Developing Yourself as an Effective Hr Practitioner

Topics: Management, Human resource management, The Seven Habits of Highly Effective People Pages: 5 (1420 words) Published: November 19, 2012
Developing Yourself as an Effective Human Resource Practitioner

The CIPD Human Resources Profession Map

The CIPD is the professional body for those working within a HR related role, to “manage the employer-employee relationship and align an organisation’s culture with its people” (CIPD). Researched through collaboration with business leaders the CIPD has developed a map of the activities, knowledge and behaviours required by the different HR roles to meet current business needs (diagram 1). The map consists of ten Professional areas, four Bands and eight Behaviours. Each area has an extended definition to clarify the key requirements of people who work in that area.

Diagram 1
Diagram 1

At the core of the map lie ‘Insights, Strategy and Solutions’ and ‘Leading HR’. These two core elements are considered key areas as they extend across all the elements of the HR profession. Insights, Strategy and Solutions relates to the need for a successful HR professional to present and develop strategies and solutions based on a firm understanding of the business, it’s internal environment (vision, values, culture, structure and strategy) and its external challenges (competition, world economy, work/life balance, changing demographics of its workforce, changing legislation etc.) It demonstrates the profession as a recognised business discipline with people and the organisation at its heart. Leading HR is defined as providing ‘active, insight-led leadership: owning, shaping and driving themselves, others and activity in the organisation’ (CIPD). Great leaders can be found across three main areas of leadership – personal leadership, leading others and leading issues. The ten Professional areas relate to the different roles within HR profession e.g. the requirement of someone operating within an Employee Engagement role is defined as being responsible for ensuring “ ...all aspects of the employment experience – the emotional connection that all employees have with their work, colleagues and to their organisation (in particular line manager relationship) is positive and understood, and that it delivers greater discretionary effort in their work and the way they relate to their organisation”.

The four bands of professional competence define the different levels of work activities and the corresponding responsibilities within each professional area, ranging from administrator to board level. Within the HR Map there is also a useful section on the knowledge and .activities required to transition from one band to the next. Finally the eight behaviours describe how the work activities should be carried out within each professional area.

The Agency

The Agency, despite being less than two years old, has grown from a team of five to 21 employees - 15 Consultants and six Compliance Officers. The office is very fast paced and competitive, with Consultants urged to secure new posts for high calibre candidates as quickly as possible. Prospective candidates are invited to come into the branch for a registration interview, where they meet the Consultants who will try and place them within schools. Vivien is an experienced Compliance Officer, supporting three Consultants on her pod. Her role is to meet and greet new candidates when they come in for the registration interview, and check they have supplied the necessary paperwork to meet strict safeguarding guidelines before handing them over their consultant for interview. She works alongside Hans, the lead consultant in her pod. They have a very poor relationship, arguing frequently and demonstrate very little respect for each other’s point of view The Candidate proves to be outstanding and Hans manages to place the candidate in a school within two days. Hans is overjoyed and celebrating loudly in the office, at which point Vivien points out to him that she has Vivien has not completed all the necessary vetting procedures so the candidate does not yet meet the...

References: CIPD - The Truth about HR,articleId-8919.html
Employee communication – Richard Croucher, Human Resource Management , A case study approach Michael Muller-Carmen, Richard Croucher and Susan Leigh.
7 Habits of Highly Effective People, Stephen Covey 1990
What Customers want from HR (Hirsh W, Carter A, Gifford J, Strebler M, Baldwin S
Report 453, Institute for Employment Studies, September 2008)
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