Achievement Level 2 Diploma in Team Leading Group A · Level 2 Diploma in Team Leading – Group A. Learner Achievement. Portfolio. ... Describe the advantages and disadvantages of

Level 2 Diploma in Team Leading – Group A

LearnerAchievementPortfolio

Version AIQ004417

Qualification Accreditation Number:

601/3548/7

Active IQ wishes to emphasise that whilst every effort is made to ensure accuracy, the material contained within this document is subject to alteration or amendment in terms of overall policy, financial or other constraints. Reproduction of this publication is prohibited unless authorised by Active IQ Ltd. No part of this document should be published elsewhere or reproduced in any form without prior written permission.

Copyright © 2017 Active IQ Ltd. Not for resale

Copyright © 2017 Active IQ Ltd. Not for resale | 3

Active IQ Level 2 Diploma in Team Leading

Qualification Accreditation Number: 601/3548/7

Personal details

Learner’s name:

Workplace:

Workplace address:

Workplace telephone number:

Assessor’s name:

Assessor’s telephone number:

Assessor’s email:

4 | Copyright © 2017 Active IQ Ltd. Not for resale

Introduction

Welcome to the Active IQ Level 2 Diploma in Team Leading

This document is designed to assist you in gathering evidence to prove your competence against the standards in each of your chosen units. Your work-based assessor will provide you with guidance and support and help you decide on the best types of evidence to produce to prove competence.

When you start the qualification, your work-based assessor will usually help you to:• Identify what you can do already

• Agree on the standard and level you are aiming for

• Analyse what you need to learn

• Choose and agree on activities that allow you to learn what you need

Assessment is normally through on-the-job observation and questioning. You will produce evidence to prove you have the competence to meet the qualification’s standards. Your assessor will sign off units when they believe you are ready. The assessor will test your knowledge, understanding and work-based performance to make sure you can demonstrate competence in the workplace.

When planning assessments assessors will use a range of methods appropriate to you and required by the awarding body to assess you against the standards. The various methods of assessment that can be used are:

• Direct observation of you in the workplace

• Professional discussion

• Questioning

• Examination of workplace products you have produced

• Witness testimony

• Simulation (where allowed)

• DVD / Audio

Your assessor will explain all of these different methods to you.

You will compare your performance with the standards as you learn. You will look at what you have achieved, how much you still need to do and how you should go about it until you are assessed as competent for a unit. The qualification is suited to those who already have skills and want to develop them.


Active IQ Level 2 Diploma in Team Leading

You must achieve a minimum of 40 credits.

You must complete all five units in Mandatory Group A (22 credits), a minimum of 12 credits from Optional Group B and a maximum of 6 credits from Optional Group C.

Unit Accreditation number

Level Credit

Mandatory units (Group A) You must complete all five units (22 credits)1. Manage personal performance and development L/506/1788 2 42. Communicate work-related information T/506/1798 2 43. Lead and manage a team H/506/1800 2 54. Principles of team leading R/506/2294 2 55. Understand business R/506/2957 2 4

Optional units (Group B) You must achieve a minimum of 12 credits6. Develop working relationships with colleagues R/506/1789 2 37. Contribute to meetings in a business environment Y/506/2958 2 38. Principles of equality and diversity in the workplace J/506/1806 2 29. Promote equality, diversity and inclusion in the workplace T/506/1820 3 3

10. Manage team performance A/506/1821 3 411. Manage individual’s performance J/506/1921 3 412. Chair and lead meetings Y/506/1924 3 313. Encourage innovation J/506/2292 3 414. Manage conflict within a team K/506/1927 3 515. Procure products and/or services M/506/1928 3 516. Collaborate with other departments M/506/1931 3 317. Participate in a project F/506/1934 3 3

Optional units (Group C) You may achieve a maximum of 6 credits18. Health and safety procedures in the workplace T/505/4673 2 219. Store and retrieve information R/506/1811 2 420. Handle mail D/506/1813 2 321. Employee rights and responsibilities L/506/1905 2 222. Deliver customer service A/506/2130 2 523. Understand customers F/506/2131 2 224. Resolve customer service problems A/506/2158 2 525. Negotiate in a business environment H/506/1912 3 426. Develop a presentation K/506/1913 3 327. Deliver a presentation M/506/1914 3 328. Resolve customer complaints R/506/2151 3 4


Learners may only complete one unit from each row.

Barred unitsThis unit Is barred against this unitUnit 7 Contribute to meetings in a business environment (Y/506/2958)

Unit 12 Chair and lead meetings (Y/506/1924)

Unit 8 Principles of equality and diversity in the workplace (J/506/1806)

Unit 9 Promote equality, diversity and inclusion in the workplace (T/506/1820)


Witness/Assessor Status List

Please ensure anybody who has made an assessment decision or provided a witness testi-mony within your portfolio has completed the witness/ assessor list

Witness name and address

Status ofWitness(See keybelow)

Relationship to learner Signature

Witness Status Key:1. Qualified Assessor, occupationally competent and familiar with standards

2. Qualified Assessor, not occupationally competent or familiar with standards

3. Occupationally competent, not an assessor (eg line manager)

4. Not occupationally competent, familiar with learner (eg customer)


Record of Achievement

Unit Name Date Completed

Assessor Signature

IV Signature (if sampled)

Date EV Signature (if

sampled)

Date

Mandatory

Optional Units


Master Evidence Index

Evidence Number

Description

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

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Title

Man

age

pers

onal

per

form

ance

and

dev

elop

men

t

Leve

l2

Cre

dit

4

Uni

t ac

cred

itatio

n no

.L/

506/

1788

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Be

able

to m

anag

e pe

rson

al p

erfo

rman

ce1.

1 Ag

ree

spec

ific,

mea

sura

ble,

ach

ieva

ble,

rea

listic

and

tim

e-bo

und

(SM

ART)

ob

ject

ives

that

alig

n w

ith b

usin

ess

need

s w

ith li

ne m

anag

er

1.2

Agre

e cr

iteria

for

mea

surin

g pr

ogre

ss a

nd a

chie

vem

ent w

ith li

ne m

anag

er

1.3

Com

plet

e ta

sks

to a

gree

d tim

esca

les

and

qual

ity s

tand

ards

1.4

Rep

ort p

robl

ems

beyo

nd th

eir

own

leve

l of c

ompe

tenc

e an

d au

thor

ity to

the

appr

opria

te p

erso

n

1.5

Take

act

ion

need

ed to

res

olve

any

pro

blem

s w

ith p

erso

nal p

erfo

rman

ce

2.

Be

able

to m

anag

e th

eir

own

time

and

wor

kloa

d2.

1 Pl

an a

nd m

anag

e w

orkl

oads

and

prio

ritie

s us

ing

time

man

agem

ent t

ools

and

te

chni

ques

2.2

Take

act

ion

to m

inim

ise

dist

ract

ions

that

are

like

ly to

lim

it th

e ef

fect

ive

man

agem

ent o

f tim

e an

d th

e ac

hiev

emen

t of o

bjec

tives

2.3

Expl

ain

the

bene

fits

of a

chie

ving

an

acce

ptab

le “

wor

k-lif

e ba

lanc

e”

Man

dato

ry G

roup

AU

nit

1

3.

Be

able

to id

entif

y th

eir

own

deve

lopm

ent

need

s

3.1

Iden

tify

orga

nisa

tiona

l pol

icie

s re

latin

g to

per

sona

l dev

elop

men

t

3.2

Expl

ain

the

need

to m

aint

ain

a po

sitiv

e at

titud

e to

feed

back

on

perf

orm

ance

3.3

Expl

ain

the

pote

ntia

l bus

ines

s be

nefit

s of

per

sona

l dev

elop

men

t

3.4

Iden

tify

thei

r ow

n pr

efer

red

lear

ning

sty

le(s

)

3.5

Iden

tify

thei

r ow

n de

velo

pmen

t nee

ds fr

om a

naly

ses

of th

e ro

le, p

erso

nal a

nd

team

obj

ectiv

es

3.6

Use

feed

back

from

oth

ers

to id

entif

y th

eir

own

deve

lopm

ent n

eeds

3.7

Agre

e sp

ecifi

c, m

easu

rabl

e, a

chie

vabl

e, r

ealis

tic a

nd ti

me-

boun

d (S

MAR

T)

deve

lopm

ent o

bjec

tives

that

alig

n w

ith o

rgan

isat

iona

l and

per

sona

l nee

ds

4.

