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Incorporating curriculum from diverse universities alongside UK National Occupation Standards, complemented by an academic support system.
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We are aligning UK occupational standards with the learning outcomes of our university partner programs to provide learners with maximum benefits.
Cross-recognition
Ensure consistent and rigorous educational standards across integrated programs
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Integration enables the incorporation of cutting-edge industry trends into programs.
Multiple qualifications
Pursues and earns multiple qualifications simultaneously or sequentially.
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Reducing the amount of time and costs required when compared with original fees.
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Business Administration Programs mapping with Senior Leader standards

UK Occupation Standards: ST0480
Occupation summary

This occupation has a small, medium, and large organizations in the public, private or third sectors and sustainability as an area of the economy including health, finance, engineering, manufacturing, business and professional services, education, retail, leisure, technology, and construction. Senior Leaders are a key component of all types of business models where there is a workforce to lead, manage and support.
The general purpose of the occupation is a distinct, inclusive, and strategic leadership and direction relating to their area of responsibility within an organization. Typically, this involves setting, managing, and monitoring the achievement of core objectives aligned with the overall strategic destination of the organization’s Board (or equivalent). In a smaller organization, they are also likely to execute the achievement of these strategic objectives.
A Senior Leader influences at a higher organizational level, including sometimes at Board (or equivalent) level, and sets the culture and tone across their area of responsibility. They may work in varied environments including in an office, onsite, or remotely and demonstrate a high level of flexibility and adaptability to meet the needs of the organization. In their daily work, an employee in this occupation interacts with internal stakeholders such as members of their team, other senior leaders/managers, support services (finance, marketing, HR), and project groups in larger organizations. They may be part of a wider specialist team.
Depending on the size of their organization, a Senior Leader may be responsible for reporting results relating to their area of responsibility to a Board, trustees, shareholders, executive team, or other senior management within the organization. Externally, a Senior Leader acts as an ambassador for their organization with wide-ranging networks typically involving customers/clients, supply chains, and statutory/regulatory bodies. An employee in this occupation will be responsible for:

Occupation duties
DUTY KSBS

Duty 1 Set the overall strategic direction of their area of responsibility in partnership with the Board (or equivalent), encouraging employees to buy into the organisation’s vision.

K1 K2 K6 K13 K14

S1 S2 S10 S11

B2

Duty 2 Lead on the development and critical review of operational policies and practices within their area of responsibility, to ensure they are aligned to the needs of the organisation and remain fit for purpose and sustainable.

K2 K6 K16 K19

S2 S7 S10 S11

B2

Duty 3 Lead and influence agreed projects to deliver organisational strategy such as change and agile transformation programmes, diversification, new product implementation, and customer experience improvement.

K3 K5 K6 K7 K14 K15

S2 S3 S4

B2 B3

Duty 4 Make decisions about organisational resource requirements (budgets, people, technology) based on strategic insight and reliable evidence.

K4 K6 K7 K8 K9

S5 S7 S10 S11 S12

B2

Duty 5 Lead and respond to crisis management, assessing the risks and opportunities which could affect business/department performance, and finding solutions that meet the needs of both the organisation and its customers/stakeholders in a responsible and ethical way.

K5 K6 K17 K19

S4 S5 S8

B1

Duty 6 Lead people development including talent management, succession planning, workforce design, and coaching, and mentoring arrangements for people within their area of responsibility.

K6 K10 K11 K18

S2 S9 S13 S14 S15 S16 S18

B1 B4 B5

Duty 7 Promote an ethical, inclusive, innovative and supportive culture that generates continuous business improvement.

K6 K10 K11

S4 S9 S13 S14 S15 S16 S17 S18

B1 B4 B5

Duty 8 Report to the Board (or relevant governance/management structure) on the progress of their operational activities towards achieving business goals.

K12 K13

S19 S20

B1

Duty 9 Cultivate and maintain collaborative relationships with key senior internal and external stakeholders to influence key decision makers as appropriate.

K4 K7 K12 K13

S2 S6 S19

B1

Duty 10 Shape the approach to external communications for their area of responsibility and ensure it aligns with any wider organisational communications strategy.

K15 K20

S2 S21

B1

Duty 11 Proactively keep up to date with social, economic and technological trends and developments relevant to their area of responsibility and wider organisation, and promote innovation to address changing requirements and to take advantage of new opportunities.

K3 K4 K7 K19

S3 S4 S7 S9 S13

B3

Duty 12 Ensure that their area of responsibility is compliant with internal governance, such as any assurance framework requirements, and with external governance, such as any regulatory and statutory requirements.

K2 K9

S3 S8 S12

B3

Knowledge

K1: How to shape organisational mission, culture and values.

K2: Organisation structures; business modelling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.

K3: New market strategies, changing customer demands and trend analysis.

K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability.

K5: Systems thinking, knowledge/data management, research methodologies and programme management.

K6: Ethics and values-based leadership theories and principles.

K7: Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change.

K8: Financial strategies, for example scenarios, modelling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non- financial information such as the implications of sustainable approaches

K9: Financial governance and legal requirements, and procurement strategies.

K10: Organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures.

K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion.

K12: Influencing and negotiating strategies both upwards and outwards.

K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.

K14: Working with board and other company leadership structures.

K15: Brand and reputation management.

K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda.

K17: Crisis and risk management strategies.

K18: Coaching and mentoring techniques.

K19: Approaches to developing a Corporate Social Responsibility programme.

K20: The organisation’s developing communications strategy and its link to their area of responsibility.

Skills

S1: Use horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes.

S2: Set strategic direction and gain support for it from key stakeholders.

S3: Undertake research, and critically analyse and integrate complex information.

S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establishing the value of ideas and change initiatives and driving continuous improvement.

S5: Lead and respond in a crisis situation using risk management techniques.

S6: Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero by 2050 target.

S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management.

S8: Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance.

S9: Drive a culture of resilience and support development of new enterprise and opportunities.

S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.

S11: Uses financial data to allocate resources.

S12: Oversee procurement, supply chain management and contracts.

S13: Use personal presence and ‚Äústorytelling‚ÄĚ to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.

S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.

S15: Give and receive feedback at all levels, building confidence and developing trust, and enable people to take risks and challenge where appropriate.

S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.

S17: Lead and influence people, building constructive working relationships across teams, using matrix management where required.

S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.

S19: Manage relationships across multiple and diverse stakeholders.

S20: Lead within their area of control/authority, influencing both upwards and outwards, negotiating and using advocacy skills to build reputation and effective collaboration.

S21: Shape and manage the communications strategy for their area of responsibility.

Behaviors

B1: Work collaboratively enabling empowerment and delegation.

B2: Take personal accountability aligned to clear values.

B3: Curious and innovative ‚Äď exploring areas of ambiguity and complexity and finding creative solutions.

B4: Value difference and champion diversity.

B5: Seek continuous professional development opportunities for self and wider team.

Academic Programs mapped from university partners
  • MBA Triple Crown from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
  • MBA Apprenticeship Dual Degree from Universit√© Lib√©rale de Paris (Paris-U) and UITM Poland
  • Master of Business Administration from Universit√© Lib√©rale de Paris (Paris-U)

Human Resources programs mapping with Senior People Professional standards

UK Occupation Standards: ST0813
Occupation summary

This occupation is found in small, medium and large organizations which sit within any of the public, private or third sectors. Senior People Professionals are found in all industries and are a key component of virtually all types of business models where there is a workforce to support and manage.

The broad purpose of the occupation is to improve people practices in organizations in order to drive organizational performance and effectiveness. Senior People Professionals are the in-house experts in people, work and change. They champion the people agenda to create working environments and cultures that help get the best out of people, delivering great organizational outcomes.

In their daily work, an employee in this occupation interacts with a range of stakeholders across their organization, creating medium to long-term value for a wide audience. In larger organizations, they may be part of a wider specialist team. They may also lead a team of HR/L&D/OD consultants/advisers. In smaller organizations, they might be solely responsible for the entire people’s agenda and report directly to the organization lead. At this level, Senior People Professionals are ambassadors for their organizations and will typically have wide-ranging networks and need to interact with a wide range of internal and external senior stakeholders.

An employee in this occupation will be responsible for applying their knowledge and expertise to lead the design, implementation and evaluation of people policies and practices aligned to the needs of the organization and its employees. They will be responsible for leading people projects and/or playing a key role in larger organization-wide programs, managing their own work with a high level of autonomy. Senior People Practitioners have to keep up to date with relevant legislation and regulations and make timely interventions to ensure their organization’s relations with its people are effective and compliant.

Senior People Professionals engage with a wide range of stakeholders, including developing and maintaining strong relationships with senior stakeholders to facilitate engagement on people issues. Keeping up to date with key trends and developments in the profession is critical to this occupation. Analysis of future workforce trends and providing insight around people analytics is an essential responsibility which enables Senior People Professionals to influence senior stakeholders and make recommendations for change. Senior People Professionals are increasingly responsible for seeking out, evaluating and utilizing technology to deliver the people strategy. Typically, Senior People Professionals have some budget responsibility and will be expected to employ continuous improvement approaches to maximize the use of limited resources.

Senior People Professionals may specialize in either Human Resources (HR), Learning and Development (L&D) or Organization Development (OD). This Apprenticeship Occupational Standard takes a core and options approach. All apprentices will complete the core and must select the one most appropriate option to their role from HR, L&D and OD.

Occupation duties

Core occupation duties

DUTY KSBS

Duty 1 Lead the design, creation, implementation and review of people policies and practices aligned to the needs of the organisation, Critically evaluate a range of people practices to ensure fit for purpose and review as appropriate.

