Developing professional practice

Developing professional practice.
1.1 Evaluate what it means to be an HR professional with reference
to the CIPD’s most current Profession Map.
The CIPD Profession map sets the standard that is required for each HR professional to practice. Regardless of role or responsibility and should be adopted by all. If you are an individual, then this can be used to measure your personal progress as you transition through your career. The CIPD profession map allows you to focus on one specific area or HR as whole. This can be an advantage if you are an HR professional and seeking progression within a company and wish to focus on a specific area, for example Employment Relations. Implementing the required Behaviours and using the map as guidance, enabling you to succeed in the desired role with the highest level of competency.
The CIPD Map allows us to view the chain of progression through HR and the close support function it includes. It allows HR professionals to deliver successful and effective advice/support to the highest level. HR professionals within an organization use this as a standard to identify what skills and capabilities are required to successfully drive forward the business and into the future, HR Professionals act as a support mechanism, ensuring up to date, sound knowledge is on hand as and when the business requires. HR are at the very core of a solid, structured business.
The CIPD profession map is made up of 4 bands of professional competence, Eight behaviours ; Ten professional areas.

“The professional areas describe what you need to do (activities) and what you need to know (knowledge) for each area of the HR profession at four bands of professional competence”.
(CIPD, 2018)

I am currently sitting within learning and development within my role (Assistant branch manager) and our team is very disjointed, I can relate the Form, Storm, Norm, Perform scenario to my branch.
I haven’t been employed very long in this role but trying to implement, design, organise an effective and efficient work force proves difficult at times, as the team have been there for many years working the same way as what they did 15 years ago. Times have changed, policies/practices and laws have changed. Although my knowledge is very little on HRM, it is still part if my every day working due to managing a team.

I would like to pass my Level 5 Qualification and move into employee relations; my role is sales based with external customers now and I would like to work with individuals and managers, to ensure that processes and guidelines are implemented across the work force and are understood by employees. I enjoy developing employee relations and bringing a team together to work collaboratively.

CIPD Promote continual improvement and acknowledged the importance of continual development.

“They have identified that a successful person in HR is able to apply the learning that they have, and to think carefully about the way that they apply this learning. To explain this further they have developed the concept of the ‘thinking performer’.” ICS, (2018)

The thinking performer is someone who thrives on continual development, who can work effectively and efficiently. They are effective in their contribution to an organisation and reinforce compliance to its members challenging any wrong doings and finding solutions that work better.

The thinking performer seeks feedback and is proactive in their approach. Below is the matrix set out by CIPD:

On this matrix there are four different groups of people that are defined as follows:

The lifetime liability – the employee who neither performs nor thinks
The wish-list dreamer – the thinking non-performer who, if they have ideas, keep them to themselves
The automated bureaucrat – the non-thinking performer who does what they are told and no more
The thinking performer – the ‘strategic activist’ employee who adds value through continuous challenge and self-imposed improvement goals.
ICS (2018)

1.2 Describe the elements of group dynamics and con?ict resolution methods.
The elements of group dynamics are working together as a team. Teamwork is adopted usually when an individual is unable to carry out the task alone. Everyone should have an understanding that all are working towards the same goal. Members may have different roles within the group, but It is important that everyone is ‘singing from the same page’ to ensure an effective deliverance of the desired outcome.
It is important to get commitment from the group and an understanding of what everyone’s role is, Clear and concise information is key to eradicating frustration which can have a negative impact on the group dynamics and become infectious.

I remember back to when I was at school and I was in my French class, I always wanted to learn French but there was this one kid and he used to cause major disruption to all. Rather than us all working together as a group to excel in class and learn from each other, he caused most members to join in with his disrupted negative behavior. I have always looked back at this experience to understand that it is so important if you are working as a team to resolve issues as they arise, if you do not agree with something speak up and stand up for what you believe in because now, I do not know French and it is something I regret!

Working in a group, you need commitment from every participant and a good working relationship amongst its members. Flexibility is also key, as we are all aware, the conditions of what you are working on may change, having a flexible approach will allow you to adapt to these changes in a positive manner. Involving all members opinions to come to the same agreement is also positive, two-way communication allows trust to form, and if someone is at all unhappy they have the freedom to speak up and explain their concerns, this will build a confident work force in the long run.
Conflict resolution occurs when individuals resolve their differences. Trying to find a suitable solution can prove difficult if you have members that believe they are all right. Negotiation and an understanding that we are all different is valuable, we all believe in different things it’s the way in which we accept each other that is important. If there is a conflict between 2 members of the team, the easiest way if practicable is to ‘air our differences’ and call a meeting. A peaceful end to conflict at this stage should be forefront of the individual’s minds or they would not be present. Allowing each other time to explain their concerns and why and time to discuss, is all that it may take to resolve the issue.

Some other methods for conflict resolution are:

Negotiation: The aim of discussion is to reach an agreement
Mediation: 3rd party neutral involvement to assist negotiation between the disputing members.
Diplomacy: Dealing with the issues in a tactful manner, understanding both sides.
Peacebuilding: Addressing the root cause of the conflict, understanding and resolving differences and stabilize the relationship.
The above can involve a 3rd party involvement such as ACAS.

