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Learning Outcomes and Assessment Criteria

1. Understand the research process and different research approaches

 Summarise the stages of the research process and compare different data

collection methods

2. Be able to conduct a critical review of information sources in an area of HR /

business practice and analyse the findings

 2.1 Identify an area of HR practice for investigation.

 2.2 Conduct a critical review of different information sources relevant to the

chosen area of HR/business practice

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Learning Outcomes and Assessment Criteria (continued)

3. Be able to draw meaningful conclusions and evaluate options for change

 3.1 Draw meaningful conclusions from the review and make justified

recommendations for improvements in practice

4. Know how to deliver clear, business focused reports on an HR issue

 4.1 Formulate a business report for identified stakeholders that includes an

appropriate mix of diagrammatic and narrative formats

Assignment Briefing

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Assessment (2,600 words)

Your CEO has asked each departmental head to undertake a critical review of

their systems, processes and practices as part of a major organisational change

agenda. You have been asked to review an area of HR/business practice and

present a business report to key stakeholders with recommendations for

improving practice.

Please read “Planning and writing a critical review” for guidance on how to

undertake a critical review and present your findings.

To provide the basis for your report, you have been asked to conduct a critical

review of information sources relevant to the area of practice. (AC 4.1) You should:

Select an area of HR/business practice for investigation and give the reason for

your choice (AC 2.1)

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Assessment (continued)

Undertake a critical literature review of different information sources relevant to the

area of practice (at least three) e.g. research digests, academic and professional

literature, online databases, key texts relevant to the selected area of practice. (AC 2.2)

In your write up of the literature review you should:

 Explain why you selected each source and the focus of that source

 the research approaches and methodologies adopted by the authors of each

source, commenting on the advantages and disadvantages of these different

approaches. (AC1.1 and 2.2)

 Evaluate the conclusions from each source

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Assessment (continued)

Draw meaningful conclusions from the critical review of the different information

sources. (AC 3.1)

Make justified recommendations to named stakeholders for sustaining and/or

improving practice. (3.1)

Your report structure should include:

 Title page (report title and their name, submission date)

 Executive summary (overview, methods of analysis, findings, recommendations)

 Table of contents (list of numbered sections)

 Introduction (terms of reference)

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Assessment (continued)

 Main body (headings and sub-headings - these could be for each information source

reviewed). Candidates should use a mix of narrative and diagrammatic formats

where appropriate to present their findings

 Conclusion (including major inferences and recommendations for change)

 Reference list

 Appendix if used i.e. information supporting their analysis but not essential to its

explanation

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Assessment (continued)

Evidence to be produced/required

A written business report for stakeholders of approximately 2,600 words.

You should relate academic concepts, theories and professional practice to the way

organisations operate, in a critical and informed way, and with reference to key

texts, articles and other publications and by using organisational examples for

illustration.

All reference sources should be acknowledged correctly and a bibliography

provided where appropriate (these should be excluded from the word count).

Demonstrating evidence of wider reading through appropriate referencing will

improve your answer and increase the likelihood of your work achieving a ‘Pass’.

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Module Overview

 LO1: Understand the research process and different research approaches

 LO2: Be able to conduct a critical review of information sources in an area of

HR/business practice and analyse the findings

 LO3: Be able to draw meaningful conclusions and evaluation options for change

 LO4: Know how to deliver clear, business focussed reports

Learning Outcome 1

Understand The Research

Process and Different

Research Approaches

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Why do we carry out research or an

investigation into HR or management

issues?

Activity 1 (10mins) Group Discussion

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Why Carry Out Research?

Research is the systematic process of enquiry and investigation in order to

enhance knowledge of a particular issue or problem.

Research can be used to:

 Investigate an issue (is there a problem, cause, trend?)

