CIPM Intermediate II Level Syllabus

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About CIPM Intermediate II Level Exams

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.

Intermediate II Level in CIPM

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 

Course 1 : Learning and Development

About LD

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

Aim & Competencies

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

Learning and Development Syllabus

Syllabus For CIPM Intermediate II Level
LevelIntermediate II
Course NameLEARNING AND DEVELOPMENT
AbbreviationLD
TOPICBREAKDOWN
INTRODUCTIONi. Determination of the learning process using the path to career success, organisational needs, and competencies development
LEARNING, TRAINING AND DEVELOPMENTi. 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 FUNCTIONSi. 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 PROGRAMSi. 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) ADMINISTRATIONi. Diverse and globally recognised methods for delivering learning to the workforce

ii. Transfer of knowledge and competencies build up
ELECTRONIC LEARNINGi. The technology of e-learning

ii. The business case for e-learning

iii. Developing e-learning processes
VARIOUS TRAINING TECHNIQUESi. Fundamentals of training techniques

ii. Training types
EVALUATION OF TRAINING FOR EFFECTIVENESSi. 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 NIGERIAi. Prospects

ii. Problems

iii. Challenges
COMPARATIVE TRAINING MODELSi. Facilities in both private and public sectors
PUBLIC TRAINING AGENCIES/INSTITUTESi. 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 NIGERIAi. Enactment of professional institutions

ii. Establishment of agencies for training support: TETFUND, PTOF
PROBLEMS/CHALLENGES OF TRAINING IN NIGERIAi. Environmental problem

ii. Economic problem

iii. Socio-Cultural problem

iv. Structural problem

v. Political problem

vi. Geographical problem
PREPARATION OF TRAINING PROPOSALi. Purpose of training proposal

ii. Components of training proposal

iii. Structure of training proposal
PREPARATION OF TRAINING BUDGETi. Purpose and benefits of training budget

ii. Elements of training budget

Course 2 : Public Administration and Leadership

About PAL

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

Aim & Competencies

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.

Public Administration and Leadership Syllabus

 Syllabus For CIPM Intermediate II Level
 LevelIntermediate II
 Course NamePUBLIC ADMINISTRATION AND LEADERSHIP
 AbbreviationPAL
 TOPICBREAKDOWN
1INTRODUCTION TO PUBLIC ADMINISTRATIONi. 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
2ELEMENTS OF GOVERNMENTi. 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
3MODERN STATESi. 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
4THEORY OF BEAURUCRACYi. 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
5THE NIGERIAN CIVIL SERVICEi. 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
6PUBLIC CORPORATION AND PUBLIC ENTERPRISEi. Their rate and management.

ii. Difference between public corporations and public enterprises

iii. Administrative enquiries and tribunals
7ACCOUNTING SYSTEM AND METHODS IN PUBLIC ADMINISTRATIONi. 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
8PUBLIC SECTOR AUDITi. 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
9LEADERSHIP DEVELOPMENT IN HRMi. 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.

Course 3: Workforce Planning and Strategies

About WPS

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.

Aim & Competencies

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.

Workforce Planning and Strategies Syllabus

 Syllabus For CIPM Intermediate II Level
 LevelIntermediate II
 Course NameWORKFORCE PLANNING AND STRATEGIES
 AbbreviationWFPS
 TOPICBREAKDOWN
1MANNING AND SKILL DEVELOPMENT PLANNINGi. 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
2PROFESSIONAL DEVELOPMENTi. 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
3SUCCESSION PLANNINGi. Concept of succession planning

ii. Differences between succession management and contemporary HR

iii. Fundamental activities that make up a succession plan
4WORKFORCE PLAN IMPLEMENTATIONi. 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
5CONTEMPORARY ISSUES IN WORKFORCE PLANNING AND MANAGEMENTi. Mental health

ii. Employee wellness

iii. Stress management and its impact on the team and organization
6CHANGING NATURE OF EMPLOYMENTi. Remote working

ii. The gig/digital economy

iii. Freelancing

iv. Flexible contract and casual employment

v. Moonlighting
7POST-COVID WORKFORCE MANAGEMENT IN GLOBAL AND LOCAL HR MANAGEMENTi. 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
8MIGRATION OF SKILLED WORKERSi. 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

Course 4: Comparative HR Management

About CHRM

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.

Aim & Competencies

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.

