Leadership and Management
Certificate
Level 3
Candidate Handbook
Individual Learner Route
GWA Training and Development
Institute of Leadership and Management
Leadership and Management Programme
ILM Level 3 Certificate
Candidate Handbook – Individual Learner Route
Welcome to the GWA Leadership and Management– Level 3 Certificate Programme. We’re
glad you chosen to work with us and look forward to helping you develop and improve your
knowledge and skills in leadership and management
This Candidate Handbook describes your ‘learner journey’ through the programme and
provides everything you need to know about the course and the associated ILM
qualification.
Contents
Page
Introducing the Individual Learner Route
4
Leadership and Management Certificate Level 3– Programme Overview
7
Leadership and Management Certificate Level 3– Your Learner Journey
8
Important Information for Your Course
 Dates
 Fees
9
Leadership and Management Certificate Level 3– Qualification Details
11
ILM Unit Details
14

Module 1: Introducing Leadership and Management
o

Module 2: Managing People
o

16
ILM Unit 8600-310 Understanding How to Motivate to Improve Performance
Module 3: Leading Teams
o

15
ILM Unit 8600-308 Understanding Leadership
17
ILM Unit 8600-309 Understanding How to Establish an Effective Team
Module 4: Managing Projects and Tasks
18
o ILM Unit 8600-303 Planning and Allocating Work, or
o ILM Unit 8600-320 Managing Workplace Projects

Module 5: Key Leadership and Management Skills – choice of two from the
following:
o
o
o
o
o
o
o
o
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20
ILM Unit 8600-301 Understanding Innovation and Change in an Organisation
ILM Unit 8600-302 Planning Change in the Workplace
ILM Unit 8600-305 Contributing to Innovation and Creativity in the Workplace
ILM Unit 8600-213 Understanding Conflict Management in the Workplace
ILM Unit 8600-313 Understanding Stress Management in the Workplace
ILM Unit 8600-318 Understanding Quality Management in the Workplace
ILM Unit 8600-326 Understanding the Communication Process at Work
ILM Unit 8600-327 Understanding Negotiation and Networking in the Workplace
GWA Ltd: HB LAM L3 ILR Candidate Handbook
o

ILM Unit 8600-334 Understanding and Developing Relationships in the Workplace
Assignment 6: Individual Project
o
o
29
ILM Unit 8600-300 Solving Problems and Making Decisions
ILM Unit 8600-307 Giving Briefings and Making Presentations
How to Submit
31
Registration Process
34
Advice and Support
35
The Institute of Leadership and Management – an Overview
36
Important Bits
 Internal Quality Assurance Process
 GWA ILM Submission Process
 Appeals Procedure
 Equal Opportunities Statement
 Health and Safety Statement
37
39
40
41
41
About Goodman Wilkinson Associates
 Meet the Team
 Contact Details
42
43
Reviewed January 2014
© January 2014 GWA Ltd
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GWA Ltd: HB LAM L3 ILR Candidate Handbook
Introducing the Individual Learner Route
What’s it all about?
At GWA we’ve been running face to face traditional training courses for more than fourteen years
and whilst we know that these are very popular and a highly effective way of learning we recognise
that not everyone can commit to a three, four day or more training event. So we’ve developed an
Individual Learner Route programme which allows people to study at a pace more appropriate to
their own needs without the requirement to attend traditional taught workshops.
How Does It Work?
We’ve structured the programme so that it runs, on a rolling basis, over 12 weeks. We like to meet
up with you at the beginning of the course, once in the middle and again at the end, but these are
the only face to face timetabled commitments we ask you to attend. Throughout the rest of the
programme you work through the course from any location which is convenient to you.
We provide you with a variety of learning opportunities including:
 guided reading
 web-based and individual research
 on-line videos
 webinars
 hangouts
 personal learning workbook
 reflective activities
and access to an on-line learning community, message boards etc so that you can connect in with
the programme team and with other people who are doing the course alongside you.
Although you can work through the course at your own pace experience tells us that people find
deadlines and milestones helpful – so we’ve retained a fairly rigid timetable releasing new learning
materials on a weekly basis, associated with appropriate assignment submission dates timetabled
throughout the 12 weeks.
What Does it Look Like?
To obtain an ILM Certificate at Level 3 you are required to gain 13 credits across a range of ILM units.
We’ve constructed this course so that it covers a minimum of 8 units which will provide you with 13
credits and we’ve parcelled these units into six modules as follows:
Module 1 – Leadership and Management
Module 2 – Managing People
Module 3 – Leading Teams
Module 4 – Managing Projects and Tasks
Module 5 – Leadership and Management – Key Skills
Module 6 – Individual Project
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What Does a Typical Module Look Like?
We structure the course modules using this framework:
1. An overview of the learning outcomes – what we think you’ll get out of this module
2. A range of guided learning materials for you to look at which might include reading, on-line
videos, web page articles, case studies etc
3. Reflective activities including personal questionnaires and things for you to try out in your
workplace
4. Review Questions (which form the unit assessment)
5. A summary of the key learning points
6. Further material to explore
How Much Time Will I Need to Give to This?
You’ll be covering eight units over 12 weeks and, on average ILM recommends that candidates
spend approximately eight guided learning hours on each unit. This amounts to a potential total of
64 hours for the whole programme, which, averaged out over 12 weeks, is approximately five hours
per week. Obviously this is only a guide, some people take longer, some people are quicker, it
depends on many variables including the units you choose to do as well as your own personal
approach to learning.
How Am I Assessed?
Throughout the course there are a number of assessment points – each one connected to an ILM
unit. The majority of the assessment is based on self reflective activity and will usually ask you to
think about appropriate theories and discuss/assess how you can use these ideas in your own real
life situations. We don’t ask you to write theoretical essays but we do want to know how you can
and will apply your learning to your own workplace and to real life situations.
What Support Do I Get?
The GWA course team is available to help and support you throughout the programme and each
candidate is entitled to a certain amount of tutorial support. Most of this we do over the phone, via
email, on message boards etc – so if you need some help don’t just sit there – give us a call or drop
us an email. You’ll also find that all assignments include a degree of written feedback so you’ll also
get support and guidance here too.
Do I Have to Be Managing a Team to do This Course
Simple answer – no! ILM programmes are designed to develop and encourage new skills and
abilities and are suitable both for those already working in these roles as well as those who are
aspiring to work in a leadership and management role.
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When Can I Start?
GWA runs these programmes 3 times a year – so you should never be more than a few weeks away
from the start of the next programme!
This should give you a good overview of the Individual Learner Route through the
Leadership and Management Level 3 Certificate Programme, please read on to find out
more details about the course and the qualification…
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Leadership and Management Certificate – Level 3
Programme Overview
The Leadership and Management training programme develops the leadership and management
skills of first line managers and those who have supervisory responsibility for others and will equip
you with the skills, knowledge and behaviours to lead and successfully develop teams. The
programme consists of six modules delivered over 12 weeks:
Week 1
Programme Introduction and Personal Development Planning
 Programme introduction
 Induction to ILM and the Level 3 Certificate
 Personal action planning
Week 2
Module 1: Introducing Leadership and Management
 The management role in context
 Qualities of management and leadership
 Leadership styles
Weeks 3 and 4
Module 2: Managing People
 Understanding what motivates others
Weeks 5 and 6
Module 3: Leading Teams
 Understanding team dynamics
 Team roles
 Establishing and building the team
Weeks 7 and 8
Module 4: Managing Projects and Tasks
 Planning and allocating work
Weeks 9 and 10
Module 5: Key Leadership Skills
A choice of the following topic areas:
 Communication skills
 Innovation and creativity
 Change
 Quality
 Negotiation and networking
 Developing professional relationships
Weeks 11 and 12
Module 6: Individual Project