Be

able

to fu

lfil a

pe

rson

al d

evel

opm

ent

plan

4.1

Agre

e a

pers

onal

dev

elop

men

t pla

n th

at s

peci

fies

actio

ns, m

etho

ds, r

esou

rces

, tim

esca

les

and

revi

ew m

echa

nism

s

4.2

Mak

e us

e of

form

al d

evel

opm

ent o

ppor

tuni

ties

that

are

con

sist

ent w

ith b

usin

ess

need

s

4.3

Use

info

rmal

lear

ning

opp

ortu

nitie

s th

at c

ontri

bute

to th

e ac

hiev

emen

t of

pers

onal

dev

elop

men

t obj

ectiv

es

4.4

Rev

iew

pro

gres

s ag

ains

t agr

eed

obje

ctiv

es a

nd a

men

d pl

ans

acco

rdin

gly

4.5

Shar

e le

sson

s le

arne

d w

ith o

ther

s us

ing

agre

ed c

omm

unic

atio

n m

etho

ds

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le |

11

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Title

Com

mun

icat

e w

ork-

rela

ted

info

rmat

ion

Leve

l2

Cre

dit

4

Uni

t ac

cred

itatio

n no

.T/

506/

1798

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

prin

cipl

es a

nd

tech

niqu

es o

f wor

k-re

late

d co

mm

unic

atio

n

1.1

Des

crib

e co

mm

unic

atio

n te

chni

ques

use

d to

gai

n an

d m

aint

ain

the

atte

ntio

n an

d in

tere

st o

f an

audi

ence

1.2

Expl

ain

the

prin

cipl

es o

f effe

ctiv

e w

ritte

n bu

sine

ss c

omm

unic

atio

ns

1.3

Expl

ain

the

prin

cipl

es o

f effe

ctiv

e ve

rbal

com

mun

icat

ions

in a

bus

ines

s en

viro

nmen

t

1.4

Des

crib

e th

e im

port

ance

of c

heck

ing

the

accu

racy

and

cur

renc

y of

info

rmat

ion

to

be c

omm

unic

ated

1.5

Des

crib

e th

e im

port

ance

of e

xpla

inin

g to

oth

ers

the

leve

l of c

onfid

ence

that

can

be

pla

ced

on th

e in

form

atio

n be

ing

com

mun

icat

ed

1.6

Des

crib

e th

e ad

vant

ages

and

dis

adva

ntag

es o

f diff

eren

t met

hods

of

com

mun

icat

ion

for

diffe

rent

pur

pose

s

2.

Be

able

to

com

mun

icat

e w

ork-

rela

ted

info

rmat

ion

verb

ally

2.1

Iden

tify

the

info

rmat

ion

to b

e co

mm

unic

ated

2.2

Confi

rm th

at th

e au

dien

ce is

aut

horis

ed to

rec

eive

the

info

rmat

ion

2.3

Prov

ide

accu

rate

info

rmat

ion,

usi

ng a

ppro

pria

te v

erba

l com

mun

icat

ion

tech

niqu

es

2.4

Com

mun

icat

e in

a w

ay th

at th

e lis

tene

r ca

n un

ders

tand

, usi

ng la

ngua

ge th

at is

ap

prop

riate

to th

e to

pic

2.5

Confi

rm th

at th

e lis

tene

r ha

s un

ders

tood

wha

t has

bee

n co

mm

unic

ated

Uni

t 2

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le |

13

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right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le

3.

Be

able

to

com

mun

icat

e w

ork-

rela

ted

info

rmat

ion

in

writ

ing

3.1

Iden

tify

the

info

rmat

ion

to b

e co

mm

unic

ated

3.2

Prov

ide

accu

rate

info

rmat

ion

usin

g th

e ap

prop

riate

writ

ten

com

mun

icat

ion

met

hods

and

hou

se s

tyle

s

3.3

Adhe

re to

any

org

anis

atio

nal c

onfid

entia

lity

requ

irem

ents

whe

n co

mm

unic

atin

g in

w

ritin

g

3.4

Use

cor

rect

gra

mm

ar, s

pelli

ng, s

ente

nce

stru

ctur

e an

d pu

nctu

atio

n, u

sing

ac

cept

ed b

usin

ess

com

mun

icat

ion

prin

cipl

es a

nd fo

rmat

s

3.5

Just

ify o

pini

ons

and

conc

lusi

ons

with

evi

denc

e

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le |

15

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le

Title

Lead

and

man

age

a te

am

Leve

l2

Cre

dit

4

Uni

t ac

cred

itatio

n no

.H

/506

/180

0

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Be

able

to e

ngag

e an

d su

ppor

t tea

m m

embe

rs1.

1 Ex

plai

n or

gani

satio

nal p

olic

ies,

pro

cedu

res,

val

ues

and

expe

ctat

ions

to te

am

mem

bers

1.2

Com

mun

icat

e w

ork

obje

ctiv

es, p

riorit

ies

and

plan

s in

line

with

ope

ratio

nal

requ

irem

ents

1.3

Expl

ain

the

bene

fits

of e

ncou

ragi

ng s

ugge

stio

ns fo

r im

prov

emen

ts to

wor

k pr

actic

es

1.4

Prov

ide

prac

tical

sup

port

to te

am m

embe

rs fa

cing

diffi

culti

es

1.5

Expl

ain

the

use

of le

ader

ship

tech

niqu

es in

diff

eren

t circ

umst

ance

s

1.6

Giv

e re

cogn

ition

for

achi

evem

ents

, in

line

with

org

anis

atio

nal p

olic

ies

1.7

Expl

ain

diffe

rent

way

s of

mot

ivat

ing

peop

le to

ach

ieve

bus

ines

s pe

rfor

man

ce

targ

ets

Uni

t 3

2.

Be

able

to m

anag

e te

am p

erfo

rman

ce2.

1 Al

loca

te r

espo

nsib

ilitie

s m

akin

g be

st u

se o

f the

exp

ertis

e w

ithin

the

team

2.2

Agre

e w

ith te

am m

embe

r(s)

spe

cific

, mea

sura

ble

obje

ctiv

es (

SMAR

T) in

line

with

bu

sine

ss n

eeds

2.3

Prov

ide

indi

vidu

als

with

res

ourc

es to

ach

ieve

the

agre

ed o

bjec

tives

2.4

Mon

itor

indi

vidu

als’

pro

gres

s, p

rovi

ding

sup

port

and

feed

back

to h

elp

them

ac

hiev

e th

eir

obje

ctiv

es

2.5

Expl

ain

tech

niqu

es to

mon

itor

indi

vidu

als’

per

form

ance

2.6

Rep

ort o

n te

am p

erfo

rman

ce in

line

with

org

anis

atio

nal r

equi

rem

ents

3.

Be

able

to d

eal w

ith

prob

lem

s w

ithin

a te

am3.

1 As

sess

act

ual a

nd p

oten

tial p

robl

ems

and

thei

r co

nseq

uenc

es

3.2

Rep

ort p

robl

ems

beyo

nd th

e lim

its o

f the

ir ow

n co

mpe

tenc

e an

d au

thor

ity to

the

right

per

son

3.3

Take

act

ion

with

in th

e lim

its o

f the

ir ow

n au

thor

ity to

res

olve

or

redu

ce c

onfli

ct

3.4

Adap

t pra

ctic

es a

nd p

roce

sses

as

circ

umst

ance

s ch

ange

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed fo

r th

is u

nit e

xcep

t as

deta

iled

belo

w.

Sim

ulat

ion

may

be

used

for

all a

sses

smen

t crit

eria

in le

arni

ng o

utco

me

3 in

exc

eptio

nal c

ircum

stan

ces

if no

nat

ural

ly o

ccur

ring

evid

ence

is a

vaila

ble. Co

pyrig

ht ©

201

7 Ac

tive

IQ L

td. N

ot fo

r re

sale

| 1

7

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Title

Prin

cipl

es o

f tea

m le

adin

g

Leve

l2

Cre

dit

5

Acc

redi

tatio

n N

oR

/506

/229

4

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

lead

ersh

ip

styl

es in

org

anis

atio

ns1.

1 D

escr

ibe

char

acte

ristic

s of

effe

ctiv

e le

ader

sW

OR

KSH

EET

1.2

Des

crib

e di

ffere

nt le

ader

ship

sty

les

1.3

Des

crib

e w

ays

in w

hich

lead

ers

can

mot

ivat

e th

eir

team

s

1.4

Expl

ain

the

bene

fits

of e

ffect

ive

lead

ersh

ip fo

r or

gani

satio

ns

Uni

t 4

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le |

19

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le

2.

Und

erst

and

team

dy

nam

ics

2.1

Expl

ain

the

purp

ose

of d

iffer

ent t

ypes

of t

eam

s

2.2

Des

crib

e th

e st

ages

of t

eam

dev

elop

men

t and

beh

avio

ur

2.3

Expl

ain

the

conc

ept o

f tea

m r

ole

theo

ry

2.4

Expl

ain

how

the

prin

cipl

e of

team

rol

e th

eory

is u

sed

in te

am b

uild

ing

and

lead

ersh

ip

2.5

Expl

ain

typi

cal s

ourc

es o

f con

flict

with

in a

team

and

how

they

cou

ld b

e m

anag

ed

3.

Und

erst

and

tech

niqu

es

used

to m

anag

e th

e w

ork

of te

ams

3.1

Expl

ain

the

fact

ors

to b

e ta

ken

into

acc

ount

whe

n se

tting

targ

ets

3.2

Des

crib

e a

rang

e of

tech

niqu

es to

mon

itor

the

flow

of w

ork

of a

team

3.3

Des

crib

e te

chni

ques

to id

entif

y an

d so

lve

prob

lem

s w

ithin

a te

am

4.

