...1.1 Explain the knowledge, skills, and behaviours required to be effective in an identified HR or L&D role. The CIPD have developed an HR Profession Map (HRMP) that sets the standards for all HR professionals in order to be effective within their role. It is designed to help guide professional development within HR and focuses on 10 professional areas, and 8 behaviors essential to excellent HR practice. It spans across 4 bands, progressing from an entry level HR position such as administrator at band 1, to HR director at band 4. The HRMP identifies two core professional areas “that sit at the heart of the profession and are applicable to all HR professionals”(CIPD website) Insights, Strategy and Solutions, and Leading HR. Insights, Strategy and Solutions - This area deals with the professional’s understanding and insight into an organisation. Through knowledge of how the business works an HR professional can put into practice strategic solutions to effectively manage an organisation’s specialist requirements. Leading HR - To effectively lead in HR one must act as a ‘role-model leader’. This includes developing yourself professionally, whilst also leading, supporting, and tracking others development. Adding value and making a positive difference with the organisation, and then evaluating this impact is also pivotal within this area. The remaining 8 professional areas cover specialist activities and knowledge that include: Organisation Design, Organisation...
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...4DEP Level 3 – Kristen Landau A50445 CIPD Membership 45017870 Activity 1 Write a report in which you: Briefly summarise the HRPM (i.e. the 2 core professional areas, the remaining professional areas, the bands and the behaviours) The CIPD HR Profession Map sets out the activities, knowledge, behaviours and standards required for HR professionals to be successful in the workplace. The profession map can be used for personal and professional development. The map is set out in to three different sections which include ten professional areas, which are divided into four bands of professional competence and also includes 8 different behaviour styles. The 10 Professional areas: 1) Insights, strategy and solutions 2) Leading HR 3) Organisation Design 4) Organisation Development 5) Resourcing and Talent planning 6) Learning and Development 7) Performance and Reward 8) Employee Engagement 9) Employee Relations 10) Service Delivery & Information This describes what you need to do (the activities) and what you need to know for each area of HR profession at four bands of professional competence, as well as outlining the behaviours that you need to display when carrying out the activities. Two of these are considered the core professional areas Leading HR and Insights Strategy and Solutions. Leading HR acts as a role model leader which maximises the contribution that HR makes throughout the organisation. Insights Strategy...
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...Module 3: Recording, analysing and using HR information 3RAI Kathrina Yarwood Activity 1.1, 1.2, 2.1, 2.2 The storing of data also known as data management is important for any business or organisation. There are several reasons why an organisation would need to store HR data. Any data collected would be invaluable for various reasons including but not limited to compliance, reporting, business planning and budget setting. An organisation or business can collect any number of different types of data including absenteeism information, equality and diversity questionnaires, in respect to compliance and reporting data collected would include absences, retention information and skill set information. Budget setting information would include workforce numbers, revenues and potential business opportunities. One main HR priority is to track and store existing employee data. For an organisation to move forward, to be able to report on staff accurately and if needed to validate the value of teams or certain job roles, Human resources must have a good understanding of the data and also have a suitable system to secure the data. Management at the highest level require data collected by HR departments as the data would be essential to their planning the future direction of the organisation and make them aware of any number of significant issues such as employee retention and enable them to pursue a solution. HMRC can request copies of records collected by HR to ensure that employees...
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...|Part A. (A.C. 1.1, 1.2, 1.3, 2.1, 2.2, 2.3) (750 words) | A new manager is starting in your organisation shortly. You have been asked to provide an outline to this new-starter, so that they can gain some understanding of your organisation in preparation for their start. The information you provide should include: ▪ A list of the main products and services of your organisation ▪ An identification of the main external customers of your organisation ▪ The purpose and goals of your organisation ▪ An analysis of 4 external factors and their impact on the business activities of your organisation ▪ A description of the structure of your organisation and a brief summary of 4 functions of the organisation, one of which should be HR ▪ An explanation of how these different functions work together within the organisation to optimise performance ▪ An identification of the culture of your organisation and 2 ways this affects the business overall. |NAME: | |COHORT: | | |COMPANY: | |WORD COUNT | | A list of the main products and services of your organization Our organization is a service provider and offering the following services to its...
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...The role of a HR Assistant is a varied and interesting role as no day is ever the same, whilst dealing with clients. A HR function should ensure the services they provide are timely and effective, as they are a cost centre and need to be adding value to any business. Understanding Customers Customers of HR want a proactive HR function, which spots issues ahead of time and works closely with managers to address them. Within HR there are many types of clients who have different needs, below I will list the 3 most common and an example of a need they may have from HR. * Employees An employee may contact HR to ask for information and guidance regarding how to initiate a flexible working contract. * Line managers A line manager will contact HR for advice and guidance on how to manage sickness and absence regarding an employee. * Directors Directors may need to know the staff structure of an organisation in order to prepare for issues that affect the whole business. As a HR Assistant is generally front line, they may have to prioritise conflicting needs from the clients. For example - an employee may phone up to complain that their manager is bullying them and they would like advice. The manager would also phone HR but to complain that an employee is not fulfilling their job expectation and would like advice. It is the role of the HR Assistant to remain impartial and to give clear accurate advice. One helpful method in prioritising needs can be found in Stephen...