 Provide solutions to a problem

 Support decision making

 Generate and enhance intellectual capital

 Benchmark good practice/performance to ensure continuous improvement

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Why Carry Out Research? (continued)

Horn (2009) identified 4 reasons:

1. Burning desire’ strategy (personal interest in an area)

2. Replication strategy: apply some sort of research in a different context

(e.g. apply good practice to own organisation)

3. Practical problem strategy: an issue has been highlighted e.g. by survey,

senior management

4. Convenient access strategy: select an area because of the access they

have to specific info or data

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 Employee engagement

 Reasons for absenteeism

 High turnover rates

 Introduction of performance related

pay

 Talent acquisition and development

 Introducing Management

Development

 Change Management

 Recruitment & /or selection process

 E-learning adoption

 Social Media software policies

 Introduction of performance reviews

 Introducing Management

Development

 Onboarding & / or inductions

 Recruitment & / or selection process

 Exit interviews

What Should I do My Research On?

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Informing Business Decisions

 Strategic level - long-term planning, unstructured decisions that have a large

impact e.g. moving into certain markets

 Tactical level - medium-term planning. Monitoring performance of the

organisation such as budgets and policies e.g. training needs analysis

 Operational level - short-term day-to-day planning, direct the organisation to

meeting medium term goals e.g. setting a weekly production schedule and

resource plan

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 Provide examples of research that

you would like to conduct

 Try and identify one for each of

Horn’s methods

 Extension question: How would

you prioritise research options?

Activity 2 (20mins) In Groups

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Priorities

 Align top priorities in business/HR strategy

 Identify your competitive advantage? Build or maintain it

 Anticipate concerns/problems that we have/may have

 Understand the extent of problem/issue/opportunity

 Manage stakeholders power & influence

 Maximise/neutralise key external opportunities and threats (e.g. recession,

legislation)

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What are the key stages in the

research process?

Activity 3 (10mins) Group Discussion

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Research Process

This may include:

 Scope of the research

 Objective(s)

 Research problem or issue (why is it a problem?) and how link strategic objectives

 What is good practice (examples and sources)

 Research strategy and methods

 Cost and resources and project plan

Proposal Design Collect &

analyse data Present &

recommend Implement &

monitor

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Building Your Research

Develop a research proposal to review high labour turnover or any topic of

your choosing…

1. What is the research subject & scope?

2. What is the objective of the research?

3. Why is it a problem (sources)?How does this link to your strategic objectives?

4. What is good practice in this area?

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Primary and Secondary Data

Public Sector

Data and information collected first hand.

Collected for the study in which it will be used

Private Sector

Data and information from already published

sources - often has drawn a conclusion

about an issue

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Media

 Types of media include written, electronic and oral

 Significant proportion of information/data acquires electronically (e.g. websites,

blogs, podcasts, social networks, wikis and other community groups etc)

Websites e.g CIPD

Blogs

Business data e.g. ONS

Online HR databases e.g.

XpertHR

Social media e.g. facebook, twitter

groups for specific issues/ interests

Wiki (collaborative space- members

create/edit content for shared goal)

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Academic Research

 Academic - textbooks, journals and research papers (research and good

practice)

 Professional - professional bodies provide information on research, statistics,

good practice etc

 Organisation - future strategic direction, performance, how using finances,

stakeholder needs

 Industry - detailed analysis, information and research within an industry

includes work practices, latest developments, skills and qualifications etc

 Regulatory bodies -provide information on legislative/regulatory

requirements and statistics on compliance

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Data

• Raw objective facts (e.g. numbers, statistics)

• A collection of unanalysed facts

Information

• Once it has been analysed and a useful meaning established, it becomes information

• Data that has been processed into meaningful form

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 What’s the difference between

quantitative and qualitative data?

 Which is more useful? Why?

When?

Activity 4 (15mins) Group Discussion

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Qualitative and Quantitative Research

 Qualitative methods involves

collecting, analysing and interpreting

information which is in a nominal form

(such as words, images, surveys etc).