Problem solving
Creative thinking
Making decisions
Analysing issues
 Project presentations and action planning
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Leadership and Management Certificate – Level 3
The ‘Learner Journey’
Pre Course
Work
Induction
•read the Candidate Handbook
• attend the Leadership and Management Programme Induction Session
•read the Candidate Learning Log: learning styles/time management/assessment/attendance/baselines
•choose your route through the modules - which topics would you like to study and onfirm with GWA that you would like to
register with ILM
Module 1
work through the study materials for Module 1: Introducing Leadership, and complete assignment 8600-308
Introducing Leadership
•tutor feedback on your first assignment
Module 2
•work through the study materials for Module 2: Managing People, and complete assignment 8600-310
Understanding How to Motivate to Improve Performance
•tutor feedback on your second assignment
Module 3
•work through the study materials for Module 3: Leading Teams, and complete assignment 8600-309
Understanding How to Establish an Effective Team
•tutor feedback on your third assignment
•
Module 4
Module 5
Module 6
Project Day
Programme
Completion
Page 8
•work through the study materials for Module 4: Managing Projects and Tasks, and complete chosen assignment
•tutor feedback on your fourth assignment
•work through the study materials for Module 5: Key Leadership Skills, and complete your chosen assignment
•tutor feedback on your fifth and sixth assignments
•work through the study materials for Module 6: Individual Project and complete assignments 8600-300 Problem
Solving and Making Decisions and 8600-307 Giving Briefiings and Making Presentations. Prepare your individual
project presentation
•attend the Project day
•Present your project to the Course Team and your programme colleagues
•tutor feedback on your final assignments (seventh and eighth)
•GWA confirm your successful completion of the Leadership and Management Certificate
•ILM issue your certificate - GWA send this to you
•Celebrate
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Important Information for Your Course
Important Dates
The following dates are very important, please make sure that you remember them and meet the
deadlines.
GWA Course Reference Number
GWA ILR01
Week 1 Introduction and Personal Development
wc 13th January 2014
Week 1 Induction Workshop (2.00pm – 4.30pm)
14th January 2014
Week 2 Module 1 Introducing Leadership and Management
wc 20th January 2014
Submission Date
Assignment 1: ILM Unit 8600-308 Understanding Leadership
26th January 2014
Weeks 3 and 4 Module 2 Managing People
Submission Date
Assignment 2: ILM Unit 8600-310 Understanding How t Motivate
to Improve Performance
Weeks 5 and 6 Module 3 Leading Teams
Submission Date
Assignment 3 ILM Unit 8600-309 Understand How to Establish an
Effective Team
Weeks 7 and 8 Module 4 Managing Projects and Tasks
Submission Date
Assignment 4 ILM Unit 8600-303 Planning and Allocating Work or
ILM Unit 8600-320 Managing Workplace Projects
Week 9 Module 5 Key Leadership Skills – Part 1
Submission Date
Assignment 5: ILM Unit Option 1
Week 10 Module 5 Key Leadership Skills – Part 2
Submission Date
Assignment 6: ILM Unit Option 2
Weeks 11 and 12 Module 6 Individual Project
Week 12 Project Presentation Workshop
Submission Date Assignment 7
ILM Unit 8600-300 Solving Problems and Making Decisions
ILM Unit 8600- Giving Briefings and Making Presentations
wc 27th January 2014
9th February 2014
wc 10th February 2014
23rd February 2014
wc 24th February 2014
9th March 2014
wc 10th March 2014
16th March 2014
wc 17th March 2014
23rd March 2014
wc 24th March 2014
To be confirmed
6th April 2014
Candidates who meet the Submission Deadline dates will have their work marked and returned to
them within three weeks of the specified Submission Date. (GWA marking days are usually
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timetabled to be the Monday following a Friday deadline and all work received on the Friday will be
distributed to assessors for marking).
Whilst GWA is flexible in allowing extensions please be aware that failing to meet the deadlines will
potentially delay the marking of your work and possibly your completion of the course.
Course Completion Date (SORs sent to ILM)
30 April 2014
This is the final day of the course. Schedules of Results (SORs) for this course will be sent to ILM on
this date. All candidates who have met the deadlines, and who successfully complete the
assignments will be included. Certificates are issued by ILM shortly after receipt of the SORs from
GWA.
If you have successfully completed all assignments by this date you will receive the full ILM Level 3
Certificate in Leadership and Management. If you have completed some, but not all of the
assignments we shall claim the units which you have achieved. This will not constitute the entire
certificate but will count towards it and should you successfully complete all assignments at a later
date (within the 3 years of your registration) you will receive the full certificate.
The GWA Archive date for this programme is 31 October 2014
Fee Information
The cost of this course is £580 per individual which is broken down as follows:
GWA Fee
This covers all learning materials, programme delivery, candidate administration and
tutor support
£275.00
ILM Registration Fee
8600-21 Leadership and Management Level 3 Certificate
£105.00
Assessment Fee
This includes marking and verification at a cost of £20 per script, plus verification fees
£200.00
(figures accurate as of January 2014 and are subject to review)
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Leadership and Management Certificate – Level 3
Qualification Details
Working with the Institute of Leadership and Management (ILM) we are able to offer participants
the opportunity to achieve recognition for their learning in the form of a nationally recognised
qualification, the Certificate in Leadership and Management, Level 3.
“This qualification is ideal for learners that have management responsibilities but no
formal training, and are serious about developing their abilities. It's particularly suited to
practising team leaders seeking to move up to the next level of management, and
managers who need to lead people though organisational change, budget cuts or other
pressures
Results for learners





Learners gain a range of key management skills
Put new skills into practice in own role
Build leadership capabilities
Motivate and engage teams, manage relationships confidently
Develop leadership skills using own knowledge, values and motivation
Impact for employers