K1 K3 K8

S1 S4 S9

B1 B3 B6 B7 B8

Duty 2 Using critical analysis and evaluation of internal and external factors contribute to the development of the wider organisational people strategy and lead on the implementation of a workstream (e.g. HR/L&D/OD) relevant to the role.

K3 K4 K8

S4 S5 S9

B2 B3 B6 B7 B8

Duty 3 Manage and lead people projects and lead the people element of broader organisation wide projects and programmes. Critically analyse, interpret and evaluate complex information, concepts and problems to develop business cases for change and evaluate and apply appropriate change management methodologies.

K6 K11 K12

S7 S12 S13 S15

B1 B2 B3 B4 B6 B7 B8

Duty 4 Assess both current and future workforce needs, building future capability and talent and actively contribute to the organisation’s strategic workforce planning or talent management processes for example, they may need to analyse the transferability of skills in the current workforce and devise strategies that enable a just transition for staff into the green economy.

K5 K7 K8 K9

S6 S8 S9 S10

B3 B7 B8

Duty 5 Proactively develop and maintain relationships with senior stakeholders in order to communicate, engage, influence and challenge effectively in order to achieve the people strategy and represent the organisation externally.

K3 K9 K10

S4 S5 S7 S10 S11 S14

B1 B2 B8

Duty 6 Bring together the right people to ensure resource availability to drive sustained commercial success and value for people. Manage a budget and people metrics, review and forecast spend relating to the workforce.

K4 K7 K10

S3 S5 S8 S11

B6 B8

Duty 7 Select and implement appropriate technology to deliver the people strategy, policy and practices, taking into account the risks, opportunities, impact and value of technology. Seek out, critically evaluate and utilise technologies to drive a continuous improvement approach.

K4 K5 K6

S5 S6 S7 S13

B6 B8

Duty 8 Review and critically evaluate current and future trends to ensure organisation effectiveness and commercial awareness. Interpret people analytics to provide insight, make recommendations, and to influence senior stakeholders regarding organisation decisions.

K3 K4 K10

S4 S5 S11 S14

B2 B6 B8

Duty 9 Proactively shape and drive the organisation’s culture and role model the organisations core values and beliefs, creating working practices that reflect the organisation’s culture, core values and beliefs.

K2 K8

S2 S9

B1 B3 B4

Duty 10 Integrate diversity and inclusion into people and wider organisation approaches.

K2 K8

S2 S9

B1 B3 B4

Duty 11 Proactively keep up to date with external trends and developments, both in the people profession and wider context (relevant to your role) and take responsibility for the development of other people professionals, managers and leaders, including providing coaching and mentoring where appropriate, for example, the current and potential impacts of the transition to net carbon zero emissions by 2050.

K5 K9

S6 S10

B5

Duty 12 Keep up to date with and interpret relevant legislation and regulation, such as employment law, ethics, equality and diversity and critically evaluate relevant organisation people policies and practices to ensure compliance and mitigate risk.

K1 K6

S1 S7

B1

Option duties

Senior Human Resources (HR) Professional duties

DUTY KSBS

Duty 13 Lead and advise on complex HR and employment issues & practices to mitigate risk and maximise effectiveness.

K1 K23 K24

S1 S14 S15 S26 S27

B1 B2 B3 B4 B7

Duty 14 Create and sustain a positive employee relations climate to ensure the relationship between the organisation and its people is managed through its practices and relevant law.

K1 K2 K12 K23 K24

S1 S2 S12 S15 S26 S27

B1 B2 B3 B4

Duty 15 Critically evaluate, develop and implement approaches to maximise employee engagement within the organisation.

K2 K8 K12 K21

S2 S9 S12 S15 S24

B3 B4 B6

Duty 16 Champion, design and implement approaches to employee well-being across the organisation.

K2 K8 K12 K21

S2 S9 S12 S15 S24

B3 B4 B6

Duty 17 Critically analyse, design and implement people reward strategies to attract, motivate and retain employees.

K3 K22

S4 S9 S25

B1 B6 B8

Duty 18 Critically analyse and review approaches to managing performance across the organisation, design and implement changes where appropriate.

K1 K8 K9 K24

S1 S9 S10 S27

B2 B3 B6 B8

Senior Learning & Development (L&D) Professional duties

DUTY KSBS

Duty 19 Critically analyse and evaluate the formulation and implementation of the learning and development strategy ensuring it is underpinned by the full learning cycle, ensuring the creation of an organisation learning culture that shapes and ensures continuing professional development. .

K4 K17 K19

S5 S20 S23

B5 B6

Duty 20 Critically evaluate, select and apply a range of approaches and processes to establish learning and development needs at an organisational, group/team, occupational and individual level in collaboration with relevant senior stakeholders.

K3 K4 K18

S4 S5 S21

B2 B5 B6

Duty 21 Critically evaluate a range of learning design theories, channels, methods and approaches in order to select the appropriate solutions which will meet organisation wide development needs.

K5 K17 K18 K19

S6 S20 S21 S23

B5 B6 B7

Duty 22 Initiate and drive an appropriate coaching and mentoring strategy and culture to enhance the effectiveness and capability of the organisations people. Critically analyse and develop the coaching and mentoring capability and capacity to ensure it drives performance and/or supports the culture of the organisation.

K2 K9 K17 K18

S2 S10 S20 S21

B4 B5

Duty 23 Select and use complex or sophisticated facilitation techniques in order to facilitate complex events, development interventions and discussions to support senior colleagues, groups and teams to achieve a desired successful outcome.

K17 K18 K20

S14 S20 S21 S22

B2 B3 B5

Duty 24 Design and implement appropriate evaluation strategies and methods to assess the effectiveness of learning plans and interventions.

K4 K10 K17

S4 S11 S20

B5 B6 B7 B8

Senior Organisation Development (OD) Professional duties

DUTY KSBS

Duty 25 Critically evaluate overarching organisation strategy and establish organisation development needs through using a range of consulting processes, styles and diagnostic tools and methodologies.

K2 K10 K12 K14

S2 S11 S12 S17

B4 B6 B7

Duty 26 Lead the design, creation and review of a range of organisation development interventions in order to improve organisational effectiveness and performance.

K2 K6 K11 K15

S7 S13 S14 S16 S18

B3 B7 B8

Duty 27 Actively measure organisation culture and critically analyse, select and implement different approaches to culture development.

K2 K6 K13

S2 S7 S16

B3 B4 B6 B7

Duty 28 Apply models of systemic thinking to a range of people practices.

K1 K4 K5 K16

S5 S6 S19

B6 B7 B8

Duty 29 Critically evaluate and implement appropriate organisation design structures to align with business needs and improve performance.

K2 K14

S2 S17

B1 B2 B4 B7 B8

Duty 30 Critically evaluate and apply work design choices (who does what/how work is done).

K5 K6 K7 K14 K21

S7 S15 S17

B1 B3 B8

Knowledge

K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance and relevant law and how to develop policy in line with this.

K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs. This may include approaches to sustainability.

K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases) and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles. This may include the impacts of the transition to a green economy and net carbon zero emissions by 2050.

K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.

K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy.

K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.

K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing. This may include approaches to ensuring a just transition for employees within the high carbon legacy economy to the low carbon economy by 2050.

K8: How to integrate diversity and inclusion into wider organisational approaches.

K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.

K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.

K11: How projects fit as part of wider programme management and how to use project management methodologies in order to deliver a project.

K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance.

K13: (OD) How to critically evaluate and apply models and measures of culture and behaviour in organisational development.

K14: (OD) Organisational design theories, principles, models, structures, good work design and job design.

K15: (OD) Organisation development theories, principles, models, tools, interventions and scenario planning.

K16: (OD) Essential concepts of systems thinking.

K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures.

K18: (LD) The psychology of learning as well as current and future trends in adult learning and motivation and how to integrate into an organisations learning approach.

K19: (LD) Learning design principles and methods aligned to learning strategy.

K20: (LD) Complex facilitation techniques and when to use them.

K21: (HR) Strategies and drivers of employee well-being and engagement and how to integrate into wider organisation approaches.

K22: (HR) How to create remuneration and benefit approaches that are aligned to current and future organisation needs and market conditions such as equal pay.

K23: (HR) Employment law, (including associated case law), different theories and perspectives on employee relations and employee body relationships, and the implications on people policies and practices.

K24: (HR) The impact of performance management approaches and how performance management data can be used to drive improvement.

Skills

S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values.

S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.

S3: Create and manage relevant budgets (for example HR and projects) and make balanced commercial decisions, recording them appropriately.

S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.

S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.

S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.

S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).

S8: Develop and implement people plans and integrated people practices in line with organisational and people strategy.

S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.

S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.

S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.

S12: Align and evaluate worker voice tools and approaches and drive forward the outputs.

S13: Select appropriate project management methodologies and resources in order to plan, lead and deliver complex projects (often as part of wider programmes) including the management of risk.

S14: Influence senior leaders in order to position the people strategy at the heart of the business and ensure it is considered when decisions are taken across the organisation. Manage complex relationships across multiple and diverse stakeholders, building trust and rapport with the ability to positively challenge. Lead beyond area of control/authority and influence, negotiate and use advocacy skills to build reputation and effective collaborations.

S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines.

S16: (OD) Select and apply organisation development models and measures and lead the implementation of different approaches to enable cultural development.

S17: (OD) Select, evaluate and apply appropriate design theories, principles, models, structures, for good work design and job design.

S18: (OD) Select, evaluate and apply appropriate organisation development theories, principles, models, tools (including scenario planning), to design and implement interventions.

S19: (OD) Apply appropriate systems thinking approaches to organisational development and design.

S20: (LD) Select, evaluate and apply appropriate theories and concepts to embed the value of learning, and to create a coaching and mentoring culture.

S21: (LD) Integrate appropriate current and future trends in adult learning and motivation into an organisation’s learning approach, evaluating the effectiveness of the approach.

