The CIPD HR Profession Map outlines the activities, knowledge and behaviours the cipd believe are required by different HR to sustained value to the organisation it operates in, now and in the future. It is a benchmark to what successful and effective HR people do and deliver across every aspect and specialism of the profession, and sets out the required underpinning skills, behaviour and knowledge. The map divides Human Resources into 10 professional areas, each further divided into four bands whilst also including 8 desired behaviours.
The 10 Professional areas describes what you need to do (the activities) and what you need to know at four bands of professional competence, as well as outlining the predominant behaviours that you need to exhibit when carrying out the activities. The Behaviours describes the behaviours needed to carry out activities in more detail. Each behaviour is also divided into four bands of professional competence. Each behaviour also lists a number of contra indicators which illustrate negative behaviour.
There are four bands of professional competence to reflect the hierarchy of the profession within the Map. The Map also identifies and describes how you need to change and develop to move from one band to another. Comment on the activities and knowledge specified within any 1 professional area, at either band 1 or band 2, identifying those you consider most essential to your own (or other identified) HR role. The Professional area I have decided to look into further in relation to my career and current job role is the area of Resourcing and Talent planning.
As a recruitment/personnel assistant I work alongside my Area Leader and Senior Management in placing resources where they are needed in order to fill gaps so that the business can function to the best of its ability. I am responsible for a wide range of resource related activities, including strategic resourcing and talent management. Due to the fact that I have only been in this role for 1 year I have been placed in band 1 and 2 in this professional area. See table below. This illustrates that there are a number of areas that I need to develop in further such as: Resourcing and on-boarding strategy and execution
In order to improve in this area I need to ask for feedback on my interviewing style and techniques from candidates who have been both successful and unsuccessful as well as from those who have sat on the interview panel with me. It would also be a great help if I could shadow Senior HR Managers when they are interviewing so that I could maybe pick up some tips and skills from them. Exit Strategies and Execution In order to gain an in-depth knowledge of this are and to enhance this skill I feel it would be a good recommendation to actually speak to someone who has experienced redundancy or severance programmes.
It would also be a great experience to have an outplacement consultancy in order to understand the service that they provide. By following up with those who have gone through redundancy and severance programmes I could also help improve our company process by getting their opinions on our policies and actions currently in place. 8 Behaviours: As a recruitment/personnel assistant there are a number of the behaviours that relate to my position. * Curious I seek feedback from more experienced HR Personnel colleagues and managers, taking their learning points on board and modifying my own practice.
I like to be able to identify opportunities to work on projects that will enhance my own experiences and stretch my existing skills. As I look after recruitment and selection from initiation to appointment I have built up a close relationship with Senior/Team Managers as well as employee relations. Through this process I have provided advice, support and guidance. I feel in order to progress there are a number of recommendations that I would like to enhance. I would like the opportunity to have a 360 degree appraisal that would provide me with the skills I need to work on and update.
I could also broaden my own skills and experiences by identifying projects and opportunities that would take me out of my comfort zone by pollinating into different peer departments. * Decisive Thinker Based on my assessment from the HR Map I am also a band 1 and 2 in this area of behaviour. This is because I tend to gather information from various sources and then analyzing and critiquing it before making a decision. I tend to follow a disciplined approach to analyzing different aspects of a problem, draw up potential conclusions and then determine the next steps I need to take.
I am very level headed so when I comes to making decisions for e. g. in my line managers decision I tend to use a common sense approach, as well as standard procedure and previous experience. When I am assigned a task with a deadline I ensure I have all the relevant information that I will need to complete the task within the timeframe allowed. I feel sometimes if I am uneasy about a decision I make I could try to better this understanding by building on the organizations hierarchy so that I could quickly ascertain if a matter is within my remit and if not who I could refer it to.
Also when making decisions I feel I need to have more confidence in myself and the decisions I make. * Personally Credibility In this behaviour I have also been accessed at a Band 1 and Band 2. I tend to take a lot of pride in my work and like to be considered trustworthy and dependable. These traits are traits I feel are very important in my work. As I stated previously if I am faced with opposition I like to have reasons why I have made a certain decision. Again this relates to interview feedback sessions or even initial regret emails.
In order to enhance and bring this skill up to a band 3 I feel I need to develop leadership skills. I need to be more assertive in my behaviour and stand by my viewpoint. * Driven to Deliver In my current position I am faced with not only HR tasks but also employee benefits issues therefore I need to prioritise my workload in order to ensure all tasks are delivered on time. I have a consistent strong bias for action and a desire to deliver. I plan how to best achieve my goals and projects by using a To Do List, calendar appointments colour coordinated in order of urgency etc.
I tend to work longer hours and work from home to ensure all tasks are delivered. I maintain enthusiasm and commitment to deliver results in the face of difficulty In order to construct my development plan I feel I could engage my HR team more in setting goals and take into account their different job roles and ensure they are motivated to achieve. If something is out of my remit I need to be able to pass this task onto the individual in the team who is responsible for it rather than doing it I.
