Level 5 Sales (Wales)
Level 5 Higher Apprenticeship in Sales
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 1
Level 5 Diploma in Sales
Qualification Title
Level 5 Diploma in Sales (QCF)
Credit Value
68
Level
5
Structure reference
Minimum GLH
Maximum GLH
To achieve a Level 5 Diploma in Sales you must complete a minimum of 68 credits:
Qualification Structure
1. 18 credits must be completed from GROUP A MANDATORY UNITS
2. A minimum of 36 credits from GROUP B OPTIONAL UNITS
3. A maximum of 14 credits from GROUP C OPTIONAL UNITS
A minimum of 44 credits must be achieved through the completion of units at Level 4
or above.
Mandatory Group A
Ofqual Ref.
D/502/9735
Y/503/0608
Title
Managing responsible selling
Understanding and developing customer accounts
Sales forecasts and target setting
Credit
4
8
6
Level
4
5
5
GLH
35
40
30
Credit
8
6
6
6
Level
5
5
5
5
GLH
40
30
30
30
6
5
30
6
6
5
5
5
7
4
TBD
7
7
7
7
6
5
5
4
4
4
4
4
5
6
6
6
6
5
30
30
45
45
45
60
30
TBD
30
30
30
30
30
Optional Group B
Ofqual Ref.
L/503/0606
R/503/0610
Y/503/0611
D/503/0612
H/503/0613
A/503/0617
T/503/0616
M/502/9738
K/502/9740
T/502/9739
M/502/9741
T/502/9742
J/503/0880
L/503/0878
J/503/0877
R/503/0879
M/503/0615
©2014 Skills CFA
Title
Understand the integrated functions of sales and marketing
Motivation and compensation for sales teams
Coaching and mentoring
Designing, planning and managing sales territories
Analysing the financial potential and performance of customer
accounts
Bid and tender management for account managers
Developing a product portfolio
Operational sales planning
Analysing the marketing environment
Sales negotiations
Finance for sales managers
Writing and delivering a sales proposal
Customer Relationship Management
Developing strategic relationships with major customers
Salesforce organisation
Planning and implementing sales and marketing strategy
Sales forecasting and budgeting
Relationship management for account managers
Level 4 NVQ Diploma in Business Administration (QCF) • Page 2
D/503/0609
Leading a team
6
5
30
Credit
4
6
3
3
4
6
4
Level
4
4
4
4
4
4
4
GLH
23
49
15
16
26
33
20
Optional Group C
Ofqual Ref.
H/506/1957
M/506/1959
J/506/1949
M/506/1962
A/506/1995
R/506/2909
F/506/1982
©2014 Skills CFA
Title
Prepare specifications for contracts
Manage events
Develop and maintain professional networks
Encourage learning and development
Manage a budget
Recruitment, selection and induction practice
Develop working relationships with stakeholders
Level 4 NVQ Diploma in Business Administration (QCF) • Page 3
Title
Managing responsible selling
Level
4
Credit Value
4
GLH
35
Unit Reference No.
D/502/9735
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Explain sales- related legal and
regulatory requirements and Codes of
Practice
1.2 Understand the principles of contract
law and the penalties for
misrepresentation
1.3 Analyse the potential impact of social
and ethical concerns relating to the
sales function
1.4 Explain how processes and policies in
the organisation meet ethical and
social requirements and comply with
legal and regulatory requirements
1. Know legal, regulatory, ethical and
social requirements pertaining to the
sales function
©2014 Skills CFA
2. Understand how to manage the
sales function in a way that complies
with legislation
2.1 Describe how to ensure that sales
employees have a clear understanding
of the organisation’s legal, regulatory,
ethical and social policies and
procedures and the importance of
putting them into practice
2.2 Explain how to monitor the way that
legal, regulatory, ethical and social
policies and procedures are put into
practice
2.3 Describe how to provide support to the
sales team in putting legal, regulatory,
ethical and social policies and
procedures into practice
3.
3.1 Explain how to identify and correct any
failures to meet the legal and
regulatory requirements
3.2 Explain how and when to provide full
reports about any failures to meet
requirements to senior management
3.3 Explain how to monitor and manage
complaints regarding legal, regulatory,
ethical and social requirements
Know how to deal with noncompliance
Level 4 NVQ Diploma in Business Administration (QCF) • Page 4
Title
Understanding and developing customer accounts
Level
5
Credit Value
8
GLH
40
Unit Reference No.
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Evaluate the organisational and
personal influences of the Decision
Making Unit on buying practices
1.2 Evaluate choice criteria of customers
and how such criteria affects sales
1.3 Review the concept of ‘preferred
supplier’ status
1.4 Identify buying practices used by
organisations
1.5 Evaluate measures of quality relating to
buying and accredited quality
programmes
1.6 Identify capability and capacity
assessments customers undertake on
potential suppliers
1. Understand buying practices of
customers
2. Understand customer support issues
2.1 Evaluate how organisations develop
product or service specifications for
buying purposes
2.2 Evaluate how the technical and
resource support provided by own
organisation adds value for the
customer
2.3 Evaluate competitive practices relating
to the decision making process
3. Understand own organisation's unique
business value
3.1 Evaluate own organisation’s activity
plans in relation to customers
3.2 Evaluate own organisation’s ability to
respond to customer buying
requirements
4. Understand how to prepare for
customer procurement
4.1 Explain how to maintain and update
own knowledge of customers’ industry
sectors
4.2 Evaluate how an organisation can
influence the criteria customers use to
select suppliers
4.3 Examine how certain organisation may
be more attractive and compatible to
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 5
4.4
4.5
4.6
4.7
5. Understand how to use information
gathered to plan to develop customer
accounts
©2014 Skills CFA
particular organisations
Analyse the strengths and weaknesses
of different suppliers within a sector
Identify strategies for achieving
preferred supplier status
Evaluate the features of different types
of contracts between organisations and
their customers
Evaluate contractual practices relating
to determining supply terms and
conditions
5.1 Identify tactics which could be utilised
to achieve the strategies in developing
and winning new accounts
5.2 Evaluate the importance of ongoing
evaluation and monitoring of current
customer accounts
5.3 Evaluate an organisations customer
information to plan how to develop
current and new accounts
Level 4 NVQ Diploma in Business Administration (QCF) • Page 6
Title
Sales forecasts and target setting
Level
5
Credit Value
6
GLH
30
Unit Reference No.
