1. What is Programmatic Accreditation?
The most important factor influencing the performance of universities, schools, learning centers, and other educational institutions is quality assurance. Schools are no longer merely locations for receiving education; they must now ensure that they provide instruction that meets the highest academic standards.
Accreditation is a voluntary, nongovernmental procedure that includes a thorough external examination of a college or university’s capacity to provide programs of the highest quality. Self-evaluations, peer-reviews, committee reviews, and the formulation of in-depth strategic plans are all a part of the accrediting process. Accreditation guarantees that students are learning the most relevant information to their field of study, thereby equipping them to be effective leaders following graduation.
Accreditation aims to establish a set of criteria to which all institutions of higher education must adhere, while also encouraging colleges and universities to excel. Accreditation strives, therefore, to assure the accountability of higher education institutions and degree programs in order to increase public confidence. When an institution or degree program is appropriately recognized, students are able to assess the school’s overall quality without undertaking their own in-depth analysis.
Programmatic accreditation aims to assure the public that an academic program has been subjected to a rigorous review process and found to meet high educational quality standards. Accreditation through a specific program relates to a one-degree program. An academic program must be housed at an accredited institution to get it.
Why Programmatic Accreditation of Senior Leader Council?
Senior Leader Council’s accreditation program only applies to institutions that have institutional accreditation and only to Master’s programs. SLC is also the first independent accreditation body dedicated to Master’s programs with accreditation standards issued by the UK government and major UK industry associations.
- For students: Students can identify accredited programs that meet the UK Gov professional standards and recognized by industries.
- For students: Students can apply to get Senior Leader Certified automatically and no need attend the end-point assessment exams.
- For students: Students can get another master's major within 06 months with our partner universities.
- For students: Students can come to doctorate programs with our partner university with exclusive scholarships.
- For Employee: Employers recognize qualified candidates as meet UK Gov standards for each of the positions.
- Program benefits: Your program learning outcome meets UK Gov standards and have the chance to improvements the quality.
- Institutional benefits: Proven ability to train up to UK Gov standards for senior professional.
Which programs could be considered as HR Programs?
Human resources are the staff, managers, executives, and other individuals employed directly and indirectly by an organization, be it a manufacturing plant, a service provider, a financial institution, a government agency, or a non-profit organization. These resources are assets of the organization. They have value, require an investment of time and capital, and must be managed to effectively coordinate an organization’s activities and meet a business’s goals. Additionally, they are subject to laws that govern employees’ ethical and fair treatment. Human resource management (HRM) is the specialized field that integrates these concerns into coherent strategies for managing an organization’s human resources.
Master’s in HRM programs – typically Master of Science (MS), Master of Arts (MA), or Master of Professional Studies (MPS) in human resource management or human resource development – provide a multidisciplinary curriculum covering four areas of competency:
- Organizational Science – The study of how businesses are structured and how individuals and departments interact within an organization.
- Behavioral Psychology – The application of psychological theory to human motivation, conflict resolution, and organizational interaction.
- Business and Employment Law and Ethics – Federal and state laws and regulations applicable to hiring practices, employee terminations, and other aspects of labor relations, as well as the ethical considerations of human resource management.
- Communication – Written and verbal skills to effectively communicate in professional settings.
- Training and Development – Theories and practices for designing and evaluating training programs and promoting professional growth.
Which jobs that graduated from Master of HR programs could do?
- Employment specialist
- Human resources specialist
- Recruitment manager
- Labor relations specialist
- Director of employee experience
- Operation Manager
- Vice President in charge of HR
2. Nature of our accreditation
Senior Leader Council’s accreditation is an independent program-level accreditation based on the European Framework and UK government-recognized professional standards. SLC’s program-level accreditation ensures that the program is compatible with the competency framework for professional positions issued and recognized by the UK government and major UK professional associations.
Senior Leader Council’s accreditation activities are independent, fair, and transparent. Senior Leader Council accreditation is a comprehensive application of the competency framework issued by the UK government but is not an activity carried out by the UK government.
A program that is accredited by the Senior Leader Council is an important demonstration of its quality and effectiveness when compared to its respective position in the labor market. However, accreditation is not synonymous with nor is it an activity that leads to credit recognition when transferring to another education system.
3. Requirements
- An organization powered to train and award master degrees with national authorization.
- Had at least 1 institutional level accreditation by a reputable accrediting organization.
- The quality control systems for master programs must meet at least 90% our standards.
- The Master Programs must meet all the Knowledge, Skills and Behaviors when mapping with our UK Gov standards
4. Accreditation Standards
This occupation is found in small, medium and large organisations 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 model where there is a workforce to support and manage.
