The CIPD introduced the HR Professional Map in 2009, which set out the new foundations for professional competency in HR and the criteria for new and revised CIPD qualifications. The map highlights 10 professional areas at four different levels and the eight key behaviours HR professionals need to operate. The HR Profession Map sets out the following eight behaviours: 1. Decisive thinker. Able to analyse information quickly and use it to make robust decisions. 2. Skilled influencer. Able to gain commitment from different quarters in order to benefit the organisation. 3. Personally credible. Expert in both HR and commercial issues, and takes a professional approach.
4. Collaborative. Able to work well with a range of people both within and outside of the organisation. 5. Driven to deliver. Focused on delivering best possible results for the organisation, and shows determination, resourcefulness and a sense of purpose in achieving this. 6. Courage and challenge. Has the courage and confidence to speak up and will challenge others even when met with resistance or unfamiliar circumstances. 7. Role model. Leads by example.
8. Curious. An inquisitive, open-minded type, who seeks out new ways to support the development of the organisation.
The HR Profession Map identifies ten professional areas:
1) Insight Strategy & Solutions (the ‘core’ of the Map) : understanding the company ethos & activities, responsible for HR plans of action, is aware of the obstacles that block the path of being able to provide an effective HR function, provides solutions. Designs good rewards and benefits package, making the Company an attractive place to work, helping with retention of staff and attracting quality new staff members, central to the organisation. 2) Leading Human Resources : operational excellence understanding the requirements of the organisation. Will to be able to guide & direct a fit for purpose HR function, responsible for staffing… 3) Service delivery and information. Managing HR information professionally. 4) Organisation design. Managing structural change and ensuring the organisation is appropriately designed.
5) Organisation development. Ensuring the organisation’s workforce, culture, values and environment will enable it to meet goals and perform well in the future. 6) Resourcing and talent planning. Making sure the organisation attracts people who will give it an edge. Managing a workforce with the balance of skills needed to meet short and long-term ambitions. 7) Learning and talent development. Making sure that people at all levels of the organisation have the skills needed to contribute to the organisation’s success, and that they are motivated to grow and learn. 8) Performance and reward. Making sure that reward systems – principally pay and benefits – are fair and cost-effective. Ensuring critical skills, experience and performances are rewarded.
9) Employee engagement. Supporting employees in maintaining a positive connection with their work, colleagues and the broader organisation, with a particular focus on good relationships between staff and their line managers. 10) Employee relations. Ensure that the relationship between the organisation and staff is managed within a clear and appropriate framework. “Orme added: “The map will allow us to maintain rigour while improving flexibility: the flexibility to meet the needs of generalists and specialists and to support professionals at all levels, and the rigour to ensure HR professionals and employees alike can be confident that a CIPD qualification delivers not just the capabilities needed for today, but the capacity to adapt to the growing demands that will be placed on the profession in the future.” (http://www.hrmagazine.co.uk/hro/news/1017104/hrd-2009-cipd-introduce-hr-professional-map-equip-practitioners-tougher-future-role#sthash.ks3fgXhT.dpuf- 10.03.2014)
Bands of Professional Competence:
Band 1 – Entry stage into the HR profession and supports colleagues, manages data and information, broadly considered as being customer orientated. Band 2 – Advises and in some instances manages HR issues. An individual at this level will understand evaluation processes and be able to assist with known solutions. Band 3 – Defined as a leader of a professional HR area. An individual at this level will be have the ability to address major HR issues, generally at an organisational level and will be involved with medium to long term HR planning. Band 4 – Manages and leads a professional HR area / division.