Y/503/0608
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Explain how to forecast future trends
1.2 Evaluate information needed for sales
forecasting and how it is analysed
1.3 Analyse common causes of variances
between forecast and actual sales
1.4 Evaluate the effects of failing to
forecast
1.5 Explain how to set challenging and
realistic sales objectives and targets
1. Understand forecasting in relation to
sales targets
2. Understand forecasting in own
organisation
2.1 Evaluate own organisation’s available
sales information
2.2 Evaluate other information available in
own organisation that could contribute
to sales forecasting activities
2.3 Evaluate how plans for product and
service development may impact on
sales forecasts
2.4 Compare past variances between
forecast sales and sales achieved and
reasons for those variances
2.5 Evaluate the benefits of using IT and
software systems for sales forecasting
2.6 Explain measurement and control
mechanisms applied by own
organisation for the reporting of
variances
2.7 Identify problems and issues outside of
own control which may impact upon
sales forecasting activities and
achieving of sales targets
3.
3.1 Use a forecasting method(s) to prepare
an analysis to predict future sales
trends
3.2 Consult colleagues about sales
forecasts and identify the implications
for the organisation
©2014 Skills CFA
Be able to forecast sales
Level 4 NVQ Diploma in Business Administration (QCF) • Page 7
4. Be able to set sales targets and
objectives and devise measurement
activities to monitor them
©2014 Skills CFA
4.1 Set challenging and realistic sales
objectives and targets based on sales
forecasts
4.2 Devise measurement activities to
monitor actual performance against
forecast sales
Level 4 NVQ Diploma in Business Administration (QCF) • Page 8
Title
Understand the integrated functions of sales and marketing
Level
5
Credit Value
8
GLH
40
Unit Reference No.
L/503/0606
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Analyse how a marketing strategy
supports an organisation
1.2 Evaluate the relationships between
marketing, sales and other functions
1.3 Analyse how a marketing strategy
supports the sales function
1. Understand how a marketing strategy
supports the sales function
2. Understand marketing research
2.1 Evaluate the use of up to date and
relevant market information to support
sales-related decisions
2.2 Differentiate between primary and
secondary data
2.3 Identify and interpret trends in salesrelated data
2.4 Differentiate between sources of
market information and evaluate the
validity of data
2.5 Evaluate a range of analytical tools to
analyse sales-related information and
why each one might be chosen in a
given situation
2.6 Analyse the suitability, relevance,
validity and reliability of market
information
3.
3.1 Review how to obtain feedback from
colleagues about the usefulness of
sales-related information
3.2 Evaluate budget allocations for
obtaining market information
3.3 Evaluate the importance of the sales
function contributing realistic market
information to the marketing function
3.4 Evaluate how an organisation’s policy
on the storage of information can meet
data protection requirements
3.5 Appraise how the use of sales-related
information can result in changes to
©2014 Skills CFA
Understand the use of marketing
research in sales
Level 4 NVQ Diploma in Business Administration (QCF) • Page 9
the marketing mix and the marketing
and sales strategy
4. Be able to use market analyses in sales
4.1 Employ market analyses to inform the
development of a sales strategy that
takes account of market trends and
competitor activity
4.2 Review market analysis to identify a
clear positioning message that aims to
satisfy target
4.3 Review the competitive edge of the
organisation’s products / services
4.4 Calculate the financial return to the
organisation resulting from the
targeting of customers
5. Be able to progress sales through
alignment with marketing strategies
5.1 Identify how the organisation can
benefit from addressing the
requirements of target markets
5.2 Review how new products / services
allow the organisation to satisfy
customers’ changing needs and how
this generates return upon investment
5.3 Appraise how marketing strategies and
plans help to develop and maintain
positive relationships with the
organisation’s sales team(s) and
customers, and the resultant benefits
in terms of customer loyalty and
competitive advantage
5.4 Evaluate the value of marketing in
progressing sales
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 10
Title
Motivation and compensation for sales teams
Level
5
Credit Value
6
GLH
30
Unit Reference No.
R/503/0610
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Evaluate the interrelationship between
motivation, compensation, and sales
success
1.2 Explain motivation theories and team
building techniques that support
motivation
1.3 Identify the importance of providing
recognition for the sales team
1.4 Review methods to recognise sales
performance
1.5 Evaluate the range of financial and
non-financial incentives and
motivational tools available to
motivate members of the sales team
1.6 Explain how to carry out appraisals and
performance assessments in order to
judge the levels of personal motivation
in the sales team
1.7 Evaluate how personal development
plans can be used to encourage
motivation and achievement
1.8 Explain performance measures that
can be used to measure and evaluate
sales teams
1. Understand motivation and
compensation for sales teams
individuals
2. Be able to review motivation and
compensation for own sales team
©2014 Skills CFA
2.1 Review formal and informal methods
by which the motivation of own sales
team is monitored and measured
2.2 Evaluate recognition and the
compensation package(s) for own sales
team
2.3 Evaluate scope for change in
recognition and compensation
package(s) in order to maintain or
improve motivation
2.4 Review performance measures that are
used to measure and evaluate own
sales team
Level 4 NVQ Diploma in Business Administration (QCF) • Page 11
Title
Coaching and mentoring
Level
5
Credit Value
6
GLH
30
Unit Reference No.
Y/503/0611
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Describe the principles of coaching and
mentoring
1.2 Explain how linking mentoring with
objectives and activities is effective in
developing individuals, teams and
organisations
1.3 Explain how coaching and mentoring
can benefit individuals, teams and
organisations
1.4 Explain the processes of coaching and
mentoring
1.5 Explain the boundaries of coaching and
mentoring
1.6 Evaluate the importance of
communication skills in coaching and
mentoring
1.7 Explain how to conclude the coaching
or mentoring process, reviewing
success against agreed criteria
1. Understand the principles of coaching
and mentoring
2. Be able to plan a coaching or mentoring
programme
2.1 Plan a coaching or mentoring
programme based on identified
performance needs
2.2 Agree success criteria for a coaching or
mentoring programme
3. Be able to deliver a coaching or
mentoring programme
3.1 Organise coaching or mentoring
sessions
3.2 Deliver coaching or mentoring sessions
and maintain records
3.3 Review coachees’ or mentees’ progress
toward their agreed goals
4. Be able to evaluate own coaching or
mentoring practice
4.1 Gather feedback and evaluate own
coaching or mentoring practice
4.2 Evaluate the impact of coaching or
mentoring on the individual, the team
and the organisation
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 12
Title
Designing, planning and managing sales territories
Level
5
Credit Value
6
GLH
30
Unit Reference No.
