Examples from the knowledge and activities In band 2 will be used In support. The four concentric circles of HRS Professionalism will also be discussed using examples to explain why HRS professionals need to be able to manage themselves, manage groups or teams, manage upwards and manage across the organization. Methodology To complete this report academic texts and websites, Including the CUPID website, were used to gather Information and give support to the opinions and statements shared. Findings The HRS Profession Map, launched in 2009, is a framework that sets out the standards HRS professionals should follow.

The map was developed by the Chartered Institute of Personnel and Development In conjunction with HRS practitioners In a range of organizations and sectors it was therefore 'developed by the profession for the profession. ' (CUPID) The map includes ten professional areas describing what you need to know and what you need to do to be successful at each level and eight behaviors a HRS professional needs to carry out their activities. The map spans across four bands of professional competence and Includes the challenges faced when making the transition between bands.

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It can be viewed as a single set of professional tankards for those working in HRS at any level. See diagram below: Insights, strategy and solutions In order to be a HRS professional you must have an understanding of the organization or the company you work for and use this knowledge and insight to develop and adapt strategy and solutions that best meet the needs of the organization. These insights, strategy and solutions must be evaluated not only In the present tense but also In the context of the relevance to the organizations future.

A HRS professional must always look to the future and assess how the organization is evolving perhaps resulting in its needs changing. For example 1 . 12. 2 of the HRS Profession Map states that a HRS professional must 'Coach and build capability of managers to handle situations with skill rather than managing the Issue for them,' This essential actively from band 2 of the HRS Profession Map upholds the concept of HRS Professionalism as it encourages HRS standards and expectations to be fed through and developed across the organization through training and coaching.

However senior managers often: Recognize In themselves the temptation to put short-term management priorities ahead of sustaining positive relationships with the workforce. (www. Employment-studies. O. UK) This statement highlights the challenges that can get caught up in the Job or task at hand, HRS professionals need to remind them they are working with people and professional standards need to be upheld.

In order to counteract these type of challenges HRS Professionals need to know 'practice and principles for engaging managers and employees in change. ' (1. 30. 1 HARM) Organizations must respond to rapidly changing markets, conditions and changes to the law as all these things can affect a business. It is a requirement of a HRS Professional, at band 2 level or above, to know how to implement and ensure the Rockford are on side and fully aware of any such change in order to uphold and maintain the HRS Professionalism expected of the organization.

Leading HRS; To get the most out of themselves and others across the organization HRS Professionals must lead by example and support, measure and encourage staff to achieve their full potential through professional development as well as constantly developing themselves. The HRS Profession map outlines that HRS professionals need to 'apply sound people management practices to build high-performing teams' (2. 4. 2 HARM) This required activity is key to upholding HRS Professionalism within any organization as high-performing teams are critical for productivity, performance and achieving results.

Note the word 'build', it is unlikely that you will have high performing teams across any organization at all times as they are complex and hard to sustain. A HRS professional will keep reviewing progress within the team and always consider what they could do differently to maintain and improve standards and expectations. People Management systems such as performance appraisals, quality circles, cascade briefings, 360 degree feedback, and internal communications will help you get the best from your employees. Wondrousness's. Co. UK) Therefore it is vital HRS professionals know 'methods for managing and evaluating team performance. (2. 21. 2 HARM) Again harking back to the continuous professional development of the organization, employees and HRS professionals themselves. Curious A behavior defined in the HRS Profession Map that a HRS Professional needs to carry out their role is to be 'curious. ' The CUPID define this as future focused, inquisitive and open-minded; seeks out evolving and innovative ways to add value to the organization. ' It is essential that any professional keeps up to date with the changing deeds of the customer, the organization and how changes affect the business as a whole.

In order to uphold HRS Professionalism and the standards expected from you as a professional it is not enough to ensure that HRS policies and processes are in place as it is: Not Just about implementing the people management strategy but about being informed and qualified to shape that strategy. (www. Heartwarming. Co. UK) Therefore is important for any HRS Professional to be 'curious', they need to ask questions and as defined in band 2 of the HRS Profession Map 'seek or create opportunities to test new ideas or innovations.

This could be done by looking at and learning from other organizations: Curiosity is about observing and understanding the world beyond our own small sphere. Taking an interest in what makes others (www. Heartwarming. Co. UK) Skilled influencer The HRS Profession Map states that another behavior requirement of a HRS professional is to be a skilled influencer. The CUPID define this as demonstrating the ability to influence to gain the necessary commitment and support from the diverse stakeholders in pursuit of organization value. As discussed above with reference to Ewing 'curious' organizations need to commit and prepare for change and evolving trends therefore is it vital that a HRS professional has the ability to gain support and confidence when implementing these changes. Within band 2 it is essential that a HRS professional takes steps to understand and consider the diverse opinions of involved parties ahead off proposal. ' A change would not be successful if it didn't have commitment from management at all levels, if employees don't see their manager backing the change they are unlikely to back the change themselves.