Effective and confident first-line managers
Better relationships and communication in teams
Measurable results: workplace-based assessment ensures new skills are
effectively transferred to employer's business
A broad range of optional units – qualification can be tailored to organisation's
learning and development needs
Focus on the skills learners need
Learners can take this qualification as a concise Award, a broader Certificate or a
comprehensive Diploma. The units in this qualification fall into seven broad areas.
These are:
 core management skills – such as understanding how to organise and delegate
 ability to perform management tasks – manage projects, lead meetings
 team leadership – for example, how to motivate people to improve
performance
 change and innovation – plan and manage change, create a culture of
innovation
 a full range of communications skills
 managing people and relationships – negotiation, networking, building
relationships
 leadership – understand leadership, use action learning to develop your
leadership capabilities.”
ILM website 2012
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“ILM’s comprehensive Knowing-Being-Doing framework recognises and maps the fundamental
management and leadership capabilities at all levels in an organisation.” IILM website – 2014
Knowing –key competencies: Self-management, team building and performance management skills;
information processing skills; an awareness of customers and their requirements, organisational
policies and procedures, and inter-personal dynamics.
Doing – able to: Provide leadership to an operational plan and manage workload; communicate
plans and objectives and build engagement; manage individual and team performance; support and
lead change projects; initiate improvement.
Being – demonstrated by: Team leaders and managers who are aware of their own goals and
aspirations. They inspire others to perform beyond their limits and have strong abilities to self
manage.
ILM Leadership and Management Certificate - Qualification Overview
Credit value
13 credits
Direct Learning
a minimum of 64 hours
Structure
induction - two hours in total, delivered on day one of the programme
and in the Candidate Handbook
tutorial support – up to four hours
content - eight ILM units
Assessment
8 assignments covering eight units @ 13/14 credits
Entry requirements: There are no formal entry requirements but participants will normally be
practising or aspiring first line managers with the opportunity to meet the assessment demands and
have a background that will enable them to benefit from the programme
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What does ‘Level 3’ mean and what is it equivalent to?
The National Qualifications Framework is a credit transfer system developed for qualifications in
England, Wales and Northern Ireland. This means that this qualification can be compared and
aligned with other qualification.
There are nine qualification levels as represented in this diagram:
Wikipedia provides the following description for level 3:
“Level 3 qualifications recognise the ability to gain, and where relevant apply a range
of knowledge, skills and understanding. Learning at this level involves obtaining
detailed knowledge and skills. It is appropriate for people wishing to go to university,
people working independently, or in some areas supervising and training others in
their field of work.”
http://en.wikipedia.org/wiki/National_Qualifications_Framework
For more information on the National Qualifications Framework visit:
http://www.direct.gov.uk/en/EducationAndLearning/QualificationsExplained/DG_10039017
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ILM Unit Assessment Details
To provide you with both structure and flexibility we designed to programme which combines core
units, which we think are appropriate for all candidates, and a range of optional choices so that you
can choose what best suits your interests and needs.
The Core Units
Modules 1, 2, 3 and 6 cover the core units as follows:
Unit
Unit Name
Number
8600-308
Understanding Leadership
8600-310
Understanding How to Motivate to Improve Performance
8600-309
Understanding How to Establish an Effective Team
8600-300
Solving Problems and Making Decisions
8600-307
Giving Briefings and Making Presentations
Total credits for the core units
Credit
Value
2
2
1
2
2
GL
Hours
6
9
5
9
4
9
The Optional Units
Module 4 provides a choice of the following two units
Credit
Value
2
2
Unit Number Unit Name
8600-303
Planning and Allocating Work
8600-320
Managing Workplace Projects
Total credits for this optional unit
GL
Hours
9
7
2
To complete Module 5 you must choose two units from the following table – with at least one unit
coming from Column A, contributing 3 or 4 credits depending on which ones you choose
Column A (2 credit units)
Unit No.
Name
8600-301
8600-302
8600-305
8600-318
8600-326
8600-334
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Understanding Innovation and
Change in an Organisation
Planning Change in the
Workplace
Contributing to Innovation and
Creativity in the Workplace
Understanding Quality
Management in the Workplace
Understanding the
Communication Process at
Work
Understanding and Developing
Relationships in the Workplace
GLH
Column B (1 credit units
Unit No.
Name
9
8600-213
Understanding Conflict
Management in the
Workplace
4
8600-313
Understanding Stress
Management in the
Workplace
7
8600-327
Understanding Negotiation
and Networking in the
Workplace
6
9
9
6
7
8
GLH
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 1: Introducing Leadership and Management
ILM Unit 8600-308 Understanding Leadership
Credit value:
2
Learning outcomes (the learner will)
1
Understand leadership styles
Unit guided learning hours
6
Assessment criteria (the learner can)
1.1
Describe the factors that will influence the
choice of leadership styles or behaviours in
workplace situations
1.2
Explain why these leadership styles or
behaviours are likely to have a positive or
negative effect on individual and group
behaviour
2
Understand leadership qualities and
review own leadership qualities and
potential
2.1
Assess own leadership behaviours and
potential in the context of a particular
leadership model and own organisation’s
working practices and culture, using feedback
from others
2.2
Describe appropriate actions to enhance own
leadership behaviour in the context of the
particular leadership model
Indicative Content:
1
 The qualities of leadership
 The leader – roles and responsibilities
 Differences and similarities between leadership and management, and the need for each of
them
 Range of at least three leadership models (such as trait, contingency, situational,
distributive, servant oblique leader, transactional/transformational) and their significance
for task performance, culture and relationships
 Leadership behaviours and the sources of power
2
 Identification, development and appropriate choice of personal leadership styles and
behaviours
 The role of trust and respect in effective team leadership
 Supervised practice or simulation to develop the ability to apply knowledge and skills
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Module 2: Managing People
ILM Unit 8600-310 Understanding How to Motivate to Improve Performance
Credit value:
2
Learning outcomes (the learner will)
1
2
Understand the factors that
influence motivation levels in the
workplace
Understand how a theory of
motivation can be used to improve
performance levels
Unit guided learning hours
9
Assessment criteria (the learner can)
1.1
Define the term motivation
1.2
Describe the factors that may affect motivation levels in the
workplace
1.3
Explain how individual differences affect levels of motivation
in the workplace
1.4
Explain the potential impact on organisational performance if
employee motivation levels are low
2.1
Describe a recognised theory of motivation
2.2
Describe ways in which knowledge of a theory of motivation
can be used to improve performance in the workplace
2.3
Explain how to use employee engagement to increase
motivation levels
Indicative Content:
1



Basic theories of motivation and their application to teams and individuals
Overview of the factors influencing behaviour at work
Styles and patterns of behaviour at work
2



Range of techniques to motivate individuals and monitor performance
Positive approaches to offset negative attitudes in the workplace
Employee engagement policies and practice
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Module 3: Leading Teams
ILM Unit 8600-309 Understanding How to Establish an Effective Team
Credit value:
1
Unit guided learning hours
5
Learning outcomes (the learner will)
Assessment criteria (the learner can)
1
1.1
Explain the benefits of effective working relationships in
developing and maintaining the team
1.2
Describe behaviours which could develop and maintain
trust at work
1.3
Explain the role of communication in developing
effective team working
2.1
Explain the differences between a group and a team
2.2
Describe the stages of an established model of group
formation
2.3
Explain how a manager could benefit from knowing
team members’ preferred roles as defined in an
established team role model
2
Understand how to develop and maintain
effective working relationships
Understand how to build a team
Indicative Content:
1
2








The nature of formal and informal working relationships
Role of open communications and the need to keep people informed, in creating effective working
relationships
Range of internal and external contacts
Differences between people, and the effects on relationship building
Differences in organisational culture, and the effects on relationship building at work
Social skills appropriate to the workplace
Range of behaviours which develop, maintain and destroy trust at work
The importance of maintaining confidentiality in the workplace




Characteristics of groups and teams – the differences, examples within the workplace
Tuckman’s theory of group formation
How to identify team roles (e.g. Belbin) and the uses and implications for managers
Building a balanced team to achieve objectives
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Module 4: Managing Projects and Tasks
(Option 1)
ILM Unit 8600-303 Planning and Allocating Work
Credit value:
2
Learning outcomes (the learner will)
1
2
3
Know how to plan work in the
workplace
Know how to allocate work to
team members
Understand how to improve the
performance of a team in
delivering to plan
Unit guided learning hours
9
Assessment criteria (the learner can)
1.1
Identify organisational targets relevant to the team
1.2
Set SMART objectives for the team to achieve the targets
1.3
Use a technique to plan to achieve the objectives
1.4
Explain how to monitor and control a planned activity
2.1
Identify resources required to complete a planned activity
2.2
Explain how to allocate work to team members
2.3
Explain how to assess and support team performance in
achieving objectives
3.1
Identify a possible cause of variance from a planned activity
3.2
Identify actions to overcome causes of variance
3.3
Explain how to involve team members in identifying ways to
improve performance to meet objectives
Indicative Content:
1






