Student Name: - Wail Abdelkafi Enrolment number:- CC1493449 |Unit Title |Developing Yourself as an Effective Human Resources or Learning and Development Practitioner | |Unit Code |4DEP | |Level |4
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in Practice (Log Book & Reflective Statement) W12016512 Liang Xia Tutor: Dorothy Fellows Word Count (Log book): 5936 Word Count (Reflective commentary): 1495 Date of Submission: 07th Jan 2012 Contents 1. Week 1 Developing the practitioner……………………………P:3 2. Week 2 Communication………………………………………………P:4 3. Week 3 Presentation Skill…………………………………………….P:5 4. Week 4 Training and Learning……………………………………..P:6 5. Week 5 Equality and Diversity……………………………………..P:7 6. Week 6 Recruitment
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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
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India, China, Nigeria and other African countries have joined the growing list of countries in the Outsourcing business. The HR function has a central role to play in the process of Outsourcing in the organisation. The HR practitioners must, at least, be aware of the Outsourcing process, its challenges and be equipped to support the management in addressing them. The HR function must demonstrate this in order to go beyond being an aspiring business partner to become one of the drivers of the business
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Module 1 DEP (HR) Assessment Developing yourself as an Effective HR Practitioner 1. The HRPM The map is a framework of things that you need to do and you need to know in order to be a successful HR professional. The map covers the whole HR profession and every stage of every HR career. The map can be used to define where you want to be, where you already are, how to develop and plan your career path for you and within your organisation’s HR capability. The map is easy to follow and
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Dhabi-UAE | |PERSONAL TUTOR: Sharon Halliday | |ASSIGNMENT TITLE: Developing yourself as an effective HR Practitioner | |SUBMISSION: 1ST 2ND Extension (delete) |DATE OF SUBMISSION: 12 March 2011 | Before submitting your
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achieve its goals. HR practitioner should perform thorough job analysis in order to gain deeper understanding of the requirement of the job. ii) Developing After recruiting the staff, HR practitioner is responsible to train and groom the staff for the job via various types of training programs. Then, HR should ensure that the performance of the staff is in line with the organization’s objectives. If the performance of the staff deviates expected standards, HR practitioner should
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Becker State University of New York at Buffalo In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic capabilities and strategic jobs as the focal point of workforce management system design represents a significant
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to collect HR/L&D data for numerous reasons, some being training effectiveness compliance and also for the legal requirements, this information can help make decisions for the direction of the company, two of which are discussed below. Type of data that is collected from the perspective of a learning and development practitioner are training evaluation forms from induction and company employee’s. Training evaluation forms are imperative to learning and development practitioners because they
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Abstract If the volume of literature in the popular and practitioner press is any guide, practitioners in the field of human resources are now primarily in the business of talent management. But what is talent management and what basis does it have in scientific principles of human resources and management? In this paper we address this question by reviewing problems with the definition of talent management and the lack of data supporting many practitioner claims. We then outline research that supports a
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