D/503/0612
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Identify the reason why own
organisation has chosen its sales
territories
1.2 Review own organisation’s market and
customer segmentation strategies in
relation to market
1.3 Explain how to undertake an
investigation and evaluation of sales
territories
1.4 Evaluate sales territories taking into
account the size and economic support
systems that may influence choice of
territory boundaries
1.5 Evaluate the potential turnover, profit
and growth potential of a territory
1.6 Review resource requirements for a
territory in terms of sales activities
1.7 Explain why territory administration
and information about potential
territories are important to territory
planning
1.8 Explain how to design sales territories
in terms of size, location, number of
customers, prospective accounts and
number of contacts
1.9 Identify how to monitor, evaluate and
measure territory and individual sales
performance
1. Understand sales territory design,
planning and management
2. Understand factors that affect territory
management
©2014 Skills CFA
2.1 Evaluate competitor activities relating
to territory structures
2.2 Identify the spread of own
organisation’s potential and existing
customers
2.3 Review own organisation’s sales
forecasts and sales targets and criteria
for successful territories
2.4 Evaluate sales budgets and own
organisation’s performance
management systems
Level 4 NVQ Diploma in Business Administration (QCF) • Page 13
2.5 Identify the key drivers for selecting or
retaining a territory management
approach for structuring sales team
activities
2.6 Evaluate suitable territories through
investigation of the financial, economic
and external marketing environments
3. Be able to review and revise territory
plans
3.1 Carry out a market assessment on a
territory based on own organisation’s
criteria, including external market
information and sales forecasts
3.2 Review the time and human resources
needed to cover a territory and meet
sales and profit targets
3.3 Evaluate the risks and benefits of
defining new sales territories
3.4 Plan sales resource requirements
based on information about number,
size and location of customers
3.5 Set financial and sales activity targets
for the sales team
4. Be able to resource sales territories
4.1 Set boundary lines for each sales
territory
4.2 Assign sales team members territories
by matching knowledge, abilities and
skills
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 14
Title
Analysing the financial potential and performance of customer
accounts
Level
5
Credit Value
6
GLH
30
Unit Reference No.
H/503/0613
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Estimate the lifetime value cash flow
that will be generated if the customer
maintains an average loyalty level
1.2 Calculate the sales volume required to
achieve target profitability
1.3 Measure the potential variable costs
that could impact upon the profitability
of accounts
1. Be able to use financial tools to assess
and prioritise new accounts and
measure potential value
2. Be able to follow the organisation's
management accounting procedures
2.1 Evaluate costs of fixed overheads and
administrative support and apply them
in line with the organisation’s
management accounting procedures
2.2 Use a customer account profit
statement for ongoing measurement of
customer performance
3.
3.1 Evaluate the business and financial
risks associated with each account and
draw up a risk profile of the accounts
3.2 Estimate the value of each account
using available financial and qualitative
evidence
3.3 Review the financial performance and
other features of each account to
identify key trends and variances
3.4 Make business decisions about the
future direction of an account based on
its financial performance
3.5 Prepare contingency plans for when
problems arise in financial
performance of an account
3.6 Consult and communicate with
stakeholders to ensure that they have
access to appropriate financial
performance data
©2014 Skills CFA
Be able to evaluate financial risks
Level 4 NVQ Diploma in Business Administration (QCF) • Page 15
Title
Bid and tender management for account managers
Level
5
Credit Value
6
GLH
30
Unit Reference No.
A/503/0617
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Describe the principles of bid and
tender management
1.2 Describe the bid cycle
1. Understand the principles of bid and
tender management
2. Be able to prepare for a bid
2.1 Analyse the role of management and
own organisation’s procedures for
bidding
2.2 Identify the customer’s perspective
and needs
2.3 Qualify the opportunity
2.4 Determine the bid strategy
2.5 Analyse competitors who may also bid
2.6 Establish a bid plan
3.
3.1 Write a bid to meet the needs of
customer and own organisation
Be able to write a bid
4. Be able to tender a bid to the customer
4.1 Tender a bid to the customer
5. Understand how to follow up the
tendering of the bid
5.1 Explain how to carry out post-tender
activities
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 16
Title
Developing a product portfolio
Level
5
Credit Value
6
GLH
30
Unit Reference No.
T/503/0616
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Explain the importance of long and
medium-term planning to the success
of a portfolio of products / services
1.2 Evaluate the sales and organisation
benefits obtained from being involved
in the portfolio development process
1.3 Outline the factors to be considered
when reviewing the profitability of
products / services
1.4 Evaluate tools and techniques used in
analysing product and service
portfolios from a sales perspective
1.5 Review how to develop contingency
plans to address risks and changing
circumstances
1.6 Evaluate the inter-relationships that
occur between products / services
within a portfolio and their impact on
buying decisions
1.7 Evaluate the need to consult with
colleagues and other stakeholders
during the review of a portfolio
1. Understand product portfolio
development
2. Understand how to contribute to the
development of a product portfolio
2.1 Evaluate the importance of
contributing to the development and
marketing of products / services that
offer the best return on investment, in
line with the organisation’s objectives,
and how to do so
2.2 Evaluate the importance of monitoring
how your products / services are
priced, promoted and distributed, in
response to feedback from customers
3.
3.1 Analyse the range of products /
services within the portfolio
3.2 Assess how to monitor demand for
your products / services
3.3 Write a business case for amendments
©2014 Skills CFA
Be able to analyse the product
portfolio
Level 4 NVQ Diploma in Business Administration (QCF) • Page 17
or additions to your organisation’s
portfolio, including the investment
required and the forecast return on
investment
3.4 Analyse the profitability and lifecycle of
the products / services within the
portfolio
3.5 Analyse the markets at which the
products / services are targeted and
determine factors impacting upon their
growth
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 18
Title
Operational sales planning
Level
4
Credit Value
5
GLH
45
Unit Reference No.
