Developing Professional Practice (5DPP)

GOSH WEEKDAYS

Tristan Callaghan

1. Understand what is required to be an effective and efficient HR professional

2. Be able to perform efficiently and effectively as a self-managing HR professional

3. Be able to perform efficiently and effectively as a collaborative member of working groups and teams and as an added- value contributor to the organisation

4. Be able to apply CPD techniques to construct, implement and review a personal development plan

LO1: Understand what is required to be an effective and efficient HR professional.

1.1 Evaluate what it means to be an HR professional with reference to the CIPD’s HR Profession Map

1.2 Analyse the four concentric circles of HR professionalism

Professional •Qualified, member of a professional body, continuously updates knowledge, competent, practice skills, confidence to apply knowledge and learning, recognised qualifications

HR Professional•As above – but also…

•Member of the CIPD? (including following Code of Conduct)

•Continuously updates themselves – knowledge, skills and behaviours

•Able to challenge, commercially aware, proactive, decisive thinker

•Recognised qualifications

Professionalism - different interpretations

CIPD HR Professional

Map

Click here for the Map

• Knowledge/behaviours stakeholders expect from HR(D) Professionals

• Enable HR/L&D Professionals to focus on development needs

• Provides a framework through 4 bands of competences

BAND 1 BAND 2 BAND 3 BAND 4Delivering

fundamentalsAdviser, issues

ledConsultant, co-operative partner

Leadership colleague, coach

Client support and processing activity, immediate/ ongoing

Advising/managing HR issues,

current/near term

Addressing medium/long term HR

challenges at organisational level

Developing Organisation/HR

strategy, partnering the client

Looking for a new job

Developingspecialistexpertise

Building acase for

development

Seeking apromotion

Preparing for an

appraisal or review

Interviewpreparation

Learning about the

profession

So when could you use the HRPM?

PositionYourself

against themap

Activity: Application for a HR Role

• Identify a HR initiative that can add value to the organisation

• Identify professional areas and behaviours that can be used to help implement the HR initiative

HR Initiatives

Professional Areas/Behaviours

Reducing turnover. Retention strategy to retain talent

Employee engagement – examining surveys/exit interview (curious and gaining insights); learning and talent development looking at training needs for management/staff (curious on skills/training); benchmarking salaries with industry (curious and collaborate with other professionals); resource and talent planning – succession planning (also consider organisational design/identifying talent). Courage to challenge existing practices in order to maintain talent. Cost savings, retention of talent, increased in productivity, reputation.

Performance and reward systems – ensuring coherence between the two

Performance and reward, employee relations (implementing scheme – gaining staff buy-in/ involvement – curious); engagement - gaining service delivery information (quantitative and qualitative data – turnover figures, exit interview feedback, engagement survey feedback – curious, insights). Enhanced engagement - reduce costs (turnover), retain talent to help enhance success – talent can go to competitors which means they take clients/market share

Implementation of a training programmes (compliance)

Learning and talent development, skilled influencer (gaining buy-in from managers); driven to deliver on time and budget (project management), courage to challenge – challenge sceptical managers, influence on add value, curiosity on feedback/evaluation, linked with strategy. Save money, litigation, enhance corporate reputation (personally credible)

Self

TeamsUpwards

Across the organisation

Activity

• From the previous task identify how you can use the four circles to manage the initiative.

Circle Actions/BehavioursSelf Increasing knowledge of subject areas, issues and the business (and its business drivers) – enhances

personal credibility. Understanding technical areas/other specialisms, comparisons with competitors (curious). Collaborative – finding out good practice from other organisations/professions, networking

Across the Organisation

Implementing focus groups – raising awareness (collaborative), devolving to line managers – decisive thinker. Anonymous surveys to gain viewpoints (curious/collaborative). Collaborate with other professionals to enhance HR practice (e.g. financial information, metrics)

Upwards Courage to challenge management practices and ideas (must ensure challenge is based on insightful information – driven to deliver); skilled influencer – proactively find clear details (curious) of the impact – business/client focused. Proactive – set own objectives (curious)

Teams Problem solving (role model – lead by example); driven to deliver (meeting targets, on-time, within budget), collaborating to gain ideas.

