Candidate Guide for CMI Level 5 Qualifications
The purpose of the guide is to provide information about the qualifications available to you and to answer some of the questions you may have.
Why this particular qualification?
The Level 5OD qualifications in Advanced Management and Leadership are designed to develop the role and skill of senior managers and those aspiring to senior management working in the Operational Delivery profession. These qualifications aim to develop personal management capabilities, make effective use of information in decision-making, operations and the development of the skills in managing people.
Structure of the qualification
Level 5OD Advanced Management and Leadership qualifications are made up of a number of units. Each unit is worth a number of credits. The approximate number of hours each unit should take you to complete are called guided learning hours (GLH).
Guided learning hours are made up of:
- face-to-face courses
- work-based projects
- prior learning
Within your Advanced Management and Leadership qualification there is currently the choice of studying for three different grades. The qualification selected will be determined by your personal development needs and the organisational requirements. The three grades are:
- Certificate - the Level 5OD Certificate in Management and Leadership gives you a broader knowledge of middle management skills while focusing on the specific leadership areas appropriate to you and your workplace.
- Diploma - the Level 5OD Diploma in Management and Leadership gives you a wide knowledge of middle management skills. You can select the units most appropriate to your individual and organisational needs
To achieve a Certificate you need to complete any combination of units to 13 credits, with approximately 45-55 guided learning hours.
To achieve a Diploma you need to complete any combination of units to 38 credits, with approximately 120 - 125 guided learning hours.
If you gain a Certificate in your qualification, you have the option to progress to a Diploma.
To achieve success in a particular unit you need to show that you are able to meet the assessment criteria. There are a number of ways in which you can do this. These include your day-to-day work activities and the learning opportunities that you undertake as part of your normal professional development.
Many of the things you do as part of your development and applying this to your work will give you evidence that shows you fulfill the assessment criteria. How you get your evidence assessed is in the section: How do I get my work assessed?
What exactly is involved
The accredited qualification pathway sits beside the non-accredited pathway. This means that you will be undertaking some of the same learning opportunities as colleagues who have chosen not to follow the accreditation route. The difference is you will submit your evidence to show how you have applied this learning and met the CMI standards.
The accredited qualification pathway is designed to lead to a qualification so there will be some extra activity you need to do to provide the evidence that you meet the assessment criteria.
What do I need to do first
You will have already agreed the level and units you are aiming for with your Line Manager, and which development opportunities are the most appropriate for you.
CMI Level 5 Certificate in Management and Leadership
Learners must complete any combination of units to a minimum of 121 TUT hours to achieve this qualification. There is a barred combination of units - learners taking 502 cannot select 511, and learners taking 526 cannot select 501 or 502.
CMI Level 5 Diploma in Management and Leadership
Learners must complete a combination to a minimum of 370 TUT hours to achieve this qualification. There is a barred combination of units - learners taking 502 cannot select 511, and learners taking 526 cannot select 501 or 502.
Here is a list of the qualifying units available at Level 5.
|Unit No||Unit Title & Description||GLH||TUT|
|Unit 501||Principles of Management and Leadership in an Organisational Context
Being equipped with the knowledge, skills and behaviours to manage and lead in a variety of organisational settings is essential if an individual and their organisation are to succeed. This unit has been designed for learners who want to develop or sharpen their professional edge and enhance personal effectiveness. Learners will evaluate the impact of an organisations structure and governance on management and leadership. They will explore theoretical models, management and leadership styles and approaches designed to promote a culture of mutual trust, respect and support.
Principles of Developing, Managing and Leading Individuals and Teams to Achieve Success |
The ability to lead individuals and teams to success is arguably the most important skill a manager can possess. This unit focuses on the essential management and leadership skills required to fulfil this challenging but rewarding role. The unit opens by focusing on the theoretical and practical approaches to developing, leading and managing teams (remote or multi-disciplinary). The manager will look at techniques to assess current and future team capabilities, including the role of recruitment, selection and staff development which supports this. On successful completion of the unit, the manager will not only know the principles of managing individuals and teams, but they will understand approaches for supporting, motivating and inspiring teams and individuals to exceed expectations.
Managing the performance of staff is essential to the smooth running of an organisation. This unit evaluates the reasons for managing performance and the approaches that can be used. It explores methods of rewarding the performance of individuals who exceed expectations, and analyses ways of managing under performance in a professional and supportive manner. This unit focuses on the way performance management, when used effectively, is able to impact on individual and organisational achievement.
Principles of Developing a Skilled and Talented Workforce |
Having a skilled and talented workforce is fundamental if an organisation is to succeed. As responsibility for individual and team development becomes increasingly devolved to managers, it is essential they have the knowledge, skills and capabilities to ensure development needs are successfully met. This unit has been designed to enable the learner to understand the role of the manager in workforce development, and the scope and purpose of developing activities. They will also have opportunity to explore innovative approaches for delivering workforce development and how well chosen learning and development activities can contribute to a talent management strategy.
Managing Stakeholder Relationships |
Good relationships, whether they are with customers, suppliers, partners or staff are a key contributor to an organisation's success. To build stakeholder relationships that are long lasting and sustainable, they need to be planned and developed. This unit explores the types and purposes of stakeholder relationships and the skills required to overcome challenges and manage these effectively.
