence
What characterises the best professionals you have worked with? A range of behaviours come to
mind such as reliable, brave, rational, supportive, open, and inclusive, influential and wellconnected,
appreciative and ethical. These types of behaviour are often mentioned before
knowledge, such as well-informed or up to date. Our profession map therefore places behaviour
alongside knowledge as key characteristics of an impactful people professional. However,
behaviour can be much harder to teach and is certainly more difficult to assess in people
professionals.
The CIPD recognises that this is a demanding assessment for level 7 learners. It deals with broad
senior-level behaviours because this is a strategic qualification at postgraduate level. It stretches
across a longer period than most units because we want learners to have full scope to develop and
then demonstrate their professional skills. It involves planning as well as summative assessment
because the behaviours demanded in the profession map are largely self-developed or coached
rather than taught in the classroom. Finally, learners and centres are afforded wide discretion over
the first two elements of this tripartite assignment because we want learners to do things in ways
that work for them; that requires autonomy.
Experience with this assessment has shown that it is discriminating in that it is clear who has taken
the development of their skills seriously and can evidence the results. It is inclusive by providing
opportunities for learners to be assessed on behaviours from the widest possible range of
environments, not just in their workplace. And for some learners, it has been the springboard into
lifelong habits of reflection, planning and execution of self-directed learning.
This unit consists of three tasks:
1) At the start of your programme carry out a self-assessment of your competence in each of
the unit’s fifteen assessment criteria (for ease, these are listed in Appendix A) and from this
develop a personal learning plan. Then,
2) During your programme keep a learning journal to monitor and adjust your progress and
record evidence of your growing competence. Then,
3) At the end of your programme, you will submit a portfolio of evidence of your competence
covering six of the unit’s fifteen assessment criteria. (You will be told which six
assessment criteria nearer your submission date for moderation.)
Level 7 Advanced Diploma
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Preparation for the Tasks:
? For task 1 you will need the CIPD Profession Map.
? Refer to the indicative content in the unit (see Appendix A) to guide and support your
planning, learning and evidence gathering.
You will also benefit from:
? Recognising that this level of planning, reflection and recording of self-development is
something new to most people. It will not come naturally. You will get faster and better at
doing it as you progress through your programme. At the same time, you will find journaling
growing in impact on your thinking and behaviour. So, experiment and expect to change
the way you do things – that shows that you are developing.
? Putting aside a realistic amount of time at the beginning of your programme for your selfassessment
and planning. Go slow to go fast.
? Reflecting on experiences or other courses outside of work that may be relevant to this unit.
? Gaining an understanding of the theories underpinning this unit and research into real
people and organisations.
? Reading the CIPD Fact Sheets and related on-line material on these topics.
? Clearly separating your work from that of others.
? Including a wide range of sources of both learning and evidence – reading, observing,
shadowing, internet research, experimentation, secondment, mentoring or coaching,
volunteering, regular personal reflection and so on.
? Paying attention to how your evidence is presented in your portfolio.
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Helpful advice:
? A template to help you is found on the course site.
? Identify any modules, lectures, webinars, fact sheets, case studies, CIPD website, visits,
activities etc.that might be relevant to this unit. Then build them into your learning plan.
? In the plan, try to make your learning goals SMART.
? Consider how you will reward yourself for reaching each of your goals.
? Any mark or grade given will not form part of your final assessment for the unit.
Task One – Initial Self-Assessment and Plan
At the start of your programme carry out a self-assessment of your knowledge and skill in each of
the fifteen assessment criteria (listed in Appendix A). Then formulate your development plan for
each one. This plan must take you to the required standard in each assessment criterion by the
time you submit Task 3.
The purpose of this task is to:
? Identify your current strengths and the competencies you must develop during your
programme.
? Enable you to plan and deliver your development and monitor your progress towards your
learning goals.
This document will be an essential foundation for your learning.
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Task Two – Learning journal
During your programme follow your development plan and record your learning in a journal. This
journal will then provide you with the rich source material you need to compile your final
assessment portfolio.
Identify real evidence of your competence in each of the fifteen areas and record these in your
journal. Apply relevant theories and models to help you critically evaluate your performance.
By the end of your programme, you should be able to report on, have critically evaluated and show
evidence of your competence in, all fifteen assessment criteria.
You choose the format for your journaling. You might keep a chronological journal – carrying out
regular reflection – rather like a diary – perhaps on a weekly basis. Or you can divide your journal
into the fifteen sections and record your learning as it arises, under the relevant heading. Or you
may combine these formats.
Helpful advice:
? Take care. There is a lot to cover in this unit and you are strongly advised to start work
early, gradually developing your knowledge and behaviour, and assembling your portfolio.
If you leave your portfolio until you know which six assessment criteria to cover, you are
very unlikely to pass.
? Learn from other learners. You may find it useful to work in an action learning set or similar
group with fellow learners. This will enable you to share your areas of strength and
weakness; learn from, challenge, and motivate each other; and enable you to find solutions
to your problems.
? Learn from a range of experiences. If you are developing as a result of experiences outside
work and study, you can include that in your journal. Clubs, sports, voluntary work and
even home life are sources of learning and therefore also evidence. If you are not currently
in an HR/L&D role, you will need to draw more heavily on these sources of learning. Again,
you will need supporting evidence for what you have done and what impact it is has had.
