This course focuses on the importance of leadership styles that monitor, manage, and report on workplace fairness and diversity. It examines how different leadership styles influence the development of ethical standards and laws. The section emphasises how encouraging a diverse and inclusive workforce may develop good cultures that value diversity and improve organisational performance. The unit claims that a sense of belonging, even within a varied workforce, contributes to occupational satisfaction, which is reflected in higher customer satisfaction and, as a result, higher performance.
What Will You Learn?
Students will explore how diversity and inclusion tactics in organisational environments play a crucial role in overall value creation in unit 5OS05. The unit comprises evaluating the benefits and drawbacks of diversity and inclusion and their impact on consumer and employee satisfaction. First, the course looks at the rules and regulations that govern gender, disability, race, wage disparities, and the standards for inclusion. Second, students will understand the organisational tactics and policies required for inclusion and diversity, as well as the consequences of equality. Third, as a result, learners will comprehend the roles of managers in establishing healthy cultures that embrace and integrate all members of the workforce.
This Unit Is Suitable for Persons Who?
This unit is designed for people who want to be managers or are already in them. Individuals motivated to study and apply HR, and L&D principles and best practices are eligible to apply. Individuals with CIPD Level 3 certificates are also great candidates for the unit. Understanding the keywords and concepts taught in Level 3 will enable them to interpret advanced topics faster than those with little HR or L&D experience.
Learning Outcomes
1st Learning Objective | The first necessity is to understand the importance of welcoming various people into organisational settings. The following are examples of a superb demonstration of this understanding: |
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2nd Learning Objective | Students must be able to assist organisations in reflecting on and promoting diversity and inclusion. To fully cross the threshold, pupils must do or develop: |
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3rd Learning Objective | Finally, applicants must demonstrate their ability to implement best practices that promote diversity and inclusion. Students must complete the following tasks: |
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What Are the Entry Requirements?
Level 5 does not have any required prerequisites for enrolling in its classes, unlike the previous CIPD Associate Level courses. On the other hand, the foundation goes to considerable pains to verify that each applicant comprehends material and completes assignments correctly. If they do not speak English as a first language, the CIPD requires all candidates to meet the eligibility minimums by presenting English proficiency certificates such as the IELTS. People from English-speaking countries are excluded from providing credentials, according to the CIPD. As a result, anyone above 18 who can afford the Level 5 course and has a strong desire to study and apply the best HR and L&D techniques relevant to management today can enrol in the unit.
How Can We Help?
Whether you are taking any CIPD or HR-related course and need assistance with certain areas of coursework or entire assignments, we are your go-to partner. We provide professional support and 24-hour help, combining convenience with speed and exceptional quality. Our company is proud of its large client base, which contributes equally to developing greater customer service. As a result, our organisation allows its clients to direct service delivery, including all preferences and conditions required to maximise each unit’s performance. Furthermore, our team of HR graduates and professionals ensures that all assignments adhere to undergraduate standards and satisfy the learning objectives for each unit.
Reference
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ACAS. (n.d.) Equality, diversity and inclusion. Available at: www.acas.org.uk/discrimination-bullyingand-harassment
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Green, M., Bond, H. and Miller, J. (2018) Diversity and inclusion at work: facing up to the business case. Report. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/r elations/diversity/diversity-inclusion-report.
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Houldsworth, L. (2016) International diversity management. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/relations/diversity/internationalmanagement.
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Miller, J. and Green, M. (2019) Diversity and inclusion in the workplace. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet.
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Phillips, K.W., Dumas, T.L. and Rothbard, N.P. (2018) Diversity and authenticity. Harvard Business Review. Vol 96, No 2, March/April. pp132-136.
Sweeney, C. and Bothwick, F. (2016) Inclusive leadership: the definitive guide to developing and executing an impactful diversity and inclusion strategy. Harlow: Pearson Education.
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Worman, D. and Suff, R. (2015) Quotas and targets: how do they affect diversity progress?. Policy report. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/relations/diversity/quotas-impact-report.
The Chartered Institute of Personnel and Development (CIPD). (n.d.), Diversity and inclusion. Available at: www.cipd.co.uk/knowledge/fundamentals/relations/
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