L3 Award in
Leadership and
Management
Candidate and Assessment Pack
2012/13
Clive Betts
Centre Co-ordinator
ILM Candidate Pack L3 Award L&M 2012/13 July 2012
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Introduction to the ILM L3 Award in Leadership and
Management
The ILM Level 3 Award in Leadership and Management aims to give practising or potential
middle managers the foundation for their formal development in this role. The qualification
does this by developing basic management skills and assisting participants in gaining the basic
knowledge required at this level.
Are you a Middle Manager?
The following profile is provided to help you confirm that this is the right qualification for you.
Middle Managers:
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may engage in some of the tasks performed by their fellow team members, but
this is not their primary function
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are practising managers who engage more extensively in managerial tasks in
which other team members do not engage
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have a wider span of control, responsibility, authority or power and a greater
degree of autonomy than a team leader
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have to make decisions which have some resource implications
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have to initiate actions in relation to the employment of others (eg, be involved
in, but not decide about recruitment decisions or disciplinary matters)
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have to operate with less supervision and control by others
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plan work looking several weeks or months ahead (the team leader’s time
horizons tends to be days or weeks ahead at most)
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have a greater knowledge than team leaders of specific requirements of
customers or suppliers (conversely they are not likely to make decisions about
varying terms of trading with customers or suppliers)
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may deal with similar problems to team leaders, but require superior technical
knowledge and more subjective judgements that demand understanding of
relationships between people working together (this may extend to the
relationship between customer or supplier and the employing organisation or
other market related criteria)
What distinguishes middle managers from more senior managers is that they have very
limited budgetary responsibility.
They may make decisions about resource utilisation but the budgetary accountability for these
resources exists at a higher level.
They are also limited in the range of decisions they can make compared to more senior
managers, with all delegated decision making heavily circumscribed by rules or procedures.
Overview of the ILM Award programme
The Level 3 Award in Leadership and Management consists of three Units, delivered as
standalone workshops and which detailed in the Scheme of Work below.
In addition to these three Units candidates will also attend a mandatory induction and will
receive tutorial support by email and face-to-face from nominated tutors.
A summary of the whole programme is presented in the table below.
ILM Candidate Pack L3 Award L&M 2012/13 July 2012
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Overview of the Level 3 Award in Leadership and Management
Learning component
Note
Induction workshop (2 hours)
This workshop will give you all the basics you
need to know about the programme, the
assessment process, record keeping and so
forth.
The workshop supplements this handbook.
New Managers Programme (upto 10 hours)
A suite of workshops that gives new
managers an overview of the management
scene at the University and offer a chance to
identify the resources and support available.
There is also an opportunity for new
managers to network and learn from more
experienced staff. (This is optional for
experienced managers)
D/503/9326 Solving problems and making decisions
(1 day)
Guided reading with preparatory work.
L/503/9340 Developing yourself and others (half
day plus 1-1 support)
Pre-course activity in the form of a diagnostic
test with interpretative work.
J/503/9353 Understanding performance
management (1 day)
Guided reading with preparatory work.
Coaching and mentoring day
A scheduled session with 1-1 slots where you
will receive group and 1-1 coaching and
mentoring support on any of the topics in
this programme or related to the
programme.
Tutorial Support
You receive 1-1 and group tuition throughout
the Team Leading course
ILM Candidate Pack L3 Award L&M 2012/13 July 2012
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Scheme of Work for the Award in First Line Management
Level 3 Award in First Line Management (6 credits / 37 guided learning hours)
Method of delivery or
activity
ILM Induction and Assessment Workshop
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Learning Outcome
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An outline of the qualification and the related learner support available (including the Study Guides which can
be downloaded from www.i-l-m.com)
ILM studying membership and benefits
The aims of Team Leading development
Expectations of, and benefits to, the individual and where relevant, their employer
Format of the programme – content, hours, attendance, delivery methods, etc
The assessment requirements, including assessment criteria
Roles and responsibilities of centre staff, learners and ILM
Learning and study skills, including reference to use of library, internet and any open or on-line learning to be
used
Information on tutorial support, advice and guidance, equal opportunities, appeals procedures, authenticity and
plagiarism
Guided learning hours
Total 2 hours
Guided reading
Candidate & Assessment Pack
Assessment method
Not applicable
ILM Candidate Pack L3 Award L&M 2012/13 July 2012
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Method of delivery or
activity
New Managers Programme (optional for experienced managers)
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Learning Outcome
Guided learning hours
Total 10 hours + (distributed over whole programme)
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Guided reading
Assessment method
Management and governance of the University (How the University works – decision making and governance
workshop)
Goals and targets of the University (Goals and targets workshop)
HR policies and guidelines for managers (HR website)
Managing absence and performance (Managing staff performance and absence workshop)
Shared experiences with other new managers (the Management Forum)
Insights from experienced staff in a range of management roles (the Management Forum)
University policies
University website
You e-Develop resources
Not applicable
ILM Candidate Pack L3 L&M 2012-13 August 2012
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Title of activity and
method of delivery
Workshop: Solving problems and making decisions
Pre-Work:
 Identify a problem at work that needs to be resolved. Think about what has caused this to arise and what the
consequences are if it is not resolved.
