Home » CIPM Syllabus » The Chartered Institute of Personnel Management (CIPM) Intermediate II Level is important for anyone aspiring to excel in the field of Human Resources. This level builds on the foundational knowledge gained in earlier stages and dives deeper into advanced HR concepts, ensuring that candidates are well-equipped to handle complex HR tasks in any organization.
It contains 4 courses namely; Learning and Development, Public Administration and Leadership, Workforce Planning and Strategies and Comparative HR Management. These courses contain topics that will help you develop a comprehensive understanding of how to effectively manage people, processes, and policies in a business.
The Intermediate II Level not only focuses on theoretical knowledge but also provides practical skills through case studies, real-world scenarios, and projects. This approach will ensure that you can apply what you’ve learned directly to your workplace, making you a valuable asset to any company.
The exam requires a solid commitment to studying and understanding the materials provided for you. Passing this level demonstrates a high level of proficiency and readiness for more senior HR roles.
The Intermediate II Level of the Chartered Institute of Personnel Management (CIPM) syllabus is broken down into 4 modules namely:
i. Learning and Development
ii. Public Administration and Leadership
iii. Workforce Planning and Strategies
iv. Comparative HR Management
This CIPM Intermediate Level II course is designed to provide you with a thorough understanding of the key concepts and practices involved in learning, training, and development. The course covers both theoretical principles and practical procedures, giving you the knowledge and skills needed to become effective practitioners in this field.
Throughout the course, you will explore various learning theories and how they can be applied in real-world settings. You will also learn about different training methods, techniques, and tools that can be used to enhance employee skills and performance.
In this course, you will also learn the processes of designing, implementing, and evaluating training programs to ensure they meet organizational goals. With this, you will be better prepared to create impactful learning activities that drive growth and continuity in your organization.
Upon completion of the course, you will be fully equipped with the knowledge and practical skills to develop and manage effective training programs and contribute to the success and sustainability of your organization
AIMS:
The course is set to adequately prepare students for a comprehensive exposure to theoretical and practical principles, procedures and processes of Learning, Training, and Development for subsequent application as professional practitioners to drive learning intervention for an organisation’s growth and continuity
MAIN COMPETENCIES
At the end of this course, you should be able to:
i. Understand various theories of adult learning and their application in workplace training.
ii. Identify and assess the training needs of an organization and design relevant programs.
iii. Deliver training sessions and facilitate learning experiences to engage participants.
iv. Measure the effectiveness of training programs and use feedback to improve future initiatives
| Syllabus For CIPM Intermediate II Level | |
| Level | Intermediate II |
| Course Name | LEARNING AND DEVELOPMENT |
| Abbreviation | LD |
| TOPIC | BREAKDOWN |
| INTRODUCTION | i. Determination of the learning process using the path to career success, organisational needs, and competencies development |
| LEARNING, TRAINING AND DEVELOPMENT | i. The concepts of education, learning, training and development ii. Benefits of the three concepts to employees’ growth and organisation’s success in the workplace iii. Using learning needs analysis to conduct an assessment to determine deficiencies in employee competencies |
| RELATIONSHIP BETWEEN TRAINING AND OTHER HR FUNCTIONS | i. Need for organisation training ii. Roles, function areas and responsibilities of training in enhancing the effectiveness of the HR process iii. Core Human Resource functions in modern organisations iv. Factors that could influence organisational training |
| DESIGNING TRAINING PROGRAMS | i. Diverse designing methods. ii. Training needs identification and analysis, iii. Learning objectives, sequence, instructors, location iv. Methods of training on-the-job and off-the-job |
| LEARNING, TRAINING AND DEVELOPMENT (LTD) ADMINISTRATION | i. Diverse and globally recognised methods for delivering learning to the workforce ii. Transfer of knowledge and competencies build up |
| ELECTRONIC LEARNING | i. The technology of e-learning ii. The business case for e-learning iii. Developing e-learning processes |
| VARIOUS TRAINING TECHNIQUES | i. Fundamentals of training techniques ii. Training types |
| EVALUATION OF TRAINING FOR EFFECTIVENESS | i. Purpose of training evaluation ii. Benefits of training evaluation iii. Methods of training evaluation |
| PROFESSIONAL ASSOCIATIONS (LOCAL AND INTERNATIONAL) | i. Different professional associations ii. Relevance of professional associations to learning and development |
| THE ROLE OF LEARNING, TRAINING AND DEVELOPMENT (LTD) TO THE NATIONAL DEVELOPMENT OF NIGERIA | i. Prospects ii. Problems iii. Challenges |
| COMPARATIVE TRAINING MODELS | i. Facilities in both private and public sectors |
| PUBLIC TRAINING AGENCIES/INSTITUTES | i. Industrial Training Fund ii. Administrative Staff College iii. Nigerian Institute for Policy and Strategic Studies iv. States’ Public Service Staff Development Centres |
| THE ROLE OF GOVERNMENT IN TRAINING AND DEVELOPMENT IN NIGERIA | i. Enactment of professional institutions ii. Establishment of agencies for training support: TETFUND, PTOF |
| PROBLEMS/CHALLENGES OF TRAINING IN NIGERIA | i. Environmental problem ii. Economic problem iii. Socio-Cultural problem iv. Structural problem v. Political problem vi. Geographical problem |
| PREPARATION OF TRAINING PROPOSAL | i. Purpose of training proposal ii. Components of training proposal iii. Structure of training proposal |
| PREPARATION OF TRAINING BUDGET | i. Purpose and benefits of training budget ii. Elements of training budget |
This course is designed to provide you with the necessary skills and knowledge for managing public sector organizations and leading teams effectively. It introduces you to the core principles of public administration, including the implementation and management of government policies and programs.