Within my To Do plan I need to create a prioritized list so the tasks that are urgent get completed first. Courage to Challenge As I stated previously I feel I am also at a band 1 and band 2 in the behaviour Courage to challenge. This is most likely due to the fact that I am relatively new to my current position and in order to succeed I need to ask questions. By asking questions I feel I can clarify and fully understand an issue or a new area. In conducting interviews and feedback sessions I remain calm when faced with opposition and I tend to address the challenges appropriately. If I have not completed a task well I like to use this as an area to improve.
When interviewing I work closely with team managers who have a good grasp on the resource that is required. This in turn helps me to determine what the questions should focus on at the interview stage and if there should be any additional parts to the interview stage such as testing. In order to enhance my skills in relation to this behaviour I feel I need to work on my negotiation skills while still maintaining a balance at all times. If my challenge fails I need to find out why and ask for feedback then I can do something differently when faced with the same challenge in the future.
When I am making a challenge I need to suggest a challenge that will help get my opinions across also. * Collaborative I feel this behaviour relates to me also as I tend to be achieving a band 1, 2 and 3 within this behaviour assessment. I like to make time to get to know individuals e. g. new starts. This in turn helps me build relationships and therefore we can work more efficiently with other areas of the business. It also builds a sense of team spirit encouraging shared ownership. As I cover a wide range of day to day tasks within my role I feel I have built up a great range of contacts within and outside the organization.
I feel I pass on information promptly and keep the wide span of colleagues up to date. If I am faced with a sensitive or controversial situation I like to plan how to handle them so that all information is held in the strictest confidence. In order to develop this behaviour and change some aspects of it I feel I sometimes can be bias and hold subtle stereotyping. If I find myself doing this I can work on my follow up thoughts and actions that will eradicate the negative or unintended thoughts. Sometimes I feel there is a resistance within the HR & Workforce solutions team and this is an area I would like to see addressed.
We can do this by focusing on common goals, priorities and problems. Activity 2 With reference to your own (or other identified) HR role, outline how an HR practitioner should ensure the services they provide are timely and effective. You should include: Traditionally, Human Resources have focused its efforts on its internal customers – the employees, line managers and staff who work within an organization. Now Human Resources is expected to address the needs of the company’s external stakeholders as well.
There are many stakeholders with a vested interest in the success of a company, but mainly, they are the customers who buy our products & services, the investors who buy stock/services, and the communities in which we work. Human Resources practices such as the stability of the workforce, creating a learning environment in which all employees understand the business that they and their customers are in, and the environment in which they must compete are critical competencies that HR professionals are expected to master.
Within Tesco’s Ltd I have identified 3 key customers and summarised their needs and expectations from Human Resources: 1. Managers; require staff who are able to fulfil their job role and so fulfil organisations targets 2. Staff, including new staff and supervisors/team leaders; training that is designed, organised and delivered professionally, that will enable them to fulfil their job role. 3. External Customers, those who buy products or services; expect to be given the highest standard of customer service, offered help/advise during their shopping experience in all Tesco’s stores.
These 3 key customers’ expectations may compete and Human Resources must support the internal customers of the organization in which it works by supporting the needs of the operations, finance, marketing and other departments. However, to support the external value chain, it must look at the end users of the company’s products or services and develop initial strategies to deliver support that satisfied the customer’s needs and expectations.
In order to have a satisfied end customer, offering Managers training and development to begin with followed by training of the staff , Tesco’s therefore can be proactive towards the needs and expectations of their external customers rather than reactive. Effective organizational communication, from an HR viewpoint, focuses on openness in communication between senior management and employees, resulting in improved employee engagement and productivity. In order to please all customers it is essential that HR have continuous communication strategies whether that be through emails, group bulletins and/or presentations etc.
HR should have the ability to interpret the best method to exercise with each customer for example emails allow people to access information in their own time and provide a written record of a communication, however they can be impersonal and open to interpretations. Sometimes a telephone call or face to face conversation is more appropriate to clarify and discuss details and/or discuss more sensitive matters. Effective oral communication is a huge boon in a business setting.
Solid oral communication allows us to present information in a setting where you can immediately hear and address concerns, questions and objections. Moreover, good oral communication facilitates group communication, leading to the development of creative solutions and proposals. For example, using effective oral communication can make a clear, concise, structured presentation on a product launch that covers the benefits of the product, components of the impending launch and why that strategy will work with the targeted consumer base.
Disadvantages Oral communication usually takes a lot more time than written communication to complete, as oral communication’s relational nature can blur the focus of a conversation * In a world where time is often equated with money, oral communication can be construed as inefficient * The capability of individuals to effectively communicate orally varies greatly. Some individuals are classified as a ‘people person,’ and have no problem engaging in oral communication effectively. Tesco’s publish a “Team 5” bulletin every week to its staff outlying any changes, promotions, training and opportunities within the organisation.
It provides updates, such as progress on fulfilling organizational goals or reasons for policy changes. Ongoing reports like this from HR and senior management on business strategy and policies, for example, demonstrate respect for the employee role in the company’s success, provide direction and foster trust. This method of communication is effective in delivering a consistent message from head office, to the large number of internal customers. Written communication, when conducted in an effective manner, provides a variety of benefits.