2
3



The role and purpose of objectives and targets
Links between organisational and team objectives
Setting SMART work targets
Performance measurement
Planning techniques appropriate to small scale planning e.g. action planning, task/work/production
schedules, timetables, rotas etc
Monitoring and control techniques and records

Effective methods of communication to give instructions
Types of quality standards and their purpose
Methods to monitor actual performance against production targets and time-scales, and identify
variances
Ways to ensure team members understand monitoring systems



Recording outputs and variances
Techniques for identifying causes of underperformance
Corrective and remedial actions for underperformance
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Module 4: Managing Projects and Tasks
(Option 2)
ILM Unit 8600-320 Managing Workplace Projects
Credit value:
2
Learning outcomes (the learner will)
1
2
Know how to manage a simple
workplace project
Understand the financial and nonfinancial implications of a workplace
project
Unit guided learning hours
7
Assessment criteria (the learner can)
1.1
Identify a simple workplace project
1.2
Use a simple tool for determining the financial viability
of the project
1.3
Produce a project plan using an appropriate project
planning technique
1.4
Set objectives and targets/milestones to monitor
performance and review plans within the project
1.5
Use a project evaluation technique to evaluate the
project
2.1
List areas where net savings can be achieved as a result
of the workplace project
2.2
Identify wider non-financial implications that can result
from the workplace project
Indicative Content:
1





Basic project design principles
Simple tools for financial appraisal of projects
Project planning techniques (Gantt charts, Flow charts, Network planning)
Use of objectives and targets/milestones to monitor performance and review plans
Project evaluation and review techniques
2

Non-financial costs and benefits of change (social, environmental, human elements)
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Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-301 Understanding Innovation and Change in an Organisation
Credit value:
2
Learning outcomes (the learner will)
1
2
3
Understand innovation and change in
an organisation
Understand how to plan, monitor and
review the implementation and
communication of innovation and
change in an organisation
Understand the effects of innovation
and change on people and teams in an
organisation
Unit guided learning hours
9
Assessment criteria (the learner can)
1.1
Explain the benefits of innovation and change for the
organisation
1.2
Identify the barriers to change and innovation in the
organisation
1.3
Explain practical ways of overcoming these barriers
2.1
Describe which planning, monitoring and review
techniques could be used to manage innovation and
change
2.2
Explain why communication is important in successful
implementation of innovation and change
3.1
Explain possible human effects of innovation and
change upon people and teams in an organisation
Indicative Content:
1
 The benefits of change and the consequences of not changing
 The role of change in the survival and prosperity of organisations
 Concepts of creativity and innovation and their significance for organisational success and change
management
 Barriers to change and innovation – how to identify them and other difficulties in implementing change
 Means of overcoming barriers and difficulties including unfreezing and freezing techniques
2
 Methods to monitor and control progress of innovation and change against plan, including use of Gantt
charts, network planning
 The role of communication in successful implementation of innovation and change
3
 Change fatigue and its adverse effects
 Ways to organise and co-ordinate resources and activities to achieve planned innovation and change
 Direct and indirect aspects of innovation and change – human and financial effects upon other people,
departments and organisations
Page 20
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-302 Planning Change in the Workplace
Credit value:
2
Learning outcomes (the learner will)
Unit guided learning hours
9
Assessment criteria (the learner can)
1
Understand the forces for change in
an organisation
1.1
Identify the forces that may require own organisation to
change by conducting a simple PESTLE or SWOT analysis
2
Know how to identify and plan
change in an organisation
2.1
Give an example of change required in the workplace
reflecting the SWOT or PESTLE analysis
2.2
Identify relevant human and financial factors in the
consideration of planning change within the context of the
example given
2.3
Explain how to communicate with and involve people to
facilitate effective change
2.4
Use a technique for planning change within the given context
Indicative Content:
1


PESTLE analysis
Organisational SWOT analysis
2





The principles of change management
Methods of planning for change
Use of Gantt charts, network planning as tools for planning change
Identification of human and financial factors in the consideration of change
The importance of communication and involving people to facilitate effective change
Page 21
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-305 Contributing to Innovation and Creativity in the Workplace
Credit value:
2
Learning outcomes (the learner will)
1
Understand what innovation is
2
Understand the different types of
innovation and their application
within an organisation
3
Understand the drivers of
innovation
Unit guided learning hours
Assessment criteria (the learner can)
1.1
1.2
1.3
2.1
2.2
Describe what is meant by innovation
Identify examples of recent innovation
Describe the difference between innovation and creativity
Describe different types of innovation
Explain where the different types of innovation could be typically
applied within an organisation
3.1
3.2
Explain how external influences impact on the organisation
Explain the drivers within the organisation that will promote and
encourage innovation
Identify key influences that would promote innovation in the team
3.3
4
Understand the conditions that
promote and hinder innovation in
the workplace
5
Understand the use of creative
thinking in innovation
6
Understand the innovation process
7
Understand how to implement and
measure the impact of innovation
9
4.1
4.2
4.3
5.1
5.2
6.1
6.2
6.3
6.4
6.5
7.1
7.2
Explain what organisational culture is
Explain how an organisation’s culture can support and hinder
innovation
Identify barriers to innovation
Identify examples of creative thinking in business
Compare creative thinking techniques that will enable innovative
thinking in the team
Explain the process of innovation
Describe the importance of protecting intellectual property
Explain the importance of record keeping to support the innovation
process
Identify the criteria for successful innovation
Outline how to evaluate the validity and potential of a creative idea
Outline methods of implementing creative ideas
Outline how the success of an innovation can be measured
Indicative Content:
1



2













3
4
5
6
7



Page 22
A clear and applicable definition of organisational innovation.
A list of recent innovations within their workplace
A clear model of innovation that provides guidance and understanding of the whole process for innovation
within organisations
Examples of different types of innovation, e.g. Service innovation, Product innovation, Process innovation
Examples of applications of innovation within an organisation
Examples of current and ongoing changes in the world around us resulting from innovation
Assessment of whether these examples of innovation could offer opportunities or threats in the near future
Drivers that promote and encourage innovation
Demonstrate the ability to evaluate organisational culture
Assessment of those elements of the culture that support innovation and those that hinder it
Identify the conditions under which innovation can most favourably occur
Use of creative thinking techniques, e.g. Brainstorming, Random Word, Six Hats, Assumption Reversal
Use of SWOT analysis, or other process, to evaluate an innovative solution
Demonstrate the ability to evaluate and develop a creative concept and to test its viability
Criteria for successful innovation
Recent list of examples of organisations that have innovated successfully and those that have failed to innovate,
demonstrating the implications of not innovating or doing it badly
Supporting someone who has an idea through to innovation
Understanding of different approaches from concept of an idea through development to implementation and
evaluation
Measuring the success of innovation
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-213 Understanding Conflict Management in the Workplace
Credit value:
1
Learning outcomes (the learner will)
1
2
Know how to manage stress in the
workplace
Understand how to support individuals
in the team and minimise stress in
others
Unit guided learning hours
7
Assessment criteria (the learner can)
1.1
Examine the causes and impact of stress in the
organisation
1.2
Describe the symptoms of stress in self and others
1.3
Explain a practical stress management technique
2.1
Describe management responsibilities and actions in
relation to work-related stress in the team
2.2
Explain how and when to provide advice, mentoring or
counselling to support individuals in the workplace
Indicative Content:
1








