4DEP F301A (L&D) CIPD Assessment Activity Template Title of unit/s Developing Yourself as an Effective Learning & Development Practitioner Unit No/s 4DEP (L&D) Level Foundation Credit value 4 Assessment method Written‚ Discussion Learning outcomes: 1. Understand the knowledge‚ skills and behaviours required to be an effective L&D practitioner. 2. Know how to deliver timely and effective L&D services to meet users’ needs. 3. Be able to reflect on own practice and development
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Learning & Development – Assignment 1 1. Taking the example of the organization you worked for‚ use the Assessment Tool given on page 5 of the article‚ and assess the depth of learning in your organization. For scoring the criteria given therein‚ you may use any of the measuring scales you have learnt in your earlier course. This exercise has been done for Deloitte & Touché and the External Audit service line. The scoring for the questionnaire is as follows (per the document) - 7
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CIPD Assessment Activity |Title of unit/s |Contemporary Developments in Employment Relations | |Unit No/s |5CER | |Level |Intermediate | |Credit value
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Introduction The definition of skill or knowledge upgrading in Merriam-Webster dictionary is to advance to a job requiring a higher level of skill especially as part of a training program. In Learning and Development (L&D) the essence of knowledge and skills upgrading‚ is the attempt to improve current or future performance by increasing individual ability to perform through learning and aim to enhancing performance and productivity to bridge the gaps for growth. (Sadler-Smith‚ 2006) Distinction
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LIMITATIONS TO DUCKWORTH LEWIS METHOD Ravi Agarwal Abstract-The Duckworth Lewis method‚ or D/L method‚ was created by Frank Duckworth and Tony Lewis. The International Cricket Council (ICC) adopted D/L method in 1999 to address the issue of delayed one-day cricket matches due to interruptions such as inclement weather conditions‚ poor light and floodlight failures‚ and crowd problems. This paper deals with the evaluation of the Duckworth Lewis method‚ identifying its limitation‚ and
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Research Development is a set of strategic‚ proactive‚ catalytic‚ and capacity-building activities designed to facilitate individual faculty members‚ teams of researchers‚ and central research administrations in attracting extramural research funding‚ creating relationships‚ and developing and implementing strategies that increase institutional competitiveness.[1] These activities are typically practiced at universities‚ but are also in use at a variety of other research institutions. Research Development
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INTRODUCTION TO GAIL HR The HR department comprise of two broad sections i.e.‚ Human Resource and Human Resource development. The Human resource group integrates in it various functions like Industrial relations‚ employee services‚ policy‚ security and administration. On the other hand when we see the Human resource development section‚ it integrates recruitment‚ performance management group‚ career progression department‚ library maintenance‚ training & development group. The IR departments
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My summary of the CIPD HR Professional Map In the summary of HRPM I aimed at illustrating my comprehensive knowledge. I have learned that professional map in general sets out how HR adds value to the organization. It describes standards of professional competence for organization. Each practitioner must know his or her organization inside out. Professional map covers ten professional areas of which the two inner ones apply to all professionals irrespective of their role‚ location or which positions
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Assessment 1- The effective HR Practitioner Continuous Professional Development is the term used to describe the actions of an individual who is continuously reviewing and developing their professional skills and experience. During the course of CPD the HR Professional will work on a Personal Development Plan which encourages future learning. It does this by pinpointing your current learning state and identifying what skills and experience you need to develop to move forward. When you have identified
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(outsouring etc.) Work Flow Design and an Organization’s structure * If structure strongly based on functions workers have low authority and work alone on highly specialized jobs. * Managing a division requires more skills than managing a function * HR managers need to design jobs that fit with the structure not only in the job itself Job Analysis * Process of getting detailed info about a job Job descriptions * List of tasks duties and responsibilities (TDRs)> shows how well candidate fits
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