Und

erst

and

the

impa

ct

of c

hang

e m

anag

emen

t w

ithin

a te

am

4.1

Des

crib

e ty

pica

l rea

sons

for

orga

nisa

tiona

l cha

nge

4.2

Expl

ain

the

impo

rtan

ce o

f acc

eptin

g ch

ange

pos

itive

ly

4.3

Expl

ain

the

pote

ntia

l im

pact

on

a te

am o

f neg

ativ

e re

spon

ses

to c

hang

e

4.4

Expl

ain

how

to im

plem

ent c

hang

e w

ithin

a te

am

5.

Und

erst

and

team

m

otiv

atio

n5.

1 Ex

plai

n th

e m

eani

ng o

f the

term

“m

otiv

atio

n”

5.2

Expl

ain

fact

ors

that

affe

ct th

e le

vel o

f mot

ivat

ion

of te

am m

embe

rs

5.3

Des

crib

e te

chni

ques

that

can

be

used

to m

otiv

ate

team

mem

bers

5.4

Expl

ain

how

hav

ing

mot

ivat

ed s

taff

affe

cts

an o

rgan

isat

ion

Evi

denc

e R

equi

rem

ents

This

is a

kno

wle

dge

base

d un

it. P

leas

e se

e w

orks

heet

sec

tion

at th

e en

d of

Man

dato

ry G

roup

A

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le |

21

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Title

Und

erst

and

busi

ness

Leve

l2

Cre

dit

4

Uni

t ac

cred

itatio

n no

.R

/506

/295

7

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

orga

nisa

tiona

l st

ruct

ures

1.1

Expl

ain

the

diffe

renc

es b

etw

een

the

priv

ate

sect

or, t

he p

ublic

sec

tor

and

the

volu

ntar

y se

ctor

WO

RK

SHEE

T

1.2

Expl

ain

the

feat

ures

and

res

pons

ibili

ties

of d

iffer

ent b

usin

ess

stru

ctur

es

1.3

Expl

ain

the

rela

tions

hip

betw

een

an o

rgan

isat

ion’

s vi

sion

, mis

sion

, stra

tegy

and

ob

ject

ives

2.

Und

erst

and

the

busi

ness

env

ironm

ent

2.1

Des

crib

e th

e in

tern

al a

nd e

xter

nal i

nflue

nces

on

a bu

sine

ss

2.2

Expl

ain

the

stru

ctur

e an

d us

e of

a s

treng

th, w

eakn

ess,

opp

ortu

nity

and

thre

at

(SW

OT)

ana

lysi

s

2.3

Expl

ain

why

cha

nge

can

be b

enefi

cial

to b

usin

ess

orga

nisa

tions

2.4

Expl

ain

orga

nisa

tions

hea

lth a

nd s

afet

y re

spon

sibi

litie

s

2.5

Des

crib

e su

stai

nabl

e w

ays

of w

orki

ng

2.6

Expl

ain

how

legi

slat

ion

affe

cts

the

man

agem

ent a

nd c

onfid

entia

lity

of in

form

atio

n

Uni

t 5

Copy

right

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017

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e IQ

Ltd

. Not

for

resa

le |

23

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le

3.

Und

erst

and

the

prin

cipl

es o

f bus

ines

s pl

anni

ng a

nd fi

nanc

e w

ithin

an

orga

nisa

tion

3.1

Expl

ain

the

purp

ose,

con

tent

and

form

at o

f a b

usin

ess

plan

3.2

Expl

ain

the

busi

ness

pla

nnin

g cy

cle

3.3

Expl

ain

the

purp

ose

of a

bud

get

3.4

Expl

ain

the

conc

ept a

nd im

port

ance

of b

usin

ess

risk

man

agem

ent

3.5

Expl

ain

type

s of

con

stra

int t

hat m

ay a

ffect

a b

usin

ess

plan

3.6

Defi

ne a

ran

ge o

f fina

ncia

l ter

min

olog

y

3.7

Expl

ain

the

purp

oses

of a

ran

ge o

f fina

ncia

l rep

orts

4.

Und

erst

and

busi

ness

re

port

ing

with

in a

n or

gani

satio

n

4.1

Expl

ain

met

hods

of m

easu

ring

busi

ness

per

form

ance

4.2

Expl

ain

the

uses

of m

anag

emen

t inf

orm

atio

n an

d re

port

s

4.3

Expl

ain

how

per

sona

l and

team

per

form

ance

dat

a is

use

d to

info

rm m

anag

emen

t re

port

s

4.4

Des

crib

e a

man

ager

’s r

espo

nsib

ility

for

repo

rtin

g to

inte

rnal

sta

keho

lder

s

5.

Und

erst

and

the

prin

cipl

es o

f m

anag

emen

t re

spon

sibi

litie

s an

d ac

coun

tabi

litie

s w

ithin

an

org

anis

atio

n

5.1

Expl

ain

the

prin

cipl

e of

acc

ount

abili

ty in

an

orga

nisa

tion

5.2

Expl

ain

the

diffe

renc

e be

twee

n ‘a

utho

rity’

and

‘res

pons

ibili

ty’

5.3

Expl

ain

the

mea

ning

of d

eleg

ated

leve

ls o

f aut

horit

y an

d re

spon

sibi

lity

Evi

denc

e R

equi

rem

ents

This

is a

kno

wle

dge

base

d un

it. P

leas

e se

e w

orks

heet

sec

tion

at th

e en

d of

Man

dato

ry G

roup

A

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Copy

right

© 2

017

Activ

e IQ

Ltd

. Not

for

resa

le |

25

Active IQ Westminster HouseThe Anderson CentreErmine Business Park Huntingdon PE29 6XY

T 01480 467 950F 01480 456 [email protected]


Copyright © 2017 Active IQ Ltd. Not for resale.

Title

Dev

elop

wor

king

rel

atio

nshi

ps w

ith c

olle

ague

s

Leve

l2

Cre

dit

3

Uni

t ac

cred

itatio

n no

.R

/506

/178

9

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

prin

cipl

es o

f effe

ctiv

e te

am w

orki

ng

1.1Outlinethebenefitsofeffectiveteamworking

1.2

Des

crib

e ho

w to

giv

e fe

edba

ck c

onst

ruct

ivel

y

1.3Explainconflictmanagementtechniquesthatmaybeusedtoresolveteam

conflicts

1.4

Expl

ain

the

impo

rtan

ce o

f giv

ing

team

mem

bers

the

oppo

rtun

ity to

dis

cuss

wor

k pr

ogre

ss a

nd a

ny is

sues

aris

ing

1.5

Expl

ain

the

impo

rtan

ce o

f war

ning

col

leag

ues

of p

robl

ems

and

chan

ges

that

may

af

fect

them

2.

Be

able

to m

aint

ain

effe

ctiv

e w

orki

ng

rela

tions

hips

with

co

lleag

ues

2.1

Rec

ogni

se th

e co

ntrib

utio

n of

col

leag

ues

to th

e ac

hiev

emen

t of t

eam

obj

ectiv

es

2.2

Trea

t col

leag

ues

with

res

pect

, fai

rnes

s an

d co

urte

sy

2.3Fulfilagreementsmadewithcolleagues

2.4

Prov

ide

supp

ort a

nd c

onst

ruct

ive

feed

back

to c

olle

ague

s

Opt

iona

l Gro

up B

Uni

t 6

Copy

right

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016

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e IQ

Ltd

. Not

for

resa

le |

1

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

3.

Be

able

to c

olla

bora

te

with

col

leag

ues

to

reso

lve

prob

lem

s

3.1

Take

oth

ers’

vie

wpo

ints

into

acc

ount

whe

n m

akin

g de

cisi

ons

3.2

Take

ow

ners

hip

of p

robl

ems

with

in o

wn

leve

l of a

utho

rity

3.3

Take

act

ion

to m

inim

ise

disr

uptio

n to

bus

ines

s ac

tiviti

es w

ithin

thei

r ow

n le

vel o

f au

thor

ity

3.4

Res

olve

pro

blem

s w

ithin

thei

r ow

n le

vel o

f aut

horit

y an

d ag

reed

con

tribu

tion

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate: Co

pyrig

ht ©

201

6 Ac

tive

IQ L

td. N

ot fo

r re

sale

| 3

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Title

Cont

ribut

e to

mee

tings

in a

bus

ines

s en

viro

nmen

t

Leve

l2

Cre

dit

3

Uni

t ac

cred

itatio

n no

.Y/

506/

2958

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Be

able

to p

repa

re fo

r m

eetin

gs1.