Causes and impacts of stress at work
Symptoms of stress in self and in others
Implications of stress for workplace and non-work activities/relationships
Implications and effects of stress for individuals and organisations
Management responsibilities in relation to work-related stress
Simple practical stress management techniques
Sources of available support for stress sufferers
Action planning and review techniques
2





Definitions of counselling, advising and mentoring and when to use each of them to support individuals
Principles of counselling
Mentoring, and the mentoring cycle
Range of available counselling and support mechanisms
Implications of confidentiality
Page 23
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-313 Understanding Stress Management in the Workplace
Credit value:
1
Unit guided learning hours
Learning outcomes (the learner will)
Assessment criteria (the learner can)
1
1.1
Know how to manage stress in the
workplace
7
Examine the causes and impact of stress in the
organisation
1.2
Describe the symptoms of stress in self and others
1.3
Explain a practical stress management technique
2.
Understand how to support individuals in
the team and minimise stress in others
2.1
Describe management responsibilities and actions in
relation to work-related stress in the team
2.2
Explain how and when to provide advice, mentoring or
counselling to support individuals in the workplace
Indicative Content:
1








Causes and impacts of stress at work
Symptoms of stress in self and in others
Implications of stress for workplace and non-work activities/relationships
Implications and effects of stress for individuals and organisations
Management responsibilities in relation to work-related stress
Simple practical stress management techniques
Sources of available support for stress sufferers
Action planning and review techniques
2





Definitions of counselling, advising and mentoring and when to use each of them to support individuals
Principles of counselling
Mentoring, and the mentoring cycle
Range of available counselling and support mechanisms
Implications of confidentiality
Page 24
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-318 Understanding Quality Management in the Workplace
Credit value:
2
Learning outcomes (the learner will)
1
2
Understand the importance of quality
management within the workplace
Understand how quality is delivered
within the workplace
Unit guided learning hours
6
Assessment criteria (the learner can)
1.1
Explain why quality is important to internal and external
customers in the workplace
1.2
Explain what is meant by Total Quality Management
1.3
Explain the difference between design quality standards
and process quality standards
1.4
Explain the cost of quality in the workplace
2.1
Describe a quality system used in the workplace
2.2
Identify quality standards set for the workplace
2.3
Describe tools used to monitor quality in the workplace
2.4
Describe records for maintaining quality in the
workplace
2.5
Identify practical and positive steps to improve quality in
the workplace
Indicative Content:
1




2






Page 25
Quality and its importance to customers (internal and external); difference between quality assurance
and quality control
Difference between design quality and process quality standards
The cost of quality (positive and negative aspects)
Total quality management
The Total Quality Management (TQM) concept
Quality systems (such as TQM, Kaizen/continuous improvement, kanban etc) and quality standards, such
as ISO 9000, EFQM and IiP
The benefits (and any disadvantages) of accreditation against quality standards, and how to gain it
Practical steps to quality – team approaches
Records for maintaining quality
Tools for quality - the role of statistics in quality control as relevant to organisation
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-326 Understanding the Communication Process at Work
Credit value:
2
Learning outcomes (the learner will)
1
2
3
Understand the nature and
importance of the
communication process in the
workplace
Understand the methods of
communication
Be able to assess own
effectiveness in communication
Unit guided learning hours
7
Assessment criteria (the learner can)
1.1
Explain the importance of effective communication in the
workplace
1.2
Describe the stages in the communication cycle
1.3
Identify possible barriers to communication in the workplace
1.4
Explain how to overcome a potential barrier to communication
2.1
Describe the main methods of written and oral communication
in the workplace and their uses
2.2
Identify the main advantages and disadvantages of written
methods of communication
2.3
Identify the main advantages and disadvantages of oral
communication
2.4
Explain how non-verbal communication can influence the
effectiveness of oral communication
2.5
Explain the value of feedback in ensuring effective
communication
3.1
Assess own performance in a frequently used method of
communication
3.2
Identify actions to improve own performance in
communicating
Indicative Content:
1




The importance of effective communication at work and the effects of poor communication
The stages in communication: sender -encoding – transmission – decoding - receiver
Possible barriers to communication and methods to overcome them
Ways to ensure effective communication in the workplace
2





Different types of communication including oral, written, visual, and electronic and their relative
advantages and disadvantages
Active listening skills
Significance of non-verbal communication and body language
Techniques of face-to-face and indirect communication, and when each is appropriate
How to use feedback to check effectiveness of communication

How to assess and develop own communication skills through feedback and reflection
3
Page 26
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-327 Understanding Negotiation and Networking in the Workplace
Credit value:
1
Learning outcomes (the learner will)
1
2
Know how to influence and negotiate
with others to achieve objectives
Understand the value of networking
Unit guided learning hours
6
Assessment criteria (the learner can)
1.1
Explain the general principles of negotiation
1.2
Explain a relevant technique for influencing others to
achieve workplace objectives
1.3
Describe how to reduce resistance and minimise
conflict to achieve a win-win situation in the workplace
during negotiations
2.1
Explain the value of networking
2.2
Identify an appropriate network for a manager in the
workplace
2.3
Describe methods to establish and maintain effective
professional relationships with the identified network
Indicative Content:
1
2







Formal and informal negotiation
Negotiation strategy, tactics and behaviour
Non-verbal communication and social skills
Techniques for influencing others
Value systems and other barriers to acceptance
Conflict and its resolution to achieve a win-win situation
Levels of power and authority, and the impact on negotiation





Nature, purpose and value of networking
Identification of relevant networks
Effective networking practices and skills
Network and contact creation
Methods to establish and maintain effective professional relationships at various levels
Page 27
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Module 5: Key Leadership and Management Skills
(Option)
ILM Unit 8600-334 Understanding and Developing Relationships in the Workplace
Credit value:
2
Unit guided learning hours
8
Learning outcomes (the learner will)
Assessment criteria (the learner can)
1
1.1
Identify and examine the needs and/or expectations of
customers, colleagues, key stakeholders and relevant
others in the workplace
1.2
Explain the importance of knowing what customers,
colleagues, key stakeholders and relevant others in the
workplace require
2.1
Determine ways of meeting the needs and/or expectations
of customers, colleagues, key stakeholders and relevant
others in the workplace within organisational constraints
2
Understand the needs and/or
expectations of others
Know how to meet the needs and/or
expectations of others
2.2
3
Know how to manage relationships
where it is not possible to meet the
needs and/or expectations of others
3.1
Explain ways of checking that the needs and/or
expectations of others have been met
Describe ways of dealing with difficult situations where it is
not possible to meet the needs and/or expectations of
others within organisational guidelines and constraints
Indicative Content:
1




