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Getting Qualified To Find A Job You Love

Whether you are looking for a new job, career change or promotion, make 2015 the year you really make a difference by securing your dream job with a professional Human Resources (HR) qualification from Home Learning College. By putting that you are studying for a qualification from the Chartered Institute of Personnel and Development (CIPD) on your CV, you will prove to employers that you have the essential skills and knowledge they are looking for and also demonstrate your commitment and desire to succeed in HR.

How do these courses help you in your career?

As well as equipping you with the knowledge and skills HR employers are looking for, the CIPD qualification syllabus focuses on key transferrable skills that HR professionals will use on a day-to-day basis. The diverse nature of the course also opens up opportunities to branch out and specialise in HR, Learning and Development and other areas. With your qualification, you can apply for more senior roles and boost your earnings up to £47,500*. It has been proven that qualified professionals earn £81,000 more than their unqualified peers over a lifetime**. Not to mention, you can put on your CV that you are studying towards your CIPD qualification immediately after you enrol. You will have a competitive advantage when applying for HR positions; in fact, many job vacancies state that it is essential for candidates to be CIPD qualified.

CIPD Courses

CIPD Level 3 Foundation Certificate – perfect for those interested in entering HR or those already working in HR support, looking to develop their knowledge and skills. CIPD Level 5 Intermediate Certificate – perfect for those looking to build a successful and long-term career in Human Resources, aspiring to a management or senior Human Resources role.

What is online learning really like?

If you want to be able to plan your study towards a professional qualification around work, family and other important commitments, online learning is an ideal option. You can progress at your own pace, whilst sticking to a flexible study framework to ensure you achieve your qualification in 9-12 months.

How it works

When you enrol you will be assigned your course Tutor who will be your main point of contact during your studies. You will be able to access everything you need for your course 24/7, in one place on our Virtual Learning Community (VLC). On the VLC you can:
  • Access Adobe eBooks
  • Join live online classes with your tutor and peers
  • Watch class recordings
  • Contact your tutor
  • Create a personalised study plan
  • Interact with other students via student forums
  • Download useful course/ industry guides
  • Upload your assignments and review feedback
  • Access a wealth of other resources including a Careers Hub
  • Watch our 'Student Orientation' video for a better idea: Get course information on CIPD qualifications
    » Read more: Getting Qualified To Find A Job You Love

    Are performance reviews still relevant in 2012?

    If you want to know how productive and effective your staff are, how they feel about their careers and what level of job satisfaction they have, then the tried-and-tested method is to conduct a performance review. Traditional thinking in the world of HR considers a regular performance review (at least once a year) the litmus test for all the above questions. But aren't there drawbacks to performance reviews, limitations that render them much less effective in today's working world? Working lives, management styles, etiquette, employment law and the reciprocal relationship between employer and employee have all changed in the last few decades. So where does that leave the performance review as a useful diagnostic tool?

    Naturally, any employer has a right to know if their staff are performing well and in turn, employees have a right to career development and a level of satisfaction in their work. Many employers and employees dislike the performance-review process. They think it is confrontational and an exercise in making staff fearful about job security. They can feel like an unappreciated cog in a machine and employers are left open to grudges and negativity from staff.

    Performance reviews which use forced ranking are particularly fraught with difficulties, especially as it pushes many aspects of employment and employees into constrained boxes. Furthermore, it only allows a certain percentage of employees into each category, whether that is 'needs improvement' or 'exceeds expectations'. In the real world, it is rarely the case that forced ranking will provide an accurate reflection of reality. Worse, it is seen to create distrust among colleagues or encourage favouritism and it can demoralise a whole team. This is hardly the outcome anyone conducting a performance review would hope to achieve.

    Other employers see performance reviews simply as a form-filling exercise or a chore to be endured once a year but never referred to again until the next year. Small wonder then that some employees do not feel they are useful or an accurate reflection of their work or their career prospects. If both sides are distrustful of the efficacy of the process, then in all likelihood a company will lose good but frustrated employees and retain underperforming ones who are only interested in treading water. It creates an atmosphere where people are more interested in personal job security, not the collective performance of the team or company as a whole.

    Perhaps performance reviews, rather than being about ticking boxes and assigning people to categories or giving them a ranking, should be about feedback and creating a constructive plan for the year ahead, something for company and employee alike to work on. Measuring specific job-related tangibles, if possible in a particular work environment, is an obvious way to see improvement and is more precise than deciding whether or not an individual meets or exceeds expectations based on an arbitrary ranking system.

    Forms with set questions on them will never apply to all roles or all individuals and the premise that no one can ever get full marks in a scoring mechanism because 'there would be nothing left to aim for' is outdated. If an employee is doing an outstanding job, then they should be recognised for it, not perpetually being seen to be 'under achieving' just because no one ever gets top marks. This is demoralising and the employee is left wondering whether they have done a good job or not. Rather than a yearly review, in the run up to which employees get nervous, a quick monthly feedback session (from both sides), lasting no more than five or ten minutes, will go further in making goals tangible and achievable and it is easier for an employee to see and document any changes that have been implemented over the twelve-month period.

    Law on tour to focus on Equality Bill

    The Law on Tour workshops from the Chartered Institute of Personnel and Development (CIPD) are a ‘one stop shop’ for the latest on employment law. This autumn’s workshops offer a thorough employment law refresher, look at important case law decisions and preview new legislation.

    » Read more: Law on tour to focus on Equality Bill