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...UK) HR industry encompasses the private & public sectors, manufacturing and the voluntary sectors. The professional body which overlooks the HR profession function in UK is Chartered Institute of Personnel and Development (CIPD). On 1st July 2000, Institute of Personnel and Development replaced Chartered Institute of Personnel and Development. CIPD is the professional body for those involved in the people management profession and helps in the management and development of people. CIPD Mission Statement • to lead in the development and promotion of good practice in the field of the management and development of people, for application both by professional members and by their organizational colleagues • to serve the professional interests of members • to uphold the highest ideals in the management and development of people Source: CIPD The CIPD has designed a framework consisting of various qualifications and standards at several levels pertaining to HR personnel; and its membership at different levels is coupled with the achievements of qualifications and excellent performance. They are summarized briefly in the next section. CIPD provides memberships at Non-chartered and Chartered Levels: Non Chartered Grades 1. Affiliate 2. Graduate 3. Associate Chartered grades of membership 1. Chartered Member (Chartered...
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...brief. * 3 components * Each components write something * Write about key professional areas ( summary). Part 2 of the activity is to choose one of the professional areas and comment on the activities, knowledge and behaviours. ( band 1 or 2 ) CIPD reveals HR profession map to replace old standards By Louisa Peacock on 21 Apr 2009 in Careers in HR, CIPD, HR qualifications, Latest News, The HR profession The CIPD has unveiled an ‘HR Profession Map’ which will replace the institute’s professional standards structure ahead of the launch of new qualifications next year. The map is designed to help professionals become equipped with the relevant skills needed for current practise and future growth areas across HR, in preparation for an overhaul of Chartered Institute of Personnel and Development (CIPD) qualifications expected to be introduced in 2010. It recognises that people could enter the HR profession from a diverse range of backgrounds, and that career paths are more complicated now than when the original standards were set, the CIPD said. The map contains three key elements: * Professional areas – what HR practitioners need to do and know * Behaviours – how to carry out activities, divided into four bands of competence from beginner to leadership * Bands and transitions – how to develop from one role to another, split into four bands of competence which illustrate the hierarchy of the profession. The news comes just weeks after CIPD chief executive...
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...uk/membership/professional/associate-membership.aspx About Associate member (Assoc CIPD) Associate is the first level of professional membership. Associate members are entitled to use the designation Assoc CIPD after their name to showcase their professional credentials. Associate members build their practical and technical HR knowledge to understand the breadth of HR, and its contribution to organisational performance. They carefully plan their own continuing professional development (CPD) by reflecting on their own performance and taking part in both formal and informal development to enhance their own professional skills and knowledge. Profile of an Associate member Typically an Associate member provides professional advice to managers across the business and delivers activities within the HR plan. Skills and knowledge focus Furthering interpersonal and technical skills and knowledge. Developing a practical understanding of an organisation from frontline experiences. Relationship with clients Advises individuals and managers. Builds a trusting and professional relationship with individuals. Impacts and measures Impacts individuals, customers, and stakeholders to meet service level targets. Benefits of Associate membership Showcases your ability to have a real impact in the workplace. Raises your profile. Use the letters Assoc CIPD after your name to demonstrate your professional credentials. Requirements...
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...Employment law is the body of law that governs the employee-employer relationship. Its purpose refers to all types off employment protection methods and oversees the rights of employees and employers in the workplace. One of the fastest-changing areas of the law in the UK, employment law influences business decisions, policies and procedures and is seen as the greatest influence on HR policies ‘accounting for a great deal of our time- 20% on average’, according to a CIPD survey (2002.) In the past 30 years there has been a steady increase in the introduction of legislation’ (Daniels 2012, P.1). There is debate about the economic benefits of employment law, its impact on unemployment and perceived financial burden on employers. Small businesses may be less equipped to deal with increasing levels of regulation for example, family friendly policies. This may lead to businesses choosing to operate outside of the UK where employment law is less robust. According to the National Chairman, Federation of Small Businesses (2012), extending the right to request flexible working will simply increase administrative pressures on the smallest of businesses. One argument against this is, family friendly regulations help to create a working environment that is flexible, fair and attractive for employees. There are over 80 types of employment law claims that can be brought to a tribunal, 186,300 claims were accepted by employment tribunals during 2011-12 this being a 15% fall on the number...