Therefore in order to uphold HRS Professionalism when implementing any kind of change reparation is key. A HRS professional could; Paint a different picture of the current situation and alter employee perceptions, reframing situations so people can look at them in a new way. By reframing the business situation, employees can take a step back, understand the need and/or benefit of the change project, and make a mental shift and get behind the change. (www. Correlatively. Rig) To tie all of the above elements together to be an effective and efficient HRS professional you must be a thinking performer' dedicated to continuous learning and professional development while always looking to the future and focusing on making a substantial corporate contribution and delivering results for their organization. Concentric circles of HRS Professionalism A HRS professional can add value to themselves and their organization though the four concentric circles of HRS Professionalism.

The first circle is how to manage yourself, in order to manage yourself you must be aware of your strengths and weaknesses and work on these through continuous professional development. If you cannot manage yourself how can you manage others? It is imperative to the success f a HRS professional to identify weaknesses and work to improve them. For example use your appraisal as a working document if it is Just completed and forgot about then it is unlikely that the outlined improvements will be made.

The second circle involves the management of groups or teams, a HRS professional should be able to lead and manage a successful team for reasons of productivity. They must gain credibility and respect within the team by setting standards and expectations and then managing them. For example a HRS professional needs to ensure that team members take accountability and ownership of any goals or given tasks. Michael Armstrong book 'How to Be an Even Better Manager' sums up this point: Each individual and the team as a whole must know what they have to do and achieve.

This is the management of expectations aspect of your role. (Armstrong M 2011, p. 262) The third circle deals with managing upwards, HRS professionals need to communicate and build good relationships with those that are senior to them for is required to manage upwards. For example there are occasions when those senior members of the organization may need guidance and advice on how to deal with certain situations beyond their own knowledge or expertise. The fourth circle is nagging across the organization where collaboration is the key.

Any successful HRS professional should be instrumental in cross functional teams to ensure everything runs smoothly and as it should throughout the organization. It is a good idea to have regular cross department meetings to give information, clarity and motivation. Gillian Watson and Kevin Gallagher describe the importance of working together in their book 'Managing for Results': The organization's philosophy, culture and style start at the top. Management's belief in team working must therefore be genuine and pervade all levels of the organization. Teams work best when they are motivated and work in a supportive environment. Watson, G. And Gallagher, K 2005, p. 132) An effective and efficient HRS professional will build successful working relationships across all levels and liaise with all departments across the organization. CUP - Continuous Professional Development Continuous Professional Development allows you to manage your own learning and growth. It is a commitment to continually update your skills and knowledge in order to maintain and develop your professional competency and standards allowing you to achieve and maximize your full potential. In simple terms it is about where you want to be and how you plan to get there.

It is important to note that CUP is an ongoing cycle. Self-assessment allows you to highlight gaps and weaknesses therefore giving you a focus on what you have to do to improve professionally. For my own development I have undertaken a self-assessment against the CUPID Associate Membership Criteria in order to identify development options for my CUP. The CUPID Associate Membership Criteria outlines what is expected of a HRS professional, at present in my career I only meet around fifty percent of the criteria, mainly due to the act my current role is not within HRS but simply has HRS elements within the Job requirements.

This has therefore highlighted several areas and options for professional development. I have a very strong aural learning preference therefore I learn best from lectures, group discussion and talking things through. This learning preference includes talking out loud as well as talking to oneself. Often people with this preference want to sort things out by speaking first, rather than sorting out their ideas and then speaking. With this in mind I am going to evaluate the advantages and disadvantages f three development options and their fit with my learning style and relevance to my career aspirations of becoming a HRS professional.

My first development option is to successfully complete the CUPID Level 5 Intermediate Certificate in Human Resource Management. This self-development activity is a form of off the Job training as it is undertaken as part time study at the South West College, Dungeon. This activity has many advantages, the content is delivered in my preferred learning style, and completion of the course will fill in many of the gaps highlighted in my self- assessment against the CUPID Associate Member Criteria and give me a good foundation to move forward in my career aspiration of becoming a HRS professional. Pop of full time work commitments and therefore may be hard to immerse myself in studying. My second development option is to improve my interviewing skills. As part of my role as Store Manager of The Perfume Shop I am responsible for the recruitment of any new members of the team. Although there are guidelines in place I have never had any formal interview training. To develop my skills in this area would not only benefit the organization but also myself and future employees as well s contributing to my aspiration of becoming a HRS professional.

The learning and development department and recruitment department could support me with this option from simple phone calls for advice to any available workshops or training days, both of which are within my preferred aural learning style. A limitation of this option is the cost of any off the Job training and the quality can often depend on the abilities of the trainer. My third development option is to improve my coaching skills. Coaching leads to improved performance, motivation and Job satisfaction therefore provides business exults.

Although it is unlikely that I will have the time or resources within my role to become an expert my intention is to improve not only my skill set but that of my team by adopting a coaching approach. Again I can gain support from the learning and development department. Throughout the period of completing this course I will complete a personal development plan including identified self-development needs and objectives including the achievement of my CUPID qualification. In conclusion any respectable HRS professional wants to be better and this begins with a desire to improve and develop, followed by a clear understanding of what this requires.