1 Ex

plai

n th

e st

ruct

ure

and

purp

ose

of d

iffer

ent t

ypes

of m

eetin

gs in

a b

usin

ess

envi

ronm

ent

1.2

Expl

ain

the

impo

rtan

ce o

f hav

ing

a m

eetin

g ag

enda

whi

ch a

ddre

sses

obj

ectiv

es

1.3Obtaincurrentversionsofdocumentsrequiredforthemeeting

1.4

Gat

her

info

rmat

ion

from

rel

evan

t peo

ple

in p

repa

ratio

n fo

r m

eetin

gs

1.5Confirmtheobjectivestobeachievedduringthemeeting

2.

Be

able

to p

artic

ipat

e in

m

eetin

gs2.

1 Pr

esen

t vie

ws

and

info

rmat

ion,

pro

vidi

ng e

vide

nce

to s

uppo

rt th

e ca

se

2.2

Rep

rese

nt th

e vi

ews

of th

ose

cons

ulte

d

2.3

Take

oth

ers’

vie

wpo

ints

into

acc

ount

in d

ecis

ion-

mak

ing

2.4

Iden

tify

issu

es th

at m

ay h

ave

an im

pact

on

thei

r ar

ea o

f res

pons

ibili

ty

2.5

Mak

e co

nstru

ctiv

e co

ntrib

utio

ns in

line

with

bus

ines

s ob

ject

ives

2.6

Sum

mar

ise

futu

re a

ctio

ns a

nd a

ccou

ntab

ilitie

s

Uni

t 7

3.

Be

able

to c

arry

out

po

st-m

eetin

g ac

tiviti

es3.

1 Ca

rry

out a

gree

d ac

tions

pos

t-m

eetin

g w

ithin

the

agre

ed ti

mes

cale

3.2Identifyareasforimprovementsbyreflectingonpersonalcontributionsto

mee

tings

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le |

5

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Uni

t 8

Title

Principlesofequalityanddiversityintheworkplace

Leve

l2

Cre

dit

2

Uni

t ac

cred

itatio

n no

.J/

506/

1806

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

implicationsofequality

legi

slat

ion

1.1Definetheconcept‘equalityanddiversity’

WO

RK

SHEE

T

1.2Describethelegalrequirementsforequalityofopportunity

1.3Describetheroleandpowersoforganisationsresponsibleforequality

1.4Explainthebenefitsofequalopportunitiesanddiversity

1.5Explainthepotentialconsequencesforanorganisationoffailingtocomplywith

equalitylegislation

2.

Und

erst

and

orga

nisa

tiona

l sta

ndar

ds

and

expe

ctat

ions

for

equalityanddiversity

and

cont

ext i

n th

e w

orkp

lace

2.1Explainhoworganisationalpoliciesonequalityanddiversitytranslateintodayto

day

activ

ity in

the

wor

kpla

ce

2.2Describetheirownresponsibilitiesforequalityanddiversityintheworkplace

2.3Describebehavioursthatsupportequality,diversityandinclusioninthe

wor

kpla

ce

Evi

denc

e R

equi

rem

ents

Th

is is

a k

now

ledg

e ba

sed

unit.

Ple

ase

see

wor

kshe

et s

ectio

n at

the

end

of O

ptio

nal G

roup

B.

Copy

right

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016

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e IQ

Ltd

. Not

for

resa

le |

7

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Title

Promoteequality,diversityandinclusionintheworkplace

Leve

l3

Cre

dit

3

Uni

t ac

cred

itatio

n no

.T/

506/

1820

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

orga

nisa

tiona

l asp

ects

ofequality,diversity

and

incl

usio

n in

the

wor

kpla

ce

1.1Explainthedifferencebetweenequality,diversityandinclusion

1.2Explaintheimpactofequality,diversityandinclusionacrossaspectsof

orga

nisa

tiona

l pol

icy

1.3Explainthepotentialconsequencesofbreachesofequalitylegislation

1.4Describenominatedresponsibilitieswithinanorganisationforequality,diversity

and

incl

usio

n

2.

Und

erst

and

the

pers

onal

asp

ects

of

equality,diversity

and

incl

usio

n in

the

wor

kpla

ce

2.1

Expl

ain

the

diffe

rent

form

s of

dis

crim

inat

ion

and

hara

ssm

ent

2.2Describethecharacteristicsofbehaviourthatsupportsequality,diversityand

incl

usio

n in

the

wor

kpla

ce

2.3Explaintheimportanceofdisplayingbehaviourthatsupportsequality,diversity

and

incl

usio

n in

the

wor

kpla

ce

3.

Be

able

to s

uppo

rt

equality,diversity

and

incl

usio

n in

the

wor

kpla

ce

3.1Ensurecolleaguesareawareoftheirresponsibilitiesforequality,diversityand

incl

usio

n in

the

wor

kpla

ce

3.2Identifypotentialissuesrelatingtoequality,diversityandinclusioninthe

wor

kpla

ce

3.3

Adhe

re to

org

anis

atio

nal p

olic

ies

and

proc

edur

es, a

nd le

gal a

nd e

thic

al

requirementswhensupportingequality,diversityandinclusionintheworkplace

Uni

t 9

Copy

right

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016

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e IQ

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. Not

for

resa

le |

9

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right

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016

Activ

e IQ

Ltd

. Not

for

resa

le

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Asse

ssor

feed

back

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Copy

right

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016

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e IQ

Ltd

. Not

for

resa

le |

11

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right

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016

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e IQ

Ltd

. Not

for

resa

le

Title

Man

age

team

per

form

ance

Leve

l3

Cre

dit

4

Uni

t ac

cred

itatio

n no

.A/

506/

1821

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

man

agem

ent o

f tea

m

perfo

rman

ce

1.1

Expl

ain

the

use

of b

ench

mar

ks in

man

agin

g pe

rfor

man

ce

1.2Explainarangeofqualitymanagementtechniquestomanageteamperformance

1.3

Des

crib

e co

nstra

ints

on

the

abili

ty to

am

end

prio

ritie

s an

d pl

ans

2.

Be

able

to a

lloca

te a

nd

assurethequalityof

wor

k

2.1

Iden

tify

the

stre

ngth

s, c

ompe

tenc

es a

nd e

xper

tise

of te

am m

embe

rs

2.2

Allo

cate

wor

k on

the

basi

s of

the

stre

ngth

s, c

ompe

tenc

es a

nd e

xper

tise

of te

am

mem

bers

2.3

Iden

tify

area

s fo

r im

prov

emen

t in

team

mem

bers

’ per

form

ance

out

puts

and

st

anda

rds

2.4

Amen

d pr

iorit

ies

and

plan

s to

take

acc

ount

of c

hang

ing

circ

umst

ance

s

2.5Recommendchangestosystemsandprocessestoimprovethequalityofwork

Uni

t 1

0

Title

Man

age

team

per

form

ance

Leve

l3

Cre

dit

4

Uni

t ac

cred

itatio

n no

.A/

506/

1821

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

man

agem

ent o

f tea

m

perfo

rman

ce

1.1

Expl

ain

the

use

of b

ench

mar

ks in

man

agin

g pe

rfor

man

ce

1.2Explainarangeofqualitymanagementtechniquestomanageteamperformance

1.3

Des

crib

e co

nstra

ints

on

the

abili

ty to

am

end

prio

ritie

s an

d pl

ans

2.

Be

able

to a

lloca

te a

nd

assurethequalityof

wor

k

2.1

Iden

tify

the

stre

ngth

s, c

ompe

tenc

es a

nd e

xper

tise

of te

am m

embe

rs

2.2

Allo

cate

wor

k on

the

basi

s of

the

stre

ngth

s, c

ompe

tenc

es a

nd e

xper

tise

of te

am

mem

bers

2.3

Iden

tify

area

s fo

r im

prov

emen

t in

team

mem

bers

’ per

form

ance

out

puts

and

st

anda

rds

2.4

Amen

d pr

iorit

ies

and

plan

s to

take

acc

ount

of c

hang

ing

circ

umst

ance

s

2.5Recommendchangestosystemsandprocessestoimprovethequalityofwork

3.

Be

able

to m

anag

e co

mm

unic

atio

ns w

ithin

a

team

3.1

Expl

ain

to te

am m

embe

rs th

e lin

es o

f com

mun

icat

ion

and

auth

ority

leve

ls

3.2

Com

mun

icat

e in

divi

dual

and

team

obj

ectiv

es, r

espo

nsib

ilitie

s an

d pr

iorit

ies

3.3

Use

com

mun

icat

ion

met

hods

that

are

app

ropr

iate

to th

e to

pics

, aud

ienc

e an

d tim

esca

les

3.4

Prov

ide

supp

ort t

o te

am m

embe

rs w

hen

they

nee

d it

3.5

Agre

e w

ith te

am m

embe

rs a

pro

cess

for

prov

idin

g fe

edba

ck o

n w

ork

prog

ress

and

an

y is

sues

aris

ing

3.6

Rev

iew

the

effe

ctiv

enes

s of

team

com

mun

icat

ions

and

mak

e im

prov

emen

ts

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed

Copy

right

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016

Activ

e IQ

Ltd

. Not

for

resa

le |

13

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Title

Man

age

indi

vidu

als’

per

form

ance

Leve

l3

Cre

dit

4

Uni

t ac

cred

itatio

n no

.J/

506/

1921

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

man

agem

ent o

f un

derp

erfo

rman

ce in

th

e w

orkp

lace

1.1

Expl

ain

typi

cal o

rgan

isat

iona

l pol

icie

s an

d pr

oced

ures

on

disc

iplin

e, g

rieva

nce

and

deal

ing

with

und

erpe

rfor

man

ce

1.2

Expl

ain

how

to id

entif

y ca

uses

of u

nder

perf

orm

ance

1.3

Expl

ain

the

purp

ose

of m

akin

g in

divi

dual

s aw

are

of th

eir

unde

rper

form

ance

cl

early

but

sen

sitiv

ely

1.4

Expl

ain

how

to a

ddre

ss is

sues

that

ham

per

indi

vidu

als’

per

form

ance

1.5

Expl

ain

how

to a

gree

a c

ours

e of

act

ion

to a

ddre

ss u

nder

perf

orm

ance

2.