2



3





Page 28
Explanation of stakeholders and stakeholder analysis
Identify ways of determining the needs and/or expectations of customers, colleagues, key stakeholders
and relevant others in the workplace (for example surveys, interviews, focus-groups, feedback,
suggestion boxes, comment cards)
Ways of examining/validating that identified needs and/or expectations are relevant and managed
The benefits of knowing what relevant others require
Ways of meeting the needs and/or expectations of relevant others (active and effective listening, clear,
accurate and relevant communication; understanding of their environment/situation, progress
reporting, feeding back, timely delivery of the correct requirement)
Principles of effective communication
Ways of checking that the needs and/or expectations have been met (for example feedback, surveys,
mystery shop, meetings, complaints and compliments, internal records)
The importance of establishing trust and confidence
Ways of managing relationships where it is not possible to meet the needs and/or expectations of
others (for example good communication, possible alternative solutions, possible future alternatives,
informing superiors, clear explanation as to why it is not possible to meet the needs and/or
expectations, building trust and confidence by being open, honest and transparent, being willing to
listen, exploring all options and giving a clear rationale, politeness and courtesy, being customer
focussed)
Principles of effective communication
Basic knowledge of negotiation and consultation skills
Basic knowledge of conflict management and problem solving
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Assignment 6: Individual Project
ILM Unit 8600-300 Solving Problems and Making Decisions
Credit value:
2
Learning outcomes (the learner will)
1
Know how to describe a problem, its
nature, scope and impact
2
Know how to gather and interpret
information to solve a problem
3
Know how to evaluate options to make
a decision
4
Know how to plan, monitor and review
the implementation and
communication of decisions
Unit guided learning hours
9
Assessment criteria (the learner can)
1.1
Describe a problem, its nature scope and impact
2.1
Gather and interpret information to identify possible
solutions to a problem
2.2
Prepare a summary of the options providing facts and
evidence
3.1
Apply a simple decision making technique to evaluate
options to arrive at the best solution
4.1
Plan the implementation and communication of the
decision
4.2
Describe which monitoring and review techniques could
be used to evaluate outcomes
Indicative Content:
1
 Ways to recognise, define, investigate and analyse problems
 Objective setting in relation to problem
 Brainstorming, problem solving and creative thinking techniques
2





Difference between data and information
How to calculate and use simple averages and basic summary statistics
How to prepare and use grouped data and tables
Interpretation of charts and diagrams
Methods of indexing, referencing and structuring qualitative information
3




How to evaluate options
The importance of adequate and relevant information for effective decision-making
Identification of what information is relevant to specific decisions
Decision making techniques
4
 The use of simple planning techniques- action plans, Gantt charts
 Effective presentation of a case – i.e. providing facts and evidence, not just opinion
 Monitoring and review techniques to evaluate outcomes of problem solving activities
Page 29
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Assignment 6: Individual Project
ILM Unit 8600-307 Giving Briefings and Making Presentations
Credit value:
2
Learning outcomes (the learner will)
1
2
3
Be able to plan a briefing or
presentation
Be able to conduct a briefing or
presentation
Be able to evaluate a briefing or
presentation
Unit guided learning hours
4
Assessment criteria (the learner can)
1.1
Identify appropriate information in line with the objectives of
the briefing or presentation
1.2
Prepare a plan for the content of the briefing or presentation
2.1
Use appropriate presentation techniques and aids to enhance
understanding of the topic of briefing or presentation
2.2
Present information clearly and logically
2.3
Present information within agreed time limits
2.4
Respond to questions raised accurately and clearly
3.1
Design a simple evaluation form to gather feedback on
briefing or presentation
3.2
Use feedback to identify areas for improvement in
presentation skills
Indicative Content:
1




Selection of relevant information content
How to plan and prepare effectively for briefings (account for Purpose; Audience; Content; Form)
The value of various methods of data presentation – tables, graphs, charts, diagrams
Prepare visual aids to support briefing or presentation
2


Formal and informal presentation skills including platform techniques and visual aids
Use of feedback to check understanding
3

How to evaluate briefings/presentations
Page 30
GWA Ltd: HB LAM L3 ILR Candidate Handbook
How to Submit Your Assignments
You will be supplied with a Unit Review Book for each of the eight assignments. You will be asked to
submit your completed Unit Review Book via email to jmw@gwa.co.uk by the deadline stated in the
Important Information for Your Course section in this handbook.
You can include a set of appendices, which will not be part of the word count, however, these must
be included in the same document as your assignment. Please do not send more than one
document to be marked.
Please ensure that your name is clearly shown on all your submitted assignments. You are asked
to enter this on the first page of the Unit Review Book and in the footer
ILM Submission Process
It is a regulatory requirement of ILM that every assessment submission is authenticated as the work
of the named learner. Hence any submission not carrying this cover sheet will not be verified. You
will find that each Unit Review Book has this sheet at the beginning for you to complete, please
ensure that you do this for each assignment you submit.
Centre Name
Centre Number
Unit Covered
Learner Name
Learner No.
Date Submitted
Goodman Wilkinson Associates
30948
(the name of the unit will appear here
Please type your name here
Please type your learner registration number here
Please type the date you submitted this to GWA Ltd
Statement of confirmation of authenticity
By the act of making this submission, I certify that this is the work of the learner named above. The work has
not, in whole or in part, been knowingly presented elsewhere for assessment, or where assessment has been
built on a previous assessment, this has been identified. Where materials have been used from other sources it
has been properly acknowledged. If this statement is untrue, the learner acknowledges that an assessment
offence has been committed
Attention is drawn to the plagiarism and cheating policies of both the centre and of ILM. Plagiarism can
result in a learner being withdrawn from a qualification
Permission for ILM to use this script
ILM uses learners’ submissions, on an anonymous basis, for assessment standardisation. By submitting, both
the centre and the learner agree that ILM may use this script on condition that identifying information is
removed.
However, if you are unwilling to allow ILM use this script, please refuse by putting a cross in this box
Deadlines
It is very important for the progress of the whole programme that you meet assignment deadlines.
Assignments which are submitted by the deadline will be marked and feedback provided by the
course team within two weeks of the assignment deadline or at the next taught day of the course.
If you are unable to meet the specified deadline please contact the programme leader Jenny
Wilkinson via email jmw@gwa.co.uk to discuss the possibility of an extension.
Page 31
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Assessment Criteria
All assignments have assessment criteria, which are clearly described in the Unit Review Document.
Make sure that you know and understand what these are (if you are not sure ask your tutor) as this
is what the assessor will use to mark your work. You’ll see a percentage against each criteria which
will indicate how much this particular section of the assignment is worth, again the assessor will use
this as a guide for marking.
GWA uses sufficiency descriptors* for assessing work and each assignment you submit will be
assessed as ‘referral’ or ‘pass’. A successful assignment must meet 50% of the criteria overall and in
each section. If your work is referred** you will be given further opportunities (and support from
the course tutors) to improve your assignment to reach a satisfactory result.
Word Count Guidance
We do not use word limits as such although we do offer guidance as to how much we might expect
to see written against each assessed criteria.
All units carry an overall word count guide, as set by ILM, but these are not to be seen as restrictive
and you will not be penalised for presenting more or less words in your answers. These word count
guidelines are useful in helping candidates know how much to include and you should pay attention
to them. You can use the percentage number which is shown against the assessment criteria as a
guide as to how much you should include. For example, in this illustration the percentage provided
for this assessment criterion (AC) is 8%. Given that the overall word count guidance for this unit is in
the region of 1,000 words we might expect to see about 80 to 100 words in the answer, which is
around a paragraph or two of writing – not a page!
Although we will not fail your work on word count we do reserve the right to ask you to provide
more explanation if something is too curt, or indeed reduce an answer if there is too much detail for
us to see clearly if you have answered the question. Remember that your answers should be
sufficient and that writing more will not always bring you additional benefit or higher marks!
Page 32
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Confidentiality and Data Security
All assignments sent to GWA are dealt with as confidential. They are only seen by the designated
assessors, internal and external verifiers for the programme. A sample of assignments (20%) are
required by both the internal and external verifier for quality assurance purposes.
All assignments are stored by GWA on a secure computer whilst you are an ‘active’ ILM candidate.
Candidate assignments and mark sheets, for all ‘completed’ candidates, are removed from our
computer storage six months after the GWA Programme End Date. Details of candidates who are
regarded as ‘dormant’ (that is they have not completed the programme but the GWA programme is
not longer active) will remain on our computers until such times as the candidate completes the
award or their registration with ILM expires.
Plagiarism
Plagiarism is passing off someone else’s work as your own. Access to the internet and the ease of
copy and paste has made it easier than ever to plagiarise, sometimes people don’t even know that
what they are doing is plagiarism. Quoting someone else or referencing their work is not plagiarism
so long as you credit the original source of the information. Ensure that you do your own work and
do not plagiarise work from others. If you are not sure what is meant by plagiarism speak to one of
the course team who will clarify.
Assessors and Verifiers – Who’s Involved?
Your assignment will be marked in the first instance by a member of the GWA course team – most
likely the course leader. To make sure that we are achieving quality and standards of marking across
our candidates and programmes we second mark 20% of all assignments. This will be done by
another member of the GWA course team. GWA is also subject to ILM verification and to achieve
this 20% of all assignments are sampled by our external verifier. Full details of our Internal Quality
Assurance Process can be found on page 17.
Finally we do have an appeals process if you feel that we have not treated you correctly with regard
to assessment. Full details of this can be found later in this handbook.
Page 33
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Registration Procedures
ILM Registration
All candidates who sign up for the ILM Award are registered with ILM. Following your decision to
undertake the ILM Award programme you will be sent, via email, a request for the following details
(please note that these details are requested by and held by ILM, not GWA, we only hold details of
your name and email for contact purposes):





