...Developing Yourself as an Effective Human Resources or Learning and Development Practitioner Unit 4DEP Developing Yourself as an Effective Human Resources or Learning and Development Practitioner Unit 4DEP Contents Introduction…………………………………………………………………………………………………1 Methodology………………………………………………………………………………………………..1 1.0 Understand the knowledge, skills and behaviours required to be an effective HR or L&D practitioner……………………………………………………………………………………………..2 2.1 Explain the knowledge, skills and behaviours required to be an effective in an identified HR or L&D role. 2.0 Know how to deliver timely and effective HR services to meet users’ needs…………………..3 3.2 Identify the needs of those using HR services within an organisation and explain how conflicting needs are identified and priorities. 3.3 Identify different methods of communication and explain the advantages and disadvantages of each. 3.4 Describe how to build and maintain effective service delivery. 3.0 Be able to reflect on own practice and development needs and maintain a plan for personal development……………………………………………………………………………………………4 4.5 Explain the concept and importance of CPD. 4.6 Undertake a self-assessment of capabilities as an HR or L&D practitioner and identify development needs. 4.7 Evaluate options to meet identified development needs. 4.8 Produce a plan to meet personal development objectives 4.9 Reflect on performance...
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...Change agenda THE CHANGING HR FUNCTION THE KEY QUESTIONS Introduction The HR function and its evolution have been identified as key areas within the CIPD’s research programme. Despite a wealth of information that exists on the HR function, its role and its structure, and a vast amount of literature on the link between people management practices and organisational performance, there is little definitive evidence, either from the CIPD or from academic researchers, which gives a clear indication of the impact of HR structure and staffing on organisational outcome or performance. In particular, as many organisations embrace and implement the so-called Ulrich model, questions on the extent to which it meets their particular needs and what difference it has made to HR performance, stakeholder satisfaction and HR staff aspirations, have not been answered. This Change Agenda is based on the scoping stage of a larger piece of work, and it examines what we know about the impact of new structures and roles on the HR function, on the implications for skills and development of HR staff, and on the relationships with line managers. We will also look at how HR has measured its performance against this background. The result of this exercise will be to throw up a number of unanswered questions that will form the basis for the next phases of research. Phase one For this segment of the project we have undertaken two main pieces of work: we have explored the literature around the...
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... 1.1 Introduction 1.2 HR Profession Map Summary 1.3 Key area One; Strategy Insights and Solutions 1.4 Key area Two; Leading and managing HR 1.5 Summary of the Eight behaviours 1.6 Resourcing and Talent planning 1) 2) 2.1 Understanding customer’s needs 2.2 Communicating effectively 2.3 Building and maintain effective service 3. References 1.1Introduction I work as a HR administrator at Sphere Group, which operates in the recruitment sector. This report will outline the HR profession map, its two core areas and eight behaviours, before discussing the Professional area of Resourcing and talent planning. Part Two will discuss how an HR practitioner should ensure that the services they provide are timely and effective, commenting on understating the customers’ needs, effective communication methods and how to build and maintain effective service. Part One 1.2 My HR Profession Map summary The HR profession Map (HRPM) is key to helping HR practitioners understand what they are good at, what they can improve on and what they need to do to develop. The map is made up of ten professional areas that HR practitioners are involved in and need to know about, eight behaviours to demonstrate in these professional areas and four bands of professional competence. The ten professional areas are: Strategy, insights and solutions, leading and managing HR, organisation development, resourcing...
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...Challenges in Human Resource Development Practitioner Preparation Organisational learning and skill formation initiatives are increasingly being seen as contributing to the achievement of organisational competitiveness in the contemporary economy. As a result, the development of employees has become a more prominent organisational practice. Since Human Resource Development (HRD) practitioners are primarily responsible for employee development there is a need for them to become more highly skilled to ensure that their practice meets the changing needs of organisations. Formal educational programs in the practice of HRD provide a way of assisting practitioners to acquire the skills they now need for effective practice. The design of such programs, however, is problematic given the emergent and cross-disciplinary nature of the ® eld. This paper surfaces some of the challenges associated with program design for the development of HRD practitioners, drawing from discussions in, and pro® ling research from, the HRD literature. The ® nal section of the paper proposes several key areas that need to be addressed in preparatory programs for HRD practitioners. edged, for the purposes of this paper those working in organisations with positional labels including enterprise trainer, training of® cer, trainer and developer, learning strategist or consultant, performance developer, organisational developer and staff development of® cer are being collapsed into one occupational category...