Session:
 Definition of a problem and Objective setting
 Problem solving techniques including brain storming and creative thinking
 Cause and Consequence Mapping & Fishbone
 Other tools: Pareto, Paired Analysis, Process Mapping, Paired Comparison, Why, Why Diagrams etc.
 Problem Statement grid
 Defining Decisions and analysing decision making problems
 Using statistics, charts, diagrams in interpreting and presenting data
 Decision Making Options and Tools
 Evaluating the Solution: progress review meetings, evaluation tools.
D/503/9326 Solving problems and making decisions:
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Learning Outcome
Know how to describe a problem, its nature, scope and impact
Know how to gather and interpret information to solve a problem
Know how to evaluate options to make a decision
Know how to plan monitor and review the implementation and communication of decisions
Total 10 hours:
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Guided learning hours
Guided reading
Assessment method
Workshop
(optional) New Managers Programme
Guided reading
Adair ‘Decision Making & Problem Solving’
Tudor Richards ‘Creativity & Problem Solving at Work’
Online ILM resources from the Learning Zone.
Online resources on You e-Develop
Identify a workplace problem and ways to resolve it
ILM Candidate Pack L3 L&M 2012-13 August 2012
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Workshop: Developing yourself and others
Pre work:

Delegates to review their Job Description and Person Specification together with their own skills and
experiences. Delegates to prepare a personal statement and CV demonstrating their suitability for the role.
 Delegates to bring with them their Personal Performance and Development Objectives.
Session:
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Title of activity and
method of delivery
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Tutor input on SWOT analysis
Delegates to carry out a SWOT analysis for themselves in their current role, using their pre work
Tutor input on the hierarchy of objectives, i.e. that department and individual objectives should be based on
those of the organisation as a whole
Group review of the University of Exeter objectives against their own and discussion
Tutor input on the Development Cycle followed by small group work
Interactive exercise to identify the ways in which current competence of self and others can be established to
include; feedback from others, SWOT, testing etc.
Tutor input on identifying development needs and training needs analysis, followed by an individual activity
relating to the development of a member of their team.
Tutor input on development objectives followed by an activity to consolidate learning
Group work to establish learning and development opportunities for each of the different learning styles
(Activist, Theorist etc. covered in the Course Induction)
Delegates to prepare their own development plan and discuss in pairs
o
This will be delivered using:
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ILM Candidate Pack L3 L&M 2012-13 August 2012
Plenary, small group and individual work
Reflective exercises, participative group work and small group practical sessions
Tutor Input and Tutorial Support
Use of DVD’s, case studies, etc. as appropriate to the content
Identification of relevant policies and procedures within the University
Assessment of learning by way of Reflective Review
A Learning Log will be provided for all delegates to use to participate in the learning on the day and to support
transfer of learning to the work place.
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Learning Outcome
Know how to identify development needs
Know how to develop self and others to achieve organisational objectives
Total 8 hours:
Guided learning hours
Guided reading
Assessment method
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Developing yourself and others workshop
(optional) New Managers Programme
Guided reading
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You e-Develop resources
ILM resources
Work-based assignment
ILM Candidate Pack L3 L&M 2012-13 August 2012
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Workshop: Managing performance
Method of delivery or
activity
Learning Outcome
 Who are stakeholders?
 Refresher on SMART objectives and alignment of objectives with Organisational Objectives and Vision.
 Performance Equation
 Performance standards and ways of measuring standards.
 Variances in performance and the conduct versus capability model.
 Case studies
 Performance Counselling Meetings
 “I’d like a word with you” DVD
 Group discussion.
 Reflection
 Action planning
 (to be added)
J/503/9353 Managing performance:
 Understand the value of assessing performance to meet organisational and individual needs
 Know how to manage performance of individuals in the team
 Understand the value of feedback in the workplace
 Know how to manage performance
 Know how to manage underperformance in the workplace
Total 12 hours:
Guided learning hours
Guided reading
Assessment method
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Managing performance workshop (7 hours plus pre-course work)
(optional) New Managers programme
Managing staff performance and absence workshop (3 hours)
Guided reading
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You e-Develop resources
University websites (especially HR)
Reflective review in a workplace context
ILM Candidate Pack L3 L&M 2012-13 August 2012
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Tutorial support
Tutorial support in a mentoring and coaching fashion is provided in a 1 day scheduled session. This
session will be held on site.