Principles of Recruiting, Selecting and Retaining Talent |
Recruiting and selecting staff is a major challenge in a competitive market. Organisations are increasingly looking for innovative approaches to recruit individuals from the broadest talent pool. This unit has been designed to equip learners with an understanding of the factors which impact on recruitment. They will know how to develop plans and strategies for selecting staff, and identify approaches for retaining the best of the best.
Planning, Procuring and Managing Resources |
Inadequate resourcing can impact on the ability to achieve objectives; whilst being over resourced has financial implications. This unit has been designed to enable managers to understand and respond to the challenge of managing and monitoring resources. Learners will understand the importance of effective and efficient resource use, identify and plan resource requirements and know how to procure resources in line with regulatory requirements.
Using Data and Information for Decision Making |
The ability to analyse and manage data and information can lead to increased competitiveness, innovation, productivity and customer satisfaction. However, with data and information volumes increasing at unprecedented levels, the ability to interpret, use and harness 'big data' can become an organisational challenge. The aim of this unit is to equip learners with an understanding of the purpose and practices of interpreting, managing and presenting business data and information to inform decision making.
Conducting a Management Project |
Research into approaches to management and leadership can lead to dynamic results. Innovation, product development, performance improvement, change, customer service excellence, strategy and problem solving are just some of the results. Without research business can stagnate. The aim of the unit is for the learner to conduct management research which will have an impact on organisational practice. It is expected that learners will plan and manage a genuine project in the workplace or an academic enquiry relevant to an identified business need or change.
Using Reflective Practice to Inform Personal and Professional Development |
Reflective practice is an essential management tool which supports the development of knowledge, skills and behaviours in the work place. By consciously analysing own performance, decision making, leadership and management skills (in different situational contexts); opportunities for on-going development can be identified. The aim of the unit is to equip learners with the understanding of the value of reflective practice, and how reflection can be used as the basis of a meaningful personal and professional development.
Principles of Leadership Practice |
The aim of this unit is to develop managers' understanding of ethical leadership and the impact of culture and values on leadership. Managers will examine leadership models and the concept of empowerment, with consideration of techniques and methods for leading others.
Discussions with your Line Manager are an integral part of your personal development planning, and they are a key part of your progress towards your qualification. The notes you make within and around these discussions provide evidence for assessment.
There is a template for you to use to make notes of these discussions.
What do I need to produce?
Each qualification, Award, Certificate or Diploma has its own requirement for evidence. You will be guided to the evidence field for that qualification by clicking on the link to the units you have enrolled for. You will find these links in the password-protected area.
Each unit section will give you details of the process you need to follow and any documentation you need to complete.
How is my work assessed?
You will be provided with evidence documents that you need to complete.
The assessment process considers your evidence and is specific to each qualification. This evidence is drawn from your day-to-day activities and the learning journey you are undertaking.
The assessment will use the following:
- Naturally occurring documents completed as part of the job role
- Evidence produced through carrying out learning activities and exercises outlined in a Civil Service Learning Workplace Learning Activity
- Completed exercises in a workbook
- Activities and action points recorded when completing e-learning
- Attendance at workshops and outcomes of activities completed as part of face-to-face workshops (for example, writing a SMART team objective based on organisation information based on an exercise)
- Personal development action plan completed during workshop
- Feedback from skills practise sessions
- Discussions with your Line Manager
- Written answers to questions
Your work can take up to 6 weeks to be assessed, as it has to go through three stages of marking. The first being the marking of your work, the second is the verification of your work and the assessors marking and the third stage is sign off by CMI.
What support will I have?
As well as handling the technical aspects of the accreditation process, Premier Partnership is committed to providing additional learner support, for example if you have any queries about your registration with CMI or if you have any special requirements.
You can contact Premier Partnership directly at email@example.com or by telephoning the help desk on 01302 361226.
Telephone enquiries will be responded to in normal working hours (09:00 to 17:00 Monday to Friday) or for messages left outside of normal working hours within one working day.
Emails will normally be responded to within 48 hours.
As a registered learner with CMI you have access to a wealth of learning resources. These include:
- Quick find study resources directly linked to your qualification
- Access to checklists, e-learning tools and much more
You can access this through the Management Direct resource website
Your Line Manager
Your Line Manager already plays an important role in your professional development. As you progress towards your qualification, your Line Manager will support you in a number of ways. These include:
- Approving your request to start the pathway
- Agreeing with you what are the most appropriate development opportunities
- Having regular discussions with you, including reviews of any workshops you have attended or learning activities that you have undertaken
The Line Manager Guide clarifies their role in supporting you through the qualification.
Civil Service Learning
You will already be aware of the wide range of learning opportunities available to you on the Civil Service Learning portal. These include:
- Workshops and events
- Workplace learning activities
- Workbooks and crib guides
Policies and Codes of Practice
Both CMI and Premier Partnership work in accordance with a number of policies and codes of practice to ensure that they carry out their responsibilities in a fair, equitable and legal manner.
Policies and procedures that are particularly relevant to you as a learner are:
- Complaints and Appeals Policy
- Complaints and Appeals Procedure
- Reasonable Adjustments Policy
- Diversity and Equality Policy
- Complaints and Appeals Policy
- Diversity and Equality Policy
Policies and procedures are based on ACAS guidelines and codes of practice. You may request copies of these by contacting Premier Partnership directly at firstname.lastname@example.org