CMI Level 7 Leadership & Development Strategy PDF

Level 7 Learning Outcome 2: Understand leadership and development strategy Learning Outcome 2.1 Part 1 Propose a leadership and development strategy which values people whilst optimising organisational success Part 1 Valuing people What does valuing people mean to a 21st century organi...

Level 7 Learning Outcome 2: Understand leadership and development strategy Learning Outcome 2.1 Part 1 Propose a leadership and development strategy which values people whilst optimising organisational success Part 1 Valuing people What does valuing people mean to a 21st century organisation? Valuing people in a 21st-century organisation means recognising employees as the organisation's most critical asset and ensuring their well-being, development and engagement are prioritised. In an era where competition for talent is high, organisations that genuinely value their people foster environments where individuals feel respected, supported, and empowered to contribute meaningfully to the business. This approach is essential not only for attracting and retaining top talent but also for enhancing overall organisational performance and innovation. What does valuing people mean to a 21st century organisation? One of the key concepts in valuing people is Equality, Diversity and Inclusion (EDI). A modern organisation must ensure fair treatment for all employees, regardless of background, and actively promote diversity in its workforce. By encouraging an inclusive environment, organisations benefit from a wide range of perspectives, enhancing creativity, problem-solving, and decision-making. Employee engagement is another important element. When employees feel valued and connected to the organisation’s goals, they are more motivated and productive. Engagement strategies can include regular feedback, clear communication of organisational objectives and providing opportunities for career growth and personal development. What does valuing people mean to a 21st century organisation? Well-being is also an important aspect of valuing people. Organisations that prioritise mental, physical and emotional health through supportive policies, such as flexible working arrangements, mental health resources and work-life balance initiatives, create environments where employees can thrive. Learning and development are key to demonstrating a commitment to people. Organisations that invest in their employees’ growth through continuous professional development, coaching, and mentoring show they value not only their current contributions but also their potential for future leadership roles. What does valuing people mean to a 21st century organisation? In the 21st century, valuing people means adopting a holistic approach, addressing their diverse needs, encouraging engagement and creating an inclusive, supportive environment where everyone can contribute to organisational success. This modern approach to valuing people builds loyalty, enhances productivity, and ensures long-term growth. People - your most important asset Recognising people as an organisation's most valuable asset is important to driving long-term success, innovation and sustainability. Employees are the lifeblood of any organisation and their skills, knowledge and dedication directly impact the overall performance. When employees feel valued and appreciated, they are more likely to engage fully with their work, contribute fresh ideas and remain loyal to the organisation. This results in higher productivity, lower turnover, and a stronger organisational culture. One of the most important reasons to recognise employees as valuable assets is that they are the key drivers of innovation and growth. In a competitive marketplace, it is the creativity and problem-solving abilities of employees that set successful organisations apart. By encouraging an environment that values and nurtures people, companies can unlock their potential and encourage them to contribute their best work. People - your most important asset People who feel valued are more likely to go above and beyond in their roles. Recognition, whether through fair pay, development opportunities or supportive management, encourages them to remain committed to the organisation's goals. This commitment translates into greater job satisfaction, better team collaboration and improved customer service. Recognising people as valuable assets promotes a culture of inclusivity and respect. It supports the idea that people at all levels contribute to the organisation’s success, encouraging diversity of thought and perspective. This leads to a more dynamic, adaptable workforce. People - your most important asset Finally, viewing people as the most valuable asset ensures that organisations invest in their development and well-being. Providing opportunities for growth, such as training and career progression, and supporting mental health and work-life balance are essential to sustaining a motivated and high-performing workforce. By investing in people, organisations position themselves for long-term success. Creating a people-centred culture The CIPD checklist Valuing People offers a guide to understanding how to place individuals at the heart of organisational success. This checklist explores the core behaviours necessary for encouraging a workplace culture where people feel respected, supported, and engaged. It highlights the importance of inclusivity, ethical treatment and recognising the contributions of employees. By considering and using principles outlined in this checklist, you can build strong, motivated teams, enhance performance and ensure long-term success. It serves as a practical tool for you to promote a people-centred approach in your strategies and practices. >>> CIPD Checklist - Valuing People > CIPD Checklist - Valuing Your Talent > Forbes article - How to measure and improve employee lifetime value >> Checklist - Managing Internal Communication > Checklist - Performance Management > Book Chapter - How can I coach my team? > Checklist - Developing a mentoring scheme >> Checklist - Evaluating learning and development > CMI Research Report - Managing the Value of your Talent > CMI Research Report - The Business Benefits of Management and Leadership Development > CMI Research Report - Maximising Talent for Business Performance > Checklist - Developing a Business Case for a New Product or Service