The broad purpose of the occupation is to improve people practices in organisations in order to drive organisational 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 organisational outcomes.
In their daily work, an employee in this occupation interacts with a range of stakeholders across their organisation, creating medium to long-term value for a wide audience. In larger organisations, they may be part of a wider specialist team. They may also lead a team of HR/L&D/OD consultants/advisers. In smaller organisations, they might be solely responsible for the entire people agenda and report directly to the organisation lead. At this level, Senior People Professionals are ambassadors for their organisations 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 organisation and its employees. They will be responsible for leading people projects and/or playing a key role in larger organisation-wide programmes, managing their own work with a high level of autonomy. Senior People Practitioners have to keep up to date with relevant legislation and regulation and make timely interventions to ensure their organisation’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 utilising technology to deliver the people strategy. Typically, Senior People Professionals have some budget responsibility and will be expected to employ continuous improvement approaches to maximise the use of limited resources.
Senior People Professionals may specialise in either Human Resources (HR), Learning and Development (L&D) or Organisation 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.
To be accredited, an organization needs to demonstrate that its training program meets the following competencies:
Knowledge must have for Mapping Point 1:
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.
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.
K8: How to integrate diversity and inclusion into wider organisational approaches.
Skills must have for Mapping Point 1:
S1: Design and implement a range of people policies, processes, approaches, and practices in line with the organisations strategic plan, culture, and values.
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
Behavior must have for Mapping Point 1:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
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.
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.
Knowledge must have for Mapping Point 2:
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.
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.
K8: How to integrate diversity and inclusion into wider organisational approaches.
Skills must have for Mapping Point 2:
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment with 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.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
Behavior must have for Mapping Point 2:
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.
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.
Knowledge must have for Mapping Point 3:
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
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.
Skills must have for Mapping Point 3:
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
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.
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.
Behavior must have for Mapping Point 3:
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.
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.
Knowledge must have for Mapping Point 4:
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.
K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing.
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.
Skills must have for Mapping Point 4:
S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
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.
Behavior must have for Mapping Point 4:
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.
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.
Knowledge must have for Mapping Point 5:
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.
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.
Skills must have for Mapping Point 5:
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.
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
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.
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.
Behavior must have for Mapping Point 5:
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.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Mapping Point 6:
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.
K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing.
K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.
Skills must have for Mapping Point 6:
S3: Create and manage relevant budgets (for example HR and projects) and make balanced commercial decisions, recording them appropriately.
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.
S8: Develop and implement people plans and integrated people practices in line with organisational and people strategy.
S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
Behavior must have for Mapping Point 6:
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Mapping Point 7:
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.
Skills must have for Mapping Point 7:
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).
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.
Behavior must have for Mapping Point 7:
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Mapping Point 8:
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.
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.
K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.
Skills must have for Mapping Point 8:
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.
S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
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.
Behavior must have for Mapping Point 8:
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Mapping Point 9:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K8: How to integrate diversity and inclusion into wider organisational approaches.
Skills must have for Mapping Point 9:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
Behavior must have for Mapping Point 9:
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.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
Knowledge must have for Mapping Point 10:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K8: How to integrate diversity and inclusion into wider organisational approaches.
Skills must have for Mapping Point 10:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
Behavior must have for Mapping Point 10:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
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.
Knowledge must have for Mapping Point 11:
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.
K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.
Skills must have for Mapping Point 11:
S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.
Behavior must have for Mapping Point 11:
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.
Knowledge must have for Mapping Point 12:
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.
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
Skills must have for Mapping Point 12:
S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values.
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
Behavior must have for Mapping Point 12:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
5. Our Accreditation Process
1. Preparation and Self-Examination
The college, university, or other institution seeking accreditation develops materials that successfully demonstrate its accomplishments. Frequently, the institution creates a written report of its successes, highlighting specific achievements that help it meet the accreditation agency’s standards.
2. Peer Review
After formal documentation has been presented, administrative and academic peers conduct a thorough assessment of the prepared materials, written report, and
3. Visit and Examination
Senior Leader Council will send a team of specialists to the college, university, or institution seeking accreditation after the peer review has been completed. This team is frequently comprised of peers and members of the community who provide their time to ensure that high-quality education standards are met.
4. A Decision is Reached
After the preceding steps have been completed, the accrediting body asks its commission to review the collected data and either grant or deny accreditation status to the college, university, or institution under investigation.
5. Continuous Review
By gaining accreditation from Senior Leader Council, a college, university, or other institution pledges to uphold the organization’s quality requirements. Additionally, the accredited college, university, or institution commits to submit to periodic accreditation renewal reviews. Due to this structure, certification is frequently a continuing process, and institutions must annually demonstrate that they meet high educational quality criteria.