In this course, you will explore the structure and functions of public organizations and be better prepared to tackle the challenges faced by public administrators. Some key topics you will learn in this include public policy formulation, budgeting, and ethical decision-making.
The course will also highlight the importance of leadership in the public sector, offering insights into various leadership styles and techniques for motivating and guiding teams. You will learn to make informed decisions, manage resources efficiently, and drive positive change in your organization.
By the end of the course, you will be well-prepared for leadership roles in the public sector and be able to contribute to effective governance and the improvement of public services.
If you are looking to enhance your public administration and leadership skills as well as advance your career in the public sector, this course is also for you
AIMS:
The course is to test the candidate’s understanding of basic knowledge and skills of public administration and leadership in the 21st-century business environment and the relationship with modern human resource management.
MAIN COMPETENCIES:
On completing this course, you should be able to:
i. Understand the core principles, structures, and functions of public sector organizations.
ii. Develop and implement effective public policies that address community needs.
iii. Manage public funds responsibly, including budgeting, financial planning, and resource allocation.
iv. Better address challenges and make informed decisions through analytical and strategic thinking.
v. Interact better with stakeholders and foster a collaborative work environment.
| Syllabus For CIPM Intermediate II Level | ||
| Level | Intermediate II | |
| Course Name | PUBLIC ADMINISTRATION AND LEADERSHIP | |
| Abbreviation | PAL | |
| TOPIC | BREAKDOWN | |
| 1 | INTRODUCTION TO PUBLIC ADMINISTRATION | i. Definition ii. Art or Science iii. Evolution of modern bureaucracy iv. Distinction between private and public administration v. Organization theory vi. Dynamics of organisation vii. Dichotomy between politics and administration viii. Dichotomy between public and private administration ix. Practical elements of public administration systems models in Nigeria. x. Development administration |
| 2 | ELEMENTS OF GOVERNMENT | i. Nature of Political science and politics ii. Conceptual approaches to the study of politics, state, society and nation iii. Power influence and authority iv. Constitution and constitutionalism v. Political ideology: Autocracy, Fascism, Nazism, Democracy, Dictatorship, Totalitarianism, Anarchism, Marxise, Socialism, Communism |
| 3 | MODERN STATES | i. Unitary, Federal, Monarchy, Republic ii. Main branches of government and their relationships iii. Parliamentary and presidential systems of government iv. Political and social change v. Revolutions, riots, coup d’état, world order |
| 4 | THEORY OF BEAURUCRACY | i. Ecology of public administration ii. Machinery of government iii. Public finance and public accountability iv. General principles of law v. Evolution of nigeria constitution and rule of law |
| 5 | THE NIGERIAN CIVIL SERVICE | i. History and development of Nigerian Civil Service, reforms of Nigerian public service ii. Management of the civil service; the structure, functioning, recruitments, training and process of managing government departments iii. Tools and techniques of civil service iv. Public financial administration |
| 6 | PUBLIC CORPORATION AND PUBLIC ENTERPRISE | i. Their rate and management. ii. Difference between public corporations and public enterprises iii. Administrative enquiries and tribunals |
| 7 | ACCOUNTING SYSTEM AND METHODS IN PUBLIC ADMINISTRATION | i. Public administration accounting and information & communication technology ii. E-payment iii. Treasury Single Account (TSA) iv. Government Integrated Financial Management Information System (GFMIS) v. Integrated Personnel and Payroll information System (IPPIS) vi. Budgeting basic concepts vii. Nigerian Pension Schemes |
| 8 | PUBLIC SECTOR AUDIT | i. Efficiency audit ii. E-Audit iii. Public Procurement Act 2007 iv. Fiscal and financial responsibility Act 2007 v. Finance (Control and Management) Act 2007 vi. Freedom of information Act (FOI) vii. Corporate governance and business ethics |
| 9 | LEADERSHIP DEVELOPMENT IN HRM | i. Communication ii. Change management emotional intelligence iii. Leading innovation iv. Conflict resolution v. Global practices in leadership engagement, vi. Talent management and engagement process in leadership development. |
This course is designed to help Human Resource Management students and practitioners understand the importance of workforce planning in a local and/or international setting. The main focus of this course is to teach you to create a workforce plan that supports an organization’s long-term success and growth.