Often qualitative can help us understand

why things are happening.

 Quantitative methods involves

collecting, analysing and interpreting

information numerical data, then using

this information to develop further

deeper statistical analysis.

Quantitative Primary

Qualitative Primary

Quantitative Secondary

Qualitative Secondary

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Activity 5 (20mins): In Groups

 Research topic: Payroll is currently outsourced to an external provider.

The contract is coming to an end and you need to decide whether the

outsourcing arrangement should continue or whether it should be brought

back in-house.

1. Identify 5 sources of data or information you would like to review. Classify

each as primary/secondary/ qualitative/quantitative. Make sure you

include some online sources

2. Prioritise 2 sources of data/information and consider the pros and cons for

each one

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Considerations to Be Made

Time and cost to gather data

Relevance/spe cific (e.g.

industry etc.)

Ease of access

Presentation/ appeal / level of interest

Ability to manipulate data

Quality of data e.g. up-to-date, level of detail, sample size,

reliability and validity.

Learning Outcome 2

Be Able to Conduct A Critical

Review of Information Sources

in An Area of HR/Business

Practice and Analyse The

Findings

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Literature Reviews

 “It is necessary to know what has already been covered and the theories that

have been developed to provide leads and reference points or as the basis for

a grounded theory approach.” Armstrong P. 180 (2011)

 Grounded theory approach = inductive method of developing features of a

theory through empirical observations or evidence

 There are a number of databases that can be used for example ABI inform,

Emerald, Business Premier

 CIPD website links to journals is easy and fast to use

 Searches will also reveal subject matter data

 https://www.cipd.co.uk/knowledge PLUS…

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Literature Reviews (continued)

 Informs key people such as stakeholders

 Discusses published information in a specific subject area

 Analyses existing research

 Summaries and synthesises your arguments and the ideas of others

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Benchmarking

 75% say they were satisfied with the conference.

 Need ‘context’ - ‘trend is your friend’

 How does that compare with last year? With other conferences?

 Benchmarking - comparing data over time, across organisations etc to track

trends

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Justifying Your Research

 Objective of the research study? Journal article?

 Importance of the study / article (high importance vs necessity)

 Cost and time

 Relevance of any secondary data

 Range of complementary methods

 Expertise available/ ease of access

 Quality of data

 Stakeholder engagement

 Analysis of data - one off or long term comparison

 Complexity of data

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Data Quality

Data must be accurate to be able to draw meaningful conclusions.

Data quality can be measured against six dimensions:

 Completeness

 Uniqueness

 Timeliness

 Validity

 Accuracy

 Consistency

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Critically Reviewing Information Sources

 Recency - How recent is the data? Is it still valid?

 Trusted source - Is the source reliable and used by other professionals? Or

just a subjective opinion of an individual?

 Accuracy - comparing the same data from other sources validates its

accuracy or inaccuracy - this is often referred to a “triangulation of data”

 Relevance - Is the data relevant for your research topic?

 Robustness - is there sufficient data over a suitable time period that allows

you to spot trends and patterns?

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Metrics and Standards

Internal and External Standards

Consistency of approach

In 2011 the International Organization for Standardization aligning HR practices

for their own benefit as well as their stakeholders.

Developed by experts representing 31 member countries, two experts from the

CIPD who are representing the UK.

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Example Metrics by Function

Strategic

Management

Workforce

Planning and

Development

Human Resource

Development

Employee and

Labor Relations

Risk Management

• Break-even Point

• Cost:Benefit Rate

• ROI

• Revenue per FTE

• Net Income

• Net Income Before

Taxes per FTE

• HR Expense to

Operating

Expense Ratio

• Contingent

Representation

Rate

• Vacancy and

Occupancy Rate

• Turnover

• Cost of Turnover

• Turnover Impact

and Impact per

Unintended

Separation

• Retention

• Promotion Rate

• Retirement Risk

• Cost per Hire

• Readiness

• Competency Rate

• Average Training

Cost

• Training Spend

Rate

• Average Training

• Hours

• Training

Participation ate

• Required Training

Completion Rate

• Average

Performance

Rating

• Performance

Ratings

Distribution

• Employee

Relations

Incidents (Total

and Avg.)