S22: (LD) Select and apply appropriate complex facilitation techniques to achieve the desired outcome.

S23: (LD) Select, evaluate and apply appropriate design principles and methods aligned to learning strategy.

S24: (HR) Select, evaluate and apply appropriate strategies to integrate employee well-being and engagement into wider organisation approaches.

S25: (HR) Select, evaluate and apply appropriate remuneration and benefit approaches which are aligned to current and future organisation needs and market conditions.

S26: (HR) Recognise, interpret and apply employment law, (including associated case law), and the implications on people policies and practices, ensuring the relationship between an organisation and its people is managed through transparent practices and relevant law whilst taking account of different theories and perspectives on employee relations.

S27: (HR) Select, evaluate and apply appropriate performance management approaches and use relevant data to drive improvement.

Behaviors

B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.

B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.

B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.

B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.

B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.

B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.

B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.

B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.

Academic Programs mapped from university partners
  • MA in HR Triple Crown from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
  • MA in HR Apprenticeship Dual Degree from Universit√© Lib√©rale de Paris (Paris-U) and UITM Poland
  • Master of Talent Development and Human Resources Management from Universit√© Lib√©rale de Paris (Paris-U)
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Education programs mapping with Academic Professional standards

UK Occupation Standards: ST0477
Occupation summary

Academic Professionals work within the higher education (HE) sector delivering higher education teaching and undertaking research to support the development of knowledge within their discipline. They may work in Universities, Colleges or the Private Sector, in the primary role of developing and sharing knowledge with students, peers and external stakeholders to support advancement of the discipline and the resolution of major challenges. Academic Professionals play an active role in supporting a range of people including students, funders, stakeholders and government to gain insight into their specialist discipline area. Academic Professionals engage in continuing professional development in both their discipline and their pedagogy and make use of appropriate technologies to support the acquisition of knowledge.

Academic Professionals will reach full competency in their role through this apprenticeship, taking them from their entry point to employment in higher education to full professional competence, which can be achieved only following extensive training and work experience in both the core elements of the apprenticeship and in a specialist route for either teaching or research. At entry point, individuals have considerable expertise in a particular subject discipline, usually as indicated by the completion of postgraduate level 7 or level 8 qualifications, but still need the substantial training indicated below to acquire full competency as an Academic Professional.  The Academic Professional Apprenticeship Standard reflects widely understood professional standards for both the teaching and research routes in higher education and is aligned to the Higher Education Academy’s UK Professional Standards Framework and Vitae’s Researcher Development Framework.

Academic Professionals undertake the core role and follow one of two specialist routes, teaching and supporting learning or undertaking research:

Specialist role in Teaching Specialist role in Research
Specialises in teaching and the support of student learning at undergraduate, postgraduate taught and research levels. Employees in this specialism exceed the core teaching abilities of an Academic Professional by playing a leading role in the development of current learning and teaching practice, pedagogical and assessment methodologies, advanced skill in supporting learning for diverse groups of learners, including those with learning disabilities, delivery of a high level of information literacy and the application of technologies in support of learning, promotion of independent learning skills and other teaching techniques. They will contribute to changes of practice by developing innovative forms of teaching for use with students who are working towards higher-level learning at levels 4 to 8 in the Framework for HE Qualifications in England, Wales and Northern Ireland, ie from HE Certificate to Doctorate level. Has the capacity to operate as a principal investigator, identifying research opportunities, competing for external funding, managing research projects and budgets and creating research outputs. Specialises in research activities, often within a research team addressing major challenges facing the world, or those of public or private funders and commissioners of research.  Employees in this specialism exceed the core research abilities of an Academic Professional by playing a leading role in wider research management, oversight and deployment of research-related funding, collaboration with external organisations and dissemination of research outputs. These are competences that reach far beyond the original contribution to knowledge in a defined field which is the prime focus of the research degree held by most academic professionals.
Occupation duties

Option 1

Specialist role in Teaching ‚Äď Knowledge

The Academic Professional in a specialist teaching role will have in-depth knowledge and understanding of:

  • current subject and pedagogic research which support the development of advanced practice in the learning environment
  • complex information management and advanced digital literacy
  • the subject knowledge base and the methods for facilitating learning through engagement with it.
  • the application of a wide range of technologies and digital skills in support of teaching and learning
  • the methods required to develop curricula, monitor delivery and evaluate course, award and programme design

Specialist role in Teaching ‚Äď Skills

The Academic Professional in a specialist teaching role will be able to:

  • play a leading role in the development and deployment of innovative teaching and assessment techniques, to deliver HE teaching of high quality across a wide range of modules and to all levels
  • develop innovative HE course materials, monitor delivery and evaluate course, award and programme design
  • design a wide range of teaching environments to facilitate student learning and engagement
  • integrate subject and pedagogic research into teaching and scholarly activity to enhance teaching and support changes of practice
  • analyse and synthesise information and use critical thinking to share insight into their pedagogy and discipline area and improve engagement with excellence initiatives

Option 2

Specialist role in Research ‚Äď Knowledge

The Academic Professional in a specialist research role will have in-depth knowledge and understanding of:

  • current issues in the relevant disciplinary research literature
  • research theories and the practical application of a full range of research methods
  • relevant and up to date approaches to the management of research, including delivery to required timelines
  • major funding streams and programmes in the relevant research field
  • the application of a wide range of technologies and advanced digital skills in support of research investigation and dissemination

Specialist role in Research ‚Äď Skills

The Academic Professional in a specialist research role will be able to:

  • frame research questions and methodology in the context of competitive proposals for research funding
  • undertake effective management of research projects and budgets, assess risks and apply for ethical approval where required
  • produce intellectual insight and innovations in their own discipline to be shared with students, peers and wider stakeholders
  • author or co-author publications and disseminate research through a wide range of media
  • develop and sustain links with industry and other external organisations to grow collaborations and develop opportunities to access funding
Knowledge

The Academic Professional will have knowledge and understanding of:

  • a range of teaching, assessment and feedback methods used in higher education to support learning and achievement
  • how students learn and how to adapt delivery methods to support a range of students‚Äô needs
  • how research is conducted, within their own and related disciplines and in inter-disciplinary or trans-disciplinary contexts
  • regulatory, administrative, financial, planning procedures, risk management, quality assurance and quality enhancement, and how they are related to their role in higher education
  • technological processes associated with effectiveness in their role within the HE sector
  • methods for evaluating the effectiveness of academic activities, such as teaching and the quality and impact of research
  • how to engage with relevant professional bodies and other external organisations to support their work
  • the principles of reflective practice and the methods for applying reflective practice to their own professional development
  • innovative approaches to undertaking their work to create interest, understanding and enthusiasm among their students, funders or stakeholders
Skills

The Academic Professional will be able to:

  • deliver higher education teaching of high quality through lectures, tutorials, practicals or seminars
  • use varying teaching styles depending on the learning environment and students‚Äô needs
  • develop research questions and hypotheses prior to undertaking research in their subject discipline
  • analyse, synthesise and use critical thinking in the conduct of research
  • supervise and mentor students and peers to develop knowledge in their subject discipline
  • implement approaches to academic practice that are informed by equality and diversity
  • communicate orally and in writing and collaborate effectively, to manage people, processes or teams
  • use digital technologies effectively to develop and disseminate knowledge and understanding of subject disciplines
  • share ideas and evidence with students, peers, policy makers and private and public organisations through a variety of channels including publication and teaching
  • collect evidence of the impact of their work, including through student surveys or citations
  • manage their own continuing professional development (CPD) in subject disciplines and pedagogy, incorporating research, scholarship and professional practices
  • manage their own time through preparation and prioritisation, time management, responsiveness to change, and achieving a work-life balance.
Behaviors

Academic Professionals will be mindful of:

  • ethical, sustainable and inclusive practices and equality of opportunity to a professional standard
  • the need to continuously develop their knowledge and insight in relation to career management, responsiveness to opportunities, networking, reputation and esteem
  • the need to commit to CPD in relation to relevant contemporary issues such as: student employability and graduate employment destinations, ethics and sustainability, academic integrity, legal compliance and intellectual property, respect and confidentiality, and health and safety
  • the need to consider evidence-informed approaches and the outcomes from research, scholarship and CPD to inform their own professional practice
  • the wider context (policy, economic, societal, technological, legal, cultural and environmental) in which higher education operates, recognising the implications for professional practice
  • the need to seek opportunities to network, to practise public engagement and to communicate effectively
  • the need to be enthusiastic, self-confident, and self-reflective to operate effectively in the role
  • the requirement to persevere, have integrity, be prepared to take responsibility, to lead, mentor and supervise.
Academic Programs mapped from university partners
  • MAEMIP Triple Crown from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
  • Master of Education Management Apprenticeship Dual Degree from Universit√© Lib√©rale de Paris (Paris-U) and UITM Poland
  • Master of Education Management from Universit√© Lib√©rale de Paris (Paris-U)

LSCM programs mapping with Supply chain leadership professional standards

UK Occupation Standards: ST0548
Occupation summary

Supply chain leadership professionals are involved in procuring, producing, moving and delivering a product or service from a supplier (anywhere) to a customer or end-user (anywhere). They have an important role in integrating the functions and processes of customers, distributors, manufacturers, partners, regulators, sub-suppliers and suppliers within and across companies, cities, towns and countries to form an effective and efficient end-to-end supply chain. They are both globally (world-wide) and domestically (UK-wide) capable with an ability to lead effectively, facilitate trade productively and execute a supply chain successfully. To do this, supply chain leadership professionals are effective at working collaboratively with organisations and people and in the use of information and resources.

