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Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

Human resource is an appellation used in referring to the workforce of an organization or company. Human resource management is involved in the act of putting together employees in an organized manner to assure the objectives of the organization are achieved in a competent and experienced manner. Human resources are the most important services of any organization since they are the catalysts of non-human resources and the medium for developing competitive advantages and sounds of creativity. No organization can exist without a human resources department (Walsh, 2009). A company without an HR department would be reducing its operations and could collapse within a short amount of time.

The CIPD HR Profession Map describes what HR people do and deliver across every aspect and specialism of the profession and specifies knowledge, skills and behaviours required to be effective and successful in a HR role.

The report will discuss the CIPD HR Profession Map and how the framework and standards within it define a HR professional. The professional areas, the bands and the behaviours will be outlined and the two core professional areas as well as two behaviours will be evaluated to explain how they uphold the concept of ‘HR Professionalism.’ Examples from the knowledge and activities in band 2 will be used in support.

The HR profession Map captures what successful and effective HR people do and deliver across every aspect and specialism of the profession, and sets out the required activities, behaviour and knowledge.

The CIPD HR Profession Map describes what HR professionals need to do, what they need to know and how to do it within each professional area at four bands of professional competence.

The CIPD HR Profession Map sets out what HR Profession need to know, do and deliver at all stages in their careers. The Map covers 10 professional areas, 8 behaviours and 4 Bands of competencies and transitions, from Band 1 for the start of HR career through to band for the most senior leaders.

This report is a brief summary of the CIPD Profession Map, the two core professional areas, the specialist areas, the bands and the behaviours. It will be going into more detail in the activities and knowledge specified within the professional area of Performance and Rewards at band 1 level. It will identify the activities and knowledge most essential to my own HR role.

The Human Resource Professional (HRP) Map displays a clear idea about the required HR skills, knowledge and behaviour to lead the organization to successes. The HRP Map covering of 10 professional areas, 8 behaviours and 4 bands. Sarah Miles (2009), CIPD organizational development director, said: "This is a complete rethink of professional standards, not just a simple face-lift, and that 's not something you can turn around in a short time."

In 2009 the CIPD conducted a report on what human resource practitioner's did, their roles, and activities.They interviewed practitioner's from a large number of professions across different sectors and the result was the production of the HR professional map, that does not focus on job titles, but instead focused on the skills and behaviours. It is simple, flexible and can be used as a whole or in part. Starting with and including the two core professional areas, it consists of ten professional

HR Profession map is a mechanism to assess HR professionals and evaluate their capabilities in

Most organizations view human resources departments as less valuable than other departments because it’s not a revenue- generating department. However, it is quite the opposite because HR brings the organization its most valuable assets, which are its people.

CIPD’s HR Profession Map sets out standards for HR professionals around the world- the activities, knowledge and behaviours needed for success. It represents an accurate tool that guides an HR practitioner’s learning and development towards becoming an effective HR professional. It was launched in 2009 and today it is used by a large number of organisations to define or benchmark their team of HR professionals at all levels.

My report briefly summarise the CIPD Profession Map, then I would like to make comment on the activities and knowledge specified within one professional area first. The second part my report will outline how an HR/L&D practitioner should ensure the services provided are timely and effective.

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.