• Employee

Engagement

• Span of Control

(Avg and Median)

• EEO Compliance

• Workers' Comp

Cost per Emp

• Workers' Comp

Claims Filled

• Accident Rate

• Number or Internal

Complaints Made

Annually

• Number of

Employment

Practice Claims

Initiated Annually

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Example Metrics by Function (continued)

Strategic

Management

Workforce

Planning and

Development

Human Resource

Development

Employee and

Labor Relations

Risk Management

• Time to Start

• Time to

Productivity

• Selection or Yield

Rate

• Offer Decline Rate

• Succession

Breadth

• Succession Depth

• Succession Fill

Rate

• Successor and

High Potential

Retention

• Span of Control

• Internal Pay

Equity

• Internal and

External

Complaints (Total

and Av.)

• Employment

Practices Claims

Initiated

• Employment

Liability Spend

• Costs of

Defending

Employment

Practice Claims

EEO-1 Stats

• Applicant Flow

Data

• Employment

Practices Liability

Data

Learning Outcome 3

Be Able to Draw Meaningful

Conclusions and Evaluation

Options for Change

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HR Data

Top level view of HR this year:

HR operations efficiency: HR is controlling HR spending, and

the downward trend of HR spending from 2014 to 2015 has

essentially remained flat from 2015 to 2016, especially if one

considers the costs are not inflation adjusted

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HR Data (continued)

Business impact: Business impact of HR has shown

improvements from the last year. Revenue per FTE increased,

indicating that the workforce is becoming increasingly

productive.

Year 2016 2015 Percent Change

Revenue

per FTE

$471,312 $436,857 7.9%

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HR Data (continued)

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HR Data (continued)

PwC’s Employee Engagement Study1

66.0% 67.0%

59.0%

61.0%

54.0%

56.0%

58.0%

60.0%

62.0%

64.0%

66.0%

68.0%

"My ideas and opinions are valued at my company."

"My workgroup has a climate in which diverse perspectives are valued."

20152 2016

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HR Data (continued)

Time to Accept Time to Start

Talent Acquisition Process Times

2014 2015 2016

(Average number of calendar days from

the date a job requisition is approved to the

date an offer is accepted by a hire)

(Average number of calendar days from

the date a job requisition is approved to the

date a new hire begins work)

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HR Data (continued)

22.90%

22.60% 22.60%

22.45%

22.50%

22.55%

22.60%

22.65%

22.70%

22.75%

22.80%

22.85%

22.90%

22.95%

First Year of Service Turnaver Rate

2014 2015 2016

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HR Data (continued)

Rewards

1,109

1,427

1,039

1,316

1,099

1,374

200

400

600

800

1,000

1,200

1,400

1,600

Benefits FTE Radio Compensation FTE Radio

2014 2015 2016

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HR Data (continued)

$123

$134

$144

$110

$115

$120

$125

$130

$135

$140

$145

$150

Compensation Function Costs per Employee Served

2014 2015 2016

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Let’s Start by Thinking …

HRM practices and

interventions

Improved organisational

performance?

Q1: What different measures

do organisations use to

measure their performance

(KPIs)? How do they know

that they are succeeding?

Q2: In what ways can

HRM practices help

organisations to achieve

or strengthen these

performance measures?

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Balanced Scorecard

Communicates performance measures and links strategic and operational

planning.

• To succeed financially, how should we appear to our stakeholders?

Financial

• To achieve our vision, how should we appear to our customers?

Customer

• To satisfy our shareholders and customers, what business processes must we excel at?

Internal Business Processes

• To achieve our vision, how will we sustain our ability to change and improve?

