The Human Resources Profession Map (HRPM) was created to explain how HR adds value; it was designed by a collaboration of both specialist and generalists working in the UK and globally across private and public sectors. The HRPM was developed by the CIPD. The design of the HRPM is to be relevant and applicable to HR professionals operating anywhere in the world, all sectors and in organisations of any shape or size. It captures what skills are required for effective and successful HR. There are 4 bands which relate to professional competencies; they define the contribution that professionals make at every stage of their HR career. The key areas of these bands include service and relationship with clients, activities performed by HR, where time is spent and how contribution and success is measured.
The band summaries are:
Band 1: Support administration and processes, is customer orientated.
Band 2: Advises and manages HR issues.
Band 3: Lead and consult, addressing key HR change at organisation level.
Band 4: Lead and Manage professional areas, developing and delivering HR strategy. The HRPM is made up of 10 professional areas, 2 of these are the core of the map. Diagram?
At the very core is “Insight, Strategy and Solutions”. It is at the core it is awareness of the business and developing actionable insights and solutions. Secondly is “Leading and Managing the HR Functions”. This is owning and shaping to insight-led leading, including working with financials such as budgeting while managing HR performance. Its design it to meet needs and priorities. The 8 other professional area segments identity the activities and knowledge that are required to provide specialist support, these are applicable not only internally but also externally.
Organisational Design: Structure changes, delivering organisational objectives. Organisation Development: Workforce focused for organisational strategic ambitions. Resource and Talent Planning: Focusing on attracting the right people. Learning and Development: Combined commercial and HR expertise to bring value. Performance and Reward: Delivering programmes that recognise and reward. Employee Engagement: Prioritises employment experience ensuring there needs are met. Employee Relations: Areas such as policies and procedures, employment law. Service Delivery and Information: Ensuring HR delivery is accurate and timely. The outer circle of the HRPM shows the behaviours which describe how activities should be carried out.
Curious: Future focused
Decisive Thinker: Analyses, understands data to make defend-able decisions Skilled Influencer: Pursues the organisations values
Personally Credible: Builds and delivers professionalism.
Collaborative: Efficient with a wide range of people
Driven to Deliver: Determined and resourceful
Courage to Challenge: Confident, speaks up skilfully
Role Model: Leads by example
In conclusion the HRPM can be used as a tool to identify your immediate and future development needs.
1.2 This section will comment on the professional area “Employee Relations” within band
2. My role is fundamentally HR. Practising HR in the company I focus on ensuring services I provide are timely and effective by having knowledge to provide excellent customer services. As a band 2 employee my duties include ensuring values and behavioural expectations permeate through the organisations processes, policies and literature. My main focus when dealing with these topics is to get the relevant documentation in order I receive a vast amount of face to face queries and phone calls from all types of employees with a wide range of topics including salary/payroll related queries. I have been with the company nearly 3 years and demonstrate band 2 skills often; I have learnt the evaluation processes and solutions available.
This is why I became the key contact for HR. I always start by gathering all the facts and listening to the employee and try to indicate a time frame when I expect to get back to them. If I can’t meet that I will let them know before it reaches that time. I then access resources such as CIPD website, SAGE helpdesk, HMRC and Internet to prepare correctly documentation. When preparing any documentation which would include employment law I have these checked with senior staff although I solely draft these. At band 2 not all the behaviour’s may apply, I would show the following in this professional area: Driven to deliver: Staff issues are challenging therefore I will investigate these to the best of my ability ensuring the best outcome for the organisation but using empathy to employees. Personally credible: I keep documentation consistent by using standard company templates/formatting as well as making sure they are sent timely and delivering professionalism to both employees and company. Courage to Challenge: I have good relationships with senior management and ensure I check my facts so I can challenge things appropriately.
2.1 – 2.3
My role is key for the business I need to be accurate about company policies and systems; I must get it right first time. This has been a huge part of my role recently due to quick expansion which also included a new office. Before this expansion I was the sole administration from day to day operation to HR queries. My aims are the focus of improving our company HR and gaining the tools to make this happen. The expansion included TUPE-ing 10 site workers, I emphasise with their grievances and aim to handle these complaints in constructive ways, It is a good forum to gather ideas which might help improve our procedures. Employees: I deal with various needs, from the early recruitment process, current staff to staff leaving. The main are Payroll related. The focus of my job is ensuring the Payroll is correct, we run 3 separate Payrolls all have complexities like expenses, overtime. By communicating and reminding colleagues when Payroll is running keeps any conflicting needs to a minimum for other work demands.
My main method of communication with the employees is telephone. For issues that need documentation such as salary increases, missed overtime are put in writing and I am strict in not running updates without documentation. I scan anything like this to relevant records. The advantage to phone calls can be normally the employee is away from the team mates and the office is clearer delivery about any issues. The disadvantage to phone calls is you can’t always get the best feeling for a sensitive situation without reading the body language. Candidates: Recruitment is usually relatively steady; however the last 7 months recruitment was/is busy. The workforce has doubled. The main method of communication within recruitment is phone calls and SMS messages, due to the industry we operate applicants won’t tend to be around email.
My phone number is the source for all recruitment enquiries. I need to be sensible with my time as phone calls can take a lot of time out the day if not planned properly. For example should I be setting up an interview I use a pre written SMS/text messaged so I add candidate information and send. This reduces long phone calls and candidates respond well to a message with all the information they need. To internal staff I run a HR calendar on outlook add any appointments send interviews to all relevant team leaders/office managers with reminders. It allows me to inform multiple people quickly making better use of my time. All team leaders/supervisors operate Smart Phones allowing this to be a tool that I can use well do to this. As my role involves many areas I budget my time accordingly to be as cost effective as possible. This is something I have learnt to be aware of while working for a small company. I also take advantage of any cost effective resources such as the Job Centre website. The advantages to phone calls are you get a better understanding of the person and can getter a better understanding of their job background to ensure they correct interviewer performs the interview.
The disadvantage to phone calls can be during recruitment periods my day can be very disruptive to me so I try and pre plan for these occasions. Directors: There are two directors with the company, one is operational and the other is more financial/back office. Both of them have equally important demanding tasks which I have to balance my time around. I keep both directors informed with tasks I am dealing with mainly by email. I have weekly meetings with a director, this is the place I address more complex HR issues. For a disciplinary issue I can get the best understanding of the facts as it will be a face to face conversation The advantage to meetings is they are open conversations so I can prepare all HR documentation accordingly and with all the facts. I can take documents I have prepared to these meetings, in order to check the director is happy and that any legal requirements are covered. I learn how the documents requirements are discussing these face to face. The disadvantage can me sometimes you can’t address important issues untill it is time for a weekly meeting.
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