Developing Yourself As An Effective Human Resources Practitioner I confirm that the work I provided for unit 4DEP (HR) is my own. Signed: Date: Print Name: ACTIVITY 1 THE CIPD HR PROFESSION MAP The CIPD HR Profession Map sets out what HR Profession need to know, do and deliver at all stages in their careers. The Map covers 10 professional areas, 8 behaviours and 4 Bands of competencies and transitions, from Band 1 for the start of HR career through to band for the most senior leaders. ‘It has been designed to be relevant and applicable to HR Professionals operating anywhere in the world, in all sectors and in organisations of all shapes and sizes’. PROFESSIONAL AREAS The 10 HR Professional areas describe the …show more content…
They are specialist areas which identifies the activities and knowledge that is needed to provide Specialist HR Support. Bands The 4 bands of professional competences define, the contribution that HR Professionals make at every stage of their career. It helps to give a clear pathway and focus to all HR Professionals development planning and activities. At Band 1 the role would be an HR Practitioner, whose role would be to focus on client support and immediate and ongoing issues, spend time providing information, managing data, and serve the client with facts and information and peace of mind. They must also be efficient, flexible and give client satisfaction. Band 2 the role would an HR Advisor who advises and/or manages HR related issues and relating to individual or a team. Has a clear understanding of the evaluation process and solutions available. Serves the client with flexible options and recommendations and enable repeated business. Band 3 is a HR Consultant whose focus and activity would be to lead a professional area, acting as a consultant or partner, addresses key HR challenges at an organizational level for the medium and long-term. Spend time understanding the functional business realities and provide insights and linkages
Advisor – Whether it is resolving issues or simply providing advice, it is crucial that the HR
The Human Resource category addresses employee selection and development practices, motivation, satisfaction and compensation as it relates to the growth and success of the company. The experts will review the work environment, the morale of the employees, the benefits and the company culture. The applicant will need to address workforce development, staff performance management, and how both align with the company’s goals.
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.
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.
For example, Band 1 is at entry level/admin, Band 2 is an advisory level or managing a small team of staff, Band 3 is consultancy level and Band 4 is managerial level, leading an organisations’ HR department.
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.
I will explain, with related examples, why HR professionals are required to manage themselves, groups and teams, manage upwards and across the
Competencies; shape of work envFloor: day to day admin sp function (pay, absence, docs etc)http://www.cipd.co.uk/hr-resources/factsheets/hr-business-partnering.aspxhttp://www.personneltoday.com/articles/2008/04/15/45340/dave-ulrichs-model-defence.htmlConcerns amongst HR staff regarding erosion of perceived power.Advocates like the ‘three legged stool’ model; HR as a meaningful and active part of the decision making of the businessDiscuss how it would work in different orgs (sizes, sectors, cultures, localities). Ulrich suited particularly to large orgs. P23 main workbook – expanded model.
It is created by the profession for the profession, as a development tool to decipher the HR capabilities of individuals, teams and organisations. It can show areas that you need to improve or identify achievements to assist with development in your career path. It can identify skills needed, capabilities in the team and show where progress is needed.
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.
Further to your request for the review of the organisation’s approach to collecting, storing and using HR data please see the briefing note below.
In 2009 the CIPD conducted a report on what human resource practitioner's did, their roles, and activities.They interviewed practitioner's from a large number of professions across different sectors and the result was the production of the HR professional map, that does not focus on job titles, but instead focused on the skills and behaviours. It is simple, flexible and can be used as a whole or in part. Starting with and including the two core professional areas, it consists of ten professional