Learning and Growth

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Balanced Scorecard

Sources: Ulrich, 1997b; Holbeche. 2001; Mooney, 2001: Ulrich and Brockbank. 2COSb: Boudreau and Ramstad, 2007; CIPD,

2007; Cral, 2007; Marchington and Wilkinson, 2008.

Employee attitudes For instance, measuring levels of engagement through a staff survey,

as well as satisfaction with the HR department and activities

Employee performance These would include measures such as individual productivity and

performance, for example. through annual appraisals and team performance

Employee behaviours For instance, turnover and absenteeism

Health and safety measures Including accident rates

Workforce profile and costs E.g. competencies. talent, proportion of employees at particular grades, total

workforce, salary costs, diversity statistics, talent pool

ROI in HR department E.g. ratio of HR staff to employees, operational cost of the HR department

Cost and efficacy of HR

activities

Such as number of applications per vacancy. training costs per employee,

training satisfaction, speed of response to applicants

Customer outcomes Such as customer satisfaction

What can we

measure? What

should we measure?

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The BSC Measures

Vision and Strategy

“To succeed

financially , how

should we

appear to our

stakeholders?”

Objective

KPI

Measures

Targets

Initiatives

“To achieve our

vision, how

should we appear

to our clients and

stakeholders?’

Objective

KPI

Measures

Targets

Initiatives

Objective

KPI

Measures

Targets

Initiatives

“To satisfy our

client and

stakeholders,

what business

processes must

we excel at?”

Objective

KPI

Measures

Targets

Initiatives

“To achieve our

vision, how will

we sustain our

ability to change

and improve?”

Classic balanced scorecard

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Research Considerations

 What are the objectives?

 Cost /benefit e.g. what is the time and cost to gather and analyse the data vs.

potential benefits?

 Is the research study relevant/specific enough to the specific requirements of the

organisation?

 Does it draw upon good practice/external expertise

 Does it involve key stakeholders?

 Is there flexibility to manipulate the data/look for correlations as the study

progresses?

 Do we have the in-house expertise?

 Quality of data (e.g. validity, reliability, level of detail, sample sizes, expertise etc)

 Reference authors to show your reading carried out

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Analysing and Interpreting Data

 Data collection is the systematic recording of information through tables,

spreadsheets, survey scoring, data collection software, etc

 Data analysis involves uncovering patterns and trends in the data sets (use of

statistics, year on year analysis, etc)

 Data interpretation involves explaining those patterns and trends (evaluating data

and drawing conclusions)

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Data Interpretation - Evaluating Data, Drawing Conclusions

 Tabulation - tallying totals and identifying patterns revealed through participant

feedback (surveys - counted by hand or compiled through online tool like

SurveyMonkey

 Triangulation - when the data you've collected complement each other, therefore

confirming that your collection methods were valid

 Compare and contrast - comparing conclusions drawn by others and contrasting for

similarities and differences. Looking for what applies to your organisation

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Data Interpretation - Evaluating Data, Drawing Conclusions (continued)

When evaluating employee performance; numbers without narrative is often considered too hard, whereas narrative without the numbers is simply insufficient to justify in a business environment.

HR professionals need to take a balanced approach when providing benchmark data to those that have influence over its change and/or continuation

(E. Hanley - 2009)

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Process of Evaluating Scrutinised Secondary Data Sources for Your Research Project

1. Assess overall suitability of the data to research problem and objectives

o Do the measures used match the measures that you need?

o Does the secondary data cover the population about which you need data?