First, it helps create a comprehensive, structured presentation of information that my supervisors, co-workers and clients can use as a reference in the future. Second, effective written communication provides a reference point for work with co-workers and supervisors toward common goals. For instance, our business benefits from effective written communication in a manual that covers the guidelines for submitting an invoice for our US clients billing order for our IT employees or communicating company procedure to our parent HR Dept in the states when conducting client interviews. This ensures company procedure is followed.
Finally, a well-written document can provide legal leverage in instances of conflict, as it records the communication that has taken place on the matter. Advantages * It is a permanent means of communication. Thus, it is useful where record maintenance is required. * It assists in proper delegation of responsibilities. While in case of oral communication, it is impossible to fix and delegate responsibilities on the grounds of speech as it can be taken back by the speaker or he may refuse to acknowledge. * Effective written communication develops and enhances an organization’s image. * It provides ready records and references.
Disadvantages * Written communication is time-consuming as the feedback is not immediate. The encoding and sending of message takes time. * Effective written communication requires great skills and competencies in language and vocabulary use. Poor writing skills and quality have a negative impact on organization’s reputation. * Too much paper work and e-mails burden is involved. Nonverbal communication is the sending or receiving of wordless messages. We can say that communication other than oral and written, such as gesture, body language, posture, tone of voice or facial expressions, is called nonverbal communication.
Nonverbal communication is all about the body language of speaker. Nonverbal communication helps receiver in interpreting the message received. Often, nonverbal signals reflect the situation more accurately than verbal messages. Sometimes nonverbal response contradicts verbal communication and hence affects the effectiveness of message. Nonverbal communication has the following three elements: Appearance Speaker: clothing, hairstyle, neatness, use of cosmetics Surrounding: room size, lighting, decorations, furnishings Body Language facial expressions, gestures, postures Sounds Voice Tone, Volume, Speech rate
HR must choose the best method for the purpose and to make sure that the style of communication is congruent with the message. HR practitioner should ensure the services they offer are effectively delivered. The best way to maintain good relationships with their customers is to consistently provide the service they are expecting from you. This will build up customer’s confidence in HR and is the basis of all good relationships. The key to delivering a first class service to customers is to offer a superior employment proposition to team members including top class training and development, career opportunities and rewards.
Tesocs HR are determined to attract and nurture the very best people to come and work with them, and are committed to working with all partners to position Tesco’s as a worthwhile career choice. Even during the recession there has been no decrease in training investment resulting in continued growth. Activity Three Consider 3 areas of the criteria. Identify any areas you would need to develop in order to meet them. * Activities Support HR Colleagues and Line Managers I would like to become more involved in senior level meetings that would provide me with a deeper insight to the business as a whole.
It would help me identify areas of the business that are expanding and areas that are downsizing. It would also allow me to search for the new skills that we will require. Improve Policies and procedures I feel we need to practice the One ANI strategy across all three sites here in Northern Ireland. This would involve practicing the same recruitment and selection policies in the call centre as we do in the software development end of the business. Working from Home policy I feel we need to develop a new questionnaire which will allow us to improve employee well being and flexible working arrangements.
This will allow us to address all three sites as one and all employees will be entitled to the same benefits no matter what site they are working from. * Knowledge The organization and its context I would like to become more involved in operational meetings which I feel would allow me to gain a better understanding of the business and how the various areas and teams within the company work together to serve our customers. This will also allow me to see where our unbilled and billed figures are coming out of and how we can maybe create different strategies to stay on target. Of 90/120. The specific Work role
I would like to become more involved in dealing with external bodies to provide support and advice for employees. It would enhance my knowledge and skills. The wider HR Context In continuation from the above points I would be able to work through a database that would allow all employees’ to put their skills on one system. This would allow everyone to communicate effectively between all areas of the business and if a particular skill was required for a new opportunity we would be able to identify the employee’s who would hold this skill and progress from here to the clients. * Behaviours Collaborative
I feel I meet these criteria as I have built a good relationship with Senior Management and Team Management in order to have support and assistance for interviews and various other resources. I have shown respect and sensitivity for others as I have worked around applicant’s annual leave and offered alternatives to ensure everyone who was shortlisted had their chance of attending interview. Personally credible In dealing with recruitment and selection from start to finish I ensure I keep up to date and information with a lot of detail as to why someone is not shortlisted as well as providing feedback after interviews.
Courage to challenge I am pretty new to my current position as I had been involved in general HR for two years and I am now in a more specialized role of Recruitment and Selection. I have lots of questions which I ask my line manager so that I ensure I am delivering the best I possibly can in relation to my work. When doing various different tasks if I require assistance I will ask for help and have the courage to do so. Development plan – See Separate Sheet
Cite this Briefly Summarise the Hrpm
Briefly Summarise the Hrpm. (2016, Oct 06). Retrieved from https://graduateway.com/briefly-summarise-the-hrpm/