Main duties and tasks. The role embraces all of the mission-critical business activities of finance, HR, IT, marketing and sales. It exists to drive company growth, increase market share and generate revenue and profit. Main duties include organisation of a company’s supply chain network of product and service delivery across the key operational functions of plan, source, make, deliver, return and enable.  All tasks aim to add value to the customer and end-to-end supply chain.

Types of assignment undertaken. This will vary depending on geography, business size, industry, time-scales, product, system and legislative requirements. Typical assignments will be to:

  • achieve marketing advantage through logistics superiority
  • design and implement solutions to source and deliver materials into a production facility or of manufactured products to consumers
  • explore multi-modal transport and cost-effective storage solutions
  • decide where to invest in research and knowledge exchange to bring improvements to supply chain continuity
  • optimise assets in the supply chain through continuous improvement
  • plan, build and use IT infrastructures to bring new products and services to market
  • relationship manage suppliers, intermediaries, third-party service providers and customers
Knowledge and Skills
Knowledge

The Supply Chain Leadership Professional will know and understand:

Skills

The Supply Chain Leadership Professional will be able to:

Area of Work

Operational Activity Plan

Capacity Planning and Forecasting
  • the principles of inventory, supply and demand planning and associated metrics, such as on-time, in-full, error-free and on-shelf availability
  • methods of forecasting including effects of fluctuations and seasonality and use of scheduling techniques
  • the value of targeted research on supply chain dynamics
  • determine benefits of insourcing, offshoring or outsourcing
  • gather, analyse, interpret and use data from across the supply chain to propose and make effective decisions
  • source and plan optimal transport solutions
  • actively integrate and use data across enterprise lines
Supply Network Design
  • the principles of supply chain strategies, delivery models and modes and their impact on business performance
  • how the value proposition of the product and the market affects supply chain strategies and service operations for the end customer
  • how to use contemporary market, product and supply chain ideas to flex the supply chain network design
  • develop differentiated supply chain strategies aligned to relevant business unit or function to achieve long-term sustainable growth
  • use end customer insight to design and evaluate end-to-end supply chain networks
  • use current market and product information to influence and challenge supply chain network design
Source
Finance and Procurement
  • the specifics of budgeting, profit and loss reporting and cash flow forecasting in complex supply chains
  • how procurement processes impact across the supply-chain to ensure cost efficiencies, security of supply, continuity of service and mitigation of risk
  • the range of sourcing strategies for managing cost, quality, service and time across supply chain networks
  • leverage, and capitalise on, supply chain assets to deliver financial targets
  • drive cost efficiencies and service level improvements through the distribution network
  • practise in a sustainable and ethical way all sourcing and buying decisions
  • control information and material flow on-time and in-full
Inventory
  • value chain, end-to-end and multi-channel supply chain trends in cross-border sourcing
  • options for different inventory channels to markets, factoring in constraints, cost, flexibility, quality and speed
  • apply relevant inventory control techniques and tools
  • articulate ways to minimise costs and deploy Lean principles while optimising service
  • introduce strategies for managing inventory optimisation and rationalisation across the extended supply chain
Make
Operational Design
  • the different commercial, environmental, ethical and social contexts of manufacturing, storing, distributing and selling across an extended supply chain
  • the optimal supplier to customer supply chain structures
  • implement change in the supply chain in response to changes in production, scheduling and demand
  • collaborate with manufacturing functions to meet criteria of quality, time and continuity
Deliver
External Environment
  • the value of alternative solutions that impact positively on time and cost, on end users and all parts of the supply chain
  • the ethical, environmental, political, social, economic, technological and legal implications of operating in a supply chain life-cycle
  • manage distribution and logistics networks, inbound and outbound
  • evolve alternative supply chains to ensure resilience and continuity of supply
  • design activities for receiving, put-away, storage, replenish, order-picking and dispatch
Technology
  • the nature and scope of technologies that can drive supply chain behaviour including virtual networks
  • where to leverage investment, and seek specialist advice, in supply chain technology
  • the worth of modelling and simulation as a key enabling tool when applied to supply chain management problems
  • identify next-generation software and manage potentially disruptive technologies
  • match innovation in IT with business needs including global sourcing and the international trade context
  • meet the challenge of technology selection, development, implementation and application
Return
Law
  • the impact of national and international policy frameworks and legislation including employment, health and safety, security, environment, quality, common transport policy, tariff and taxes, trading protocols, customs classification, contracts and insurance
  • give guidance on meeting environmental and legal requirements and maintain a high regard for risk identification and reduction, and safety management
  • articulate business purpose and values and establish key accountabilities for contract formation and negotiation
Reverse Logistics
  • the importance of tracking and recycling and e-commerce practices
  • the value of asset recovery and related costs
  • the 7 ‚ÄúR‚Äôs‚ÄĚ of sustainability
  • introduce innovative distribution, delivery and return methods while managing risk
  • implement the 7 ‚ÄúR‚Äôs‚ÄĚ of sustainability:¬†remove, reduce, reuse, renew, recycle, revenue¬†and¬†read
Enable
Leadership
  • the requirements for supply chain and network change using contemporary supply chain thinking
  • the concepts of supply chain network coordination and leadership and their application to practice
  • how supply chain visibility and brand appeal can be raised by harnessing knowledge exchange
  • maintain the competitiveness of the supply chain
  • agree, communicate, collaborate and coordinate supply chain and network imperatives with finance, HR, IT, sales and marketing functions and with key partners
  • initiate value-adding strategic and operational processes through effective project and task management
Behaviors
Behavior The Supply Chain Leadership Professional will:
Adaptive
  • be flexible to changing business requirements with a desire for achieving supply chain optimisation
Collaborative
  • adopt cross-functional/cross-company working to enhance supply chain connections and dependencies
Co-operative
  • promote an inclusive approach to a safety-first culture in the workplace and across all tasks in the supply chain
Enterprising
  • champion new opportunities for business growth and proactively reduce the supply chain related risks
Influential
  • be a persuasive negotiator and approachable by all partners and stakeholders in the end to end supply chain
Motivating
  • be an ethical role model with a reputation for sustainable development in a global supply chain community
Academic Programs mapped from university partners
  • Master of Sciences in Transportation and Logistics Dual Degree from Swiss Institute of Management and Innovation (SIMI) and Malaysia University of Science and Technology (MUST)
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Program with Multi Awards

The Mapping+ framework ensures that the program is recognized and qualifications are awarded by our university partners.

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    IT programs mapping with Digital & Technology Solutions Specialist standards

    UK Occupation Standards: ST0482
    Occupation summary

    A Digital & Technology Solutions Specialist maintains digital and technology strategies through technology leadership; investigating, identifying and implementing technological strategic solutions. They direct digital technology provision by studying organisation goals, strategies, and practices and delivering and supporting strategic plans for implementing digital technologies. They are confident, competent and capable individuals able to apply leadership and change management skills to operate in a range of digital and technology related specialist roles. This standard is based upon a core set of knowledge, skills and behaviours that will be supplemented by one specialism detailed below.

    Occupation duties

    Software Engineering Specialist

    A software engineering specialist architects, develops and delivers complex software solutions from agreed specifications using contemporary standards and tools, to achieve a well-engineered result. They lead the design and development of bespoke secure and scalable software solutions and services for distributed web, mobile and fixed PC and mainframe platforms throughout the development lifecycle. They work across different platforms and develop software using programming languages appropriate to the applications being developed.

    Job roles: Software experience lead, software engineering specialist, solution developer, analyst programmer, senior software developer.

    Skills for Software Engineering Specialist¬†‚Äď be able to:
    • Architect, build and support leading edge concurrent software platforms that are performant to industry standards and deliver responsive solutions with good test coverage;
    • Drive the technology decision-making and development process for projects of varying scales, considering current technologies including DevOps and Cloud Computing, and evaluate different technology design and implementation options making reasoned proposals and recommendations;
    • Develop and deliver, distributed or semi-complex software solutions that are scalable and which deliver innovative user experiences and journeys that encompass cross-functional teams, platforms and technologies;
    • Update current software products, improving the efficiency and functionality, and build new features to product specifications;
    • Accomplish planned software development tasks that deliver the expected features, within specified time constraints, security and quality requirements;
    • Be accountable for the quality of deliverables from one or more software development teams (source code quality, automated testing, design quality, documentation etc.) and following company standard processes (code reviews, unit testing, source code management etc.).
    Technical knowledge for Software Engineering Specialist¬†‚Äď knows and understands:
    • The rationale for software platform and solution development, including the organisational context;
    • The various inputs, statements of requirements, security considerations and constraints that guide solution architecture and the development of logical and physical systems‚Äô designs;
    • The methodologies designed to help create approaches for organizing the software engineering process, the activities that need to be undertaken at different stages in the life-cycle and techniques for managing risks in delivering software solutions;
    • The approaches used to modularise the internal structure of an application and describe the structure and behaviour of applications used in a business, with a focus on how they interact with each other and with business users;
    • How to design, develop and deploy software solutions that are secure and effective in delivering the requirements of stakeholders and the factors that affect the design of a successful code;
    • The range of metrics which might be used to evaluate a delivered software product.

    Data Analytics Specialist

    A data analytics specialist investigates business data requirements, and applies data selection, data curation, data quality assurance and data investigation and engineering techniques. This will help the business to most effectively organise their data and they will provide advice and guidance to database designers and others in using the data structures and associated data components efficiently. They will undertake data processing to produce data sets for study and will perform investigations using techniques including machine learning to reveal new business opportunities. They also present data and investigation results along with compelling business opportunities reports to senior stakeholders.

    Job roles: Big data analyst, data and insight analyst, data science specialist, data management specialist, analytics lead.