In this course, you will learn key concepts and methods of workforce planning, like forecasting future workforce needs, analyzing labor market trends, and aligning workforce strategies with organizational goals. The course will also teach you the practical techniques for identifying skill gaps and managing talent pipelines.
Through case studies and practical exercises, you will gain experience in creating and executing effective workforce plans. You will also explore workforce planning challenges and opportunities in different industries and regions, preparing you to meet the needs of various work environments.
AIMS
This course aims to provide HRM students and practitioners with a clear understanding of the need for developing a workforce plan and the role of workforce planning within local and international contexts.
MAIN COMPETENCIES
At the end of this course, you should be able to:
i. Understand the basic principles and importance of workforce planning in both local and international contexts.
ii. Predict future workforce requirements based on organizational goals and market trends.
iii. Analyze labor market data to identify trends and make informed workforce planning decisions
iv. Develop strategies for identifying skill gaps, managing talent pipelines, and planning for succession.
| Syllabus For CIPM Intermediate II Level | ||
| Level | Intermediate II | |
| Course Name | WORKFORCE PLANNING AND STRATEGIES | |
| Abbreviation | WFPS | |
| TOPIC | BREAKDOWN | |
| 1 | MANNING AND SKILL DEVELOPMENT PLANNING | i. The need for manpower planning ii. Procedures and steps of workforce planning iii. Potential strategies to address future workforce and skills gap iv. Major skills the 21st century HR managers must possess |
| 2 | PROFESSIONAL DEVELOPMENT | i. Formulating and implementing a professional development plan and initiatives ii. Benefits and relevance of professional development and competencies iii. Guidelines and steps to creating a professional skills development plans |
| 3 | SUCCESSION PLANNING | i. Concept of succession planning ii. Differences between succession management and contemporary HR iii. Fundamental activities that make up a succession plan |
| 4 | WORKFORCE PLAN IMPLEMENTATION | i. Basic principles of workforce plan implementation ii.Relationship between current workforce inventory and future workforce forecasts iii. Implementing workforce plan and design training programmes iv. Approaches and challenges of testing current and future needs of the employees |
| 5 | CONTEMPORARY ISSUES IN WORKFORCE PLANNING AND MANAGEMENT | i. Mental health ii. Employee wellness iii. Stress management and its impact on the team and organization |
| 6 | CHANGING NATURE OF EMPLOYMENT | i. Remote working ii. The gig/digital economy iii. Freelancing iv. Flexible contract and casual employment v. Moonlighting |
| 7 | POST-COVID WORKFORCE MANAGEMENT IN GLOBAL AND LOCAL HR MANAGEMENT | i. Emerging challenges of post-COVID workforce management ii. Crisis management and business continuity for HR professionals economic, political or environmental crisis, unrest, insecurity, and their impact on the organization |
| 8 | MIGRATION OF SKILLED WORKERS | i. Impact of brain drain on the organization, industry and economy ii. Broader talent pool available to organisations that helps to decide what options best work to fill gaps and continuity |
This CIPM Intermediate level II course is designed to give you a good understanding of the varieties of HR practices across different countries and cultures. It explores the similarities and differences in HR management approaches.
In this course, you will learn about the key factors that influence HR practices in various regions, including legal frameworks, cultural norms, and economic conditions. Some topics included in this course are: recruitment, employee relations, performance management, and compensation, etc. You will see how these are handled in different international contexts.
In this course, you will also learn how to adapt HR policies to suit different cultural and legal environments to ensure an effective and compliant HR management in a global setting.
AIMS
The aim of the CIPM Intermediate level II course, “Comparative HR Management,” is to provide students with a comprehensive understanding of how HR practices differ globally. It explores legal, cultural, and economic influences on HR management across various regions. The course equips students with skills to adapt HR policies to diverse international contexts, preparing them to manage HR functions effectively in global settings and contribute to the success of multinational organizations.