As this support is an important part of the programme, people will be asked to book themselves onto
this day which will include 1-1 slots. In addition, Lisa and Sandra will be available to offer tutorial
support on delivery days. This will be either individual tutorial time or group tutorial time.
Additionally you will receive 1-1 tutorial support during your submission of assessments and there is
also an assessment workshop to support you after your learning programme.
ILM Candidate Pack L3 L&M 2012-13 August 2012
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Assessment Pack
Introduction to assessment used for this qualification
Assessments
You will be required to submit a variety of pieces of work for the Units as described in the
Scheme of Work for this qualification. These are summarised in the table below. Each Unit has
clear assessment criteria which you will need to meet in our submitted work. Although there are
recommended lengths of submissions (and the amount of time needed to achieve this) these
are not strict – it is up to you to make sure your piece of work meets all the assessment criteria
and is clear and concise.
Please structure your work using the headings in the Assessment Guide for each Unit (contained
at the end of this document).
Submitting drafts
You are encouraged to submit drafts to your assessor (notified during the Assessment
workshop) prior to your final submission. You may submit a maximum of two drafts prior to final
submission. Any further drafts submitted will be treated as a final submission and will be
marked accordingly.
Failing to meet the assessment criteria
If a final submission still fails to meet all the criteria you will be asked to re-submit your work
after further work which will be indicated when you are given feedback by your assessor. You
are allowed one re-submission.
After this you will be required to pay an assessment fee (varies with qualification, currently – L2
= £25; L3 = £30; L4 = £40) for every re-submission for that Unit.
Summary of assessments for this qualification
Learning component
Assignment task
D/503/9326
Solving problems and making
decisions
Identify a problem and ways to resolve it
L/503/9340
Developing yourself and others
Work-based assignment
J/503/9353
Understanding performance
management
Reflective review in a workplace context
ILM Candidate Pack L3 L&M 2012-13 August 2012
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Assessment Guides
D/503/9326 Solving problems and making decisions
Assignment Task for Unit: Identify a workplace problem and ways to resolve it.
Centre Number:
Centre Name:
Learner Registration No:
Learner Name:
TASK
Identify a workplace problem facing you or your team (or a team within another organisation if you are
currently unemployed) and examine ways to resolve it.
For the purposes of this assignment, ‘problem’ may be interpreted as ‘a deviation from the norm’ OR ‘an
improvement opportunity’ OR ‘a potential or anticipated problem’.
NOTE:
You should plan to spend approximately 10 hours researching your workplace context, preparing for and
writing or presenting the outcomes of this assignment for assessment. The 'nominal' word count for this
assignment is 1200 words; the suggested range is between 1000 and 2000 words.
Check your assignment carefully prior to submission using the assessment criteria.
Please use the sub-headings shown below when
structuring your Assignment
Assessment Criteria
Background
Briefly describe your organisation, what it does, and
your role within it.
 This aspect is not assessed, but is
designed to help the assessor understand
the context of the information you provide
throughout the remainder of this
assignment
Present situation (Analysis of the problem)
Describe:
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What the problem is and what may have caused
it.
Its scope (e.g. how widespread, how often, how
much etc).
Who, how and what it affects in the
workplace/team.
What you are trying to achieve by solving the
problem.
What the result would be if no action is taken.
Investigation and identification of possible
solutions to the problem
Briefly describe possible solutions to the problem. To
do this you must gather and interpret information to
identify possible solutions.
 Describe a problem, its nature scope and
impact (12 marks)
 Gather and interpret information to identify
possible solutions to a problem (24 marks)
 Prepare a summary of the options
providing facts and evidence (16 marks)
The evidence you gather should be fact supported by
evidence and not just your opinion.
Evaluation of possible solutions
Evaluate the possible solutions using a simple decision
making technique to arrive at the best solution. Your
evaluation should include human, material and
financial resources.
 Apply a simple decision making technique
to evaluate options to arrive at the best
solution (24 marks)
State your chosen solution clearly and concisely.
ILM Candidate Pack L3 L&M 2012-13 August 2012
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Recommend implementation plan to solve the
problem
Provide an action plan for the implementation and
communication of the solution. Your action plan should
include actions, timescales and required resources
including people.