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...Introduction This report will aim to evaluate and explain what it means to be an HR Professional with using the CIPD HR Professional Map (HRPM) as the basis for the evaluation. A - Briefly explain how the CIPD HR Professional map defines the HR profession, including gthe professional areas, the bands and the behaviours. B – Evaluate how the 2 core professional areas, and any 2 selected behaviours uphold the concept of ‘HR professionalism’ give examples from the knowledge and activities @ band C- Explain with related examples, why the HR professional needs to be able to manage themselves, manage groups or teams, manage upwards and manage across the organisation CIPD Professional Map – The CIPD HR Profession Map (HRPM) is an accurate tool that guides an HR practitioner’s learning and development through becoming an effective HR professional. HR professionals can use the map for many reasons such as identifying skills and team capability, building role profiles and identify areas that need development (HRPM, CIPD, 2012). Professionalism is defined as a continuous development of outcomes anticipated through appropriate behaviors and conduct that are needed in order to have beneficial business relationships (Gian Fiero, 2008). The principles of professionalism among others commit professionals to have some values such as be customer focused, have proper ethical standards, accountability and reliability, be proactive, responsive and have the willingness to learn and study...
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...Contents Page Number Introduction………………………………………………………………………......................4 Question One………………………………………………………………………………………….....5 Question Two…………………………………………………………………………................11 Conclusions ……………………………………………………………………………...............16 Recommendations........................................................................17 References..................................................................................18 Bibliography................................................................................19 Appendices.................................................................................21 Appendix 1 – Implementation Plan Appendix 2 – Reflective Statement Introduction Further to the proposed management development programme made to Whitstable Party Planning Company and the 30 minute taster training session that was arrange for line managers, this report will provide advice and research on methods of learning that can be implemented into Mr Handley’s business. Topics from the proposed management development programme included Leadership, Engagement, Annual turnover analysis, Change Management, Feedback, Equality and Diversity and Handling Difficult Conversations. Learning is critical to build business competence and gain competitive advantage in the market. The report will consider a number of current learning interventions, and why they may or may not be suitable for implementation at Whitstable...
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...morale and productivity 03.01.2012 | Northern California Ricci M. Victorio, CSP, Managing Partner, Mosaic Family Business Center As companies continue to try to do more with less, the stress of doing the work of two or more people is taking a toll on employees. And that is making them less productive, less motivated and less likely to do their best work, says Ricci Victorio, CSP, managing partner at Mosaic Family Business Center. “As companies deal with lower budgets and tighten their belts, they are putting ever-greater demands on their employees,” says Victorio. “As an employer, you need to help your employees fill their cups back up, because they are being significantly drained. Whenever you have people being pushed at absolute top levels performing on all 100 cylinders all of the time, they run out of gas. And when they run out of emotional gas, negative behaviors start springing up.” Smart Business spoke with Victorio about how one-on-one coaching with employees can improve morale and help them work better together as a team. What is the value of executive coaching? It can improve morale and provide an internal vision for employees as they ask: What is my value? Why am I here? What am I doing? How can I do it better? Improved morale increases productivity and, in some cases, employers see a change in the first week, with people taking responsibility for their communication with one another, approaching their differences of opinion with less of an edge, having conversations...
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...Your questions answered about….. 1. …the research and origins of the HRPM a. What is the HRPM? The CIPD HR Profession Map comprehensively sets out how HR adds the greatest sustained value to the organisation it operates in, now and in the future. It describes the highest standards of professional competence to deliver sustained performance for the organisation. It captures 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. Covering 10 professional areas and 8 behaviours, set out in 4 bands of competence, the HRPM covers every level of the HR profession: from Band 1 at the start of an HR career through to Band 4 for the most senior leaders. b. On what research was the HRPM based? We built the original version of the map through engagement with 36 organisations, 19 of whom operate in global markets. Approximately 1/3rd of the organizations consulted are headquartered outside the UK. In total, these organisations cover an employee base of over 3 million individuals. The research included a comprehensive review of documents on the HR profession such as CIPD, academic and practitioner research and publications, and organisation structure charts and competency frameworks (behavioural and technical). We also carried out interviews with 32 organisations (see appendix for list), covering:...
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...CIPD Assessment Activity |Title of unit/s |Developing Professional Practice | |Unit No/s |5DPP | |Level |5 | |Credit value |4 | |Assessment method |Written report | | |Written notes | | |CPD Plan | |Learning outcomes: | | | |Understand what is required to be an effective and efficient HR professional. | |Be able to apply CPD techniques to construct, implement and review...
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...do, what is needed to know and how to do it. Essentially the Map provides a widespread overview on how within an organisation the HR department functions. It also shows what is expected within the role of an HR practitioner from all levels based on the individual’s qualifications and experience. The Map has also been designed to support HR professionals at every stage of their career and sets out the global standards for HR. A clear and flexible framework has been developed. The HRMP displayed in (Figure 1) reveals what these behaviours and skills are below. Insights, Strategy and Solutions The first core area is Insights, Strategy and Solutions. This area can secure a role as a practitioner once mastered, as it will prove that one is aware of an organisation’s overall performance. The HR practitioner will need to maintain the effectiveness of the business functions, and demonstrate development requirements. The HR practitioner needs to understand the business and its day to day operations. Additionally, he/she will need to be able to investigate potential risks which can have an impact on the business. Once these are recognised, the HR practitioner will need to analyse strategies and solutions to minimise them at all levels. The successful HR professional develops actionable insights and solutions, prioritised and tailored around a deep understanding of business, contextual and organisational understanding. Great HR professionals work from a deep business...
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