M/502/9738
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Describe how own organisation’s
business and marketing strategies
inform operational sales planning
1. Understand how own organisation's
business and marketing strategies
inform operational sales planning
2. Understand sales forecasting
techniques
2.1 Describe how historical sales data
informs sales forecasts
2.2 Explain a range of sales forecasting
techniques
2.3 Describe how sales forecasts are used
to set sales objectives and targets
3. Be able to set objectives and targets in
a sales plan
3.1 Develop a time plan for the
establishment of objectives and targets
for sales plans
3.2 Use sales forecasts to set objectives
and targets for a sales plan
4. Be able to write an operational sales
plan
4.1 Write an operational sales plan to meet
objectives and targets
4.2 Specify and allocate sales territories
4.3 Write a business case to obtain the
resources to achieve the operational
sales plan’s objectives and targets
5. Understand how to manage the
implementation of the operational sales
plan through the sales team
5.1 Explain how to communicate the
operational sales plan to all
stakeholders and define individual
roles and targets in the sales activity
plan
5.2 Explain how to monitor and control the
operational sales plan using agreed key
performance indicators
6. Understand how to deal with variances
to the operational sales plan
6.1 Describe variances that may occur in
the implementation of the operational
sales plan
6.2 Identify contingency plans to address
variances
6.3 Explain the organisation’s procedure
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 19
for dealing with unforeseen variances
Title
Analysing the marketing environment
Level
4
Credit Value
5
GLH
45
Unit Reference No.
K/502/9740
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Conduct an audit of the internal
environment using an analysis tool
1.2 Conduct an audit of the micro
environment using an analysis tool
1.3 Conduct an audit of the macro
environment using an analysis tool
1. Be able to conduct an audit of an
organisation's internal, micro and
macro environment
2. Understand the impact of internal,
micro and macro factors on own and
customer's organisation
2.1 Explain the impact of internal
capabilities on own organisation’s
positioning in the market
2.2 Explain the impact of industry
dynamics on own and customer’s
organisation
2.3 Explain the impact of macro factors on
own and customer’s organisation
3.
3.1 Derive information and intelligence by
conducting a relative SWOT analysis on
own organisation’s marketing
environment using findings from the
audits
3.2 Analyse the impact of own
organisation’s SWOT on the sales
function
3.3 Recommend actions to address the
impact of own organisation’s SWOT on
the sales function
©2014 Skills CFA
Be able to recommend actions for the
sales function by conducting a SWOT
analysis on own organisation's
marketing environment
Level 4 NVQ Diploma in Business Administration (QCF) • Page 20
Title
Sales negotiations
Level
4
Credit Value
5
GLH
45
Unit Reference No.
T/502/9739
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Describe how to assess own
organisation’s negotiating power and
stance
1.2 Describe how to research and assess
the customer’s negotiating power and
likely stance
1.3 Explain the types of customer
objections that might arise and how to
handle these
1.4 Explain the concept of ‘win-win’ in
Sales situations and how this is
achieved and managed during sales
negotiations
1.5 Explain what happens when a ‘win-win’
is not achieved
1.6 Explain why it is important to record
and confirm details of a sales
negotiation and the method to do this
in own organisation
1. Understand what is involved in a sales
negotiation
2. Be able to prepare for a sales
negotiation
©2014 Skills CFA
2.1 Identify the customer’s main
requirements from a negotiation
2.2 Research and assess the bargaining
power of the customer to identify their
overall negotiating stance
2.3 Identify personal and organisational
weaknesses that could be exploited by
the customer in a negotiation and
prepare strategies for responding
2.4 Research main competitor strengths
and weaknesses
2.5 Define objectives for the negotiation
and identify own organisation’s desired
outcomes
2.6 Assess the resource requirements for
the sales negotiation
2.7 Identify key variables and set
parameters for them including
Level 4 NVQ Diploma in Business Administration (QCF) • Page 21
potential concessions and trade-offs
2.8 Cost the variables, including potential
concessions and trade-offs, in order to
identify the best price and terms for
your organisation as well as the
minimum price and terms acceptable
to own organisation
2.9 Identify potential problems that could
arise during the negotiation and how
you will formulate solutions to
overcome them
3.
©2014 Skills CFA
Be able to carry out a sales negotiation
with a customer
3.1 Create a ‘win-win’ situation during the
negotiation by balancing the needs of
own organisation with those of the
customer
3.2 Agree on the terms and conditions for
the supply of the product or service
3.3 Record, store and confirm outcomes of
the negotiation both internally and
with the customer
3.4 Evaluate the outcomes of the
negotiation using a Win/Loss analysis
Level 4 NVQ Diploma in Business Administration (QCF) • Page 22
Title
Finance for sales managers
Level
4
Credit Value
7
GLH
60
Unit Reference No.
M/502/9741
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Calculate gross profit margin
1.2 Calculate net profit ratio
1.3 Explain the difference between margin
and mark-up and when each of these
are used in practice
1.4 Calculate return on capital employed
1. Be able to calculate profitability ratios
for sales-related decisions
2. Know how to set a sales budget
2.1 Identify different methods used for
setting budgets
2.2 Explain how to establish information
needs and identify information sources
for setting a sales budget
2.3 Describe the different approaches to
effective consultation and negotiation
when setting a sales budget
2.4 Explain how to develop budget
frameworks
2.5 Explain how to set a contingency plan
for variances to a budget
3.
Understand how to manage a sales
budget
3.1 Explain how to use the budget to
monitor and control performance
against budget parameters
3.2 Explain how to identify the causes of
variances between budget and actual
expenditure
3.3 Explain how to implement the actions
needed to deal with the causes of
variances between budget and actual
expenditure.