2.1 Apply project management techniques
Project managing is being given a task to deliver in a required time scale and setting clear objectives and measuring progress to ensure these are being met. Project managers should have been issued with a detailed expectance from their superior, in the order of works required until completion.

Their responsibilities will be to ensure that the right people are employed with the right skills to deliver the end goal. They will over see every aspect of the job until competition. This will include employing the right people, managing a budget ; costs involved, identifying and training and development requirements, polices and laws are adhered to and may include reward management. Some project managers use SMART to measure themselves against the objectives set:

Specific: Do people understand exactly what is required?
Measurable: this is very important. If there is no measure of success, then people will not know if something has been completed effectively.
Achievable: It is important to consider not only whether the target is achievable, but also whether it is achievable within the time and with the resources that have been allocated.
Realistic: This is part of considering the resources and time. Is it realistic to expect that the target can be achieved?
Time bound: There needs to be an agreed target date for the completion of each objective.

Roles and responsibilities will be explained to everyone giving them clear information on their authority level, salary, expectations and job title, but using the above technique can be used as a guidance throughout the project. Timescales for each section of the project can help keep it on track and gain satisfaction from the group if they are on target. A Good Project manager will keep the team happy by communicating details, achievements and controlling the overall project.

2.2 Apply problem-solving techniques.
It is important to define exactly what the problems are and understand them unemotionally.
Identifying what possible solutions are available to resolve the issues that have occurred and evaluate which solution best suits the issue. Once a suitable solution has been agreed, this will need to be implemented within the time scale agreed.

2.3 Apply a range of methods for in?uencing, persuading and negotiating with others.

Finding a common ground to start Where someone is attempting to persuade, negotiate or influence, The outcome will be 1 of 4: Win – lose, lose – win, lose – lose, win -win – We are working towards the win – win.
Communication verbal and nonverbal, patience and professionalism. The goal is to get the other party to come to the agreement and adjust their way of thinking to yours, persuading them that your theory is better or would work better, without intimidation or coercion. Listening to the other party and putting across your ideas and maybe even providing evidence that your idea best suits the job. Confidence in your idea without being arrogant is a great way to encourage a positive reaction. Ultimately, someone trying to persuade another person is to come to an agreement, so they can execute the agreed strategy.

3.1 Undertake a self-assessment of HR professional practice
capabilities to identify continuing professional development
needs.

For me personally, I need to focus on my learning and development. I struggle with confidence now due to working in a previous role that was a negative, inefficient working environment. I would like to develop skills in employee relations as my previous roles had not been supported. I think my manager previously has also not been supported and I guess this had a negative impact on me.
The staff members lacked moral, it was a very ‘storm’ like depot and everyone worked against each other. When I became promoted to service manager, they couldn’t cope with change and I lacked the knowledge and confidence to implement new practices which led to further for us all. Had I realised at the time of my employment, that HR wasn’t this scary department within the business and that I could pick up the telephone and speak with someone about my contract, request an employer’s hand book and ask for advice, maybe I would still be there.
I want to bring advise and support to my HR role when I gain the knowledge and secure a position. I want to gain further knowledge on the equality act 2010 (I did this in my Business Admin NVQ) I understand this covers a wide range of protection for race, sex ETC. I know personally how scary the ‘HR department’ feels when they are there to help, offer support, advise and assist employees and also businesses.

My current role is assistant manager, so I get involved with a bit of everything really, A few months ago, my manager and I placed an employee on a performance management. This was due to his general lack of motivation, arriving late, leaving early and one incident that could have led to dismissal. When he has been called into the office, we asked about what he thought was going wrong, he understood that the incident that had happened that day could have seen him without a job.
The personal development plan in place allowed us and the employee to monitor his progression and advise if things could be done a different and more effective way, we offered support and advised him that as a business we have a duty of care should he need this. The Performance management plan also encouraged more communication and motivation, he felt as though he was valued. This was for a 3-month period and we haven’t had any further issues with him. I think people get complacent in a work place and a business needs to be effective and efficient to drive it forward. A healthy working environment is key! The employee and I understand that there are laws surrounding drivers’ hours and having a HR department on hand to advise of the current legislation that surrounds this topic, is 2nd to none, they advised on what is correct and what is not and without them it could be very messy and costly to our business.
I want to learn about each aspect of employee relations and be on hand to offer up to date and sound advice.

References
CIPD (2018) Professional areas Available at: https://www.cipd.co.uk/learn/career/profession-map/professional-areas (Accessed 13 Oct 2018)

ICS (2018) Understanding what it is to be an effective and Efficient HR Professional, available at: https://community.icslearn.co.uk/mod/book/view.php?id=57268&chapterid=15678

Influencing and Negotiating.
http://wps.pearsoned.co.uk/ema_uk_pp_studyskills/128/33013/8451416.cw/index.html