    Skills for Data Analytics Specialist

    Be able to:

    • Identify and select the business data that needs to be collected and transitioned from a range of data systems; acquire, manage and process complex data sets, including large-scale and real-time data;
    • Undertake analytical investigations of data to understand the nature, utility and quality of data, and developing data quality rule sets and guidelines for database designers;
    • Formulate analysis questions and hypotheses which are answerable given the data available and come to statistically sound conclusions;
    • Conduct high-quality complex investigations, employing a range of analytical software, statistical modelling & machine learning techniques to make data driven decisions solve live commercial problems;
    • Document and describe the data architecture and structures using appropriate data modelling tools, and select appropriate methods to present data and results that support human understanding of complex data sets;
    • Scope and deliver data analysis projects, in response to business priorities, create compelling business opportunities reports on outcomes suitable for a variety of stakeholders including senior clients and management.
    Technical knowledge for Data Analytics Specialist

    Knows and understands:

    • How key algorithms and models are applied in developing analytical solutions and how analytical solutions can deliver benefits to organisations;
    • The information governance requirements that exist in the UK, and the relevant organisational and legislative data protection and data security standards that exist. The legal, social and ethical concerns involved in data management and analysis;
    • The principles of data driven analysis and how to apply these. Including the approach, the selected data, the fitted models and evaluations used to solve data problems;
    • The properties of different data storage solutions, and the transmission, processing and analytics of data from an enterprise system perspective. Including the platform choices available for designing and implementing solutions for data storage, processing and analytics in different data scenarios;
    • How relevant data hierarchies or taxonomies are identified and properly documented;
    • The concepts, tools and techniques for data visualisation, including how this provides a qualitative understanding of the information on which decisions can be based.

    Digital Business and Enterprise Systems Architecture Specialist

    A digital business and enterprise systems architecture specialist designs, documents and maintains technical architectures that describes the best approach to provision the business technical infrastructure. This typically involves the interpretation of business goals and drivers into an operating model and the description of inter-relationships between the people, organisation, processes, data, and technology with the external environment. They implement an information technology systems architecture to support or accomplish the strategy of the enterprise.

    Job roles: Business and enterprise architecture specialist, enterprise architect, business architect, systems architect.

    Skills for Digital Business and Enterprise Systems Architecture Specialist¬†‚Äď be able to:
    • Design and maintain digital systems architectures for online, cloud or mobile platforms. Evaluate alternative architectural solutions, ensuring the architecture is optimal for the business context in terms of deployment, operation and continuous enhancements;
    • Produce logical and physical architectural designs, mapping architectural principles and constraints onto the architectural solution. Evaluate and recommend products and services from software and solution providers in support of the architecture designs;
    • Recommend optimal delivery roadmaps and develop system implementation plans for enabling the proposed architecture, maintaining operational stability whilst delivering enterprise architecture-led change initiatives to improve business performance;
    • Implement architectural design governance frameworks that include risk mitigation strategies associated with the architecture. Define, develop and maintain operating models, technical design principles and enterprise architecture artefact guidelines;
    • Document architectures and roadmaps that enable the logical and physical system to be defined, to the detail appropriate to the audience and communicate the solutions and their importance and value to stakeholders;
    • Work with implementation teams to support the delivery of new or improved architectures, managing stakeholder expectations to reconcile conflicting business requirements.
    Technical knowledge for Digital Business and Enterprise Systems Architecture Specialist

    Knows and understands:

    • The hardware and software platforms relevant to the business context, and the applications hosted by these;
    • The relevant standards, tools, approaches and processes for developing and communicating enterprise architectures, optimising architectural solutions and mitigating risks;
    • How to create architecture descriptions and designs, using industry standard tools and techniques to build a coherent representation of an enterprise architecture consisting deployed business services, applications and technology;
    • The need for different models, views and representations of enterprise architectures to describe the structure and behaviour of applications, how they interact with each other, the data consumed and produced, and the interactions with business users;
    • The relationship between business strategy, business goals, and an enterprise architecture, including the importance of usability, reliability, performance, maintainability, and security in architectural development;
    • How to assess enterprise architectures for relevance and review their suitability in supporting the enterprise.

    System Test and Assurance Specialist

    A system test and assurance specialist ensures the high quality of software products, and digital system solutions through establishing appropriate test environments and planning, designing and conducting structured system functionality tests and performance tests against the specified requirements for the system under test. They define test cases, creating appropriate and representative test data for each test case. They execute a range of tests using a range of manual and automated test methods and, analyse the test results and confirm when a digital system solution meets its specified functionality and performance targets.

    Job roles: Software assurance engineer, software test specialist, system test analyst.

    Skills for System Test and Assurance Specialist

    Be able to:

    • Test Environment: Specify and configure digital system solution test environments to represent the usage context, against which tests can be execute in line with the organisational test strategy;
    • Test Planning: Create test plans that specify the digital system solution testing objectives, test deliverables, test schedule, test activity estimates and the required test resources (testers, test software and test hardware) required for digital system solution testing;
    • Test Cases: Write clear, intuitive test cases that are used to verify that each element of the digital system solution under test performs as specified. Use industry standard test management tools to define test cases and specify test data;
    • Test Execution: Apply appropriate test techniques to execute tests for reach test case using both manual test methods and automated testing tools as appropriate in a commercial environment;
    • Test Results: Document, manage and maintain test results and resolutions. Produce defect reports to identify, characterise and prioritise identified defects and aid their resolution. Compile written reports on test activities, outcomes, opportunities and risks, and explain recommendations to stakeholders;
    • Test Reviews: Define review and refine test methodologies in line with best practice test strategies and practices. Develop strategies for increased exploitation of reusable automated testing approaches.
    Technical knowledge for System Test and Assurance Specialist

    Knows and understands:

    • The fundamental software testing and assurance concepts and methods; including goals, challenges and limitations of software testing;
    • How to create, configure and maintain multi-server test environments;
    • How to design test cases effectively with various testing strategies including the need for representative test data;
    • How to select and justify appropriate testing techniques for a software testing situation, taking account of their strengths and weaknesses and the software‚Äôs domain, requirements and development maturity;
    • How to implement standard testing and assurance methodologies and procedures for a range of digital solution platforms including front-and back-office enterprise, mobile apps and web based applications. This includes the tools and techniques that can be used for automated testing, how to apply these and their limitations;
    • The need to deliver clear test results, defect reports and associated test documentation.

    IT Strategy Specialist

    An IT strategy specialist drives the development and implementation of IT strategy by providing consultative advice and guidance to IT managers and stakeholders to help transform their operating model through the delivery of technology based change initiatives. They define, deliver, and support strategic plans for implementing information technologies. They build the case for change and drive support from senior management. They identify opportunities for, and manage the delivery of, system rationalisation and system integration programmes. They recommend revisions to information technology strategies, policies, and procedures by evaluating organisation outcomes; identifying problems; evaluating trends; anticipating requirements. They verify application results by conducting system audits of technology enhancements implemented.

    Job roles: IT consultancy specialist, Software consultant, business change specialist, business process management specialist.

    Skills for IT Strategy Specialist¬†‚Äď be able to:
    • Assess an organisation‚Äôs technology operations and their continued capability to deliver the organisations technology based products and services, through defining, delivering, and supporting strategic plans for implementing digital technologies and revising as required;
    • Perform strategic analysis of organisational information systems, their structure and current effectiveness, in order to make systems rationalisation, systems integration and other improvement proposals:
    • Engage with business units to produce technical solution proposals for different technology domains such as infrastructure, cloud, application and storage platforms aligned with business demand;
    • Develop and implement technology lifecycle roadmaps, assessing different technical options and developing technology strategies aligned with business priorities and agreeing the case for change from senior management;
    • Plan and manage technology change delivery and migration programmes, ensuring successful implementation of the chosen technology, smooth delivery of related consultancy services to clients and verifying application results using audits;
    • Analyse and assess complex digital business problems through collecting and reviewing business data and formulating technology based design solutions.
    Technical knowledge for IT Strategy Specialist¬†‚Äď knows and understands:
    • The role and nature of IT consultancy as a mechanism for creating business improvements and which typical responsibilities and activities are included;
    • The contribution of contemporary IT architectures (including cloud deployment) as well as software platforms and applications appropriate to the context of IT consultancy;
    • The importance of clearly identifying the client issue, applying a structured approach and selecting appropriate analytical tools and techniques;
    • The diversity of IT consultancy interventions and approaches and the importance of scoping interventions effectively and agreeing clear contracts with clients;
    • How to apply a range of simple, recognised data gathering, problem solving and analytical tools and techniques to achieve agreed outcomes, presenting and communicating the results of research in reports and presentations to senior stakeholders;
    • The importance of client relationship, methods of establishing engagement with the client and the importance of communication, consultation and negotiation in managing clients.

    IT Business Analysis Specialist

    An IT business analyst is focused on identifying, prioritising and documenting business requirements that specify the functional, non-functional and performance outcomes of software development projects. They are responsible for delivering a consistent, clear and detailed set of business requirements to support technology change programmes, analysing key processes and producing clear, accurate, agreed documentation. They develop plans and proposals for the steps to be taken (including technology selection/ development) to realise the business requirements and at the same time develop, support and improve existing standards for business analysis processes and deliverables. They investigate operational requirements of new or changed processes, through uncovering, discussing and challenging client requirements, and then document those requirements in the form of a comprehensive specification. They work iteratively with stakeholders, to identify potential benefits and available options for consideration, and define acceptance tests.

    Job roles: Business analysis specialist, business analyst.

