CIPD - The Chartered Institute of Personnel and Development is an internationally recognized professional body for HR and people development. Through their expertise, research and more than 100 years of experience they act as a real leader and knowledge hub for building the ability to lead people in the business.
CIPD has more than 135,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development.
PwC’s Academy is the educational business of PwC. Our Academy goal is to help our client's people develop greater knowledge, competence and expertise in areas of finance, HR, L&D and management. Our foundation is our team of expert professionals and trainers who share their wealth of knowledge and practical experience gained within leading organisations operating around the world. We constantly adapt all our training solutions to meet the needs of modern business and tailor them to our client’s business context.
This training is suitable for persons who:
Developing Professional Practice in Learning and Development
The role of the learning and development (L&D) function is changing due to a number of factors, including paradigm shifts in learning, advances in our understanding of how people learn, new technologies, business strategies and the emergence of new roles for L&D professionals. The aim of this core unit is to familiarise the learners with current trends and practices in L&D and to enable them to develop a sound and comprehensive understanding of the core knowledge, skills and behaviours required by L&D professionals, whatever their role. Current trends and practices in L&D will be examined along with a consideration of a range of roles and career paths. The unit, with reference to the CIPD’s Profession Map, will consider a number of the wider performance requirements, including work management, project management, creative problem-solving, teamwork and building effective professional relationships. Learners will be supported in assessing their strengths and development areas against L&D practice capabilities. They will be guided in developing the knowledge and skills required to identify development objectives, and in devising and implementing a plan for continuing professional development (CPD).
Understanding the Context of Learning and Development
The purpose of this unit is to enable learners to know, understand and analyse a range of factors which form the context of learning and development (L&D) practice. These factors include those internal and external to any given organisation which have an influence on L&D policy and practice. The unit develops understanding of and ability to identify and analyse the relevance and impact of specific factors within particular and varying contexts. Thus the unit explores a range of generic factors with potential relevance and then examines processes for analysing these in a range of contexts to identify and determine relevance and impact in any given context. Learners will then be able to position L&D policies and activities to support achievement of the strategic aims of organisations in a variety of contexts.
Using Information, Metrics and Developing Business Cases for Learning and Development
Learning and Development (L&D) professionals need to be able to understand and use information and metrics in contemporary practice. They also need to be able to develop business cases for L&D initiatives and solutions based on valid metrics and evidence and what is considered to be good practice. This core unit develops the learners’ knowledge and skills in the research process, including how to conduct critical reviews of the literature. The unit will examine how research can improve understanding, aid decision-making and provide the basis for a change in practice. They will develop their skills in identifying and reviewing data sources, analysing the findings, drawing conclusions and making recommendations for L&D practice. They will also develop skills in preparing a business report for an L&D solution.
Designing and Developing Digital and Blended Learning Solutions
The purpose of this unit is to equip learning professionals with the knowledge and skills needed to take advantage of the opportunities afforded by advances in technology. While it could be seen that technology does no more than open up another channel for the delivery of existing solutions, the capability and versatility of this channel is profound, providing opportunities for improved flexibility, accessibility and scalability. This unit will prepare learning professionals to make informed choices from a host of new media options and to integrate digital delivery in powerful ways alongside more traditional approaches.
Understanding the Role of Learning and Development in Talent Development
Learning and development (L&D) is central to talent management through talent development. Understanding the contribution of learning and development is therefore essential for effective talent management and in achieving economic and social aspirations, ambitions and objectives of work organisations and individuals. The purpose of this unit is to enable learners to know, understand and analyse the meaning and scope of talent development in contemporary organisations. The unit will examine common purposes and processes of talent development, the contextual nature of notions of talent and the way contextual understandings of talent influence the way talent development is practiced. Various options within and ways of managing learning and talent development will be explored, as will the role of the learning and development function.
Implementing Coaching and Mentoring
The purpose of this unit is to develop the learners’ understanding of both coaching and mentoring and of the potential value of both practices within organisations. The unit will also provide opportunities for the learners to enhance their coaching and mentoring skills. The unit begins by exploring and differentiating between the concepts of coaching and mentoring. The benefits for different stakeholders including the coach/coachee and mentor/mentee will be explored. The unit goes on to look at different models of implementing coaching and mentoring in organisations, the role of line managers in both the practices and the factors that all need to consider before implementation. The unit provides the learners with guidance on how they can support the implementation of coaching and mentoring activity in organisations.
Andrea Szilágyi G. has 20 years of experience in both HR consulting and HR management, from this she spent 12 years with PwC as a senior manager in HR Consulting and as the HR Leader of PwC Hungary for 3 years. She managed and delivered HR projects in Hungary and abroad for several multinational and local clients in reward and talent management, HR process and efficiency improvement of several parts of the HR management cycle. She has experience in HR risk management, HR benchmarking and in implementing coaching culture.
PwC’s Academy Eiffel Palace Conference Center
1055 Budapest, Bajcsy-Zsilinszky street 78.
PwC's Academy vezető, PwC Hungary