 Plan the implementation and
communication of the decision (16 marks)
 Describe which monitoring and review
techniques could be used to evaluate
outcomes (8 marks)
Briefly describe the monitoring and review techniques
you could use to evaluate the effectiveness of your
chosen solution.
ILM Candidate Pack L3 L&M 2012-13 August 2012
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L/503/9340 Developing yourself and others
Assignment Task for Unit: work-based assignment
Centre Number:
Centre Name:
Learner Registration No:
Learner Name:
TASK
The purpose of this unit is to develop knowledge and skill in identifying and development needs and
planning for their achievement.
This task requires you to analyse your own and one other member of your team’s development needs
and learning styles. You should decide how you will plan to meet these development needs, what
support mechanisms are available and how the development can be monitored.
NOTE:
You should plan to spend approximately 7 hours researching your workplace context, preparing for and
writing or presenting the outcomes of this assignment for assessment. The 'nominal' word count for this
assignment is 1500 words: the suggested range is between 1000 and 2000 words.
Check your assignment carefully prior to submission using the assessment criteria.
Please use the sub-headings shown below
when structuring your Assignment
Know how to identify development needs
Record the outcomes of the following and briefly
explain how the techniques were used:
 Use a recognised technique to identify the
learning style (s) of yourself and another member
of the team.
 Use a simple technique to carry out a
development needs analysis on yourself and one
member of your team.
 Identify any barriers to your learning that might
occur and explain how these can be overcome.
Know how to develop self and others to
achieve organisational objectives
Based upon the information gathered in section 1:
 Briefly analyse learning/development options
for yourself and the other member of your team
(it is suggested that two options each would be
sufficient).
 Identify support mechanisms, such as training
resources, job rotation or coaching, for the
development of yourself and the other team
member.
 Prepare a development plan to achieve one of
the learning objectives either for yourself or the
other team member.
 Describe how a method such as a learning log
could be used to monitor development.
ILM Candidate Pack L3 L&M 2012-13 August 2012
Assessment Criteria
 Identify own learning style(s) and the learning
style(s) of another member of the team (12
marks)
 Use a simple technique for identifying own
development needs and the development
needs of another member of the team (12
marks)
 Identify potential barriers to learning (12 marks)
 Explain how barriers to learning can be
overcome (12 marks)
 Briefly analyse learning/development options to
meet need(s) of self and another member of
the team (12 marks)
 Identify support mechanisms for the
development of self and another member of the
team (12 marks)
 Prepare a development plan to achieve a
learning objective for self or another team
member (16 marks)
 Describe a method that could be used to
monitor the development of self and another
member of the team (12 marks)
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J/503/9353 Understanding performance management
Assignment Task for Unit: Reflective review in a workplace context
Centre Number:
Centre Name:
Learner Registration No:
Learner Name:
TASK
The purpose of this unit is to enable you to understand the value of performance management
techniques and how to apply them in a fair and objective manner.
The task requires you to explain the value of performance assessment, to appropriately identify at least
two ways to ensure fair and objective formal assessment giving an explanation of how to set correct
SMART objectives, how to set performance standards and how to measure performance against
agreed standards for a team member.
The importance of feedback to improve performance should then be explained as well a description of
how to give effective feedback.
Finally you should identify at least two potential areas of underperformance in the workplace as well as
two appropriate causes for failure to meet agreed performance levels and a description of at least two
appropriate actions to restore performance.
NOTE:
You should plan to spend approximately 8 hours researching your workplace context, preparing for
and writing or presenting the outcomes of this assignment for assessment. The 'nominal' word count
for this assignment is 1200 words: the suggested range is between 1000 and 2000 words.
Check your assignment carefully prior to submission using the assessment criteria.
Please use the sub-headings shown below when
structuring your Assignment
Assessment Criteria
The value of assessing performance
 Describe the value of formal and informal
performance assessment in the workplace
(8 marks)
 Explain the role of the first line manager in
performance management (4 marks)
Know how to manage performance of individuals
in the team
 Identify ways to ensure fair and objective
formal assessment (12 marks)
 Explain how to set SMART objectives for a
team member (12 marks)
 Explain how to set performance standards
for a team member (8 marks)
 Explain how to measure performance
against agreed standards (8 marks)
Understand the value of feedback in the
workplace
 Explain the importance of feedback to
improve performance (12 marks)
 Describe how to give effective feedback ( 8
marks)
Know how to manage underperformance in the
workplace
 Identify potential areas of
underperformance in the workplace (8
marks)
 Identify causes for failure to meet agreed
performance levels (8 marks)
 Describe actions to restore performance to
acceptable levels (12 marks)
ILM Candidate Pack L3 L&M 2012-13 August 2012
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