Be

able

to m

anag

e in

divi

dual

s’

perf

orm

ance

in th

e w

orkp

lace

2.1Agreewithteammembersspecific,measurable,achievable,realisticandtime-

boun

d (S

MAR

T) o

bjec

tives

that

alig

n to

org

anis

atio

nal o

bjec

tives

2.2

Del

egat

e re

spon

sibi

lity

to in

divi

dual

s on

the

basi

s of

thei

r ex

pert

ise,

com

pete

nce,

sk

ills,

kno

wle

dge,

and

dev

elop

men

t nee

ds

2.3Applymotivationtechniquestomaintainmorale

2.4

Prov

ide

info

rmat

ion,

res

ourc

es a

nd o

n-go

ing

men

torin

g to

hel

p in

divi

dual

s m

eet

theirtargets,objectivesandqualitystandards

2.5

Mon

itor

indi

vidu

als’

pro

gres

s to

war

ds o

bjec

tives

in a

ccor

danc

e w

ith a

gree

d pl

ans

2.6Recogniseindividuals’achievementoftargetsandqualitystandards

2.7

Adhe

re to

org

anis

atio

nal p

olic

ies

and

proc

edur

es, a

nd le

gal a

nd e

thic

al

requirementswhenmanagingindividuals’performanceintheworkplace

Uni

t 1

1

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right

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016

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e IQ

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for

resa

le |

15

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right

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016

Activ

e IQ

Ltd

. Not

for

resa

le

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Asse

ssor

feed

back

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Copy

right

© 2

016

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e IQ

Ltd

. Not

for

resa

le |

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Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Title

Chai

r an

d le

ad m

eetin

gs

Leve

l3

Cre

dit

3

Uni

t ac

cred

itatio

n no

.Y/

506/

1924

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Be

able

to p

repa

re to

le

ad m

eetin

gs1.

1 Id

entif

y th

e ty

pe, p

urpo

se, o

bjec

tives

, and

bac

kgro

und

to a

mee

ting

1.2Identifythoseindividualsexpected,andthoserequiredtoattendameeting

1.3

Pre

pare

for

any

form

al p

roce

dure

s th

at a

pply

to a

mee

ting

1.4

Des

crib

e w

ays

of m

inim

isin

g lik

ely

prob

lem

s in

a m

eetin

g

1.5

Tak

e ac

tion

to e

nsur

e th

at m

eetin

g do

cum

enta

tion

is p

repa

red

corr

ectly

and

di

strib

uted

to th

e ag

reed

peo

ple

with

in th

e ag

reed

tim

esca

le

2.

Be

able

to c

hair

and

lead

mee

tings

2.1

Fol

low

bus

ines

s co

nven

tions

in th

e co

nduc

t of a

mee

ting

2.2

Fac

ilita

te m

eetin

gs s

o th

at e

very

one

is in

volv

ed a

nd th

e op

timum

pos

sibl

e co

nsen

sus

is a

chie

ved

2.3

Man

age

the

agen

da w

ithin

the

times

cale

of t

he m

eetin

g

2.4

Sum

mar

ise

the

agre

ed a

ctio

ns, a

lloca

ted

resp

onsi

bilit

ies,

tim

esca

les

and

any

futu

re a

rran

gem

ents

3.

Be

able

to d

eal w

ith

post

-mee

ting

mat

ters

3.1

Tak

e ac

tion

to e

nsur

e th

at a

ccur

ate

reco

rds

of a

mee

ting

are

prod

uced

and

di

strib

uted

in th

e ag

reed

form

at a

nd ti

mes

cale

3.2

Tak

e ac

tion

to e

nsur

e th

at p

ost-

mee

ting

actio

ns a

re c

ompl

eted

3.3

Eva

luat

e th

e ef

fect

iven

ess

of a

mee

ting

and

iden

tify

poin

ts fo

r fu

ture

impr

ovem

ent

Uni

t 1

2

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le |

19

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Title

Enco

urag

e in

nova

tion

Leve

l3

Cre

dit

4

Uni

t ac

cred

itatio

n no

.J/

506/

2292

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Be

able

to id

entif

y op

port

uniti

es fo

r in

nova

tion

1.1Analysetheadvantagesanddisadvantagesoftechniquesusedtogenerateideas

1.2Explainhowinnovationbenefitsanorganisation

1.3

Exp

lain

the

cons

train

ts o

n th

eir

own

abili

ty to

mak

e ch

ange

s

1.4

Agr

ee w

ith s

take

hold

ers

term

s of

ref

eren

ce a

nd c

riter

ia fo

r ev

alua

ting

pote

ntia

l in

nova

tion

and

impr

ovem

ent

1.5Engageteammembersinfindingopportunitiestoinnovateandsuggest

impr

ovem

ents

1.6

Mon

itor

perf

orm

ance

, pro

duct

s an

d/or

ser

vice

s an

d de

velo

pmen

ts in

are

as th

at

maybenefitfrominnovation

1.7

Ana

lyse

val

id in

form

atio

n to

iden

tify

oppo

rtun

ities

for

inno

vatio

n an

d im

prov

emen

t

2.

Be

able

to g

ener

ate

and

test

idea

s fo

r in

nova

tion

and

impr

ovem

ent

2.1

Gen

erat

e id

eas

for

inno

vatio

n or

impr

ovem

ent t

hat m

eet t

he a

gree

d cr

iteria

2.2

Tes

t sel

ecte

d id

eas

that

mee

t via

bilit

y cr

iteria

2.3Evaluatethefitnessforpurposeandvalueoftheselectedideas

2.4

Ass

ess

pote

ntia

l inn

ovat

ions

and

impr

ovem

ents

aga

inst

the

agre

ed e

valu

atio

n cr

iteria

Uni

t 1

3

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right

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016

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e IQ

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resa

le |

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right

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016

Activ

e IQ

Ltd

. Not

for

resa

le

3.

Be

able

to im

plem

ent

inno

vativ

e id

eas

and

impr

ovem

ents

3.1

Exp

lain

the

risks

of i

mpl

emen

ting

inno

vativ

e id

eas

and

impr

ovem

ents

3.2Justifyconclusionsofefficiencyandvaluewithevidence

3.3Preparecostingsandschedulesofworkthatwillenableefficientimplementation

3.4Designprocessesthatsupportefficientimplementation

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le |

23

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right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Title

Manageconflictwithinateam

Leve

l3

Cre

dit

5

Uni

t ac

cred

itatio

n no

.K

/506

/192

7

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

principlesofconflict

man

agem

ent

1.1Evaluatethesuitabilityofdifferentmethodsofconflictmanagementindifferent

situ

atio

ns

1.2Describethepersonalskillsneededtodealwithconflictbetweenotherpeople

1.3Analysethepotentialconsequencesofunresolvedconflictwithinateam

1.4Explaintheroleofexternalarbitrationandconciliationinconflictresolution

2.

Be

able

to r

educ

e th

e potentialforconflict

with

in a

team

2.1

Com

mun

icat

e to

team

mem

bers

thei

r ro

les,

res

pons

ibili

ties,

obj

ectiv

es a

nd

expe

cted

sta

ndar

ds o

f beh

avio

ur

2.2

Expl

ain

to te

am m

embe

rs th

e co

nstra

ints

und

er w

hich

oth

er c

olle

ague

s w

ork

2.3

Rev

iew

sys

tem

s, p

roce

sses

, situ

atio

ns a

nd s

truct

ures

that

are

like

ly to

giv

e ris

e to

conflictinlinewithorganisationalprocedures

2.4Takeactiontominimisethepotentialforconflictwithinthelimitsoftheirown

auth

ority

2.5

Expl

ain

how

team

mem

bers

’ per

sona

litie

s an

d cu

ltura

l bac

kgro

unds

may

giv

e ris

e toconflict

Uni

t 1

4

3.