? This unit is at Level 7 (post-graduate). It is not sufficient in your portfolio simply to describe
what you have done. You must display a post-graduate approach. You will find it helpful to
consider the higher levels of Bloom’s Taxonomy – analysis, evaluation, and synthesis. For
example:
Assessment criterion 1: Critically assess different ethical standpoints on people
practice and the maintenance of high standards of ethical behaviour.
Description Analysis Evaluation Synthesis
A challenging situation in
which you sustained a
high standard of ethical
behaviour.
The model of ethics that
you followed and why.
The shortcomings of that
model.
How you would behave
differently (better) in
future.
How you might
generalise this learning
across different areas of
people practice.
Lecture on ethics. Critique of the different
models or theories.
Situations in which you
might apply this learning.
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? Asking yourself ‘So what?’ at any of these stages of your thinking will often result in useful
insights.
? Many commentators suggest that much of our behavioural development comes from
practical experiences rather than formal teaching. Such learning is often emergent rather
than planned; informal rather than formal; and unstructured rather than organised. Include
these in your regular reflections. You might use a format for recording and analysing
incidents from which you have learned, such as:
Description Analysis Evaluation Creation
The event. Who, what, when,
where, how and/or why?
What worked well or
could have been better.
Any relevant model or
theory.
What you learned and
how you can use this
elsewhere
? You can use this document later as evidence in your portfolio.
? Your journaling will need to reflect the contemporary work and working life environment,
which is often volatile, uncertain, complex, and ambiguous.
? Any mark or grade given will not form part of your final assessment for the unit.
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Task Three – Your portfolio
Your final task is to submit a portfolio of evidence of your competence in six of the unit’s fifteen
assessment criteria. This will be the culmination of all your work in the unit and the mark for this
portfolio will be your final mark for the unit.
Your portfolio should consist of:
? An evaluation of your competence (knowledge and behaviours) in six of the unit’s fifteen
assessment criteria.
? Evidence to support your evaluation, clearly cross-referenced to each of your claims.
? A brief continuing professional development plan in each area showing how you will
continue to develop after you have finished your programme.
Six weeks before your submission deadline, you will be told which six of the fifteen assessment
criteria you should cover in your portfolio. The six assessment criteria will include at least one from
each of the unit’s four learning outcomes, but no more than two will come from any single learning
outcome.
Excluding evidence, your portfolio should consist of 4,000 words ± 10% (about 650 words for
each assessment criteria). The bibliography, list of reference and essential background material
should be put in an appendix; they will not be included in the 4,000 words.
You must support the claims you make in your portfolio by providing evidence.
Helpful advice:
? Include hard evidence where you can. Feedback sheets and marks, handouts, or journal
articles that you have annotated, a link to a video of you doing something that
demonstrates your competence (e.g., leading a training session or conducting an appraisal
meeting), a certificate, a letter, a document from your work and even a written testimonial
from a fellow learner, work colleague or manager.
? Asking the question, ‘How do I know that I am competent?’ might point you to some
evidence. Two examples:
o How do you know you are getting better at making decisions? Are you spending less
time? Or making better quality decisions? What hard evidence is there?
o If you understand something, you can probably explain it to someone else. Hence,
teaching someone else can be evidence of your learning. If they write a note to testify
that you have helped them, that would be hard evidence. If you have written a piece of
coursework or passed an exam, that is evidence. So are summarised notes of key
points from a lecture, book, or journal article – they suggest you have got some
understanding.
? Handouts on their own are not sufficient as evidence because they do not show how and
what you may have learned. For example, you may own a book on Quantum Theory, but
that is not evidence that you understand the theory. But if the book contains pencil notes, it
is beginning to have some evidential worth. Only include handouts or journal articles if they
provide real evidence of your knowledge and understanding.
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? One piece of evidence might demonstrate several skills. For example, the use of statistics
for a management report might be evidence of your ability to use IT, your decision making
and your skills in presenting data.
? Number each piece of evidence and include that number in your text so that the reader can
match your evidence to your claims.
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Appendix A – The unit’s fifteen assessment
criteria and indicative content
Learning Outcome 1: Be able to model principles and values that promote
inclusivity aimed at maximising the contribution that people make to
organisations.
Assessment Criteria Indicative content
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.
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.
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.
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.
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Learning Outcome 2: Be able to achieve and maintain challenging business
outcomes for yourself and organisations.
Assessment Criteria Indicative content
5 Reflect on levels of self-awareness, selfmanagement
and continuous selfimprovement,
leading to improved
organisational success and career
progression.
Various measures such as personality, productivity,
quality and impact; the drive for continuous selfimprovement;
business and financial acumen that
delivers commercial benefits; leading and
supporting change; resilience in the face of
uncertainty and setbacks.
6 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.
7 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.
Learning Outcome 3: Be able to apply learning to enhance personal
effectiveness.
Assessment Criteria Indicative content
8 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.
9 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.
10 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).
11 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.
Level 7 Advanced Diploma
13
Learning Outcome 4: Be able to influence others during decision-making while
showing courage and conviction.
Assessment Criteria Indicative content
12 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.
13 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.
14 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.
15 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