2. Evaluate precise suitability of data for analyses needed to answer research

question and meet objectives

o Validity and reliability of secondary sources will depend on the method of

collection: it is important to discover person or organization responsible for the

data (especially in internet sources)

o Evaluate the process by which the data was collected

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Process of Evaluating Scrutinised Secondary Data Sources for Your Research Project (continued)

3. Compare cost/benefit of using alternative sources

o Evaluate the extent to which alternative sources will enable you to answer the

research question and objectives

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 Involving named stakeholders

 Sustaining current practices

 Improving practices

 Providing timescales

Recommendations should be action

points for the business to act upon next

You need around 5-6 of these in total

Conclusions and Recommendations

Learning Outcome 4

Formulate A Business Report

for Identified Stakeholders that

Includes An Appropriate Mix of

Diagrammatic and Narrative

Formats

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The Report

 A business report is a document in which the author analyses a business

issue and gives recommendations based on that analysis. It may also be

referred to as writing a business case or a manager’s briefing.

 HR practitioners are likely to write business reports to summarise their

investigations into a particular situation:

o For example to explain a difficulty in attracting particular talents during

the recruitment process

o Or to support a proposal to introduce a new initiative for example when

introducing a new learning and development programme.

o Costs associated with doing the activity and not undertaking the

activity what are the benefits, what is the break even

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 Write a definition of a stakeholder

 Who are the stakeholders in your

organisation?

For given stakeholder groups define:

 What evaluation information are they

interested in?

 What kind of data would support

evaluation?

 How you could communicate it?

Activity 6 (15mins) In Groups - Stakeholder

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Who are Your Stakeholders?

 Stakeholders have ability to use their resources of power to persuade the

organisation to change

 Therefore it is necessary to:

o Identify key stakeholders

o Be aware of stakeholders power and interest

o Plan to meet stakeholder needs and expectations

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The Power and Interest Matrix

Category A

Minimal effort

Category B

Keep informed

Category C

Keep satisfied

Category D

Key players

Level of interest

L e v e

l o

f p

o w

e r Low

High

Low High

Source: Johnson, G and Scholes, K (1999) Exploring Corporate Strategy, 5th edition,

Prentice Hall Europe. Reprinted with permission.

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Managing Your Data

Data, gathered information, can be presented in many different ways to help

make it easier to understand and more interesting to read.

You can use lists, tables, diagrams or charts to display information.

Displaying data visually

 It makes the information stand out on a page

 It is easier to display using pictures, rather than lots of words

For example, it is easier to show someone a map to illustrate the location of

London , rather than describing it in words.

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Presenting The Information

 How do you decide how to present the information?

 What influences your choice?

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How can Information Be Presented?

 Organisational norms

 Stakeholders’ needs & interests (e.g. what do they need to know)

 Level of support/resistance

 Type of information e.g. complexity

 Number of people

 Cost (Break Even, Cost Benefit)

 Timescales (e.g. how quickly is the info needed)

 Importance/ Impact of the project

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The Structure

Your report structure should include:

 Title page (report title and their name, submission date)

 Executive summary (overview, methods of analysis, findings, recommendations)

 Table of contents (list of numbered sections)

 Introduction (terms of reference)

 Main body (headings and sub-headings - these could be for each information source

reviewed). Candidates should use a mix of narrative and diagrammatic formats

where appropriate to present their findings.

 Conclusion (including major inferences and recommendations for change)

 Reference list

 Appendix if used i.e. information supporting their analysis but not essential to its

explanation

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Writing A Business Report

Develop an appropriate writing style

 Write simple sentences - one idea -

one sentence

 Avoid jargon

 Check spelling and grammar

 Avoid common grammatical errors

Checklist:

 Is there a clear structure?

 Is there a clear storyline?

 Are your methods clearly explained?

 Have you checked all your references?

 Does your title reflect your content

accurately?

 Have you divided your text with suitable

headings?

 Have you eliminated jargon?

 Have you checked your spelling and

grammar?

Assessment Briefing

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Assessment (2,600 words)

Your CEO has asked each departmental head to undertake a critical review of

their systems, processes and practices as part of a major organisational change

agenda. You have been asked to review an area of HR/business practice and

present a business report to key stakeholders with recommendations for

improving practice.

