Contents
Being an effective and Efficient HR professional
CIPD Professional Map and Banding
Four concentric circles of HR professionalism
In order to understand what HR professionalism is we first have to break down what it means to be a professional. The term professional could be an individual who is a qualified member of a professional body, someone who continuously updates their knowledge, is competent, and uses their skills in practice. Professionalism could be interpreted as the use of specialist knowledge necessary to perform a particular type of work or role. Professionals are associated with increased training, development of professional knowledge standards and a requirement to update this knowledge (Gilmore,S. and Williams,S. 2007).
One way the CIPD measure professionalism is through their code of conduct which can be broken down into 4 sections as shown below:
These codes of conduct apply to everyone who is registered with the CIPD regardless of size, sector or specialism. These particular areas help in maintaining and being an effective and efficient HR professional.
To be effective and efficient as a HR professional there are many skills that need to be learned and developed. The below list outlines some of the key skills required:
An effective technique for HR professionals is to use an “outside in” approach where business trends are identified by looking at competitors or other businesses and seeing how they can be utilised internally. Having the company’s priorities in mind is key, as well as being able to give a good service to your customers. HR should look at both individual abilities as well as organisational capabilities in order to maximise their outputs. HR should look at achieving sustainable and integrated solutions rather than isolated activities like staffing and compensation programs. Past HR practices should be developed and adapted to become more efficient and effective in current practices. HR includes an administrative function as well as strategic meaning as you have to be able to manage not only the day to-day administrative processes but also the long-term strategic practices (D.Ulrich, J.Younger, W.Brockbank, and Ulrich, 2011).
The Thinking performer is one of four different types of people within an organisation .These four types of people are:
A HR professional should always aim to be a Thinking Performer who is proactive in driving their business forward whilst adhering to organisational rules and regulations. The status quo should be challenged in order to improve current practices and find the most effective solutions. As a HR professional you should understand your customers in order to develop services that meet their needs and therefore meets your organisational goals. Feedback via word of mouth, mystery shoppers and surveys should also be sought as this is a key component of understanding your customers (CIPD, 2007).
To understand how professionalism can be conveyed in a HR role we can refer to the CIPD professionalism map below:
“The 2013 Map defines the building blocks of effective people management practice … that underpin good practice regardless of specialism. It’s also flexible, so you can choose what to focus on depending on your area of work, the level of accountability you have in your role, and your career development ambitions.” (CIPD (n.d), 2013).
The CIPD map above is broken down into the following sections (CIPD, 2013):
The banding system allows you to match yourself to your current band of competence and see what is needed to move up in the bands and to see where you are lacking in your current band to improve.
The four concentric circles help show you where HR professionalism can be slotted into, these are:
1. Managing self refers to the ability to manage your own skills knowledges and behaviours by keeping them up to date. Without these skills your relationships with colleagues or other individuals may not be as effective. 2. Managing in groups or teams could involve working with other HR professionals or other colleagues to help solve organisational problems or working with other key stakeholders. 3. Managing upwards, as a HR professional we are required to work closely with our managers and senior professionals within the organisation. Without this any organisations strategies or plans will struggle to be implemented across the wider organisation. 4. The last circle of professionalism refers to ‘managing across the organisation’. Once a plan has been created it is then up to the HR professionals to set these plans into motion across their organisations (Taylor, 2016, p75).
In order to be successful in HR one key element is to make sure your customers are getting what they need. This could be by replying to queries within a timely manner, being able to be flexible with customers and expanding your knowledge to help give customers what they want. Friendliness is also key in HR as you have to be someone who your customers want to approach for any HR related queries. To provide a high-quality service to customer a HR professional should give transparent and accurate information to their customers. While implementing any communications or solutions it is necessary to comply with the policies and procedures set out within the HR role.
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