First name (as you want it to appear on your certificate)*
Last name (as you want it to appear on your certificate*
(Middle name – optional – only required if you want this on your certificate)
Gender*
Date of birth*
* required as essential by the ILM for registration purposes
You will be registered with ILM along with all the other candidates on your programme. Please note
that ALL candidates must be registered at the same time to be regarded as being on the same
programme. Any delay in sending back your form to GWA will result in a delay in registering the
whole programme.
Registration Benefits
One registered with ILM you are entitled to free studying membership which includes access to the
learner areas on the ILM website. More details of this can be found at www.i-l-m.com.
Length of Registration
Your trial membership of ILM starts when you activate your membership and will last for a
minimum of six months or for the duration of the programme.
Your ILM registration lasts for three years from the date of your registration.
GWA regards you as an ‘active’ candidate until either you complete the award or the GWA
Programme End Date is reached, after which GWA will flag you as ‘dormant’ candidate. The GWA
programme end date is typically set one month after the deadline for your final assignment. Full
details of all deadlines for your programme can be found on the Important Dates Document.
As an ‘active’ candidate GWA will liaise with you and send general reminders to all candidates on
your programme as you approach deadlines. Once the GWA Programme End Date is reached for
your programme GWA no longer sends reminders, unless you have negotiated extension deadlines
with the team. ILM allows you three years to complete the Award and therefore, if you contact us
within that time there is a possibility that you may be able to complete the Award, if you have not
already done so, though this will be dependent on how much work you have already done towards
the Award and how feasible it is that you can still complete.
Page 34
GWA Ltd: HB LAM L3 ILR Candidate Handbook
Advice and Support
Throughout the programme you can expect the following from the GWA team.
Tutorial Support
You have an entitlement of four hours tutorial support. This will come in the form of face to face
opportunities at the beginning and end of programme and via email or phone throughout. You will
also receive detailed written feedback on your independent learning and assignments and the
course leader will be available to support your progress throughout the time you are registered on
this award. During the ‘active’ period of the course you will receive reminders about approaching
deadlines, however this will stop once the Course End Date has passed – though you will still be able
to complete the programme – we just won’t chase you anymore!
Remember your course leader is there to help you with any issues you have in relation to the
programme so please don’t be shy:
Jenny Wilkinson (GWA Ltd)
jmw@gwa.co.uk
0116 212 9045
Help with Learning
Please let your course leader know if there are any aspects of the course that you need help with –
for whatever reason – and we will try to find solutions that will help you to overcome the issue. We
are committed to making sure that everyone has an equal chance of benefiting from the programme
and gaining the qualification. In particular please tell us if you need additional help with the
assignments.
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Institute of Leadership and Management (ILM)
Goodman Wilkinson Associates Ltd is an accredited
centre for the Institute of Leadership and
Management (ILM). ILM is the awarding body for the
programmes run by GWA Ltd. Although we work with
ILM GWA is not part of the Institute of Leadership and
Management.
What is ILM?
‘ILM offers a wide range of qualifications covering all aspects of leadership and
management, along with specialist programmes in coaching and mentoring, HR and
enterprise. Last year 90,000 people registered for an ILM qualification, gaining the crucial
skills and knowledge to improve their performance at work’
(from the ILM website 2012)
Once you are registered with us as an ILM delegate you receive six months' trial
membership of ILM. Through their website you will have access to a range of resources and
services designed to support your learning and development. The learner support offered
by ILM includes:

‘A wide range of expert management development tools and resources, including
400 digital learning resources covering essential Leadership and Management topics

Edge online, ILM’s no-nonsense management magazine, packed with practical tips

Evening events with input from a guest speaker and opportunities to network with
other members

Business book summaries and digital books for online browsing plus a
comprehensive e-journals service with hundreds of titles to choose from’
(from the ILM website 2012)
Full details about ILM can be found on their website which is available at www.i-l-m.com.
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Important Bits…
Internal Quality Assurance Sampling Strategy
“Sampling across all qualifications should be managed in line with the Quality Assurance Sampling
Strategy. ILM’s sampling strategy is based on the CAMERA rationale and the sample being
representative. There is no overall fixed percentage ratio of sampling across qualifications; the
sampling ratio will be based on individual risk. The risk assessment that will be carried out on each
assessor will clarify the percentage of sampling relevant and plans will be adjusted accordingly. Risk
will be managed overall by the IQA Personnel who will review the sampling strategy in line with
internal and external changes to ensure the quality of assessment is maintained. CAMERA should be
used as a basis for sampling. The risk rating should also be used as part of the performance
management to help staff understand which level they are working at. CAMERA is an acronym for
the sampling strategy”
ILM Internal Quality Assurance Sampling Strategy 2012
C
Candidates
Ethnic origin, gender employed full time /part time, special requirements
A
Assessors
Experience, qualifications, workload, occupational experience, location, CPD
M
Methods of
assessment
E
Evidence
types
R
Records
A
Assessment
locations
Questioning, observation, the evidence is RPL, product evidence
Professional discussions assignments, projects , product evidence, written reflective
reviews, oral presentations
Written confirmation that the evidence is valid, authentic, current and sufficient,
problem areas, special requirements
Reports from assessors, correct assessment practice, internal quality assurance records,
learner portfolios and files
Workplace assessments, other assessment locations
GWA commits to Internal Quality Assessment which is achieved through the sampling of
assessments. A minimum of 20 per cent of assignments in any one programme will be sampled. A
representative spread of assignments will be subject to second marking. The sample includes:
 monitoring at interim or summative stages of the programme
 all centre marked assessment components
 all centre marked assessment methods
 a representative spread across registered candidates
 decisions from all assessors
The registration lists are used to pre plan the internal quality assurance samples of each marked
assessment of the qualification and will indicate which candidates work will be selected for internal
quality assurance checks. This plan is sent to the External Verifier in order that they can establish
their external quality assurance sampling plan. The sampling plan is revised when changes take
place with Assessors or candidates.
Assessments
Monitoring is to occur at interim and summative stages of the programme. GWA will ensure that
candidates are aware of:
 the qualification they are working towards and the associated assessment process
 the progress that they are making towards achievement
 their own role in meeting the assessment requirements
 the role of the assessors and verifiers
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