Comparative HR Management Syllabus

 Syllabus For CIPM Intermediate II Level
 LevelIntermediate II
 Course NameCOMPARATIVE HR MANAGEMENT
 AbbreviationCHRM
 TOPICBREAKDOWN
1CONCEPT OF GLOBAL HR MANAGEMENTi. 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
2THE COMPARATIVE APPROACH TO HR MANAGEMENTi. 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
3INTEGRATED GLOBAL HRM SCHOOL OF THOUGHTi. 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
4TAXONOMY OF GLOBAL SKILLS REQUIREMENTS FOR MANAGERS IN PRIVATE SECTORi. 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
5TAXONOMY OF GLOBAL SKILLS FOR MANAGERS IN PUBLIC SECTORi. Management skills in the Public Sector:
– Kanning
– Organising
– Leadership
– Controlling people resourcing

ii. Designing a capabilities framework
6CONSTRAINTS OF ORGANIZATIONAL SETTINGS ON THE MANAGEMENT OF GLOBAL GROUP ACTIVITIES ESPECIALLY WITH DIVERSITY IN EMPLOYEESi. 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
7PROFILES OF GLOBAL EXECUTIVES AND THEIR INFLUENCE ON HR PRACTICESi. 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
8THE APPLICATION OF GLOBAL HR MANAGEMENT TECHNIQUES IN MANAGING DISPERSED WORKFORCEi. 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
9GLOBAL INITIATIVES AND MODERN METHODS FOR THE AMAZEMENT OF PUBLIC CORPORATIONSi. 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
10CULTURAL DIMENSIONS OF HR MANAGEMENTi. 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
11MODELS OF COMPARATIVE HR MANAGEMENTi. 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
12CONSTRAINTS IMPOSED ON HR DISCRETION IN PUBLIC CORPORATIONSi. 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
13PATTERNS OF INTERNATIONAL HR MANAGEMENTi. 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
14FOREIGN AND LOCAL BUSINESS : A COMPARATIVE ANALYSIS OF HR PRACTICES ADOPTIONi. 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
15SELECTED GLOBAL CHALLENGES AND SOLUTIONS USING COMPARATIVE HR MANAGEMENTi. 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
16INVENTORY OF USEFUL ADOPTED PRACTICES USING COMPARATIVE HR MANAGEMENTi. Case study of globol best practices.

ii. A study into to ease of practicing HR across Nations
17THE CHANGE-AGENT ROLES OF GLOBAL PROFESSIONALS IN UNDERTAKING COMPARATIVE HR MANAGEMENT RESEARCHi. Understanding change management

ii. Principles of change management

iii. Capabilities required for a change management professional

iv. Theories of change management
18CORPORATE CODES OF ETHICSi. 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
19ETHICAL ISSUES IN GLOBAL HR PRACTICEi. 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
20DEVELOPMENT OF MULTI-NATIONAL CORPORATIONS/ENTERPRISES (MNC) WIDE HR MANAGEMENT PRACTICESi. 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
21CONTEMPORARY ISSUES RELATING TO COMPARATIVE MANAGEMENT AND ADMINISTRATIONi. Review of Current issues in global HR practice
  

 

Exemption for Some Courses

 EXEMPTIONS FROM THE CIPM EXAMINATIONS
S/NLEVELSEXEMPTIONS
1FoundationHolders of OND/NCE and its equivalent in the Social Sciences, Humanities and Management courses
2Intermediate IHolders of degree (HND/Bachelor) in Management and Social Sciences, Humanities, Arts and Law do not need to write the CIPM Intermediate I exam.
3Intermediate IIHolders 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
4Professional ITo 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.
5Professional IIThere 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

Frequent Asked Questions About CIPM Intermediate II Level

What is the cost of the CIPM Intermediate II Level?

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/

 

 

How does the Intermediate II Level differ from the earlier levels?

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.

Are there any prerequisites for enrolling in the CIPM Intermediate II Level?

Yes. To enroll in the CIPM Intermediate II Level, you will need to have completed the CIPM Intermediate I Level or an equivalent qualification.

How often are the CIPM Intermediate exams held?

The exams are typically held online four times a year in March, June, September and December.

How do I register for the CIPM exams?

You can register for the exam through the official CIPM website or by visiting an accredited study center.

What are the benefits of completing the CIPM Intermediate II Level?

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.

What are the next steps after passing the CIPM Intermediate II Level?

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.

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