MAIN COMPETENCIES
On completion of this course, you should be able to:
i. Have knowledge of how HR practices differ across various countries and cultures.
ii. Navigate and comply with diverse legal frameworks governing HR in different regions.
iii. Understand international recruitment strategies and how to effectively attract and select talent across borders.
iv. Manage employee relations ie conflict resolution and communication.
| Syllabus For CIPM Intermediate II Level | ||
| Level | Intermediate II | |
| Course Name | COMPARATIVE HR MANAGEMENT | |
| Abbreviation | CHRM | |
| TOPIC | BREAKDOWN | |
| 1 | CONCEPT OF GLOBAL HR MANAGEMENT | i. The need and essence of global HR management ii. What are the best practices for managing a globally diverse workforce iii. What are the regulatory issues related to managing a globally distributed workforce iv. What are the drivers of global HR management |
| 2 | THE COMPARATIVE APPROACH TO HR MANAGEMENT | i. Conceptual clarifications for comparative HR management ii. Understanding the principle of convergence and divergence in HR iii. Comparative HRM: Communication iv. Comparative HRM: Joint Regulation |
| 3 | INTEGRATED GLOBAL HRM SCHOOL OF THOUGHT | i. The Universalistic theory of management, ii. The particularistic theory of management iii. The management process school iv. The empirical school v. The human behaviour school vi. The social system school, vii. The decision theory school viii. The mathematical school ix. The system management school x. The contingency school xi. The bureaucracy school |
| 4 | TAXONOMY OF GLOBAL SKILLS REQUIREMENTS FOR MANAGERS IN PRIVATE SECTOR | i. Behavioural Skills – Courage – Communication – Continuous improvement ii. Technical skills – Employee acquisition – Employee consultation and engagement – Learning and development – Compensation management and rewards – Diversity, equity, and inclusion – Workforce planning – Organisation design risk management iii. Leadership skills – Defining the philosophy – Team building – Vision costing – Performance management – Evaluating outcomes harnessing resources – Promoting credible culture and legacy |
| 5 | TAXONOMY OF GLOBAL SKILLS FOR MANAGERS IN PUBLIC SECTOR | i. Management skills in the Public Sector: – Kanning – Organising – Leadership – Controlling people resourcing ii. Designing a capabilities framework |
| 6 | CONSTRAINTS OF ORGANIZATIONAL SETTINGS ON THE MANAGEMENT OF GLOBAL GROUP ACTIVITIES ESPECIALLY WITH DIVERSITY IN EMPLOYEES | i. Issues and challenges HR professionals face in discharging their duties. ii. Stakeholder management – Stakeholder identification – Stakeholder analysis – Stakeholder engagement plan iii. Ascertain the broad internal issues limiting the practice of global HR including but not limited to corporate image, corporate policies, and budget, etc |
| 7 | PROFILES OF GLOBAL EXECUTIVES AND THEIR INFLUENCE ON HR PRACTICES | i. Descriptive analysis of ideal profile of global executives ii. Biographical reading of influential global executives iii. Patterns of influence of global executives – Role modeling – Mentoring – Coaching – Sponsoring |
| 8 | THE APPLICATION OF GLOBAL HR MANAGEMENT TECHNIQUES IN MANAGING DISPERSED WORKFORCE | i. Understanding the characteristics and the essence of a dispersed workforce ii. Techniques of managing a dispersed workforce: – Communication – Flexible work arrangement – Peer review mechanism – Periodic performance reviews – Automation of work processes |
| 9 | GLOBAL INITIATIVES AND MODERN METHODS FOR THE AMAZEMENT OF PUBLIC CORPORATIONS | i. Introduction to personnel management in the public sector ii. Understanding the structure of the public sector iii. Select case studies of HR administration in the public sector |
| 10 | CULTURAL DIMENSIONS OF HR MANAGEMENT | i. Work classification, design and coordination ii. Practices in American firms iii. Practices in European firms iv. Practices in Asian firms v. Intercultural management – Need to consider cross-cultural difference. – Approaches to cross-cultural management – Types of cross-cultural management |
| 11 | MODELS OF COMPARATIVE HR MANAGEMENT | i. The Taylor’s model of strategic international HRM ii. Methodological approaches to comparative HR management: Global labour process theory, Post-colonial discourse analysis, and Translational feminism |
| 12 | CONSTRAINTS IMPOSED ON HR DISCRETION IN PUBLIC CORPORATIONS | i. Understanding the role of HR in the public sector ii. The limitations of HR practice in the public sector centralization, resource constraints – Labour relations. – Work ethics iii. Select case studies of HR administration in the public sector |
