CIPD 4DEP

Administration – essential in meeting legal requirements and being able to provide accurate, up to date records to enable a company to plan for the future.

Managers – Require staff who can fulfill their job role efficiently and meet performance targets.

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’.

A behaviour defined in the HR Profession Map that a HR Professional needs to carry out their role is to be ‘curious.’ The CIPD define this as ‘future focused, inquisitive and open-minded; seeks out evolving and innovative ways to add value to the

The CIPD (2005a) has stated that: All personnel and development specialists must be thinking performers. That is, their central task is to be knowledgeable and competent in their various fields and to be able to move beyond compliance to provide a critique of organisational policies and procedures and to advise on how organizations should develop in the future.

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

The professional working in this area of HR ensures that the relationship between an organisation and its staff is

The standards set out in the CIPD Profession Map, developed in collaboration with HR and L&D professionals, senior business people, academics and their organisations across the world, aim to set the bar high, based on research for last five years. They determine what the best HR and L&D professionals and organisations are doing, what they know and understand, to really make a difference and drive the performance of the organisation.

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

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.

Managers – Require staff who can fulfill their job role efficiently and meet performance targets.

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 4 bands of professional competences define, the contribution that HR Professionals make at every stage of their career. It helps to give a clear pathway and focus to all HR Professionals development planning and activities.

After completing the evaluation of My HR Map tool the following areas were identified for development:

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."