    Skills for IT Business Analysis Specialist

    Be able to:

    • Lead the gathering of requirements through elicitation, validation, prioritisation and documentation of high level and detailed system requirements, both functional and non-functional, using appropriate documentation and modelling techniques;
    • Lead business process workshops for understanding the client business environment and that analyse, develop and document end-to-end business processes and document product definitions, stakeholder needs, product features, and corresponding functional specifications;
    • Manage requirements ensuring that there is traceability through the project lifecycle from initiation to final delivery;
    • Map requirements with existing functionality and identify gaps that require additional configuration or customisation;
    • Drive the prioritisation, documentation and communication of business requirements throughout the project lifecycle, using a variety of recognised techniques and tools;
    • Communicate requirements and other business analysis findings to internal and external team stakeholders.
    Technical knowledge for IT Business Analysis Specialist

    Knows and understands:

    • How to analyse and deconstruct project briefs, translating them into detailed functional and technical specifications covering complex scenarios and understanding interdependencies;
    • How to deliver system requirements, including the methods and techniques for analysing the business domain and producing business requirements;
    • How to manage and document change with the business and communicate to the development team;
    • The role, functions and processes of information systems in achieving business objectives;
    • The analytical and computer based tools, techniques and modelling approaches that are required for the thorough analysis and solution of complex decision problems in a business context, together with the advantages and disadvantages in using them;
    • The concepts of organisational context, business strategy, stakeholder, business systems and process thinking, and change management for the business requirements analysis.

    Network Engineering Specialist

    A network engineering specialist will take responsibility for the secure network environment and implement configuration changes across different types of network devices/services deployed across an enterprise based on approved design/change documentation. They create secure network solutions, high and low level designs, migrations or new device implementations. They also manage network operations and analyse and solve complex network related problems, identify root cause of issues and make appropriate recommendations to avoid future failure. They pro actively investigate and advise on network improvements across the range of network services. They respond to changing business needs and develop and maintain network technology roadmaps.

    Job roles: Network specialist, network infrastructure engineer, network planner, network designer, network support specialist.

    Skills for Network Engineering Specialist

    Be able to:

    • Take responsibility for design, build and deployment activities to deliver appropriate secure network infrastructure solutions to meet customer requirements at an enterprise level and within budget, including enhancements and network configuration updates;
    • Formulate detailed network and storage specifications for stable and secure computing operations in a dynamic environment identifying new networking services and capabilities;
    • Manage the operation, maintenance and support of secure network environments, including diagnosing and troubleshooting wireless, security, switching, phone and other network-related issues for network related incidents;
    • Select and apply network monitoring tools to aid planning network upgrades before they become critical. Make recommendations for improvements to security, scalability, manageability, and performance across a network, storage, and related technologies;
    • Produce network technology roadmaps to meet evolving business needs for enterprise computing environments, including common network services, cloud services, web application hosting, databases, high-availability services, security and backup/recovery;
    • Ensure network infrastructure solutions chosen fit within the overall enterprise infrastructure architecture, security architecture and security standards.
    Technical knowledge for Network Engineering

    Specialist Knows and understands:

    • How IT networks impact the organisation, business objectives and processes and the application of different approaches to network organisation and management;
    • The principles of secure network design, architecture, implementation and assurance, including how to develop and analyse network protocols by using networking simulation;
    • How to build and maintain secure networks, including the types of countermeasures that can be put in place to identify, reduce or prevent problems caused by network attacks or misuse;
    • How to implement quality of services (QoS) of communication networks in terms of throughput, reliability and delay, and the importance of ensuring that performance, security, availability and continuity standards meet required service levels and business needs;
    • Current industry standard network architectures and their individual protocol layers, including the algorithms employed, the OSI (Open Standard Interconnection) model, systematic troubleshooting approaches and how to apply them;
    • Network industry trends and technical opportunities, assessing their viability for use within different business scenarios.

    IT Operations Management Specialist

    An IT operations management specialist takes responsibility for the availability, performance and resilience of all business IT systems, maintaining the operational integrity of the technologies and services provided, in line with strategy, governance and regulatory requirements. They contribute to strategic planning to ensure the IT infrastructure meets existing and future business requirements. They coordinate the transition of new systems into the live business operations environment. They manage IT operations performance monitoring and ensure that services and components meet their agreed performance targets and manage third party IT systems and services.

    Job roles: IT operations management specialist, operations manager, IT service manager.

    Skills for IT Operations Management Specialist¬†‚Äď be able to:
    • Take responsibility for the availability, performance and resilience of all business IT systems including core admin and business platforms, web applications and related interfaces and support services and the operational maintenance of servers, storage and other technical back-office elements;
    • Design and implement short and long-term strategic plans to ensure the IT infrastructure and services capacity and capability meets existing and future requirements;
    • Manage the transition and maintenance of new or updated solutions or other changes into the live operations environments, this includes scheduled installation of software updates, backups and patches to development and production systems;
    • Review and develop the organisation‚Äôs procedures for monitoring and measuring the performance of IT operations and produce and maintain detailed documentation on operational IT systems, processes and procedures;
    • Ensure that IT systems are compliant with information governance, regulatory and mandatory requirements and standards including local inventory maintenance and software license management;
    • Manage 3rd¬†party IT systems and services and business applications line with the IT strategy, ensuring that their availability and performance meets the firm‚Äôs current and future requirements including responsibility for IT vendor, contract and outsourcing management.
    Technical knowledge for IT Operations Management Specialist¬†‚Äď knows and understands:
    • The principles governing modern approaches to the management of IT enabled operations and the development, management, application and implementation of information systems to support business processes and their impact upon organisations;
    • The importance of IT operations within a business for competitiveness and how key aspects of customer service such as quality, cost, delivery and customisation are linked to the type of system adopted;
    • The role and function of information technology in supporting operations and supply chain management;
    • How the design and management of a firm‚Äôs IT enabled processes interact to determine a firm‚Äôs cost structure and its ability to compete effectively in terms of non-cost measures such as quality, variety and speed;
    • The key issues in the design of IT enabled operations (such as process design and analysis) and in the management of those operations (such as planning, scheduling and optimisation);
    • The principles of asset management and support for company IT related hardware and devices.

    IT Project Management Specialist

    An IT project management specialist takes full responsibility for the evolution and development of software solutions for web, mobile and fixed platform solutions. Their main objective is to ensure that the delivery and iteration of new solutions meets the client’s expectations. They establish close and trusted relationships with business stakeholders and solutions teams to deliver the roadmap, governance and supporting processes. They manage the programme roadmap, communicating milestones and progress updates with client stakeholders.

    Job roles: IT delivery manager, web delivery manager, IT development manager, IT development manager Software product management specialist.

    Skills for IT Project Management Specialist

    Be able to:

    • Take responsibility for the evolution and development of software solutions for web, mobile and fixed platform solutions, leading the scoping, sizing, and estimating efforts for assigned engagements;
    • Manage the demand planning, forecasting, budgeting, and supply planning for software solutions development delivery. Identify resources, assign responsibilities and formulate work packages in accordance with organisational standards;
    • Manage the work of the software solution development teams to ensure optimal resource utilisation and engagement, ensuring that the evolution and development of software solutions meets the software specification and client‚Äôs expectations;
    • Ensure all delivery aspects of IT solutions adhere to an appropriate software development methodology (including Agile, and Waterfall);
    • Manage the solution roadmap, communicating milestones providing status reports and progress updates of solutions to client stakeholders and managing documentation in accordance with the organisation‚Äôs standards;
    • Establish close and trusted relationships with clients, business stakeholders and software solutions teams to deliver the roadmap, governance and supporting processes and successfully negotiate with clients on technical matters, and manage client expectations.
    Technical knowledge for IT Project Management Specialist

    Knows and understands:

    • The characteristics of IT project management and how it drives change within organisations, through the organisational IT and systems strategy and its links to the business strategy. The importance of delivering business value via IT projects, and how this is achieved;
    • How to select appropriate modern software development methods for a variety of software projects, including the processes, methodologies, tools and standards to improve the cost, speed and quality of solution development;
    • How to analyse and manage the development processes/stages, quality control, delivery and documentation/communication etc. of large scale software systems;
    • How to apply estimation techniques for software solution development activities, and planning/tracking techniques to monitor progress of those activities in software development;
    • How to communicate software solution milestones and progress updates with client stakeholders;
    • How to deliver the roadmap, governance and supporting processes for software solutions.

    Cyber Security Technical Specialist

    A cyber security technical specialist provides advice and guidance on the application and operation of elementary physical, procedural and technical security controls. They co-ordinate and perform security vulnerability assessments and penetration testing for networked information systems. They deliver objective insights into the existence of vulnerabilities reporting on the effectiveness of defences, countermeasures and mitigating controls and identifying issues to resolve. They conduct treat intelligence analysis to keep up to date with the changing threat landscape. They identify and correlate actionable security events and perform forensic analysis to identify possible breaches and preserve evidence.

    Job roles: Cyber security technical specialist, penetration tester, vulnerability tester, cyber security forensics specialist.

    Skills for Cyber Security Technology Specialist¬†‚Äď be able to:
    • Plan and carry out a variety of security testing strategies on IT infrastructures (fixed and wireless), middle-ware and applications, to identify new issues and recommend remediation and enhancements to security policies and information technology procedures;
    • Perform cyber threat intelligence analysis to research, analyse and evaluate technical threats by reviewing open source and other information from trusted sources for new vulnerabilities, malware, or other threats that have the potential to impact the organisation;
    • Identify, investigate and correlate actionable security events, including performing network traffic analysis using a range of techniques relevant to the security of communication networks to assess security risks and escalating where appropriate;
    • Conduct a vulnerability assessment, to identify and report on vulnerability issues and possible solutions arising, including recommending cost-effective mitigations comprising careful combinations of technical, procedural and administrative controls;
    • Select and apply cyber security forensic tools and techniques for attack reconstruction, including forensic analysis and volatile data collection and analysis;
    • Conduct analysis of attacker tools providing indicators for enterprise defensive measures including classifying and identifying attack patterns.
    Technical knowledge for Cyber Security Technology Specialist¬†‚Äď knows and understands:
    • The principles of threat intelligence, modelling and assessment. The range of modern attack techniques and how and where to research emerging attack techniques to inform the development of improved security controls, countermeasures and policies and standards;
    • How to use human factor analysis in the assessment of threats, including the motivations and methods adopted by a wide range of human threat actors;
    • How to select and apply tools and techniques to carry out a variety of security testing strategies including vulnerability scanning, penetration testing and ethical hacking, recognising that security testing itself cannot guarantee security and only reveal gaps in security provisioning;
    • The different approaches and design principles that are used to engineer secure systems, focusing on the importance of building in security, privacy and resilience in the initial design;
    • How to develop and implement security event response programmes, security event handling, and operational security activities;
    • The different types of cyber security controls that can be implemented, the main principles of secure configuration of security components and devices, including firewalls and protective monitoring tools and how to apply them.