Working at senior organisational level and will have responsibility for the development and implementation of HR strategies. There are standard definitions within each of the four bands which advise of the following 3 areas: 1) What you need to do within each band (activities covering 9 specific points) 2) What you need to know within each band covering 12 specific points 3) How you need to do it i.e. the prevalent behaviours that are essential for each professional area. The behaviour definitions are defined as:
Driven to deliver
For example an HR professional working competently at band 4 will be expected to be a decisive thinker, will be driven to deliver and will also need to be a skilled influencer. The point of the HR profession Map is that individuals either considering a career in HR, or who are currently working at any given level within HR, will understand the skills, requirements, knowledge and personal attributes required at each level therefor creating a clear progressive guide for their career path. My own experiences as a admin assistant has made me realise I am a generalist at present within HR, my limited experience is gradually developing and I am becoming a more confident person within the HR world, now being able to advise senior management without also reaffirming my thought with our HR director, I aspire to gain further knowledge and become a confident HR professional with this in mind it is not always advisable just to look at my own career and development but to that of others and whilst I don’t have the experience I do have the knowledge and the enthusiasm to help develop individual personal aspirations that need to be closely managed in consideration of an individual’s personal aspirations of how far i can progress my career.
For example, a person with strong ability currently working at band 2 may well aspire to eventually be capable of working to the prescribed band 4 level but in reality, and despite whatever development takes place, they may well be unlikely to be able to progress to band 4. This may well be a personality issue or that some people are just not leaders but not everyone will be able to develop themselves as decisive thinker and a skilled influencer, two of the most difficult requirements of any senior management.
Looking at the overall Map and considering my current role within our organisation, I am confident that I am currently working within the band 2/3 area of Human Resources. It is clear that I have extensive work to do within my career path and feel that following onto further studies, whilst gaining the experiential knowledge will give me a sound grounding to a positive and progressive career.
After assesing the the map I would consider that I am currently working between band 2 & 3. In my role as Admin Assistant I have responsibiity for ensuring that all HR related activities are managed effectivly and correctly under the supervision of the HR director. My customer base is predoninantly our management team but also our employees, union representatives and our clients senior managment teams. The conflicting needs of each group can be difficult at time to prioritise, not only do I have to answer to three sites managers who all require assistance in there own ways, I have the directors and the employees, as well as the employees of Youngs who are our client and at the end of the day (pay the bills).
Within my own organisation we have a service level agreement with Youngs our client,this enable us to provide and maintain the service required, it clearly defines what is expected, when and how, it also states what we expect from the client to enable us to provide an effective service. Providing an effective service,with good communication in a timely manner builds customer confidence, but from a buisness point of view we also need to come in on budget, sometimes the clients expectations can be unreasonable, so as a service provider we have to sometimes negotiate and balance between our customers wants and needs to the needs and demands of the buisness, also balancing the needs of our employees needs to be apart of our management. “If you not serving the customer, you’d better be serving someone who is“ – Karl Albrecht – Developing Yourself as an effective learning and development practioner
Whilst carry out the assignement and after discussing it with our HR Director he brought to my attention a perfect example. “As an example, in a redundancy situation the needs of the union will be to ensure that as few employees as possible are made redundant however quite often in my experience a number of employees will activly want to be made redundant“
Director of HR Partners In Hygiene
Whatever the situation, in my role I have to ensure that the needs of the business come are met first, then to time manage and balance the requirement of In terms of my own developemnt I am comfortably working within Band 2 for area such as insight, strategy, and solutions, leading HR and organisational design as well as performance and reward and feel with only 2 years experience I have progressed positivly, though am very aware I still need assistance coaching/ mentoring to develope my career path to continue and sustain the progression at the same pace. In order to ensure that I deliver to all my customers (internal & external) I must ensure that I have maintain effective communication. The four main communication tools that I employ are: 1) Verbal – Face to face conversations with individuals or groups 2) Written – letters of communication, formal and informal 3) E-mail
4) Telephone conversations
Each of the above have both advantages and disadvantages e.g. verbal communication is an effective tool for maintaining close contact and relationships with people but can be time consuming and generall leaves no trail i.e. evidence that a particular conversation has ever occurred. E-mail is an efficient and fast method of written communication but as there is no face to face contact emotions within an e-mail can be misinterpreted leading to misunderstanding.
The sheer volume of e-mail can be a problem and in my experience almost everyone is guilty of using e-mail as mean to cover themselves. Written letters are a good record of communication but can be perceived as being too formal and again can be time consuming to compose, print, mail etc. As with any business attempting to be efficient in terms of effective communication, we use all of the above comminication methods at various times. Personally I do prefer oral communication whenever possible wven if this is via telephone rather than face to face.
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Topic: Management and Hr
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