Be

able

to d

eal w

ith

conflictwithinateam

3.1Assesstheseriousnessofconflictanditspotentialimpact

3.2

Trea

t eve

ryon

e in

volv

ed w

ith im

part

ialit

y an

d se

nsiti

vity

3.3Decideacourseofactionthatoffersoptimumbenefits

3.4

Expl

ain

the

impo

rtan

ce o

f eng

agin

g te

am m

embe

rs’ s

uppo

rt fo

r th

e ag

reed

ac

tions

3.5

Com

mun

icat

e th

e ac

tions

to b

e ta

ken

to th

ose

who

may

be

affe

cted

by

it

3.6Adheretoorganisationalpoliciesandprocedures,legalandethicalrequirements

whendealingwithconflictwithinateam

Evi

denc

e R

equi

rem

ents

Evid

ence

for

this

uni

t sho

uld

be g

ener

ated

and

col

lect

ed th

roug

h pe

rfor

man

ce u

nder

wor

kpla

ce c

ondi

tions

. Thi

s in

clud

es th

e kn

owle

dge-

base

d le

arni

ng o

utco

mes

and

ass

essm

ent

crite

ria.

Sim

ulat

ion

Sim

ulat

ion

may

be

used

for

all l

earn

ing

outc

omes

and

ass

essm

ent c

riter

ia if

no

natu

rally

occ

urrin

g ev

iden

ce is

ava

ilabl

e

Copy

right

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016

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e IQ

Ltd

. Not

for

resa

le |

25

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Title

Proc

ure

prod

ucts

and

/or

serv

ices

Leve

l3

Cre

dit

5

Uni

t ac

cred

itatio

n no

.M

/506

/192

8

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Be

able

to id

entif

y pr

ocur

emen

t requirements

1.1Explaincurrentandlikelyfutureprocurementrequirements

1.2

Dec

ide

whe

ther

the

purc

hase

of p

rodu

cts

and/

or s

ervi

ces

offe

rs th

e or

gani

satio

n be

st v

alue

1.3

Eva

luat

e et

hica

l and

sus

tain

abili

ty c

onsi

dera

tions

rel

atin

g to

pro

cure

men

t

1.4

Jus

tify

the

deci

sion

to b

uy p

rodu

cts

and/

or s

ervi

ces

with

evi

denc

e of

an

anal

ysis

ofrisk,costsandbenefits

2.

Be

able

to s

elec

t su

pplie

rs2.

1 E

xpla

in th

e fa

ctor

s to

be

take

n in

to a

ccou

nt in

sel

ectin

g su

pplie

rs

2.2

Exp

lain

org

anis

atio

nal p

rocu

rem

ent p

olic

ies,

pro

cedu

res

and

stan

dard

s

2.3

Exp

lain

the

effe

ct o

f sup

plie

r ch

oice

on

the

supp

ly c

hain

2.4Useappropriatemediatopubliciseprocurementrequirements

2.5Confirmthecapabilityandtrackrecordofsuppliersandtheirproductsand/or

serv

ices

2.6Selectsuppliersthatmeettheprocurementspecification

Uni

t 1

5

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right

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016

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e IQ

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resa

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right

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016

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e IQ

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. Not

for

resa

le

3.

Be

able

to b

uy

prod

ucts

and

/or

serv

ices

3.1

Exp

lain

the

actio

n to

be

take

n in

the

even

t of p

robl

ems

aris

ing

3.2

Agr

ee c

ontra

ct te

rms

that

are

mut

ually

acc

epta

ble

with

in th

eir

own

scop

e of

au

thor

ity

3.3Recordagreementsmade,statingthespecification,contracttermsandanypost-

contractrequirements


Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Copy

right

© 2

016

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e IQ

Ltd

. Not

for

resa

le |

29

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Title

Colla

bora

te w

ith o

ther

dep

artm

ents

Leve

l3

Cre

dit

3

Uni

t ac

cred

itatio

n no

.M

/506

/193

1

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

how

to

colla

bora

te w

ith o

ther

de

part

men

ts

1.1

Expl

ain

the

need

for

colla

bora

ting

with

oth

er d

epar

tmen

ts

1.2

Expl

ain

the

natu

re o

f the

inte

ract

ion

betw

een

thei

r ow

n te

am a

nd o

ther

de

part

men

ts

1.3

Expl

ain

the

feat

ures

of e

ffect

ive

colla

bora

tion

1.4

Expl

ain

the

pote

ntia

l im

plic

atio

ns o

f ine

ffect

ive

colla

bora

tion

with

oth

er

depa

rtm

ents

1.5

Expl

ain

the

fact

ors

rela

ting

to k

now

ledg

e m

anag

emen

t tha

t sho

uld

be c

onsi

dere

d w

hen

colla

bora

ting

with

oth

er d

epar

tmen

ts

2.

Be

able

to id

entif

y op

port

uniti

es fo

r co

llabo

ratio

n w

ith o

ther

de

part

men

ts

2.1

Anal

yse

the

adva

ntag

es a

nd d

isad

vant

ages

of c

olla

bora

ting

with

oth

er

depa

rtm

ents

2.2

Iden

tify

with

whi

ch d

epar

tmen

ts c

olla

bora

tive

rela

tions

hips

sho

uld

be b

uilt

2.3

Iden

tify

the

scop

e fo

r an

d lim

itatio

ns o

f pos

sibl

e co

llabo

ratio

n

3.

Be

able

to c

olla

bora

te

with

oth

er d

epar

tmen

ts3.

1 Ag

ree

Serv

ice

Leve

l Agr

eem

ents

(SL

As),

obj

ectiv

es a

nd p

riorit

ies

of c

olla

bora

tive

arra

ngem

ents

3.2

Wor

k w

ith o

ther

dep

artm

ents

in a

way

that

con

tribu

tes

to th

e ac

hiev

emen

t of

orga

nisa

tiona

l obj

ectiv

es

Uni

t 1

6

Evi

denc

e R

equi

rem

ents

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed.

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le |

31

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le

Asse

ssor

feed

back

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Title

Part

icip

ate

in a

pro

ject

Leve

l3

Cre

dit

3

Uni

t ac

cred

itatio

n no

.F/

506/

1934

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

how

to

man

age

a pr

ojec

t1.

1 E

xpla

in th

e fe

atur

es o

f a p

roje

ct b

usin

ess

case

1.2

Exp

lain

the

stag

es o

f a p

roje

ct li

fecy

cle

1.3

Exp

lain

the

role

s of

peo

ple

invo

lved

in a

pro

ject

1.4

Exp

lain

the

uses

of p

roje

ct-r

elat

ed in

form

atio

n

1.5Explaintheadvantagesandlimitationsofdifferentprojectmonitoringtechniques

1.6Analysetheinterrelationshipofprojectscope,schedule,finance,risk,qualityand

reso

urce

s

2.

Be

able

to s

uppo

rt th

e de

liver

y of

a p

roje

ct2.1Fulfiltheirroleinaccordancewithaprojectplan

2.2

Col

lect

pro

ject

-rel

ated

info

rmat

ion

in a

ccor

danc

e w

ith p

roje

ct p

lans

2.3

Use

app

ropr

iate

tool

s to

ana

lyse

pro

ject

info

rmat

ion

2.4

Rep

ort o

n in

form

atio

n an

alys

is in

the

agre

ed fo

rmat

and

tim

esca

le

2.5

Dra

w is

sues

, ano

mal

ies

and

pote

ntia

l pro

blem

s to

the

atte

ntio

n of

pro

ject

m

anag

ers

Uni

t 1

7

Copy

right

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016

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e IQ

Ltd

. Not

for

resa

le |

33

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le


in s

uppo

rtin

g th

e de

liver

y of

a p

roje

ct

Evi

denc

e of

rea

l wor

k ac

tivity

Ev

iden

ce fo

r th

is u

nit s

houl

d be

gen

erat

ed a

nd c

olle

cted

thro

ugh

perf

orm

ance

und

er w

orkp

lace

con

ditio

ns. T

his

incl

udes

the

know

ledg

e-ba

sed

lear

ning

out

com

es a

nd a

sses

smen

t cr

iteria

.

Sim

ulat

ion

Sim

ulat

ion

is n

ot a

llow

ed fo

r th

is u

nit e

xcep

t as

deta

iled

belo

w.

Sim

ulat

ion

may

be

used

for

asse

ssm

ent c

riter

ia 2

.5 if

no

natu

rally

occ

urrin

g ev

iden

ce is

ava

ilabl

e.

Supp

lem

enta

ry e

vide

nce

Supplementaryevidencesuchasquestioningmaybeusedforassessmentcriteria2.5ifnonaturallyoccurringevidenceisavailable.

Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Copy

right

© 2

016

Activ

e IQ

Ltd

. Not

for

resa

le |

35

Title

Hea

lth a

nd s

afet

y pr

oced

ures

in th

e w

orkp

lace

Leve

l2

Cre

dit

2

Uni

t ac

cred

itatio

n no

.T/

505/

4673

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Kno

w h

ealth

and

saf

ety

proc

edur

es in

the

wor

kpla

ce

1.1Definethemainresponsibilitiesforhealthandsafetyintheworkplaceofthe

follo

win

g:a)employers

b)employees

1.2Describetwohealthandsafetylawsaffectingtheworkplace

1.3Definetheimportanceoffollowinghealthandsafetyproceduresintheworkplace

1.4Definethetypesofinformationorsupportavailableinrelationtoaspecified

aspe

ct o

f hea

lth a

nd s

afet

y in

the

wor

kpla

ce

2. Beabletocarryout

task

s w

ith r

egar

d to

he

alth

and

saf

ety

in th

e w

orkp

lace

2.1Carryoutariskassessmentofaspecifiedworkplaceactivity

2.2Useequipmentortoolssafelyintheworkplace

2.3Describehowtopreventaccidentsintheworkplace

2.4Assesshowownhealthandsafetypracticescouldbeimproved.

Evi

denc

e R

equi

rem

ents

Therearenospecificevidencerequirementsforthisunit.Thecriteriacanbemetthroughacombinationofassessorobservations,witnesstestimonyand/orauthenticrecordsofthe

lear

ner’s

wor

k.

Sim

ulat

ion

Simulationisnotallowed.

Opt

iona

l Gro

up C

Uni

t 1

8

Copyright©2016ActiveIQLtd.Notforresale|

1

Copyright©2016ActiveIQLtd.Notforresale

Assessorfeedback

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Title

Storeandretrieveinformation

Leve

l2

Cre

dit

4

Acc

redi

tatio

n N

oR

/506

/181

1

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1. Understandinformation

storageandretrieval

1.1Describesystemsandproceduresforstoringandretrievinginformation

1.2Outlinelegalandorganisationalrequirementsforinformationsecurityand

rete

ntio

n

1.3Explainhowtocreatefilingsystemstofacilitateinformationidentificationand

retrieval

1.4Explainhowtousedifferentsearchtechniquestolocateandretrieveinformation

1.5Describewhattodowhenproblemsarisewhenstoringorretrievinginformation

Uni

t 1

9


3


2. Beabletogatherand

storeinformation

2.1Gathertheinformationrequiredwithintheagreedtimescale

2.2Storefilesandfoldersinaccordancewithorganisationalprocedures

2.3Storeinformationinapprovedlocations


3. Beabletoretrieve

information

3.1Confirminformationtoberetrievedanditsintendeduse

3.2Retrievetherequiredinformationwithintheagreedtimescale

Evi

denc

e R

equi

rem

ents

Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment

crite

ria.

Sim

ulat

ion


Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate: Copyright©2016ActiveIQLtd.Notforresale|

5


Title

Handlemail

Leve

l2

Cre

dit

3

Acc

redi

tatio

n N

oD

/506

/181

3

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

how

to

dealwithmail

1.1Explainhowtodealwith“junk”mail

1.2Describewhattodointheeventofproblemsarisingwhendealingwithincoming

oroutgoingmail

1.3Describehowtooperateafrankingmachine

1.4Explainhowtopreparepackagesfordistribution

1.5Stateorganisationalpoliciesandproceduresonmailhandling,securityandthe

useofcourierservices

1.6Explaintheprocessforreportingsuspiciousordamageditemsinaccordancewith

orga

nisa

tiona

l pro

cedu

res

Uni

t 2

0

2. Beabletodealwith

incomingmail

2.1Sortincomingmailinlinewithorganisationalprocedures

2.2Distributeincomingmailandpackagestotherightpeopleaccordingtotheagreed

sche

dule

2.3Dealwithincorrectlyaddressedand“junk”mailinaccordancewithorganisational

proc

edur

es

3. Beabletodealwith

outgoingmail

3.1Organisethecollectionofoutgoingmailandpackagesontime

3.2Identifythebestoptionfordispatchingmailaccordingtotherequireddegreeof

urgency,sizeandvalueoftheitem

3.3Dispatchoutgoingmailontime

Evi

denc

e R

equi

rem

ents


crite

ria.

Sim

ulat

ion



7


Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Uni

t 2

1

Title

Employeerightsandresponsibilities

Leve

l2

Cre

dit

2

Uni

t ac

cred

itatio

n no

.L/506/1905

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

role

of

org

anis

atio

ns a

nd

indu

strie

s

1.1

Expl

ain

the

role

of t

heir

own

occu

patio

n w

ithin

an

orga

nisa

tion

and

indu

stry

WO

RK

SHEE

T

1.2Describecareerpathwayswithintheirorganisationandindustry

1.3Identifysourcesofinformationandadviceonanindustry,occupation,training

and

care

er p

athw

ay

1.4Describeanorganisation’sprinciplesofconductandcodesofpractice

1.5Explainissuesofpublicconcernthataffectanorganisationandindustry

1.6Describethetypes,rolesandresponsibilitiesofrepresentativebodiesandtheir

relevancetotheirownrole

2. Understandemployers’

expe

ctat

ions

and

employees’rightsand

obligations

2.1Describetheemployerandemployeestatutoryrightsandresponsibilitiesthat

affe

ct th

eir

own

role

2.2Describeanemployer’sexpectationsforemployees’standardsofpersonal

presentation,punctualityandbehaviour

2.3Describetheproceduresanddocumentationthatprotectrelationshipswith

employees

2.4Identifysourcesofinformationandadviceonemploymentrightsand

responsibilities

Evi

denc

e R

equi

rem

ents

Thisisaknowledgebasedunit.PleaseseeworksheetsectionattheendofOptionalGroupC.


9


Assessorfeedback

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Title

Delivercustomerservice

Leve

l2

Cre

dit

5

Uni

t ac

cred

itatio

n no

.A/

506/

2130

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1. Understandcustomer

servicedelivery

1.1Explaintherelationshipbetweencustomers’needsandexpectationsand

customersatisfaction

1.2Describethefeaturesandbenefitsofanorganisation’sproductsand/orservices

1.3Explaintheimportanceoftreatingcustomersasindividuals

1.4Explaintheimportanceofbalancingpromisesmadetocustomerswiththeneeds

of a

n or

gani

satio

n

1.5Explainwhenandtowhomtoescalateproblems

1.6Describemethodsofmeasuringtheirowneffectivenessinthedeliveryof

customerservice

2.

Und

erst

and

the

relationshipbetween

customerserviceanda

brand

2.1Explaintheimportanceofabrandtoanorganisation

2.2Explainhowabrandaffectsanorganisation’scustomerserviceoffer

2.3Explaintheimportanceofusingcustomerservicelanguagethatsupportsabrand

promise

2.4Identifytheirownroleinensuringthatabrandpromiseisdelivered

Uni

t 2

2


11


3. Beabletoprepareto

dealwithcustomers

3.1Keepuptodatewithanorganisation’sproductsand/orservices

3.2Prepareresourcesthatarenecessarytodealwithcustomersbeforestartingwork

4. Beabletoprovide

customerservice

4.1Maintainorganisationalstandardsofpresentationandbehaviourwhenproviding

customerservice

4.2Adapttheirownbehaviourtomeetcustomers’needsorexpectations

4.3Respondtocustomers’requestsinlinewithorganisationalguidelines

4.4Informcustomersoftheprogressoftheirrequests

4.5Confirmthatcustomers’expectationshavebeenmetinlinewiththeserviceoffer


whenprovidingcustomerservice

5. Beabletosupport

improvementsto

customerservice

delivery

5.1Identifywaysthatcustomerservicecouldbeimprovedforanorganisationand

individuals

5.2Shareinformationandideaswithcolleaguesand/orservicepartnerstosupport

theimprovementofservicedelivery

Evi

denc

e R

equi

rem

ents


crite

ria.

Sim

ulat

ion


Assessorfeedback

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:


13


Title

Understandcustomers

Leve

l2

Cre

dit

2

Uni

t ac

cred

itatio

n no

.F/

506/

2131

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

diffe

rent

typesofcustomers

1.1Explainthedistinctionsbetweeninternalandexternalcustomers

WO

RK

SHEE

T

1.2Explainhowculturalfactorscanaffectcustomers’expectations

1.3Describethecharacteristicsofchallengingcustomers

1.4Explainhowtoidentifydissatisfiedcustomers

2. Understandthevalue

ofcustomersandtheir

loya

lty

2.1Explainhowtheachievementofthecustomerserviceoffercontributesto

enhancingcustomerloyalty

2.2Explaintherelationshipbetweencustomersatisfactionandorganisational

performance

2.3Explainhowthereputationandimageofanorganisationaffectscustomers’

perceptionsofitsproductsand/orservices

2.4Explainthepotentialconsequencesofcustomers’dissatisfaction

2.5Describedifferentmethodsofattractingcustomersandretainingtheirloyalty

Evi

denc

e R

equi

rem

ents

Thisisaknowledgebasedunit.PleaseseeworksheetsectionattheendofMandatoryGroupC.