    IT / Digital Futures Management Specialist

    The digital futures management specialist manages the resources required to plan for, develop, deliver and support digital services and products to meet the digital workplace needs of a business. They design the digital workplace architecture, develop business case proposals and perform horizon scanning to apply foresight processes to identify and select new digital technologies that improve digital workplace efficiency and offer new and improved web, cloud or mobile technology enabled digital products and services. They contribute to improved business performance through reducing overall financial costs and increasing sustainability, developing continual service improvement plans to ensure the digital workplace adequately supports business needs.

    Job roles: IT management specialist, digital futures leader.

    Skills for IT / Digital Futures Management Specialist¬†‚Äď be able to:
    • Design and develop digital architecture and infrastructure roadmaps, implementation strategies and transformation plans focused on digital workplace transformation;
    • Develop digital workplace business case proposals that provide return on investment (ROI) and total cost of ownership (TCO) analysis, including preparing reports and delivering presentations to senior management to secure budget;
    • Conduct digital technology foresight planning to identify and select new digital technology capabilities to optimise the digital workplace. Including cloud computing, social networking, digital collaboration, virtualisation and mobile & tablet computing etc.;
    • Align digital infrastructure strategy and planning with business goals to create engaging, connected and cost effective digital workplace environments. Develop policies, and guidelines that direct the selection and implementation of digital workplace infrastructure;
    • Work with solutions architects, providers and systems administrators to provide an enterprise- wide approach to Digital Workplace planning that is resilient, capable, adaptable, scale-able, user-friendly and focussed on meeting business needs;
    • Ensure that digital workplace infrastructure solutions focus on achieving stable and robust operational service delivery and high availability for end users.
    Technical knowledge for IT / Digital Futures Management Specialist¬†‚Äď knows and understands:
    • How to develop strategies for the management and deployment of new and emerging technologies, tools and techniques which deliver business value within the context of a digital workplace in a fast-changing business environment;
    • How to review, evaluate, select and test digital product technologies and enhanced digitally enabled business processes which improve business efficiency through the integrated use of data and management information systems;
    • How to implement digital solutions that improve access to services as they become web-based or web-enabled, which reduce administration costs through the adoption of digital tools and improved communications for stakeholders;
    • The stages through which digital business services are created from discovery, through to live and how those services can be maintained and managed over time until they are retired;
    • Conduct technology foresight activities to review changes to the IT landscape to meet current and future business requirements;
    • Undertake financial modelling relevant to the digital workplace context to justify IT infrastructure investment making a sound business case to support future development.
    Core Technical Knowledge
    • The strategic importance of technology enabled business processes, and how they are designed and managed to determine a firm‚Äôs ability to compete effectively;
    • The principles of business transformation and how organisations integrate different management functions in the context of technological change;
    • The role of leadership in contemporary technology based organisations;
    • Own employer‚Äôs business objectives and strategy, its position in the market and how own employer adds value to its clients through the services and/or products they provide;
    • How to justify the value of technology investments and apply benefits management and realisation;
    • How to monitor technology related market trends and research and collect competitive intelligence;
    • The personal leadership qualities that are required to establish and maintain an organisations technical reputation.
    • The role of leaders as change agents and identify contributors to successful implementation;
    • Technology road-mapping concepts and methods and how to apply them;
    • The role of learning and talent management in successful business operations
    Core Technical Skills
    • Identify, document, review and design complex IT enabled business processes that define a set of activities that will accomplish specific organisational goals and provides a systematic approach to improving those processes;
    • Design and develop technology roadmaps, implementation strategies and transformation plans focused on digital technologies to achieve improved productivity, functionality and end user experience in an area of technology specialism;
    • Deliver workplace transformations through planning and implementing technology based business change programmes including setting objectives, priorities and responsibilities with others in an area of technology specialism;
    • Negotiate and agree digital and technology specialism delivery budgets with those with decision-making responsibility;
    • Develop and deliver management level presentations which resonate with senior stakeholders, both business and technical;
    • Professionally present digital and technology solution specialism plans and solutions in a well-structured business report;
    • Demonstrate self-direction and originality in solving problems, and act autonomously in planning and implementing digital and technology solutions specialist tasks at a professional level;
    • Be competent at negotiating and closing techniques in a range of interactions and engagements, both with senior internal and external stakeholders;
    • Evaluate the significance of human factors to leadership in the effective implementation and management of technology enabled business processes;
    • Develop own leadership style and professional values that contributes to building high performing teams;
    • Apply broader technical knowledge combined with an understanding of the business context, and how it is changing, to deliver to the company‚Äôs business strategy;
    • Demonstrate effective technology leadership and change management skills for managing technology driven change and continuous improvement;
    • Create and implement innovative technological strategies to support the development of new products, processes and services that align with the company‚Äôs business strategy, and develop and communicate compelling business proposals to support these.
    Core Technical Behaviors
    • Inspire and motivate others to deliver excellent technical solutions and outcomes
    • Establish high levels of performance in digital and technology solutions activities
    • Be results and outcomes driven to achieve high key performance outcomes for digital and technology solutions objectives
    • Promote a high level of cooperation between own work group and other groups to establish a technology change led culture
    • Develop and support others in developing an appropriate balance of leadership and technical skills
    • Create strong positive relationships with team members to produce high performing technical teams
    Academic Programs mapped from university partners
    • Master of Sciences in Information Technology Dual Degree from Swiss Institute of Management and Innovation (SIMI) and Malaysia University of Science and Technology (MUST)

    Research programs mapping with Research scientist

    UK Occupation Standards: ST0759
    Occupation summary

    This occupation is found in a wide range of industries including Pharmaceutical, Clinical Trials, Personal Care, Analytical, Manufacturing, Water/Environmental, Energy, Agricultural, Food Science, FMCG, Petro-Chemical, Nuclear, Aerospace, Oil, Gas, Materials, Renewable, Bio medical, NHS, Diagnostics and MOD/Defense. The broad purpose of the occupation is someone who is primarily involved in planning, leading and conducting experiments and analysing results, either with a definite end use, for example to develop new products, processes or commercial applications, or to broaden scientific understanding in general. They provide scientific and technical leadership, giving a clear sense of purpose and driving strategic intent. They can expect to lead on business critical projects ‚Äď managing the design and implementation of such projects both internally and externally, disseminating findings to internal and external stake-holders and making strategic recommendations based upon the findings of the project.¬† They take into account new scientific methods and breakthroughs, identifying longer-term opportunities and risks. They will be able to effectively collaborate with both industry and academia, working in multidisciplinary teams, to apply results of research and develop new techniques, products or practices. They are responsible for developing ethical, innovative research practices and programmes with the ability to deliver results. They are a role model, with responsibility for those in senior positions and significant organisational budgets. In their daily work, an employee in this occupation interacts with a wide range of individuals and teams. This is due to the varied work and leadership roles that the individual undertakes through their work. This means that these varied interactions require them to communicate across businesses and industries and lead on ensuring scientific information is communicated in efficient ways, examples of these varied interactions are;

    Internal ‚Äď Direct Reports/teams, Project Teams, Line Managers, Senior Managers, Company Boards, Global Heads of Departments, Teams in other International Regions, Manufacturing Sites, Legal Teams, Sales and Marketing teams, Data Management, Securities Teams, Quality Control and Design Teams

    Externals ‚Äď Compliance, Legislation (court/legal) , Regulatory Bodies, Professional Bodies, Universities and Educational Bodies, Customers, External Partners, NGOs, Contract Research Organisations, Sector forums, Patient groups, Media, Technical Specialists, Suppliers andSector skills councils,

    The working environment may also be varied and change from day to day due to the diverse nature of the projects and work that the individual may be working on, but can include;

    Lab Based, Manufacturing Plants, Field based ‚Äď External sites(out side), office based, home based, Customer sites, Conferences and education facilities. An employee in this occupation will be responsible for autonomously managing their own work programs and time while maintaining their own CPD and continuing to develop and update the knowledge and skills of others (coach develop/lead). They are responsible for direct line management of research teams or leading peer groups and collections of scientists in programs/experimentation‚Äôs to achieve required goals. They report to senior level management/heads of functions while also being accountable for reporting to board members within the company, clients and research councils. They will be responsible for budgetary control of their projects and advising on wider company impacts of research around production costs and profitability of research results.

    They will be responsible for managing different streams of work and leading on/designing and carrying out trails of process and procedures and Translation of science to action. Alongside also designing , developing, implementing and evaluating these business changes.

    The volumes and breath of this may vary due to the size of the organisation. With smaller companies also requiring their research scientists to be responsible for acquiring business through communication with customers and leading in this area.