3.4 Explain how to provide information on
performance against the sales budget
to others in the organisation
3.5 Explain how to monitor the sales
budget to identify unethical practice or
potential fraud
4. Understand bonus systems for sales
team members
4.1 Explain how to evaluate the need for a
bonus system
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 23
4.2 Explain how to choose bonus options
for sales team members
4.3 Explain methods of setting bonuses
4.4 Explain how to calculate the cost of
bonuses
4.5 Explain how to negotiate bonuses with
sales team members
4.6 Describe how to evaluate the
effectiveness of a bonus system
5. Understand how to assess
creditworthiness of customers in order
to set a credit limit for the customer
©2014 Skills CFA
5.1 Explain organisation policy for credit
agreements with customers
5.2 Explain the process for approving the
granting of credit
5.3 Explain how to check creditworthiness
of a customer
5.4 Explain how to complete a formal
agreement with the customer and the
financial basis for future trading
Level 4 NVQ Diploma in Business Administration (QCF) • Page 24
Title
Writing and delivering a sales proposal
Level
4
Credit Value
4
GLH
30
Unit Reference No.
T/502/9742
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Ensure that the customer’s
requirements are understood
1.2 Ensure that all identified issues
requiring clarification are resolved
before the proposal is finalised
1.3 Identify the conditions and constraints
which need to be included within the
proposal in order to protect the
organisation’s interests
1.4 Develop the content of the proposal in
house style and within legal and ethical
constraints
1.5 Provide the required level of detail as
briefed by the customer and supply the
proposal within the agreed time-scales
1. Be able to develop a sales proposal
2. Be able to deliver a sales proposal to a
customer
2.1 Deliver the proposal to the customer
within an agreed timescale
2.2 Ensure the customer is happy with the
proposal, addressing any issues and
amending it as required
2.3 Ensure that information is stored and
managed according to Data Protection
legislation
3.
3.1 Evaluate the outcome of the proposal
and recommend improvements for the
future
©2014 Skills CFA
Be able to evaluate the proposal
Level 4 NVQ Diploma in Business Administration (QCF) • Page 25
Title
Customer Relationship Management
Level
5
Credit Value
GLH
Unit Reference No.
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Analyse the role of CRM in the retention
of customers
1.2 Analyse the role of CRM in developing
new customers
1.3 Evaluate different approaches to CRM
1.4 Explain key information requirements
for CRM systems
1. Understand the importance of a
Customer Relationship Management
system (CRM) for a Sales function
2. Be able to use a CRM system to develop
sales
2.1 Develop a plan for the use of customer
information that aligns with the sales
strategy
2.2 Use a CRM system to develop a picture
of your customers’ requirements and
buying patterns
2.3 Use a CRM system to segment your
customer base
2.4 Identify the most profitable customers
from an analysis of customer
information
2.5 Use data to drive sales from an existing
customer base
2.6 Adhere to organisational policies and
procedures, legal and ethical
requirements when using a CRM
system
3. Be able to make improvements to the
use of an organisations CRM system
3.1 Analyse the use of customer
information within an area of
responsibility
3.2 Evaluate different ways to measure the
effectiveness of CRM systems
3.3 Plan improvements to the use of CRM
within own area of responsibility
3.4 Implement plans to improve CRM
within own area of responsibility
3.5 Evaluate the effectiveness of
improvements to the use of CRM
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 26
Title
Developing strategic relationships with major customers
Level
6
Credit Value
7
GLH
30
Unit Reference No.
J/503/0880
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Explain the principles of developing
mutually beneficial relationships with
major customers
1.2 Evaluate distinctions between
transactional selling and major
customer management
1.3 Evaluate advantages and dangers of
major customer management to own
organisation and customer
organisations
1.4 Develop criteria to use to select major
customers based on strategic long term
value of customers
1.5 Analyse methods to obtain buy-in from
senior management and colleagues for
major customer management
1.6 Explain the stages of major customer
relationship development
1.7 Evaluate behaviours which build up a
relationship of trust with a major
customer
1. Understand the principles of developing
strategic relationships with major
customers
2. Be able to identify major customers and
develop major customer plans that are
mutually beneficial
©2014 Skills CFA
2.1 Identify the customer(s) which fulfil the
organisation’s criteria to be classed as
a major customer
2.2 Analyse the major customer’s business
and their corporate business and
marketing strategy
2.3 Analyse the current and future
strategic and operational business
challenges faced by the major
customer
2.4 Identify and agree prioritised common
business objectives between own
organisation and the major customer,
which are consistent with both
organisations’ financial objectives and
business strategies
2.5 Assess with the major customer
Level 4 NVQ Diploma in Business Administration (QCF) • Page 27
strategic options towards achieving the
common business objectives which
involve mutual working
2.6 Work in partnership with the major
customer to develop a plan and actions
towards addressing the identified
challenges and common objectives
3. Be able to develop strategic
relationships with major customers to
meet mutual objectives
3.1 Analyse expertise required in own
team to work with the major customer
3.2 Co-ordinate business functions across
own organisation to develop strategic
relationships with the major customer
3.3 Evaluate opportunities for creating
long term value for the major customer
3.4 Evaluate methods for reducing risk to
the major customer regarding own
organisation’s products and services
4. Be able to evaluate the success of
strategic relationship activities and plan
for future activities
4.1 Monitor and critically evaluate the
outcomes of activities in developing
the strategic relationship with the
major customer, including the return
on the investment being made
4.2 Develop a plan to address any issues
regarding the outcome of strategic
relationship activities
4.3 Develop a succession plan for
maintaining a successful relationship
with the major customer, with
contingencies should particular
individuals no longer be able to work
with the major customer
4.4 Evaluate systems for storing and
planning major customer information
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 28
Title
Salesforce organisation
Level
6
Credit Value
7
GLH
30
Unit Reference No.