Uni

t 2

3

Assessorfeedback

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:


15


Uni

t 2

4

Title

Resolvecustomerserviceproblems

Leve

l2

Cre

dit

5

Uni

t ac

cred

itatio

n no

.A/

506/

2158

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

resolutionofcustomer

serviceproblems

1.1Describetheorganisation’scustomerserviceandcomplaintsprocedures

1.2Describetechniquestoidentifycustomerserviceproblemsandtheircauses

1.3Describetechniquestodealwithsituationswherecustomersbecomeagitatedor

angr

y

1.4Explainthelimitsoftheirownauthorityforresolvingcustomers’problemsand

makingpromises

1.5Explainthepurposeofencouragingcustomerstoprovidefeedback

1.6Describemethodsusedtoencouragecustomerstoprovidefeedback

2. Beabletoresolve

customerservice

problems

2.1Identifythenatureandcauseofcustomerserviceproblems

2.2Identifyworkableoptionsforresolvingproblemswithinorganisationalguidelines

2.3Usethemostappropriatemethodofcommunicationfordealingwithcustomers

2.4Agreewithcustomerstheoptionthatbestmeetstheirneedsandthoseofthe

orga

nisa

tion

2.5Keepcustomersinformedofprogress

2.6Fulfilpromisesmadetocustomersduringtheresolutionprocess

2.7Sharecustomerfeedbackwithotherstoimprovetheresolutionofcustomer

serviceproblems


whenresolvingcustomerserviceproblems

3. Beabletomanage

unresolvedcustomer

serviceproblems

3.1Explaintocustomersthereasonswhyproblemscannotberesolved

3.2Refercustomerstoothersourcesofhelpiftheirproblemscannotberesolved

Evi

denc

e R

equi

rem

ents


crite

ria.

Sim

ulat

ion



17


Assessorfeedback

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Uni

t 2

5

Title

Negotiateinabusinessenvironment

Leve

l3

Cre

dit

4

Uni

t ac

cred

itatio

n no

.H/506/1912

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

prin

cipl

es u

nder

pinn

ing

nego

tiatio

n

1.1Describetherequirementsofanegotiationstrategy

1.2

Expl

ain

the

use

of d

iffer

ent n

egot

iatio

n te

chni

ques

1.3Explainhowresearchontheotherpartycanbeusedinnegotiations

1.4Explainhowculturaldifferencesmightaffectnegotiations

2. Beabletopreparefor

businessnegotiations

2.1Identifythepurpose,scopeandobjectivesofthenegotiation

2.2

Expl

ain

the

scop

e of

thei

r ow

n au

thor

ity fo

r ne

gotia

ting

2.3Prepareanegotiatingstrategy

2.4Preparefall-backstancesandcompromisesthatalignwiththenegotiating

stra

tegy

and

prio

ritie

s

2.5Assessthelikelyobjectivesandnegotiationstancesoftheotherparty

2.6

Res

earc

h th

e st

reng

ths

and

wea

knes

ses

of th

e ot

her

part

y


19


3. Beabletocarryout

businessnegotiations

3.1Carryoutnegotiationswithinresponsibilitylimitsinawaythatoptimises

oppo

rtun

ities

3.2Adapttheconductofthenegotiationinaccordancewithchangingcircumstances

3.3Maintainaccuraterecordsofnegotiations,outcomesandagreementsmade

3.4Adheretoorganisationalpoliciesandprocedures,andlegalandethical

requirementswhencarryingoutbusinessnegotiations

Evi

denc

e R

equi

rem

ents


crite

ria.

Sim

ulat

ion


Assessorfeedback

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:


21


Title

Developapresentation

Leve

l3

Cre

dit

3

Acc

redi

tatio

n N

oK/506/1913

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

how

to

developapresentation

1.1Explainbestpracticeindevelopingpresentations

1.2Explainwhoneedstobeconsultedonthedevelopmentofapresentation

1.3Explainthefactorstobetakenintoaccountindevelopingapresentation

1.4Analysetheadvantagesandlimitationsofdifferentcommunicationmedia

Uni

t 2

6

2. Beabletodevelopa

pres

enta

tion

2.1Identifythepurpose,content,style,timingandaudienceforapresentation

2.2Selectacommunicationmediathatisappropriatetothenatureofapresentation,

messageandaudience

2.3Tailorapresentationtofitthetimescaleandaudience’sneeds

2.4Prepareapresentationthatislogicallystructured,summarisesthecontentand

addressesthebrief

2.5

Take

act

ion

to e

nsur

e th

at a

pre

sent

atio

n ad

here

s to

org

anis

atio

nal g

uide

lines

and

po

licie

s

2.6Developmaterialsthatsupportthecontentofapresentation

Evi

denc

e R

equi

rem

ents


crite

ria.

Sim

ulat

ion



23


Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:

Title

Deliverapresentation

Leve

l3

Cre

dit

3

Acc

redi

tatio

n N

oM/506/1914

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

prin

cipl

es u

nder

pinn

ing

thedeliveryof

pres

enta

tions

1.1 Analysetheadvantagesandlimitationsofdifferentmethodsof,andmediafor,

makingpresentations

1.2 Explainhowthetypeandsizeoftheaudienceaffectsthedeliveryofa

pres

enta

tion

1.3 Explainthefactorstobetakenintoaccountindevelopingcontingencyplanswhen

deliveringpresentations

1.4 Explainvoiceprojectionandtimingtechniqueswhendeliveringpresentations

1.5 Explainthefactorstobetakenintoaccountinrespondingtoquestionsfroman

audi

ence

1.6 Explaindifferentmethodsforevaluatingtheeffectivenessofapresentation

Uni

t 2

7


25


2. Beabletoprepareto

deliverapresentation

2.1Confirmthelayoutofthevenueandcorrectfunctioningofequipmentand

resourcespriortomakingapresentation

2.2Developcontingencyplansforpotentialequipmentandresourcefailure

2.3Takeactiontoensurethatthepresentationfitsthetimeslotavailable

3. Beabletodelivera

pres

enta

tion

3.1Speakclearlyandconfidently,usinglanguagethatisappropriateforthetopicand

the

audi

ence

3.2Varytheirvoicetone,paceandvolumeappropriatelywhendeliveringa

pres

enta

tion

3.3Usebodylanguageinawaythatreinforcesmessages

3.4Useequipmentandresourceseffectivelywhendeliveringapresentation

3.5Deliverapresentationwithintheagreedtimeframe

3.6Respondtoquestionsinawaythatmeetstheaudience’sneeds

3.7Evaluatetheeffectivenessofapresentation

Evi

denc

e R

equi

rem

ents


crite

ria.

Sim

ulat

ion


Asse

ssor

feed

back

B

elow

det

ail w

hy,

as t

he a

sses

sor,

you

fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

D

ate:


27


Uni

t 2

8

Title

Resolvecustomers’complaints

Leve

l3

Cre

dit

4

Uni

t ac

cred

itatio

n no

.R

/506

/215

1

Lear

ning

Out

com

esTh

e le

arne

r w

ill:

Ass

essm

ent

Crit

eria

The

lear

ner

can:

In

itial

Evid

ence

Ref

eren

ce

1.

Und

erst

and

the

monitoringand

resolutionofcustomers’

complaints

1.1Assessthesuitabilityofarangeofmonitoringtechniquesforcustomers’

complaints

1.2Explainhowtoidentifythosecomplaintsthatshouldpromptareviewofthe

serviceofferandservicedelivery

1.3Explainnegotiatingtechniquesusedtoresolvecustomers’complaints

1.4Explainconflictmanagementtechniquesusedindealingwithupsetcustomers

1.5Explainorganisationalproceduresfordealingwithcustomercomplaints

1.6Explainwhentoescalatecustomers’complaints

1.7Explainthecostandregulatoryimplicationsofadmittingliabilityonthebasisofa

customercomplaint

1.8Explaintheadvantagesandlimitationsofofferingcompensationorreplacement

productsand/orservices

2. Beabletodealwith

customers’complaints

2.1Confirmthenature,causeandimplicationsofcustomers’complaints

2.2Takepersonalresponsibilityfordealingwithcomplaints

2.3Communicateinawaythatrecognisescustomers’problemsandunderstands

theirpointsofview

2.4Explaintheadvantagesandlimitationsofdifferentcomplaintresponseoptionsto

customers

2.5Explaintheadvantagesandlimitationsofdifferentcomplaintresponseoptionsto

the

orga

nisa

tion

2.6Keepcustomersinformedofprogress

2.7Agreesolutionswithcustomersthataddressthecomplaintandwhicharewithin

thelimitsoftheirownauthority

2.8Recordtheoutcomeofthehandlingofcomplaintsforfuturereference


whendealingwithcustomers’complaints

Evi

denc

e R

equi

rem

ents


crite

ria.

Sim

ulat

ion



29


Assessorfeedback

Bel

ow d

etai

l why

, as

the

ass

esso

r, y

ou fee

l the

lear

ner

has

achi

eved

thi

s un

it

Ass

esso

r’s

sign

atur

e:

D

ate:

IV’s

sig

natu

re:

Dat

e:

Active IQ Westminster HouseThe Anderson CentreErmine Business Park Huntingdon PE29 6XY

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