Activity 1.1 – The effective HR Professional

Evaluate what it means to be an HR professional with reference to the CIPD Map

Introduce the CIPD Professional Map and explain how it is used by HR professionals and organisations: (800 – 1000 words)

Ulrich Young Brockbank and Ulrich (2012)

The CIPD map sets out the highest global standards of professional competence required to be able to deliver sustained performance for an organisation.

It captures what successful and effective HR people do and what they deliver across every aspect and specialism of their profession and it also sets out the underpinning activities, behaviours and knowledge.

The CIPD map is a tool used by organisations to help them benchmark their plans for developing and building the capabilities of their employees as well as defining what HR capability is required for their organisation, from the individual up to organisation level. It coves roles with the HR Profession ranging from Operations, Specialist to Executive, helping to clarify the professional areas which exist within HR as well as map the career development of an HR Professional from the start of their HR career through to Senior Management.

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  • Youtube – Professional Futures Tracy Callaghan -(4.1.19)
  • Thinking fast and slow (youtube)
  • Ulrich Young Brockbank and Ulrich (2012)
  • Describe a range of knowledge, activities and behaviours (1 of each), for two selected professional areas, at Band 1 or 2
  • Need to pick 3 element, pick behaviour as a subheadingand rate myself in the band.Define what that says Quote from CIPD map
  • Then look at the banding and decide which ones I am

Evaluat myself against each element and justify that banding.

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Finally conclude what do you feel is the most important skills, knowledge or behaviour and why.

Table A

Skill/activity Knowledge Behaviour

Resourcing and talent planning (Band 1) Support the talent identification process by collecting and collating data from managers and performing appropriate analysis The organisations need for and approach to talent and succession Decisive thinker – Accurately collects and interprets relevant data in order to support organisation decision-making and delivery of task

Service Delivery and information (Band 2) Gain deeper insight into customer need or problem by questioning and exploring concerns, and reviewing data in reports Delivering service excellence and dealing with a range of customer situations in a service centre setting. Curious – Drives self and supports others in working outside of the comfortable environment and allows room for failure

  • Collaborative – Builds mutually beneficial relationships, listening to and gaining the respect and trust of others
  • Courage to challenge –
  • Works closely with others who are involved in and impacted by the issue, consulting for their views and involving them in developing the solution

Why do I feel these skills/knowledge and behaviours are important to someone in these HR Professions undertaking these activities:

Band 1 For a HR professional who is at the start of their HR career it would be necessary for them to be working in a support role where they can learn more about the organisation and develop their skills and knowledge by working in collaboration with others, which would also help build working relationships and develop their competence to transition to the next band.

Lombardo and Eichigner’s 70:20:10 model states that 70% of knowledge is gained by job-related experiences.

To enable them to carry out their role and deliver their objectives they would require knowledge of the area of work they are involved in and the decisive thinker behaviours identified in the Table A would help them deliver their objectives effectively and efficiently in an organisational context.

Band 2 – Here the HR professional has a little more experience and they are likely to be in a role with a higher level of responsibility. They would need to have deeper insight for the activities and issues they are dealing with and have a broader knowledge pool.

Courage to challenge behaviours would support them for these activities to help them provide the expected outcomes for this objective.


Skilled influencer Collaborative Personally Credible

Band 2 Proactively develops understanding of different people and adjusts own behaviour and approach to manage impact on others Recognises sensitive or controversial situations and plans how best to handle them Builds trust of employees and managers by consistently giving carefully thought-through advice.

Band 3 Had deep insights into own style and impact and is adept at reading and influencing a variety of people Identifies and pre-empts any potential sources of conflict, ensuring continued collaboration Offers professional, up-to-date views, opinions and advice to leaders, managers, staff and peers and is regularly sought out to do so.

Show how the elements of the CIPD Profession Map are used to demonstrate what it means to be an HR professional:

The map can be used to define what makes a great HR professional as it defines what they need to know, what they do and how they do it. My organisation has used it to create a career framework.

As a HR Professional I would use the CIPD Profession map in the following way:

For my CPD to analyse the skills and knowledge I currently have and what I need to do to transition to the next band as well as help me understand the requirements the other professional areas if I were considering a move into a HR role in one of the other areas and identify development needs.

I could use it for job interviews or preparing for my appraisal by clarifying where I have demonstrated the skills and behaviours.

The CIPD Profession Map helps HR Professionals to have a better understanding of their role within the Profession, the value of what they do and the competencies required to carry out their role effectively.

The HR Profession has grown and developed over the years from shared services function managing the to being an integral part of the organisation, working with senior managers to help develop and deliver organisational capabilities strategies. To maintain the integrity of the HR Profession

The CIPD Profession Map has a number of uses including:

The bands can be use to show what skills knowledge and behaviours need to be demonstrated by someone working in HR.. The maps help clarify the professional areas with HR improved to transition to the next band. The map can be used by someone who is seeking promotion by looking at the professional areas to map their current position assessing their skills, behaviours and competence against those of the next band to gauge if they are able to demonstrate performance at the higher band. This process can also be used effectively when preparing for appraisals or job interviews.