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...Understanding Organizational Change Michael Kelly Grantham University 1. What are certain critical HR functions should remain internal to the organization? HR practitioners must be more than an administrative arm of an organization and be increasingly involved in enabling growth, productivity, and profitability. HR practitioners are compelled to assume business and consulting roles, aside from transactional functions such as compensation and benefits administration or routinary recruitment. Companies also have to focus on employee retention in order to maintain their customer base and ultimately deliver quality service and attain a return on investment (ROI). Further, HR practitioners need to reach out to a more diverse and young workforce with a continually changing value system that affects their work ethic. Other challenges include acquiring new technologies, which calls for new skills, and adopting to changing social values such as better quality of life in less time, less loyalty to the company, or higher pay for less hours of work. Employees’ need for work-life balance has become more pronounced, challenging HR and management to find appropriate motivators for today’s employees. All of these challenges will only compel HR practitioners to intensify their search for the right people and to take on new roles to be able to retain them. As knowledge capital becomes one of the critical success factors for corporations, the search for the best and the brightest will become...
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...ASSIGNMENT 1 PART A Question 1: What Human Resources services would you categorise as Transactional, Traditional and Transformational. Transactional services are those which are daily practices which are essential to the management of all Human Resource (HR) practices. These “micro” services have a low impact on the business strategy at hand but ensure smooth maintenance of operations (Wright, McMahan, Snell & Gerhart, 1998). Such examples may include payroll processing and record-keeping, general employee services. Traditional services are services which have some impact on daily running of the business and have some strategic elements necessary to maintain the businesses objectives. That is, they form the practices and systems to ensure execution of strategy, including recruitment and staff selection, training, and performance management, compensation, and industrial relations (Wright et al, 1998). These services have impacts on both an operational and strategic level. Transformational services have a high impact on a strategic level. These are the “macro” services which have the biggest impact on a business in moving towards achieving their objectives and strategies. These services have a large impact on the way the business operates and staffing, creating long-term capability and adaptability (Wright et al, 1998). Examples may include workforce planning, policy and work practice procedure development/changes, cultural change and strategic redirection. Question...
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... This report will cover a brief description of the CIPD HR profession map, an evaluation of the two core professional areas , and why managers need to be able to manage themselves, manage teams, manage upwards and across the organization. A self-assessment against specification of HR professional practice capabilities will be undertaken and three development options will be evaluated to meet my personal needs. The report will be ended with a personal development plan of mine that includes my personal development objectives. CIPD HR Profession Map What is it? HR Profession map is a mechanism to assess HR professionals and evaluate their capabilities in HR profession. The map evaluates the behaviors, activities and knowledge of HR professionals and provides recommendations for further personal development. It is a very useful and effective tool for HR professional to keep track on their personal development on the go. It is a tool that supports HR practitioners all through their career life. It provides help and assistance at any stage for HR professionals’ career. Based on a certain verified standards, HR professionals can assess themselves and find gaps that require further developments. The map has 10 professional areas (two of which are core areas), and eight behaviors. The behaviors and professional areas are ranked into four bands which resembles levels or steps on the map ladder. The map is used for all HR personnel level, from generalists, through specialists to...
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...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 Jackie Orme told Personnel Todaythat CIPD qualifications will be transformed to offer HR staff a greater understanding of what drives performance in organisations. Orme said today:...
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...ELECTRONIC ASSIGNMENT COVERSHEET | | Student Number | | Surname | Ang | Given name | Diwei Benny | Email | evobenny@gmail.com | | | Unit Code | | Unit name | | Enrolment mode | Internal / external | Date | | Assignment number | | Assignment name | | Tutor | | Student’s Declaration: * Except where indicated, the work I am submitting in this assignment is my own work and has not been submitted for assessment in another unit. * This submission complies with Murdoch University's academic integrity commitments. I am aware that information about plagiarism and associated penalties can be found at http://www.murdoch.edu.au/teach/plagiarism/. If I have any doubts or queries about this, I am further aware that I can contact my Unit Coordinator prior to submitting the assignment. * I acknowledge that the assessor of this assignment may, for the purpose of assessing this assignment: * reproduce this assignment and provide a copy to another academic staff member; and/or * submit a copy of this assignment to a plagiarism-checking service. This web-based service may retain a copy of this work for the sole purpose of subsequent plagiarism checking, but has a legal agreement with the University that it will not share or reproduce it in any form. * I have retained a copy of this assignment. * I will retain a copy of the notification of receipt of this assignment. If you have not received a receipt within three days, please...
