Developing Professional Practice
Introduction and terms of reference
This report will demonstrate my understanding of what is required to be an effective and efficient HR professional and apply CPD techniques to construct, implement and review a personal development plan.
The report will discuss the CIPD HR Profession Map and how the framework and standards within it define a HR professional. The professional areas, the bands and the behaviours will be outlined and the two core professional areas as well as two behaviours will be evaluated to explain how they uphold the concept of ‘HR Professionalism.’ Examples from the knowledge and activities in band 2 will be used in support.
The four concentric circles of HR Professionalism will also
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The HR Profession map outlines that HR professionals need to ‘apply sound people management practices to build high-performing teams’ (2.4.2 HRPM) This required activity is key to upholding HR Professionalism within any organisation as high-performing teams are critical for productivity, performance and achieving results. Note the word ‘build’, it is unlikely that you will have high performing teams across any organisation at all times as they are complex and hard to sustain. A HR professional will keep reviewing progress within the team and always consider what they could do differently to maintain and improve standards and expectations.
People Management systems such as performance appraisals, quality circles, cascade briefings, 360 degree feedback, and internal communications will help you get the best from your employees. (www.nibusinessinfo.co.uk)
Therefore it is vital HR professionals know ‘methods for managing and evaluating team performance.’ (2.21.2 HRPM) Again harking back to the continuous professional development of the organisation, employees and HR professionals themselves.
Curious
A behaviour defined in the HR Profession Map that a HR Professional needs to carry out their role is to be ‘curious.’ The CIPD define this as ‘future focused, inquisitive and open-minded; seeks out evolving and innovative ways to add value to the
The ‘Thinking Performer’ also challenges what (s)he sees/does and thinks for him/her-self instead of blindly following orders. The situation may have changed which affects the usual way things are being done or why they are needed. (S)he looks beyond the results to why they are required and tries to make a positive difference to the organisation. Every organisation is a living organism and the HR professional should be a (pro)-active member rather than a follower. In the HR Professional Map this is represented by required behaviour such as ‘curious’, ‘courage to challenge’ and ‘personally credible’.
Human Resources Management (HRM) has many applications in the business world. This paper will identify three key lessons learned about HRM. It will also outline how these concepts can be applied in the real world to enhance professional effectiveness. This paper will then tie together how these lessons relate to effective HRM concepts, practices and systems. Lastly, this paper will outline specific thinking and behavior changes as well as actions that will lead to successful implementation of these key lessons learned into daily management practices.
The intend of this paper is to reflect upon my learning experience and feeling in taking the assessment test for Professionals In Human Resources or Senior Professional in Human Resources. The primary goal of this assessment was to assess my knowledge and capabilities pertaining to HR. In addition, it explores potential questions that might be asked on a certification exam. Although I scored adequately 58 out of 70, the assessment revealed some interesting things about how courses build on one another and my career choice as a HR professional.
HR professionals have to think carefully about what they are doing in the context of their organization and within the framework of recognised body of knowledge. They have to perform effectively in the sense of delivering advise, guidance and services that will help the organisation to achieve its goals.
Porter, K., Smith, P. & Fagg, R. 2006. Leadership and Management for HR Professionals. 3rd Ed. Oxford
I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.
Further to the recent organisation re-structure forecasting the closure of the HR department, the following report has been created to highlight the importance of the HR activities and the support it offers within the organisation.
1. Martin, M., Whiting, F. & Jackson, T. (2010) Human Resource Practice. 5th Edition. London: CIPD.
The report will explain how the CIPD HR Profession Map defines the HR profession, including the professional areas, the bands and the behaviours. I will also evaluate how the two core professional areas and two selected behaviours uphold the concept of “HR Professionalism”, by giving examples from the knowledge and activities at band 2.
This report is a brief summary of the CIPD Profession Map, the two core professional areas, the specialist areas, the bands and the behaviours. It will be going into more detail in the activities and knowledge specified within the professional area of Performance and Rewards at band 1 level. It will identify the activities and knowledge most essential to my own HR role.
The current function of HR can be defined as supporting “the delivery of the organisation’s strategy and objectives through the effective management of people and performance” (Taylor & Woodhams, 2012; 22). This definition is furthered by a CIPD survey (2007; 2-3), which indicated that the key functions of HR are: recruiting and retaining staff, progressing performance management to maximise the value of employees and increasing employee engagement.
The map has a form of a cycle and consists of 10 professional areas and 8 behaviours which are hierarchically split in 4 bands of professional competence. The behaviours are positioned on the edge of the cycle (map) and describe the way HR professionals should carry out their day-to-day activities. Professional areas of the map are built of 2 core areas and 8 professional areas. Insights, Strategy and Solutions and Leading HR are positioned in the middle of the map. They represent core areas of HR profession that are vital to all HR professionals. Manny CIPD reports showed that success of HR professionals depends on their capability to understand business of organisation in general (mission, vision, strategy and context of the industry) and their competence to lead (leading themselves, others and leading issues).
C. Leatherbarrow & J. Fletcher, 2014, Introduction to Human Resource Management, guide to HR in practice, 3rd edition, London, CIPD
Managers rely on HR to provide effective staff capable of accomplishing the goals of the organization. HR is valuable in ensuring