Please read “Planning and writing a critical review” for guidance on how to

undertake a critical review and present your findings.

To provide the basis for your report, you have been asked to conduct a critical

review of information sources relevant to the area of practice. (AC 4.1) You should:

Select an area of HR/business practice for investigation and give the reason for

your choice (AC 2.1)

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Assessment (continued)

Undertake a critical literature review of different information sources relevant to the

area of practice (at least three) e.g. research digests, academic and professional

literature, online databases, key texts relevant to the selected area of practice. (AC 2.2)

In your write up of the literature review you should:

 Explain why you selected each source and the focus of that source

 the research approaches and methodologies adopted by the authors of each

source, commenting on the advantages and disadvantages of these different

approaches. (AC1.1 and 2.2)

 Evaluate the conclusions from each source

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Assessment (continued)

Draw meaningful conclusions from the critical review of the different information

sources. (AC 3.1)

Make justified recommendations to named stakeholders for sustaining and/or

improving practice. (3.1)

Your report structure should include:

 Title page (report title and their name, submission date)

 Executive summary (overview, methods of analysis, findings, recommendations)

 Table of contents (list of numbered sections)

 Introduction (terms of reference)

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Assessment (continued)

 Main body (headings and sub-headings - these could be for each information source

reviewed). Candidates should use a mix of narrative and diagrammatic formats

where appropriate to present their findings

 Conclusion (including major inferences and recommendations for change)

 Reference list

 Appendix if used i.e. information supporting their analysis but not essential to its

explanation

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Assessment (continued)

Evidence to be produced/required

A written business report for stakeholders of approximately 2,600 words.

You should relate academic concepts, theories and professional practice to the way

organisations operate, in a critical and informed way, and with reference to key

texts, articles and other publications and by using organisational examples for

illustration.

All reference sources should be acknowledged correctly and a bibliography

provided where appropriate (these should be excluded from the word count).

Demonstrating evidence of wider reading through appropriate referencing will

improve your answer and increase the likelihood of your work achieving a ‘Pass’.

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Submission Checklist

1. Assignment cover sheet

2. Report (2600 words)

3. Appendices (if any)

4. References/Bibliography

5. Updated Personal Development Plan

6. Updated Key Learning Summary

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Key Learning Summary

Reflecting on, and identify below, what you have learnt since last submitted

development plan (if this is the first development plan you have submitted for the

programme, then ignore this box on this occasion). Your learning might encompass

both what you have taken from your study on the programme as well as wider learning

from work-related activities. Your reflection could reflect all or some of these

suggestions: What I have learnt and understand better; What I knew already that has

been reinforced; What I need to reflect on further or think more about; What I can do

now or better; What I’m going to do differently in future back at the workplace.

We recommend that you maintain a full development record (learning log) for CPD

purposes as you go through the programme (this does not have to be submitted with

your assessments). The box below simply asks you to reflect on your key learning

drown from that and how it links (i.e. new development needs that you have identified

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Key Learning Summary (continued)

as a result of your learning) subsequently to your updated Development Plan below you

are submitting with your unit assessment.

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This record sheet is for your guidance only - you may present your development

plan in any other format

Development Plan (Setting Objectives)

Development Plan

Name: Membership

number:

Covering the

period from:

To:

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Planned outcome

Where do I want to be the end of this period? What do I want to be doing? (This

may be evolutionary or “more of the same”.)

Development Plan (Setting Objectives) (continued)

What do I want /

need to learn?

What will I do to

achieve this?

What resources or

support will I

need?

What will my

success criteria

be?

Target dates for

review and

completion

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This record sheet is for your guidance only - you may present your development

record in any other format

Development Record (Record Learning)

Development Record

Name: Membership

number:

Covering the

period from:

To:

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Development Record (Record learning) (continued)

Key dates What will you do? Why? What did you

learn from this?

How have / will

you use this? Any

further action?