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...HR Managers’ Roles & Contributions in Merger Processes Khalil Al Jerjawi Faculty of Business School of Management University of Western Sydney, Australia E.mail: mr.jerjawi@gmail.com Accepted: August 12, 2011 DOI :10.5296/ijhrs.v1i1.896 As companies have engaged in domestic and international mergers over the last few years in order to match the macroeconomic trends operating on a worldwide and more recently to cope with the current global financial crisis, human resource managers have been encouraged to play a more strategic role in their organizations, especially in the case of extensive and radical organizational change such as merging process. This study addresses and works on the existing research gap by investigating the roles of HR managers among the different roles which were defined at the fist by Dave Ulrich. This paper demonstrates that HR managers are an essential part of merger and that HR practices should be given an extensive emphasizing throughout such organizational change “the merger process”. Keywords: HR practices; HR manager roles; Merger process. 64 www.macrothink.org/ijhrs 1. Introduction In recent years human resource managers have been triggered to play a more strategic role in their organizations, especially in making strategic decisions and going through radical organizational changes such as merging process (Bjorkman & Soderberg, 2003). Nowadays this requirement is even more urgent and acute due to the fact that past decade has been characterized...
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...Cornell University ILR School DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared...
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...and Gas Industry: Implications for HR Practitioners BY ISAH MOHAMMED ABBASS Department of Political Science, Ahmadu Bello University, Zaria, Nigeria isaabbas@yahoo.com Abstract Management of people and organizations requires some specialist attributes. In managing these vital resources, there has to be a distinctive philosophy of providing and enhancing people-oriented organizational programmes. Restructuring is one of such activities or programmes. This activity is essentially designed to reconstruct or reorganize the structure of the business activities to suit objectives, purpose as well as circumstances of the job. Oil and gas industry is a potential sector of the business environment that is more prone to constant but periodic restructuring due to its dynamics. This Paper explores the structure and work environment in some oil and gas industry in attempts to reorganize or restructure them. These attempts are highlighted with implications for organizations’ employees, stakeholders as well as the HR Practitioners. An insight into the restructuring of PTI has been buttressed as a specific example on how the modern organizational perspectives have been put in place against the orthodox method in order to bring efficiency and effectiveness in the operational activities with resource centered HR Practitioners in focus. Introduction The theme: Restructuring in the Oil and Gas Industry: Implications for HR Practitioners is an engaging discourse in the oil and...
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... | | |1.2. Limitation of the Report | | |1.3. Report Organization | | | | | |2. Organization Development (OD) and Human Resources (HR) |5 | |2.1. Organization Development (OD) | | |2.2. Human Resources (HR) | | |2.3. How OD and HR personnel should be integrated as one | | | |...
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...THE ROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY ISSUE BRIEF AND ROADMAP REPORT FOR PREPARED BY: Coro Strandberg Principal, Strandberg Consulting MAY 2009 CSR and HR Management Issue Brief and Roadmap 2 ISSUE BRIEF AND ROADMAP OBJECTIVE • To understand the foundational elements that need to be in place to foster a high performance CSR (corporate social responsibility) organization and develop a framework or roadmap for firms wishing to become a high performing CSR organization. AT A GLANCE • Human resource professionals have a key role to play to help a company achieve its CSR objectives. Employee involvement is a critical success factor for CSR performance. Human resource managers have the tools and the opportunity to leverage employee commitment to, and engagement in, the firm’s CSR strategy. • High performing CSR organizations foster a culture of CSR and fully integrate CSR throughout their operations, rewarding and incentivizing CSR decisions and initiatives. • Employees prefer to work for organizations aligned with their values; thus, incorporating CSR into the employee brand can enhance recruitment and retention, particularly in tight labour markets. • CSR can be applied to the HR toolkit, resulting in a roadmap or pathway for human resource practitioners to follow who wish to contribute to the achievement of their organization’s sustainability and business aspirations, thereby improving social and environmental conditions...
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...................................................................................... 1 THE STANDARDS ~ AT A GLANCE ................................................................................................... 2 THE FIVE DIMENSIONS ..................................................................................................................... 3 THE THREE LEVELS OF HR PROFESSIONALS ............................................................................... 4 HR COMPETENCIES .......................................................................................................................... 6 HR CORE COMPETENCIES ............................................................................................................... 7 HR FUNCTIONAL COMPETENCIES .................................................................................................. 8 HR COMPETENCIES FRAMEWORK.................................................................................................. 9 HR COMPETENCY LEVELS ACCORDING TO DIMENSIONS......................................................... 10 HR BODY OF KNOWLEDGE............................................................................................................. 19 CONCLUSION ................................................................................................................................ 21 BIBLIOGRAPHY .............................................................................................
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