The map can be used to define what makes a great HR professional as it defines what they need to know, what they do and how they do it. An organisation can use it to create a career framework.

It can help an individual diagnose and benchmark where they are against the standards set out and help them to build their capabilities by using the CIPD qualifications or training, gaining recognition on completion of the CIPD qualifications and maintaining professional membership.

Task 2

Breifly describe the elements of group dynamics – give only 2 examples.

  • Conflict in HR context – Comms, leading to arguments and problems.
  • Disagreements within team members. Performance – not performing well. – Disagreement argument aggression.
  • (Myres (2013) – ‘ Team dynamics are the unconscious, psychological forces that influence the direction of a team’s behaviour and performance’
  • Tuckman and Jensen (1977) Theory – five stages of team formation
  • Forming, storming, norming performing and adjourning
  • Identify three key things that make a team into a good team.
  • Listening, different people with different skills, trust communicate and engage well. Leadership skills.

Belbin Team Roles –

Team Dynamics – Myers (2013) ” team dynamics can be good – for example, whe they improve overall team performance and/or get the best out of individual team members. They can also be bad – for example, when they cause unproductive conflict, demotivation, and prevent the team from achieving its goals.’

Can you think of a time when there has been conflict in a team that you have led or been part of?

  • What caused the conflict?
  • Who resolved the conflict?
  • How
  • What did you learn from this?

Further reading conflict resolution methods

Bell and Hart’s Eight Causes of conflict

Thomas-Kilman Conflict Modes

Fisher and Ury Interest-Based Relational (IBR) approach


CIPD Guide Managing Conflict at work

Look at different conflict solution models

  • 2.0 What is a team
  • 2.1. Team Dynamics
  • 2.2 Conflict Resolution Method 1
  • 2.3 Conflict Resolution Method 2

For methods 1 & 2 – discuss how the conflict resolution method would be used in relation to an instance of conflict in an HR context.

Give an example of a conflict you’ve either led of been part of

  • Define conflict resolution method
  • Explain how that was used
  • What the result was
  • X2 need another example

Task 3 Project Management (500 – 600 words)

PM is application of processes and methods, coupled with the knowledge, skills and experience of the project team to achieve the project objectives.

Talk of key stages of a Project and the techniques used.

Key Stages

  • Initiation
  • Planning and design
  • Execution
  • Monitoring and controlling
  • Completion
  • What PM techniques we used
  • Identify what your part was in the project
  • Tech used during these 5 stages.
  • Refer every stage of the work.

Initiation – don’t know much about the project – need to get to know what the goal is, get time scale understand needs, benefits and budget

Identify goal, expected outcomes, resources, budget and timescales (Forming stage).

Planning and design stage (set deadlines, split it into smaller actions and break down tasks, allocate tasks to team, Gantt chart or schedules, what actions can be taken at the same time. How its going to be done and in what order.Dependencies.

  • Execution – brief definition of this stage
  • Monitoring and controlling – making sure everything done within the time-frame. Looking at objectives and re-adjusting it.
  • Completion – Evaluation – what event well, lessons learned what do differently next time.

Identify 2 problem solving methods


  • Risk Analysis
  • Fishbone Diagrams
  • Cost-Benefit analysis

Example of a situation what was creating a problem and how did I resolve it

Brain storming with team.

Persuading, influencing, Negotiating skills

When you are persuading someone your looking at making sure you are happy with what you are saying, taking someone through the logical approach, being positive about it. Getting your point across so they eventually agree with you. Tell them the benefits of it.

Negotiating stages looking at finding middle ground where there is a win win. Meeting in the middle. Considerate of the other party.Task 4 (400 – 500)


  • We develop ourselves, as our knowledge gets out of date,
  • Need to keep developing to update our knowledge
  • New Challenges require new skills – eg new software, new machinery, new way of managing project, (appraisals)
  • Lifelong learning – never stop learning
  • Requirement for membership of CIPD
  • Self analysis SWOTBehaviour or a business area –
  • Why important to develop that area.
  • What knowledge skills and behaviour do I need and what am I going to do to achieve them? Attend seminar, shadow colleague, Resouces needed could be time, money, people

Get positive feedback, undertake presentations.


  • Professional Futures Tracy Callaghan – youtube (4.1.19)
  • (Free Taster Session 2 – 5DVP – Developing Professional practice – HRMap) CIPD Profession Map
  • Lombardo and Eichigner’s 70:20:10 model
  • Conflict resolution method 2
  • Based relational approach Roger Fisher and William Ury 1981 ‘Getting to Yes.’
  • Ulrich, Younger, Brockbank and Ulrick (2012)


Cite this page

The Effective HR Professional. (2019, Nov 28). Retrieved from

The Effective HR Professional

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