The HR Map can be found on the CIPD website. It is an on-line self assessment tool created and based on research and collaboration with some of the organisations. It is continuously reviewed und updated. The HR Profession Map was developed by the profession for the profession. It was created by
both specialists and generalists, working in the UK and globally, across the private sector public and third sectors.
2.The summarise the CIPD Profession Map.
2.1 The architecture of CIPD Profession Map.
There are ten professional arrears which describes what need to be known for each area at four bands of professional competence and gives an extended definition of what HR people need to do and what they need to know for each area of the HR profession at four bands of professional competence. Each area gives a detailed explanation of the key requirements of people who work in that area. There some examples of areas. Strategies, Insights and Solutions – which must focus on the needs of the customers and employees, add value to the organisation, develop understanding of the organisation and use the insights to tailor strategy and solutions to meet organisational needs now and in the future.
The other example is Leading and Managing the Human Resources – where HR professionals need to be able to leads and manage a fit for purpose HR function, act as a role- model leader, ensuring that the function has the right capability and organisation design. As the leader makes efforts within supporting, developing and works collaboratively to support each other, each understanding what their own role is and how it contributes to the overall organisation strategy. The Eight Behaviours
There are eight behaviours which describe how HR people should carry out their activities.
2.2 How the Map works?
The 4 Bands of Professional Competence define the contribution that professionals make at every stage of their HR career. For example within Band 1 you should be able to demonstrate supporting colleagues with administration and processes effectively manage information and data. At Band 2, should be able to advise on HR related issues and show a clear understanding of the evaluation process and the solutions available. At Band 3, should be able to lead a professional area, acting as a consultant or partner, addressing key HR challenges at an organisational level. At Band 4, should be able to leading the function or professional area. 2.3 Comment on the one of the professional areas – Insights, strategy and solutions. For Insights, strategy and solutions, to build the picture of how my organisation is currently functioning on the market, from both business and HR related view. So I need a high level of curiosity. I analyse internally and externally my organisation and tried to place the organisation in the bigger picture. I also try to match what is going on inside with the market by connecting with other specialists within my company using the credible behaviour.
I used the analytical tools, experience and the necessary information to understand where my organisation is currently and what are the coming trends, business and HR related. I develop actionable insights so my curiosity to identify opportunities and risks, collaborate internally to choose appropriate priorities and activities. I used my curiosity to develop and implement situational HR solutions, by extensive research. Supported by the behaviour I am able to build capacity and capability. I am creative and seen as credible when I inspire others people, regardless the management level they are on. I inspire and help to develop not only colleagues in my team but also other teams such as payroll or operational. Managing people and helping them reach performance, means that I understand how each person works to do the task that I understand the goals and I can work using the appropriate tools.
With my professionalism and curiosity, I can find the proper way to manage issues, situations and difficult situations than advise accordingly and support each individual, assess team culture and provide insights. Being curious means being very interested on how the business is working, how each department and individual is contributing within the organisation, how the business suits the market, how the competition or similar companies are working and functioning. Being curious means being up to date with the job requirements, including law, HR and others departments’ processes or company policies. Having the necessary knowledge and being constantly interested in understanding the changes, develops my credibility as an expert and professional in the area, where people rely on me.
I understand the business and I am capable to implement changes. Being curious as an HR Professional I constantly seek feed-back to develop. Managing you, it is very important as HR professional, inside the organisation. Constantly developing yourself, growing and being seen as an important part of the business while you represent HR is an important step. Being curious allows me to support the HR function design and service delivery, resource planning and development, delivering value and performance in groups and teams. Managing upwards and across means being the support point for fixing HR related issues to all levels of organisation. 3. How an HR Practitioner should ensure the services provided are timely and effective?
3.1 Different customers and their needs.
From the definition that the customer is anyone, internal or external, who is affected by processes, products or services of HR, I had have a look who are our customers. The HR department in our company is a service department to a range of customers. We entertain a wide variety of customers within our company; the 3 key users that we deal with are the external candidates, who wish to work for our company, employees and management. Those who use HR’s services, whether staff, managers, candidates, etc., will have needs. External candidates except that the requirement process is easy to understand and that the induction could be helpful to understand the company strategy and values. Employees want professional HR support therefore HR needs to be responsive and clear about what services it offers.
Employees except response quickly and effectively and want to contact to HR easy. Therefore it is very important to offer support to employees regarding equal opportunities to ensure all staff members have the same rights and privileges. Managers want an HR function which understands the workforce and can help management balance employee and business needs. They want HR team which help identifying the issues and works with managers to resolve them. They would like HR to help them with their most challenging people. Therefore providing management with correct and precise information regarding an employee’s duties, schedules, and expectations of the job itself and on the area the person would be working in is very important. As an HR practitioner it is important to indentify and manage properly the needs.
3.2 Prioritising conflicting needs.
The needs of employees and managers sometimes could be conflicted. To prioritise conflicting needs effectively, the HR practitioner first has to determine what is the most important. Managers require high levels of production and longer working hours. Therefore the target for employees has been increased. It is very difficult for employees as there a half term just has started and they want more time off to spend the quality time with children. HR department should work with managers and employees to find the right balance.
First the conversation could be done, where everybody should concentrate on what can be done. A way of resolving this conflict is to focus on the needs of the organisation. Ensuring that the some workers from the agency are recruited will help this. Coaching and counselling employees and managers will also help and providing an effective reward and recognition system. Where there is the need for efficiency as well as effectiveness, there will always be conflicting needs. The better HR professionals are able to identify these conflicts, quickly and prioritise them. This in turn allows the HR person to manage time more effectively.
3.3 Effective communication.
There are a range of communication methods and all of them need to be considered to ensure it is appropriate for the recipient. We should think what is the best method not straight away using the technology.
There are advantages to using emails; it is a convenient way to convey information to a wide audience. Information can be sent quickly and any time of the day. However the disadvantages are that it can be open for interpretation of information or tone. It is impersonal and there’s no guarantee that the recipient has read the email.
Team briefing can be an effective way of communicating information to a targeted audience. It can work well to provide key details that can be filtered. In my company the team briefing is done before each shift starts,
The casual conversation.
It is quite vital to spend some time with the customers, showing that you understand them, asking about the feedback in formal and informal way. Therefore the simple conversation is vital.
3.4 Effective service delivery.
By providing HR services to employees and management, we need to be sure that the employees are happy with our service. Therefore it is vital to build trust with the users. If we provide confidential and good advice, the employee is more likely to stay with company for a long period of time. It will also allow for company to have a good name throughout the industry and encourage potential candidates to apply to work with us. Actively building and strengthening relationships with customers should be a focus of every HR function.