The HR Profession Map was developed using the following design principles: • It describes what you need to do, what you need to know and how you need to do it within each professional area at four bands of professional competence. • It covers behaviours as well as the technical elements of professional competence required in the HR profession. • It is organised around areas of professional competence, not organisation structures, job levels or roles. • The scope of the Map will cover the breadth and depth of the HR profession, from small to large organisations, from fundamental to sophisticated practice, local to global, corporate to consulting, charity to public sector, traditional to progressive. • It has the versatility to be used in part, or viewed as a whole, with the core professional areas acting as the key or centre that is relevant to all.
2. Activity 1 Summarise the HRPM
The Profession Map captures what successful and effective HR people do and deliver across their specialist profession, and sets out the required activities, behaviours and knowledge. Covering 10 professional areas and eight behaviours, set out in four bands of competence the Map covers every level of the HR profession, from band one at the start of an HR career through to band four for the most senior leaders. The Map 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
1. Insights, Strategy and Solutions
2. Leading HR
3. Organisation Design
4. Organisation Development
5. Resource and Talent Planning
6. Learning and Development
7. Performance and Reward
8. Employee Engagement
9. Employee Relations
10. Service, Delivery and Information
2. Decisive Thinker
3. Skilled Influencer
4. Personally Credible
6. Driven to Deliver
7. Courage to Challenge
8. Role Model
2.1Insights, Strategy and Solutions
Human Resources professionals work from a deep business, contextual and organisational understanding to develop actionable insight, and prioritise HR strategies that make the most difference at any given time. You develop insight-led solutions, prioritised and tailored around a good business, contextual and organisation understanding – identifying opportunities and risks and acting on them.
Vision and strategy of the organisation
Products/services and customer profiles
Financial and non-financial performance information
Your sector and related regulations/legislation
Political, economic, social, technological and environmental issues.
Structure, processes, governance
Culture, values, behaviours
Key relationships, stakeholders, how decisions get made
This understanding – and the resulting insights – allow us to create prioritised and situational HR strategies that make the most difference and build a compelling case for change.
Includes these topics:
Building a picture
Developing actionable insight
Delivering situational HR solutions that stick
Building capacity and capability
-Working with agility
Organisation context determines the influence and priority of stakeholder roles and individuals, it also determines how readily new systems/ applications or methods can be adopted, and whether we can get there. If customers / principal stakeholders come from different contexts, this may systematically shape the goals and requirements
2.2 Leading HR Resourcing Band 1
Human Resources Professionals need to have a good knowledge of the principles and procedures for organisations recruitment, selection, training, compensation and benefits of labour relations and personnel information systems. A sound knowledge of business and management principles involved in strategic planning, modelling, leadership technique, production methods, and coordination of people and resources. Motivating, developing, and directing people, as they work, identifying the best people for the job also been able to identify potential for succession planning. .
3. Activity 2 Timely and Effective Service
With any organization, we will typically find the customers HR supports are within recruiting, employee relations, training, etc, all pretty much the same, regardless of department, our customers are anyone who uses the HR services we provide we interact with supervisors, managers, employees, external candidates, and external organizations. The way that HR interacts with each of these groups is different depending on what is being delivered, but in the general sense, our customers are all as important as each other.
Employees want professional HR support from real people and HR need to be responsive and clear about what services we offer. HR need to be easy to contact and able to respond quickly and effectively. Obviously employees require accurate pay and benefits, on time. They also want to be given the opportunity for training and development.
Managers want an HR function which understands the workforce and can help management balance employee and business needs. They want a proactive HR function which identifies issues before they happen and works with managers to address them. They would like HR to help them with their most challenging people issues including motivation, change and skills development. An HR function which does not understand the business and the workforce completely loses its value. The needs of both employees and managers are sometimes be conflicting. For example, managers require a higher level of production and sometimes longer working hours whereas employees tend to want more time off and more focus on a work/life balance. A good HR department needs to work with both groups to find the best balance.
A way of resolving these conflicts is to focus on the overall needs of the organisation, ensuring that the right employees are recruited and retained will help this. The skills and abilities of all employees need to be aligned to their job role and as HR we need to provide development and training to ensure productivity is reached and to manage turnover of employees. Coaching and counselling employees will also help and providing an effective reward and recognition system.
3.3 Recruitment Agencies
HR and recruitment agencies are committed to developing and maintaining closer relationships, the outcomes for both parties are more positive, and from a strategic perspective, it’s the formation of these stronger partnerships that bring mutual business benefits and added value. Good reasons why an organisation would use recruitment agencies Gain access to job-seekers (both active and passive) source candidates from more specific talent pools and match them to an organisation’s vacancies reduce the time and in-house resources dedicated to recruitment use a range of specialist skills offered by recruitment experts Access specialist services such as screening, filtering and profiling of candidates Gain flexibility in recruitment to meet cyclical/ market demand Get expert opinion about and knowledge of current recruitment legislation Benchmarking purposes – access to salary data and local market knowledge. However in past experience working with some recruitment agencies it can become an expensive option as they tend to charge anywhere from 12.5 percentage of the starting salary upwards and a finders fee if the candidate does become permanent.
Easy to send
Fairly quick to send
Can send 365 days of the year
Can send to a group of people at once
Email can get stuck in spam and not received
Attachments could contain viruses
Internet could go down and may not receive mail for sometime
Calls can be made 24 hours a day 7 days a week
Get your message across and gain feedback immediately
You cannot see each other’s body language
Things could get mis-interpreted
Can send exact copies of documents
Easy to train how to use
No immediate response
Could misdial number sending documents to wrong person
Poor quality of received document
3.5 Effective Service Delivery
An effective HR services for all employees is seen as be supportive, not to dilute the responsibility of people management. Also have the ability to coach line managers, especially around managing performance.
3.6 Delivering Service
HR should obtain thorough feedback from internal customers, line managers, senior managers and employees. This should cover both what they need from HR, and their user experience of current services. Such feedback could generate a clear and more effective HR function within the organisation. It can provide fresh insights and help the HR function to focus its efforts in these areas could add value to the business.
3.7 Difficult Customers
Assuming that the employee provides value to the company and possesses redeeming qualities, there are ways to deal with difficult employees. Most often, managers will simply ignore problematic staffers. Managers who live by this rule hope the problem will just go away; that these people will somehow turn themselves around or stop being troublesome. Ignoring the situation is the wrong solution to what could likely become a progressive problem. It is important to take action as soon as the negative behavior pattern becomes evident when left untouched, this problem will only escalate. (http://www.entrepreneur.com/article/201950#ixzz2h4AjsnQf)
3.8 Resolving Complaints
Employee complaints alert us to potential problems within the business Depending on the type of complaint that comes in you’re going to want to keep relevant portions of your staff appraised of it while simultaneously safeguarding the privacy of the individuals involved. It’s important to be transparent in these situations because “employees are probably going to know this on the office gossip vine anyway,” says Kelly. “They want to see that management is aware of it too and that management does take action and demonstrates a commitment to a higher ethical standard.”