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* Suitable support for staff and managers handling difficult customers in line with company procedures, such as case conferences or guidance.

The ‘Thinking Performer’ also challenges what (s)he sees/does and thinks for him/her-self instead of blindly following orders. The situation may have changed which affects the usual way things are being done or why they are needed. (S)he looks beyond the results to why they are required and tries to make a positive difference to the organisation. Every organisation is a living organism and the HR professional should be a (pro)-active member rather than a follower. In the HR Professional Map this is represented by required behaviour such as ‘curious’, ‘courage to challenge’ and ‘personally credible’.

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.

It covers 10 professional areas and 8 behaviours, set out in 4 bands of competence. The Map covers every level of the HR profession: Band 1 being the start of your HR career through to Band 4 for the most senior leaders.

| Explain how different organisational structures and management roles can impact on the HR Function (AC: 1.3)

* As the CHRP course covers the knowledge requirement, don’t forget to include the activities and behaviours that have been identified from the HR Profession Map that you need to include.

FOUNDATION CHRP CL&D ASSESSMENTRecording, analysing and using HR information (3RAI)3RAI_F203A_HR_June – Core Unit Assessment – Version 3 June 2012Student name:

Further to the recent organisation re-structure forecasting the closure of the HR department, the following report has been created to highlight the importance of the HR activities and the support it offers within the organisation.

They are specialist areas which identifies the activities and knowledge that is needed to provide Specialist HR Support.

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."

It is created by the profession for the profession, as a development tool to decipher the HR capabilities of individuals, teams and organisations. It can show areas that you need to improve or identify achievements to assist with development in your career path. It can identify skills needed, capabilities in the team and show where progress is needed.

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

The CIPD Profession Map sets the highest standards of professional competence for all organisations, the activities, knowledge and behaviours needed for success. It can help individuals, teams and organisations identify areas for development needs, in the short-term and long-term. Its purpose is to show the key skills required to become a successful and effective HR practitioner. The map has been

Johns and Perkins (2012) summarise HR Professionalism as having 4 concentric circles and these being; managing self, managing in group/teams, managing upwards and managing across the organisation.

This are relates to HR professionals being active, insight-led leaders: owning, shaping and driving themselves, others and activity within their organisation, not just observing or facilitating. The model suggests that an HR specialist leading HR services acts as a role model to help develop their teams ' goals The model also suggests that they know how to engage people with different backgrounds by utilising their experience and skills and by developing their team 's knowledge of the operational plan of the organisation and helping their team to drive forward whilst supporting and mentoring other HR team members. Table 2 shows how I am able to demonstrate my knowledge and understanding of this core area.