L/503/0878
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Evaluate issues relating to health and
safety, equality and diversity when
planning for salesforce structures,
procedures and activities
1.2 Analyse different ways in which
human, financial and capital resources
can be deployed in the salesforce
1.3 Evaluate ways of making use of
specialist expertise in relation to
recruiting, selecting and keeping
members of the salesforce
1.4 Evaluate different working practices
and methods including central base
and remote working in the salesforce
1.5 Evaluate quality assurance processes
for the management and use of
resources
1.6 Analyse technology used by the
salesforce and how it can be used for
remote working
1. Understand how to organise the
salesforce
2. Understand internal and external
factors affecting the organisation of the
salesforce
2.1 Analyse organisation strategies which
may impact on future salesforce
planning
2.2 Analyse legislative and regulatory
requirements and codes of practice
relating to employment in the
salesforce
2.3 Analyse trends and developments in
the sector which might impact upon
future salesforce planning
3. Be able to use sales planning and sales
trends in order to inform salesforce
resourcing
3.1 Use sales planning and forecasting
information to assess the scope of
resource requirements for the
salesforce
3.2 Analyse salesforce resource
requirements and identify potential
gaps in resources that need to be filled
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 29
to achieve sales targets
4. Be able to review salesforce structure
©2014 Skills CFA
4.1 Evaluate current salesforce structure
against future requirements
4.2 Recommend resources to support the
development of the salesforce for
future requirements
Level 4 NVQ Diploma in Business Administration (QCF) • Page 30
Title
Planning and implementing sales and marketing strategy
Level
6
Credit Value
7
GLH
30
Unit Reference No.
J/503/0877
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Evaluate the links between corporate
strategy and sales and marketing
strategy
1.2 Evaluate strategies for competitive
advantage, growth, markets and
different market positions
1.3 Evaluate methods for setting primary
sales and marketing objectives
1.4 Explain how to select criteria for
evaluating strategic options and how to
use them to make decisions
1.5 Critically evaluate the impact of
technological advances in strategic
sales and marketing
1.6 Evaluate methods to apply sales and
marketing strategies to operations
1.7 Evaluate sales and marketing theories
for small and medium enterprises
(SMEs)
1. Understand sales and marketing
strategy
2. Understand strategic sales and
marketing planning
2.1 Evaluate the concepts of strategic sales
and marketing planning
2.2 Evaluate the need for and the scope of
strategic sales and marketing planning
2.3 Evaluate audit and analysis in strategic
sales and marketing planning
2.4 Evaluate the impact of future
challenges and issues in strategic sales
and marketing planning
3. Understand the implementation of a
sales and marketing strategy
3.1 Evaluate methods for the
implementation of a sales and
marketing strategy
3.2 Evaluate methods for monitoring and
evaluating the implementation of a
sales and marketing strategy
4. Understand the implementation of
sales and marketing plans
4.1 Evaluate methods for implementation
of a strategic sales and marketing plan
4.2 Evaluate methods for monitoring and
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 31
evaluation the implementation of a
strategic sales and marketing plan
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 32
Title
Sales forecasting and budgeting
Level
6
Credit Value
7
GLH
30
Unit Reference No.
R/503/0879
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Evaluate the impact of sales
forecasting on organisational planning
1.2 Evaluate the applicability and
usefulness of short-, medium- and
long-term sales forecasts on different
parts of the organisation
1.3 Evaluate the impact of sales
forecasting on sales managers and
their sales objectives, targets,
budgeting and remuneration systems
1. Understand the impact of sales
forecasting on organisational planning
2. Understand factors that may affect
sales trends
2.1 Evaluate internal factors that may
affect sales trends
2.2 Evaluate external factors that may
affect sales trends
3.
3.1 Evaluate qualitative techniques for
forecasting sales
3.2 Evaluate quantitative techniques for
forecasting sales
3.3 Evaluate the use of computer software
for forecasting sales
Understand qualitative and
quantitative techniques for forecasting
sales
4. Understand the importance of
monitoring actual sales against forecast
sales
4.1 Evaluate the importance of measuring
and monitoring actual sales against
forecast sales
4.2 Evaluate methods for measuring and
monitoring actual sales against forecast
sales and for revising sales forecasts
5. Understand budgeting methods
5.1 Evaluate budgeting methods and select
a method likely to give an accurate
budget to support sales forecasts
5.2 Evaluate methods for allocating the
sales budget to sales teams
5.3 Evaluate methods to identify causes of
variances between budget and actual
expenditure and to analyse possible
actions to address variances
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 33
Title
Relationship management for account managers
Level
5
Credit Value
6
GLH
30
Unit Reference No.
M/503/0615
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Explain what information is needed
about the account and competitors
1.2 Describe how to build trust with
accounts
1.3 Explain how to provide expertise to
improve the productivity of the
account
1.4 Explain how to reduce the account’s
financial burden
1.5 Explain how to improve the quality of
service provision
1.6 Describe how to maintain account
loyalty to own organisation
1. Understand how to build relationships
with accounts
2. Understand how to use networking in
sales
2.1 Evaluate methods for developing a
personal network of contacts to meet
current and future needs for
information, resources and sales
opportunities
2.2 Explain the importance of reciprocity
and confidentiality in networking
2.3 Evaluate methods for maintaining
communication with contacts in
personal network
3.
3.1 Evaluate methods for researching
prospective customer organisations
suitable for consultative selling
3.2 Evaluate methods for establishing
rapport and own credentials with
customer organisation
3.3 Evaluate strategic questions to identify
issues in the customer organisation
which represent sales opportunities
3.4 Quantify in financial and strategic
terms the effects of the most
important issue or opportunity
©2014 Skills CFA
Understand how to use consultative
selling
Level 4 NVQ Diploma in Business Administration (QCF) • Page 34
3.5 Evaluate solutions for the customer
organisation issue
4. Know when and how to undertake
stakeholder analysis
4.1 Describe the importance of and the
need for stakeholder analysis
4.2 Describe how to identify and analyse
the needs and concerns of different
stakeholders
5. Understand how to monitor and control
customer relationships
5.1 Evaluate the concept of monitoring and
control in maintaining relationship
management activities
5.2 Evaluate own organisation’s
requirements relating to monitoring
and control activities
5.3 Evaluate methods of formal and
informal feedback for monitoring of
key customer activities
5.4 Identify and evaluate techniques to be
used to analyse information obtained
during monitoring and control
5.5 Identify key strengths and weaknesses
of the relationship and areas for
improvement
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 35
Title
Leading a team
Level
5
Credit Value
6
GLH
30
Unit Reference No.
