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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.
Copyright © 2017 Active IQ Ltd. Not for resale | 5
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
6 | Copyright © 2017 Active IQ Ltd. Not for resale
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)
Copyright © 2017 Active IQ Ltd. Not for resale | 7
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)
8 | Copyright © 2017 Active IQ Ltd. Not for resale
Record of Achievement
Unit Name Date Completed
Assessor Signature
IV Signature (if sampled)
Date EV Signature (if
sampled)
Date
Mandatory
Optional Units
Copyright © 2017 Active IQ Ltd. Not for resale | 9
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.
Copy
right
© 2
017
Activ
e IQ
Ltd
. Not
for
resa
le
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
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right
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017
Activ
e IQ
Ltd
. Not
for
resa
le |
13
Copy
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
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right
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e IQ
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for
resa
le |
19
Copy
right
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017
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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
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right
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e IQ
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resa
le |
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Copy
right
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017
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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
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t ac
cred
itatio
n no
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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
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right
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e IQ
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resa
le |
23
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right
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017
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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:
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right
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e IQ
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resa
le |
25
Active IQ Westminster HouseThe Anderson CentreErmine Business Park Huntingdon PE29 6XY
T 01480 467 950F 01480 456 [email protected]
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.
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
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right
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e IQ
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resa
le |
1
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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 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
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e IQ
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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
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016
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e IQ
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. Not
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resa
le |
5
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right
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016
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e IQ
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. 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.
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e IQ
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resa
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right
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e IQ
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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
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e IQ
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resa
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e IQ
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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:
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right
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e IQ
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for
resa
le |
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right
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016
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e IQ
Ltd
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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
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e IQ
Ltd
. Not
for
resa
le |
13
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right
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016
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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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e IQ
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resa
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e IQ
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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 |
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right
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016
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e IQ
Ltd
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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
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016
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e IQ
Ltd
. Not
for
resa
le |
19
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right
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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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e IQ
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resa
le |
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right
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e IQ
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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:
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e IQ
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resa
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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
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e IQ
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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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e IQ
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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
3.4Adheretoorganisationalpoliciesandprocedures,legalandethicalrequirements
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:
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right
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e IQ
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resa
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e IQ
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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.
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right
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e IQ
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resa
le |
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right
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e IQ
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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
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e IQ
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e IQ
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resa
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2.6Adheretoorganisationalpoliciesandprocedures,legalandethicalrequirements
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:
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right
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e IQ
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resa
le |
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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
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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
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Copyright©2016ActiveIQLtd.Notforresale
2. Beabletogatherand
storeinformation
2.1Gathertheinformationrequiredwithintheagreedtimescale
2.2Storefilesandfoldersinaccordancewithorganisationalprocedures
2.3Storeinformationinapprovedlocations
2.4Adheretoorganisationalpoliciesandprocedures,legalandethicalrequirements
3. Beabletoretrieve
information
3.1Confirminformationtoberetrievedanditsintendeduse
3.2Retrievetherequiredinformationwithintheagreedtimescale
Evi
denc
e R
equi
rem
ents
Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment
crite
ria.
Sim
ulat
ion
Simulationisnotallowed.
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|
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Copyright©2016ActiveIQLtd.Notforresale
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
Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment
crite
ria.
Sim
ulat
ion
Simulationisnotallowed.
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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.
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ow d
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Ass
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r’s
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atur
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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
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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
4.6Adheretoorganisationalpoliciesandprocedures,legalandethicalrequirements
whenprovidingcustomerservice
5. Beabletosupport
improvementsto
customerservice
delivery
5.1Identifywaysthatcustomerservicecouldbeimprovedforanorganisationand
individuals
5.2Shareinformationandideaswithcolleaguesand/orservicepartnerstosupport
theimprovementofservicedelivery
Evi
denc
e R
equi
rem
ents
Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment
crite
ria.
Sim
ulat
ion
Simulationisnotallowed.
Assessorfeedback
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ow d
etai
l why
, as
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esso
r, y
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l the
lear
ner
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achi
eved
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it
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esso
r’s
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atur
e:
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ate:
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re:
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e:
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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
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ow d
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lear
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eved
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it
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esso
r’s
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atur
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ate:
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e:
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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
2.8Adheretoorganisationalpoliciesandprocedures,legalandethicalrequirements
whenresolvingcustomerserviceproblems
3. Beabletomanage
unresolvedcustomer
serviceproblems
3.1Explaintocustomersthereasonswhyproblemscannotberesolved
3.2Refercustomerstoothersourcesofhelpiftheirproblemscannotberesolved
Evi
denc
e R
equi
rem
ents
Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment
crite
ria.
Sim
ulat
ion
Simulationisnotallowed.
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ow d
etai
l why
, as
the
ass
esso
r, y
ou fee
l the
lear
ner
has
achi
eved
thi
s un
it
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esso
r’s
sign
atur
e:
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ate:
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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
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3. Beabletocarryout
businessnegotiations
3.1Carryoutnegotiationswithinresponsibilitylimitsinawaythatoptimises
oppo
rtun
ities
3.2Adapttheconductofthenegotiationinaccordancewithchangingcircumstances
3.3Maintainaccuraterecordsofnegotiations,outcomesandagreementsmade
3.4Adheretoorganisationalpoliciesandprocedures,andlegalandethical
requirementswhencarryingoutbusinessnegotiations
Evi
denc
e R
equi
rem
ents
Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment
crite
ria.
Sim
ulat
ion
Simulationisnotallowed.
Assessorfeedback
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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:
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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
Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment
crite
ria.
Sim
ulat
ion
Simulationisnotallowed.
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ssor
feed
back
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elow
det
ail w
hy,
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he a
sses
sor,
you
fee
l the
lear
ner
has
achi
eved
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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
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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
Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment
crite
ria.
Sim
ulat
ion
Simulationisnotallowed.
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:
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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
2.9Adheretoorganisationalpoliciesandprocedures,legalandethicalrequirements
whendealingwithcustomers’complaints
Evi
denc
e R
equi
rem
ents
Evidenceforthisunitshouldbegeneratedandcollectedthroughperformanceunderworkplaceconditions.Thisincludestheknowledge-basedlearningoutcomesandassessment
crite
ria.
Sim
ulat
ion
Simulationisnotallowed.
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ow d
etai
l why
, as
the
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esso
r, y
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l the
lear
ner
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eved
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s un
it
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esso
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ate:
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e:
Active IQ Westminster HouseThe Anderson CentreErmine Business Park Huntingdon PE29 6XY
T 01480 467 950F 01480 456 [email protected]
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.
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