| 13 | PATTERNS OF INTERNATIONAL HR MANAGEMENT | i. The dimensions of international HRM ii. “7 Areas of International HR” by Tarrington and Holden (1992), viz Change, Cosmopolitans, Culture, Communication, Consultants, Competence and Co-ordination |
| 14 | FOREIGN AND LOCAL BUSINESS : A COMPARATIVE ANALYSIS OF HR PRACTICES ADOPTION | i. Introduction to global HR practices ii. Ranking of HR practices across regions iii. Comparative analysis of approaches to delivering HR value in organizations iv. The influence of local, and national laws on the practice of international HR v. The role of global treaties and multilateral agreements on HR practice |
| 15 | SELECTED GLOBAL CHALLENGES AND SOLUTIONS USING COMPARATIVE HR MANAGEMENT | i. Global issues facing the practice of HR – Language – Transportation – Legal frameworks – Political issues – Economic prowess – Social issues – Technology – Environmental issues ii. Case study review on best practices in HR |
| 16 | INVENTORY OF USEFUL ADOPTED PRACTICES USING COMPARATIVE HR MANAGEMENT | i. Case study of globol best practices. ii. A study into to ease of practicing HR across Nations |
| 17 | THE CHANGE-AGENT ROLES OF GLOBAL PROFESSIONALS IN UNDERTAKING COMPARATIVE HR MANAGEMENT RESEARCH | i. Understanding change management ii. Principles of change management iii. Capabilities required for a change management professional iv. Theories of change management |
| 18 | CORPORATE CODES OF ETHICS | i. What are ethical codes in an organisation ii. Types of misconducts and implications for HR practice iii. HR as a culture champion iv. Principles for drafting code of ethics document v. The importarice of employee handbook |
| 19 | ETHICAL ISSUES IN GLOBAL HR PRACTICE | i. Types of dilemmas faced by HR professionals – Personal – Team – Organisational – Regulatory ii. Dealing with stakeholders. iii. Approaches to resolving dilemmas – Compromise – Avoidance – Communication – Coersion – Collaboration – Consultation |
| 20 | DEVELOPMENT OF MULTI-NATIONAL CORPORATIONS/ENTERPRISES (MNC) WIDE HR MANAGEMENT PRACTICES | i. What is the essence of policy formulation for MNCs? ii. What are the components of a typical MNC HR policy? iii. What is the policy cycle of an MNC? iv. Bottlenecks in the conception, development, deployment, implementation, and evaluation of an HR policy |
| 21 | CONTEMPORARY ISSUES RELATING TO COMPARATIVE MANAGEMENT AND ADMINISTRATION | i. Review of Current issues in global HR practice |
| EXEMPTIONS FROM THE CIPM EXAMINATIONS | ||
| S/N | LEVELS | EXEMPTIONS |
| 1 | Foundation | Holders of OND/NCE and its equivalent in the Social Sciences, Humanities and Management courses |
| 2 | Intermediate I | Holders of degree (HND/Bachelor) in Management and Social Sciences, Humanities, Arts and Law do not need to write the CIPM Intermediate I exam. |
| 3 | Intermediate II | Holders of degree (HND/Bachelor) in Human Resources Management, Industrial Relations and Personnel Management or an M.Sc/MBA in Management and Social Sciences, M.Phil, LLM, Associate certificate (by Examination only) of other relevant and recognised Institutes |
| 4 | Professional I | To be exempted from taking the CIPM Professional Examinations I, you will need to have an M.Sc/MBA/PHD in Human Resources Management, Industrial Relations and Personnel Management. |
| 5 | Professional II | There are no exemptions for this level. All aspiring HR personnel will have to take this course and pass it before they are issued their certificates |
The cost of the CIPM Intermediate II Level is 46, 560 naira. But if you are eligible for an exception, you will only have to pay 17,800.
To check your exception eligibility, visit https://cipmnigeria.org/
This level builds on the foundational knowledge from earlier stages and goes into more advanced HR concepts, with a stronger focus on strategic and practical applications.
Yes. To enroll in the CIPM Intermediate II Level, you will need to have completed the CIPM Intermediate I Level or an equivalent qualification.
The exams are typically held online four times a year in March, June, September and December.
You can register for the exam through the official CIPM website or by visiting an accredited study center.
Completing this level will improve your knowledge of HR practices and skills, and can lead to higher positions and better salaries in the HR field.
After passing, you can proceed to the two Professional Level courses. You can also start applying for senior HR roles or consider further specializations in HR.