D/503/0609
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.1 Evaluate the relationship between
leadership and management
1.2 Evaluate different styles of leadership
and how to select and apply these to
different situations and people
1. Understand principles of leadership
2. Know how to build trust between self
and team
2.1 Explain how to make decisions
considering the good of all
stakeholders
2.2 Explain how to foster collaboration
within own team and between own
team and other teams in own
organisation
2.3 Explain how to demonstrate fair,
principled behaviour
3.
3.1 Explain how to communicate a vision
to own team, which articulates
underlying values and sets the context
in which goals are selected and
pursued
3.2 Explain how to have two-way
communication with the team,
enabling team members to ask
questions, interpret the vision and see
their role in achieving it
Know how to share own vision with
team
4. Know how to focus team members to
complete tasks and achieve objectives
©2014 Skills CFA
4.1 Explain how to identify key tasks to
achieve objectives
4.2 Explain how to allocate work to team
members by communicating objectives
and delegating tasks
4.3 Explain how to demonstrate
encouragement and support of team
members to complete tasks and
achieve objectives
4.4 Explain how to steer a team through
difficulties and challenges, including
conflict
Level 4 NVQ Diploma in Business Administration (QCF) • Page 36
4.5 Explain how to monitor progress and
quality of work and provide
constructive feedback
4.6 Explain how to provide recognition
when objectives are achieved
5. Know how to create accountability in
team members
5.1 Explain how to demonstrate
accountability for achieving own tasks
5.2 Explain how to create accountability in
team members
6. Know how to maintain alignment of
own actions with team and organisation
6.1 Explain how to maintain alignment of
organisation’s resources with its vision
and goals
6.2 Explain how to demonstrate
consistency in strategy, structure and
resource allocation at operational level
6.3 Explain how to demonstrate own
actions as being congruent with own
words, at interpersonal level
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 37
Title
Prepare specifications for contracts
Level
4
Credit Value
4
GLH
23
Unit Reference No.
H/506/1957
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1. Understand the principles supporting
the preparation of specifications for
contracts
1.1 Explain the scope of contract
specifications
1.2 Explain the roles and interests of those
who should be involved in a tender
process
1.3 Analyse the legal implications of a range
of types of contracts and agreements
1.4 Explain the requirements of
confidentiality and data protection
1.5 Evaluate the risks associated with
procurement and tendering processes
1.6 Explain the basis for the design of a
tender evaluation process
2. Be able to prepare specifications for
contracts
2.1 Confirm the requirements for the
contract specification
2.2 Draft contract specifications that meet
the requirements including postcontractual requirements
2.3 Specify the parameters of the contract
in line with the requirements
2.4 Provide sufficient information to enable
potential suppliers to develop proposals
that are capable of meeting the
specification
2.5 Define objective selection criteria to
evaluate tender proposals
2.6 Establish a selection process that meets
organisational requirements
2.7 Adhere to organisational policies and
procedures, legal and ethical
requirements when preparing
specifications for contracts
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 38
Title
Manage events
Level
4
Credit Value
6
GLH
49
Unit Reference No.
M/506/1959
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1. Understand the management of an
event
1.1 Explain how organisational objectives
will be met by an event
1.2 Explain the flexibilities and constraints
of an event’s budget
1.3 Evaluate the use of project
management techniques in event
management
1.4 Analyse how models of contingency and
crisis management can be applied to
event management
1.5 Analyse the use of customer
relationship management (CRM)
systems to attract attendees
1.6 Evaluate the application of the
principles of logistics to event
management
1.7 Describe the insurance requirements of
an event
2. Be able to manage the planning of an
event
2.1 Identify the purpose of an event and
the key messages to be communicated
2.2 Identify target attendees for an event
2.3 Assess the impact of an event on an
organisation and its stakeholders
2.4 Establish requirements for resources,
location, technical facilities, layout,
health and safety
2.5 Identify how event-related risks and
contingencies will be managed
2.6 Develop an event plan that specifies
objectives, success and evaluation
criteria
2.7 Make formal agreements for what will
be provided, by whom and when
2.8 Determine methods of entry, security,
access and pricing
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 39
3. Be able to manage an event
3.1 Manage the allocation of resources in
accordance with the event
management plan
3.2 Respond to changing circumstances in
accordance with contingency plans
3.3 Deliver agreed outputs within the
timescale
3.4 Manage interdependencies, risks and
problems in accordance with the event
management plan
3.5 Comply with the venue, insurance and
technical requirements
3.6 Apply the principles and good practice
of customer care when managing an
event
3.7 Adhere to organisational policies and
procedures, legal and ethical
requirements when managing an event
4. Be able to follow up an event
4.1 Ensure that all post-event leads or
actions are followed up
4.2 Optimise opportunities to take actions
that are likely to further business
objectives
4.3 Evaluate the effectiveness of an event
against agreed criteria
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 40
Title
Develop and maintain professional networks
Level
4
Credit Value
3
GLH
15
Unit Reference No.
J/506/1949
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1. Understand the principles of effective
networking
1.1 Describe the interpersonal skills needed
for effective networking
1.2 Explain the basis on which to choose
networks to be developed
1.3 Evaluate the role of shared agendas and
conflict management in relationshipbuilding
1.4 Evaluate the role of the internet in
business networking
1.5 Assess the importance of following up
leads and actions
1.6 Analyse ethical issues relating to
networking activities
2. Be able to identify professional
networks for development
2.1 Identify potential networks for
professional development from an
analysis of their benefits compared with
individual needs and aspirations
2.2 Shortlist networks for development
against defined criteria
2.3 Assess the benefits and limitations of
joining and maintaining selected
network(s)
3. Be able to maintain professional
networks
3.1 Identify the potential for mutual benefit
with network members
3.2 Promote their own skills, knowledge
and competence to network members
3.3 Provide information, services or support
to network members where the
potential for mutual benefit has been
identified
3.4 Establish the boundaries of
confidentiality
3.5 Agree guidelines for the exchange of
information and resources
3.6 Take action to ensure that participation
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 41
in networks reflects current and defined
future aspirations and needs
3.7 Make introductions to people with
common or complementary interest to
and within networks
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 42
Title
Encourage learning and development
Level
4
Credit Value
3
GLH
16
Unit Reference No.
