The 'go to' person

The compulsory requirements for this Open Badge are:

• e-learning module HRM for managers + accompanying exam.

• e-learning module Intercultural leadership + accompanying exam.

• e-learning module Feedback skills + accompanying exam.

• personality scan (assessment) Conflict management including report

General competencies

By completing the aforementioned compulsory elements of this block, the badge owner has displayed the ability to manage his/her own progress through the module and to successfully plan and complete the required elements detailed below.

Learning objectives e-learning module: HRM for managers

After completing the e-learning on HRM for managers, the badge owner has achieved the following learning objectives.

• Is able to describe why HR is seen as the driving force of an organisation.

• Can explain how the field of HR has evolved over recent years.

• Can describe the relationship between HR and 21st century skills.

• Can list the tasks that are carried out by an HR department and how these tasks relate to management.

• Can define the term ‘soft skills’ and give examples of the most commonplace soft skills relating to HRM.

• Is able to summarise some of the most significant current trends that could shape future developments in the field of HRM and can describe the future of HR from the perspectives of three famous HR thinkers: Dave Ulrich, Josh Bersin and Lynda Gratton.

• Is able to explain the impact of HR on management practices according to Lazlo Bock and Patty McCord.

• Can define 'talent' and explain what it means in terms of HRM.

• Has an understanding of the steps involved in talent management and can explain why this concept is so important.

• Can describe Gagné's approach to giftedness and talent.

• Can explain how the JDR model works and how it relates to employee engagement.

• Can describe the significance of Jennings' 70-20-10 model and how it relates to HR and learning at work.

• Understands Dan Pink's view of 'the puzzle of motivation'.

• Is able to use Tuckman's model to describe how teams work and define which aspects of team dynamics are important to employee motivation and participation.

• Is able to use Belbin's model to explain why team roles are so important in establishing good working relationships within teams.

• Can explain how the efficiency of multinational teams can be increased by focusing on the methods of communication used between different cultures.

• Can describe what is meant by high performing teams and high performing organisations.

• Has an understanding of the basic principles of data analysis and can define HR analytics (people analytics).

• Is able to identify the trends within people analytics and summarise why HR analytics and HR metrics are useful management tools.

• Can explain Bersin's approach to HR analytics and people analytics.

• Can describe Google's approach of using data to make better 'people decisions'.

• Is able to summarise the responsibilities of a manager in ensuring happiness at work.

• Can list the potential pitfalls of power and the potential dangers of managers abusing their power.

• Is able to explain how Kotter's approach to change management relates to the field of HRM.

• Can summarise the basic elements of a selection interview, including the most important things you should and shouldn't do.

• Is able to differentiate between a performance review and a performance appraisal and describe how these two essential tools of performance management can be used to create a constant cycle of development and improvement.

• Can explain why an exit interview is so important and summarise how it should be structured.

• Can list the warning signs of absenteeism from the perspective of the manager.

• Is able to explain how to coach an employee, using the SMART and GROW methods.

• Can describe the mediation process and when mediation should be used, and recognise signs of resistance to the mediation process.

• Is able to define empathy and give concrete examples of how empathy can be developed as a skill.

• Can describe Google's approach to recognising good managers and improving management practices.

Learning objectives e-learning module: Intercultural leadership

After completing the e-learning on effective management and IT, the badge owner has achieved the following learning objectives.

• Is able to define culture.

• Can explain the concept of the cultural iceberg and list which aspects of culture fall into the different levels of culture.

• Can differentiate between ethnocentrism and cultural relativity.

• Knows the importance of language in terms of intercultural communication.

• Is able to give examples of intercultural differences in social etiquette.

• Recognises the importance of being culturally aware, both when doing business with other countries and when working with intercultural teams within an organisation.

• Can explain why it is essential to carry out thorough research before doing business in another country.

• Is able to explain why people find it difficult to accept other cultural standards.

• Can give examples of acceptable cultural etiquette between cultures.

• Knows how to go about increasing cultural awareness.

• Is able to list Geert Hofstede's six cultural dimensions and describe the characteristics of the extremes of each dimension.

• Is able to summarise the differences between the extremes of each cultural dimension and give examples of behaviour that is characteristic to each.

• Can give examples of countries that exhibit high levels or low levels of each of the cultural dimensions.

• Understands how to interpret Hofstede's model to categorise his/her own country within the dimensional scales.

• Understands the basic theory behind the Lewis model and how its approach differs to that of Hofstede.

• Is able to summarise Erin Meyer's five cultural dimensions relating to workplace dynamics.

• Can describe several aspects of cultural differences that should be taken into account when organising cross-cultural meetings.

• Can list the do's and don'ts for managers working with intercultural teams.

• Is able to describe several different cultural standards for using business cards.

• Can describe how managers can help develop a more global mindset on the work-floor.

Learning objectives e-learning module: Feedback skills

After completing the e-learning on Feedback skills, the badge owner has achieved the following learning objectives.

• Is able to describe what is meant by feedback;

• Is able to describe the difference between positive and negative feedback;

• Can explain why giving negative feedback can lead to a tense situation;

• Can describe how preconceived judgements can influence feedback;

• Can explain why communication is important when giving and receiving feedback;

• Is able to describe the SBI model.

Certificate

As a result of achieving these objectives, the badge owner has passed the accompanying exams, each consisting of 30 questions with a minimum pass requirement of 70% and received a certificate for each e-learning as proof of learning.

Assignment conflict management PDP

The badge owner has interpreted the results of his/her conflict management scan (assessment) and applied this knowledge in order to identify several areas for improvement. The badge owner is also able to apply these insights to practical situations by describing real-life examples of the behaviour or skill in question. The badge owner’s improvement objectives demonstrate that he/she is able to formulate SMART goals. The badge owner has compiled an improvement plan for the coming months and has therefore demonstrated the ability to select realistic objectives and distinguish between character traits as strengths and weaknesses.

Assignment Case studies

The badge owner has examined two case studies relating to HRM; one detailing an issue of unfair pay, and one about attitude issues. In answering the questions based on these case studies the badge owner has demonstrated the ability to apply theoretical knowledge to challenging, practical situations in the workplace.