×

Request a call

CAPTCHA
 

Why I am studying for my L5 CIPD

The experience of studying for a CIPD Level 5

By Emily Carroll

Emily is Oakwood's Chief Business Analyst and works in our UK Office
More from Emily >>


Why take a CIPD course?

The basis for me choosing to take the CIPD Level 5 qualification was twofold. Firstly as a strategic marketer where the understanding and integrating internal customers to the overall communication process is critical to achieving clarity and consistency in brand communications. Secondly as architects of competitive advantage we need to explore and align our people assets to achieve competitiveness.

What did you gain from CIPD Level 5?

The value of my CIPD qualification at Oakwood falls under three main areas: the new skills I gained, the behavioral change that was stimulated, and finally the attitudinal change I have achieved.

From a skills perspective the first of my misconceptions corrected was the element of HR moving from an administrative and supportive role to playing a critical role, aiding and driving the competitiveness of the organisation. This is when HR sets the Change agenda by integrating a clear focus on analytics and meaningful metrics to ensure sustainable performance. As a marketer I am now of the view that HR is building clear information collection systems based on modern indicators. This was a key insight that I gained. HR should in due course be more able to drive organisational competitiveness in world where chaos is a given.

The CIPD study program delivered by Oakwood is comprehensive, unified and consistent with the best HR practices in the world today. For example one of the topics discussed is how to develop a high performance culture, based on a resilient and happy work force. This is critical to achieving competitiveness. The task of becoming a business manager is underscored in all of Oakwood’s delivery and material. This helps to re-inforce the change of mindset needed to ensure business case justification on all HR projects to ensure all stakeholder expectations are met. In my opinion I would say the elements of sound corporate governance and collaborative working were the key changes in behavior that I experienced following this program.

Finally I remember my CEO Dennis O’Donnell saying “we should look at both the performer as well as the performance”. Well from this point, what I will take home is the element of my change in attitude to performance management and the element of employee engagement. I have also reviewed my view of the re-positioning of the Human Resource professional across the business. I have tried as an ‘outside-in thinker’ to appreciate HR’s added value to organisational competitiveness.

What did you think of the course?

The program was invigorating and intense with many case study presentations and café style discussions together with challenging insights from a diverse group of the best HR professionals I have come across.

Traditional HR roles are changing, and HR needs to get ahead of these changes. It must move away from operating in corporate ‘silos’ and become much more integrated, adding more value to business strategy and objectives.