the appeals procedure
how to request additional support for learning needs that are unable to be met
Assessment Judgements – Standardisation
Assessors participate in review meetings with the programme Course Leader to discuss assessment
issues and standardisation. Support is provided to all members of the GWA assessment team and
they have access to:
 copies of the ILM specifications and the assessment requirements for each unit assessed
 all information produced by GWA in connection with the assessment process including
guidance to candidates, records and report forms.
 information about the GWA Appeals Policy, Health and Safety statement, Equality Statement
and Internal Quality Assessment Strategy and any other applicable policies within the Centre
 details about ILM and the appointed External Verifier/s.
 information about the candidates including special learning or assessment needs
All new assessors will undergo training, induction and mentoring. All assessors will receive feedback
following the completion of internal quality assurance activities and external verification.
IQA Activities
GWA is committed to the formal and proper recording of all IQA activities which are:
 clear, comprehensive and relevant to the particular programme
 maintained consistently with meaningful comments providing a clear audit trail
 electronically signed and dated
 made available to the Centre’s Assessors as and when necessary
 made available to the Centre’s External Verifier and other ILM representatives, as and when
appropriate, on request
Dedication to CPD
CVs and profiles of all GWA Assessors are held at the Centre. Certificates are viewed at appointment
stage and can be gained on request directly from the Assessor. GWA is committed to recruiting
occupationally competent Assessors for the qualification specification
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GWA ILM Submission Process
This cover sheet must preface every assessment submission. It is a regulatory requirement that
every assessment submission is authenticated as the work of the named learner. Hence any
submission not carrying this cover sheet will not be verified.
Centre Name
Goodman Wilkinson Associates Limited, Leicester
Centre Number
30948
Unit Covered
Learner Name
Please type your name here
Learner No.
Please type your learner registration number here
Date Submitted
Please type the date you submitted this to GWA Ltd
Statement of confirmation of authenticity
By the act of making this submission, I certify that this is the work of the learner named above. The
work has not, in whole or in part, been knowingly presented elsewhere for assessment, or where
assessment has been built on a previous assessment, this has been identified. Where materials have
been used from other sources it has been properly acknowledged. If this statement is untrue, the
learner acknowledges that an assessment offence has been committed
Attention is drawn to the plagiarism and cheating policies of both the centre and of ILM.
Plagiarism can result in a learner being withdrawn from a qualification
Permission for ILM to use this script
ILM uses learners’ submissions, on an anonymous basis, for assessment standardisation. By
submitting, both the centre and the learner agree that ILM may use this script on condition that
identifying information is removed.
However, if you are unwilling to allow ILM use this script, please refuse by putting a cross in
this box
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GWA Appeals Procedure
All participants on GWA programmes have the opportunity to raise any issues of concern with the
GWA Leadership Team, through the official GWA Appeals Procedure. The procedure will operate as
follows:
Stage 1
In the first instance a participant may raise an issue of concern, stating the grounds for their appeal,
with their course facilitator. This can be done verbally or in writing and must be done within 7
working days of the participant being aware of their concern. The course facilitator will respond
verbally or in writing within 7 working days of the participant raising the issue with them. If the
response is acceptable to the participant the appeals procedure is concluded. If the participant
wishes to appeal again then stage two of the process will be invoked.
Stage 2
The participant may appeal to the course leader in writing, stating the grounds for their appeal,
within 14 working days of receiving their response at Stage 1. The course leader will reply, in writing,
within 14 working days of receiving the written appeal.
This exhausts the internal appeals procedures and the verdict of the GWA Leadership team is final.
Further recourse is available externally to ILM
Please note that all our programmes undergo regular review in terms of the quality of the learning
and teaching experienced during the taught elements of the programme. This is done formally
through the collection of evaluation data from both clients (employers) and candidates. It is also
done informally through discussion and interview.
All marking is scrutinised and subject to both internal and external validation by ILM.
All candidates are permitted to resubmit failed assignments.
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GWA Equality Statement
GWA programmes seek to create a culture where people of all backgrounds and experience feel
appreciated and valued. GWA Training and Development programmes are totally committed to
achieving equality of opportunity in delivery and participation.
Discrimination on the grounds of race, nationality, ethnic or national origin, religion or belief,
gender, marital status, sexuality, disability, age or any other unjustifiable criterion will not be
tolerated.
GWA is opposed to all forms of unlawful and unfair discrimination, including harassment of any kind.
GWA will take appropriate action wherever instances of discrimination and harassment occur, in the
delivery of training and in the recruitment of consultants. It will work effortlessly with its partners to
develop effective procedures and policies to combat all forms of unlawful discrimination and to
share good practice.
All those who organise, facilitate and deliver GWA programmes will fulfil their legal obligations
under the Equality Act (2010), and other European Union employment Directives.
GWA Health and Safety Statement
The GWA team work closely with client organisations and adhere to all health and safety policies and
regulations which are run locally within the client organisation.
During Programme Delivery particular attention is paid in relation to the following:




Being aware of and informing course delegates and co-facilitators of emergency evacuation
procedures
Ensuring that electrical equipment used on courses carries a confirmation that it meets
Portable Appliance Testing regulations
Reporting anything considered to be in breach of health and safety legislation or local
guidelines to the client
All other health and safety procedures as required by the client
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About Goodman Wilkinson Associates (GWA)
Meet the GWA team…
Jenny Wilkinson
Jenny is Programme Leader for the ILM Programmes.
Jenny set up GWA Training and Development in 1998
and has developed the business from being a single
person consultancy to a multi-faceted operation.
Her key areas include project management, working
with teams and developing personal effectiveness,
particularly in terms of building communication skills,
dealing with negotiation and becoming more confident.
Director GWA Ltd, ILM Programme Leader
Tony Barradell
Tony’s one of our key associates who works closely with us
on our leadership and development programmes. He
provides programme design and candidate support
throughout the programme
GWA Associate, Programme Design and Candidate
Support
Mike Wilkinson
Mike provides the expertise for all the technical aspect of
our work ensuring that our web presence is up and
running and that all our computers are working. Mike
works mainly from the office, so when the rest of us are
out and about it’s most likely that he’ll be at the end of
the phone or the email if you contact us. Mike is the key
contact for candidates ‘communication with the team.
Director GWA, Candidate Liaison and Multi-media
Architect
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Additional members of the course team:


John Doidge
Martin Cussons
Contact Details
Goodman Wilkinson Associates Limited
189 Queens Road, Leicester, LE2 3FN
phone: 0116 212 9045
email: jmw@gwa.co.uk
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