Developing Professional Practice

The current function of HR can be defined as supporting “the delivery of the organisation’s strategy and objectives through the effective management of people and performance” (Taylor & Woodhams, 2012; 22). This definition is furthered by a CIPD survey (2007; 2-3), which indicated that the key functions of HR are: recruiting and retaining staff, progressing performance management to maximise the value of employees and increasing employee engagement.

1. Martin, M., Whiting, F. & Jackson, T. (2010) Human Resource Practice. 5th Edition. London: CIPD.

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.

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

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.

Title of report: Developing Yourself as an Effective Human Resources or Learning and Development Practitioner

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.

HR professionals have to think carefully about what they are doing in the context of their organization and within the framework of recognised body of knowledge. They have to perform effectively in the sense of delivering advise, guidance and services that will help the organisation to achieve its goals.

The intend of this paper is to reflect upon my learning experience and feeling in taking the assessment test for Professionals In Human Resources or Senior Professional in Human Resources. The primary goal of this assessment was to assess my knowledge and capabilities pertaining to HR. In addition, it explores potential questions that might be asked on a certification exam. Although I scored adequately 58 out of 70, the assessment revealed some interesting things about how courses build on one another and my career choice as a HR professional.

I will explain, with related examples, why HR professionals are required to manage themselves, groups and teams, manage upwards and across the

In other words, an HR professional needs to have the necessary ability, knowledge and skills in the field of people management. However, that is not enough. One also has to be able to apply them in a consistent manner, i.e. one has to be professional at all times, at the same, high, level. This means that it is important for a professional to continue to develop his/her competence, taking into consideration the continuously changing environment and demands.

The map has a form of a cycle and consists of 10 professional areas and 8 behaviours which are hierarchically split in 4 bands of professional competence. The behaviours are positioned on the edge of the cycle (map) and describe the way HR professionals should carry out their day-to-day activities. Professional areas of the map are built of 2 core areas and 8 professional areas. Insights, Strategy and Solutions and Leading HR are positioned in the middle of the map. They represent core areas of HR profession that are vital to all HR professionals. Manny CIPD reports showed that success of HR professionals depends on their capability to understand business of organisation in general (mission, vision, strategy and context of the industry) and their competence to lead (leading themselves, others and leading issues).

C. Leatherbarrow & J. Fletcher, 2014, Introduction to Human Resource Management, guide to HR in practice, 3rd edition, London, CIPD

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

Human Resources Management (HRM) has many applications in the business world. This paper will identify three key lessons learned about HRM. It will also outline how these concepts can be applied in the real world to enhance professional effectiveness. This paper will then tie together how these lessons relate to effective HRM concepts, practices and systems. Lastly, this paper will outline specific thinking and behavior changes as well as actions that will lead to successful implementation of these key lessons learned into daily management practices.