    Occupation duties
    DUTY KSBS

    Duty 1 Lead, ensure and be responsible for science based projects. Manage/support, plan, design the running of appropriate activities and make decisions for improvements and next steps

    K1 K2 K3 K4 K5

    S1 S3 S5 S6 S7

    B2 B3 B6 B7

    Duty 2 Lead experiments and ensuring that the appropriate processes are carried out

    K1 K3 K4 K5

    S1 S2 S3 S4 S5 S6 S7

    B1 B2 B3 B6

    Duty 3 Combine and compare data from diverse and complex sources (e.g. Literature, experimental data, external/internal contributors) to draw conclusions within a wider context

    K1 K4 K5 K6

    S1 S2 S6

    B3 B6

    Duty 4 Develop new and existing products, services and methods for organisational needs (e.g. development of a new active ingredient or measurement methodology using new equipment)

    K1 K3 K4 K5 K6 K7

    S1 S2 S5 S6

    B1 B2 B3 B4 B5 B6

    Duty 5 Lead on the development of, and drive strategic plans within a scientific context and input to/suggest wider organisational strategy linked to their role

    K1 K2 K3 K4 K5 K6 K7

    S1 S3 S4 S5 S6

    B1 B2 B3 B4 B5 B6 B7

    Duty 6 Effectively lead and manage communications (e.g. complex scientific information and organisational goals) with key stakeholders and other interested parties at all levels including specialist and non-specialist audiences, both internal and external to the organisation.

    K1 K2 K8

    S1 S3 S4 S7

    B1 B2 B3 B4 B5 B6 B7

    Duty 7 Advise on the development, critique and implement policies and protocols relating to health, safety, security and ethics.

    K2 K3 K5

    S2 S3 S4 S6

    B1 B2 B3 B4 B5 B6 B7

    Duty 8 Achieve goals in accordance with budget and finance targets and take account for financial implications within a wider commercial and organisational context

    K2 K3 K5 K6 K7

    S2 S3 S4 S5

    B1 B2 B3 B4 B5 B6 B7

    Duty 9 Make decisions based on an understanding of the organisational and the wider business market (e.g. legal, technical, environmental, political and economic)

    K1 K2 K3

    S3 S5 S6 S7

    B4 B5

    Duty 10 Carry out all data handling, processing and analysis, ensuring integrity with consideration of commercial practices and guidance including documentation, reproducibility regulated process and IP

    K3 K5 K6 K7

    S1 S2 S6 S7

    B1 B5

    Duty 11 Provide leadership and specialist support and organise others in the work place to ensure projects meets the requirements of the organisational goals

    K1 K2 K5

    S4 S5

    B1 B3 B6

    Duty 12 Develop others through demonstration of best practice within the organisation by effective coaching, mentoring, teaching and training

    K1 K8

    S4 S7 S8

    B3 B5 B7

    Duty 13 Identify and implement change management initiatives to meet the demands of technical and organisational requirements

    K2 K3 K7 K8

    S3 S4 S5 S6

    B1 B2 B3 B4 B5 B6 B7

    Knowledge

    K1: Subject specific knowledge: A deep and systemic understanding of a named / recognised scientific subject as found in an industrial setting, such as biology, chemistry or physics, found in the nuclear, food manufacture, pharmacology or energy production sectors, at a level that allows strategic and scientific decision making, while taking account of inter relationships with other relevant business areas / disciplines

    K2: Management, leadership and effective communication. Organisation objectives and where their role contributes to the success achievement of these objectives. How to communicate effectively with a wide range of senior leaders across different departments, up and down the supply chain, within their own team. Advanced mixed media communication, such as presentations, report writing (technical and non-technical) negotiation and influencing. Leadership within a team of multi discipline specialists at different levels across the organisation, ensuring a shared vision and commitment to success. Effective project management as used in their employer’s environment with regard to quality, cost and time. The employers organisational structure and where their own role fits

    K3: Ethics, regulation and registration: All current relevant national and international regulations needed to carry out the role. This will include scientific regulation, health and safety and laboratory safe practice, anti-bribery and anti-corruption. Ethical scientific practice and the employers processes and procedures surrounding professional conduct. How to identify, record, mitigate and manage risk. The impact of failure and how to manage risk on the business. The benefits of equality of diversity in the workplace

    K4: Research methodologies: Methodologies appropriate to the sector and how to formulate and apply a hypothesis. Appropriate application of scientific process. The unpredictability of research projects and the need to adapt and adjust daily planning needs to accommodate new developments.

    K5: Data analysis and evaluation: Statistical analysis techniques, numerical modelling techniques and how they are applied in context. How to interpret and categorise data to make informed and objective decisions against the goals and targets of the project. How to evaluate and interpret the data and associated analysis against company objectives

    K6: Data management: How to safely store and handle data in line with national and international data protection and cyber security regulations that apply to the role. How to manage and store data in line with employer processes and security approach. How to create an appropriate data management plan

    K7: Entrepreneurial and enterprise: How to consider a multi solution approach to the objective in the key stages of a project. Market analysis awareness (SWOT / PESTLE / feasibility studies) and how to assess the impact of the project on the business. Intellectual property rights as they apply to the role and specific projects. Value for money and the ability to use market analysis to make go / no go decisions

    K8: Development of self and others: The importance of continuing professional development and how to maintain their own specialist knowledge in an ever evolving environment. How to effectively coach and mentor colleagues, peers or team members to address identified skills gaps, using appropriate methods. How to upskill non-technical colleagues to enable them to complete their own role as needed.

    Skills

    S1: Application of Scientific Knowledge: Apply a range of advanced, new and emerging practical and experimental skills appropriate to the role (e.g. chemical synthesis, bio analysis, computational modeling).

    S2: Data Collection and Reporting: Capture and evaluate data critically drawing a logical conclusion, e.g. Case Report Forms, Data Management Plans, Data Review Plans, edit checks and User Acceptance Testing Plans

    S3: Commercial and Business Issues: Identify issues, including intellectual property and the commercial demands of the business environment. Understand the scientific objectives of work undertaken and its relevance to the organisation

    S4: Communication Skills: Write extended reports and critique others’ work across a range of documentation, e.g. protocols, consent forms and scientific reports. Deliver oral presentations and answer questions about their work and/or the work of their team. Utilise interpersonal skills, communication and assertiveness to persuade, motivate and influence. Discuss work constructively and objectively with colleagues customers and others; respond respectfully to and acknowledge the value of alternate views and hypothesis

    S5: Project Management and Leadership: Generate effective project plans to include management of scope, schedules, budget and risk. Organise resources, budgets, tasks and people. Co-ordinate team activities to meet project requirements and quality processes. Adapt scientific strategy/delivery to be consistent with requirements. e.g. client, regulatory, ethical, geographic

    S6: Critical Thinking: Conceptualise, evaluate and analyse information to solve problems

    S7: Research and dissemination: Frame research questions and methodology drawing from current sources e.g., literature and databases. They can produce intellectual insight and innovations in their own discipline to be shared with colleagues, peers and wider stakeholders internal and external to the business

    S8: Developing others: Apply a range of coaching and mentoring techniques with colleague’s peers and team members, selecting the correct method to suit the situation and the person being coached / mentored

    Behaviors

    B1: Team Working: Collaboration, influence, and respect for others

    B2: Flexibility and Adaptability: Responsiveness to change, adjusting to different conditions, technologies, situations and environments

    B3: Integrity and Reliability: Respect for the confidentiality of individuals and company information. An intrinsic ethical stance to all aspects of day to day activities. Reputation of trust internally and externally

    B4: Management of Expectations of senior management, study sponsors, vendors, investigational sites and key opinion leaders

    B5: Accountability: For self and others to ensure that actions are in the best interest of affected parties

    B6: Planning, Prioritisation and Organisation: Effective time management

    B7: Continuing Professional Development (CPD): Accountability of own and others development needs, undertaking CPD. Curiosity of science and proactively develops knowledge to ensure that scientific and business decisions are based on strong science.

    Academic Programs mapped from university partners
    • DBA Triple Crown (by coursework) from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
    • Ph.D Triple Crown (by coursework) from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
    • DBA Dual Degree (by research) from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
    • Ph.D Dual Degree (by research) from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
    • Ed.D Dual Degree (by research) from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
    • Ph.D in Edu Dual Degree (by research) from Swiss Institute of Management and Innovation (SIMI) and UITM Poland
    • Doctor in majors (Professional Doctorate)¬†from Universit√© Lib√©rale de Paris (Paris-U)
    • Doctor of Philosophy (Ph.D) in majors¬†from Universit√© Lib√©rale de Paris (Paris-U)
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    PLUS

    Support Systems

    In addition to being recognized by universities through mapping with the UK national competency framework, LAS also provides an academic support system to help students save time, reduce costs, and enhance efficiency.
    bt_bb_section_top_section_coverage_image
    Academic of Sciences
    London Academy of Sciences
    Operating license number 12965347 with the UK Register of Learning Providers number 10087255.
    Location
    Present in 26 countries and territories
    https://lasuk.uk/wp-content/uploads/2020/04/img-footer-map.png
    London Academy of Sciences
    Mapping+ is our engine
    The UK National Competency Framework and UK National Occupational Standards are employed for program mapping, facilitating LAS's programs to attain exceptional quality while enabling students to acquire multiple degrees.
    London Academy of Sciences
    Academy of Sciences of London
    Operating license number 12965347 with the UK Register of Learning Providers number 10087255.
    Location
    Present in 26 countries and territories
    https://lasuk.uk/wp-content/uploads/2020/04/img-footer-map.png
    London Academy of Sciences
    Mapping+ is our engine
    he UK National Competency Framework and UK National Occupational Standards are employed for program mapping, facilitating LAS's programs to attain exceptional quality while enabling students to acquire multiple degrees.

    Copyright by The London Academy of Sciences. All rights reserved.

    Copyright by London Academy of Sciences. All rights reserved.