Hr Practitioner Responsibilities

Employee Engagement - This is the communication between an employee and staff on all levels. There are 3 dimensions of employee engagement - Intellectual, Affective and Social. If these dimensions are positive, encouraging and work related, staff will feel valued and make greater contributions towards the organisation.

This report explains how the CIPD HR profession map defines the HR profession, an evaluation of the two core professional areas, the bands and behaviours and why HR professionals need to be able to manage themselves manage teams, manage upwards and across the organisation. A self-assessment has been undertaken against the specification of HR Professional practice capabilities and four development options will be evaluated against my personal needs. A personal development plan containing my developmental objectives and activities has been included as an appendix.

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 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.

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

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.

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

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).

- Explain the knowledge, skills and behaviours required to be effective in an identified HR role.

It captures 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.

A HR Professional to ensure that a company complies with employment laws, for example the discrimination and disabilities. The HR Professional must have strong negotiating skills to resolve conflicts between employers and employees to mitigate the risks. It is also important to communicate any employee relation updates on policies and procedures and ensure your organisation is up to date. This is

HR Practitioners main objective is to achieve results that tend to be high levels of trust, a strong sense of shared purpose and most importantly an enhanced capacity for recruiting, retaining, motivating, and engaging an excellent an excellent workforce that is willing to adapt to changed circumstances when necessary (Purcell et al. (2003).

Therefore, the actions of the HRM staff must meet the needs of the changing organization or environment. It should be modeled to become more adaptable, employee centered and customer-related. Within the organization, the HRM must learn to professionally manage employees through organizing controlling and co-ordination through which an organization will “be successful amid emerging trends and increasing competitions” (Mitchell Holt). Indeed employees are an organization’s most valuable asset and they must be satisfied, motivated and developed to deliver their organizational obligations. Therefore human resources management should enable employees to contribute effectively and productively to the overall company vision and accomplishment of organizations goal and objectives, affirming why HRM is a critical component of the success of any

1. Responsible for the interpretation and application of the Staff Rules, regulations and procedures ensuring uniform application in accordance with guidelines from Headquarters. 2. Provides advice to staff members on specific entitlements, taking action locally as appropriate, or submitting recommendations for exceptions to DHRM; 3. Ascertains human resource requirements for the office ensuring the timely advertisement and filling of vacancies; 4. Participates in the selection of internal candidates and submits appropriate recommendations; Interviews and tests new candidates, verifying educational qualifications and previous employment record; Manages the