M/506/1962
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1. Understand the principles of learning
and development
1.1 Assess the role of continuous
professional development (CPD) in
identifying and meeting individuals’
learning and development for current
and future business needs
1.2 Analyse the advantages and limitations
of different learning and development
methods
1.3 Explain how to identify individuals’
learning and development needs
1.4 Evaluate the role of self-reflection in
learning and development
2. Be able to support individuals’ learning
and development
2.1 Promote the benefits of learning to
people in own area of responsibility
2.2 Support individuals in identifying their
current and likely future learning and
development needs from a range of
information sources
2.3 Agree with individuals the learning
activities to be undertaken, ensuring
they are within agreed budgets and
consistent with business needs
2.4 Summarise agreed learning objectives,
learning activities, review mechanisms
and success criteria in a personal
development plan
2.5 Create an environment that encourages
and promotes learning and
development
2.6 Provide opportunities for individuals to
apply their developing competence in
the workplace
3. Be able to evaluate individuals’ learning
and development
3.1 Analyse information from a range of
sources on individuals’ performance
and development
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 43
3.2 Evaluate the effectiveness of different
learning and development methods
3.3 Agree revisions to personal
development plans in the light of
feedback
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 44
Title
Manage a budget
Level
4
Credit Value
4
GLH
26
Unit Reference No.
A/506/1995
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1.
Understand how to identify financial
requirements
1.1 Explain how to calculate the estimated
costs of activities, resources and
overheads needed to achieve objectives
1.2 Analyse the components of a business
case to meet organisational
requirements
1.3 Analyse the factors to be taken into
account to secure the support of
stakeholders
1.4 Describe the business planning and
budget-setting cycle
2. Understand how to set budgets
2.1 Explain the purposes of budget-setting
2.2 Analyse the information needed to
enable realistic budgets to be set
2.3 Explain how to address contingencies
2.4 Explain organisational policies and
procedures on budget-setting
3. Be able to manage a budget
3.1 Use the budget to control performance
and expenditure
3.2 Identify the cause of variations from
budget
3.3 Explain the actions to be taken to
address variations from budget
3.4 Propose realistic revisions to budget,
supporting recommendations with
evidence
3.5 Provide budget-related reports and
information within agreed timescales
3.6 Explain the actions to be taken in the
event of suspected instances of fraud or
malpractice
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 45
Title
Recruitment, selection and induction practice
Level
4
Credit Value
6
GLH
33
Unit Reference No.
R/506/2909
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1. Understand the principles and theories
underpinning recruitment, selection
and induction practice
2. Be able to recruit people into an
organisation
©2014 Skills CFA
1.1 Explain workforce planning techniques
1.2 Describe the information needed to
identify recruitment requirements
1.3 Assess the impact of an organisation’s
structure and culture on its recruitment
and selection policies and practices
1.4 Analyse the factors involved in
establishing recruitment and selection
criteria
1.5 Evaluate the suitability of different
recruitment and selection methods for
different roles
1.6 Analyse patterns of employment that
affect the recruitment of staff
1.7 Explain the factors to be taken into
account when developing job
specifications, personal specifications
and job advertisements
1.8 Explain the induction process
1.9 Explain the relationship between
human resource processes and the
induction processes
2.1 Determine current staffing needs
2.2 Identify current skills needs from
identified staffing needs
2.3 Identify future workforce needs
2.4 Develop a resourcing plan that
addresses identified needs within
budgetary limitations
2.5 Evaluate the cost-effectiveness of
different methods of recruitment for an
identified role
2.6 Explain how recruitment policies and
practices meet legal and ethical
requirements
Level 4 NVQ Diploma in Business Administration (QCF) • Page 46
2.7 Select the most appropriate method of
recruitment for identified roles
3. Be able to select appropriate people for
the role
3.1 Plan assessment processes that are
valid and reliable
3.2 Provide those involved in the selection
process with sufficient information to
enable them to make informed
decisions
3.3 Justify assessment decisions with
evidence
3.4 Inform applicants of the outcome of the
process in line with organisational
procedures
3.5 Evaluate the effectiveness of the
selection process
3.6 Adhere to organisational policies and
procedures, legal and ethical
requirements when carrying out
selection assessments
4. Be able to induct people into an
organisation
4.1 Develop induction materials that meet
operational and new starters’ needs
4.2 Explain to new starters organisational
policies, procedures and structures
4.3 Explain to new starters their role and
responsibilities
4.4 Explain to new starters their
entitlements and where to go for help
4.5 Assess new starters’ training needs
4.6 Confirm that training is available that
meets operational and new starters’
needs
4.7 Provide support that meets new
starters’ needs throughout the
induction period
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 47
Title
Develop working relationships with stakeholders
Level
4
Credit Value
4
GLH
20
Unit Reference No.
F/506/1982
Learning Outcomes
Assessment Criteria
The learner will:
The learner can:
1. Understand working relationships with
stakeholders
1.1 Analyse stakeholder mapping
techniques
1.2 Explain how influencing skills and
techniques can be used to enhance the
relationship with stakeholders
1.3 Explain how expectation management
and conflict resolution techniques are
applied to stakeholder management
1.4 Analyse the advantages and limitations
of different types of stakeholder
consultation
1.5 Evaluate the risks and potential
consequences of inadequate
stakeholder consultation
2. Be able to determine the scope for
collaboration with stakeholders
2.1 Identify the stakeholders with whom
relationships should be developed
2.2 Explain the roles, responsibilities,
interests and concerns of stakeholders
2.3 Evaluate business areas that would
benefit from collaboration with
stakeholders
2.4 Evaluate the scope for and limitations
of collaborating with different types of
stakeholder
3. Be able to develop productive working
relationships with stakeholders
3.1 Create a climate of mutual trust and
respect by behaving openly and
honestly
3.2 Take account of the advice provided by
stakeholders
3.3 Minimise the potential for friction and
conflict amongst stakeholders
4. Be able to evaluate relationships with
stakeholders
4.1 Monitor relationships and
developments with stakeholders
4.2 Address changes that may have an
effect on stakeholder relationships
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 48
4.3 Recommend improvements based on
analyses of the effectiveness of
stakeholder relationships
©2014 Skills CFA
Level 4 NVQ Diploma in Business Administration (QCF) • Page 49