LO2. Be able to perform efficiently and effectively as a self-managing HR professional

2.1 Apply the basic techniques of project management

2.2 Apply the skills and techniques of situational analysis, problem-solving, decision-making and creative thinking

• Scope – clarity objectives/outcomes• Insights and solutions – research possibilities/viability • Resources needed – equipment, people, finance• Timescales – broken down into milestones• Dependencies – prioritisation of task – critical path analysis• Contingency planning – what if analysis – events• Managing stakeholders – stakeholder mapping • Monitoring and evaluation – proof of return on investment

Benefits of planning

1.Minimise risk / manage risk2.Early identification of issues3.Determine cost/resource requirements4.Determine timescales/ accountabilities and resources

5.Provide a structure for all to work towards6.Everyone knows their responsibilities

Identification of barriers

1.Resistant to change (solutions – L&D; consultation/involvement)

2.Lack of resources (solutions: temporary staff, examine skill mix)

3.Cost/budgetary (solution: down-scale, be more realistic, identify cost savings

4.Not the right time (solution: insights/ information is vital in building case)

Problem Solving/Creative Thinking

1.Creative evolution2.Creative synthesis3.Creative revolution

HR Profession Map

1.10 professional areas2.8 behaviours

LO3. Be able to perform efficiently and effectively as a collaborative member of working groups and teams and as an added-value contributor to the organisation

3.1 Describe the elements of group dynamics and conflict resolution methods

3.2 Apply a range of methods for influencing, persuading and negotiating with others

3.3 Explain the presence of political behaviour and how it impacts on achieving organisation objectives

Forming

• Undeveloped• Working as individuals

Storming

• Aggressive• Conflict

Norming

• Consolidating• Utilising resources

Performing

• Openness• Flexibility

Adjourning• Evaluation• Networking

Bruce Tuckman, 1965

DoingImplementerShaperCompleter-finisher.

Thinking PlantMonitor-evaluator Specialist

Relationships Co-ordinatorTeamworkerResource-investigator

Belbin’s Team Roles 1981

Completer-finisher

• Conscientious• Driven to deliver

Specialist

• Dedicated • Self-starting

Plant

• Creative• Imaginative

Implementer

• Disciplined• Practical

Co-ordinator

• Mature• Confident

Teamworker

• Co-operative• Diplomatic

Shaper

• Dynamic • Challenging

Monitor-Evaluator

• Strategic• Discerning

Resource Investigator

• Enthusiastic • Exploratory

Political behaviour

1.Empire building – focused on own agenda2.Jobs for the boys/individuals – know who they will

appoint/’presenteeism’3.Cliques or alliance building 4.Who you know – not what you know5.Same people receiving bonuses – who they know,

organisations produce and develop clones

Influencing/negotiating

1. Determining stakeholder needs2. Openness and transparency3. Identify initiatives/policies – expansive

involvement4. Initiative/policies – highlight business benefits –

how policies can cut costs, attracting talent5. Collaborative behaviour to increase knowledge,

build networks and alliances6. Focus on key aspects – prioritise areas you can

control

Learning Outcome 4

LO4: Be able to apply CPD techniques to construct, implement and review a personal development plan

4.1 Undertake a self assessment of HR professional practice capabilities to identify continuing professional development needs

4.2 Evaluate and select different options for self-development and explain advantages and disadvantages of each

4.3 Produce a plan to meet personal development objectives

4.4 Reflect on performance against the plan, identify learning points for the future and revise the plan accordingly.

• Self-assessment - CIPD Associate Membership criteria (4.1)http://www.cipd.co.uk/Membership/upgrade/Associate-member-forms.htm

• Evaluate 3 development options - advantages and disadvantages preferred learning style and career aspirations (4.2)

• Devise a personal development plan - for a minimum of 6 months (4.3) - http://www.cipd.co.uk/cpd/guidance/

• Role, tasks and duties undertaken

• Knowledge and behaviours needed for the role

• Relationships with stakeholders

• Impacts and measures – add value provided

Self assess your HR skills and knowledge for each of the below and identify your development needs

•Role, tasks and duties undertaken – e.g. project management, involved in leading projects, HR more involved in project working – wish to advance effectiveness

•Knowledge and behaviours needed for the role – e.g. mediation skills – number of disputes within the organisation which impacts on productivity and good relationships

•Relationships with stakeholders – e.g. building relationship with chairperson (who works distantly) – e.g. gaining senior management buy-in/ raise business awareness

•Impacts and measures – e.g. added value provided – e.g. wish to determine key metrics that demonstrate added long term sustainable value for an organisations

http://www.cipd.co.uk/Membership/upgrade/Associate-member-forms.htm

L&D Options (CIPD L&TD Survey 2013)

In-house development programmes2

Coaching3

Internal knowledge sharing events 4

Conferences/workshops5

On the job training1

E-learning6

Education courses7

Job rotation/secondments/enrichment8

Method Advantages Disadvantages

E-learning Flexibility – enables individuals to do within their own time Cost savings – in terms of trainers/resourcesCan be blended with other types of learningGood for virtual teams – operating globally

Hard to tailor for individual requirementsLack of interactionsNeed the infrastructure

Coaching Tailored to the individualFocus on specific skillsNo set timescales – flexible in terms of time

Hard to evaluate successCan be expensive – particularly external coaches

On the job learning

Real life experience Relatively inexpensiveTailored for the individuals needs

May learn bad habits

May take a lower priority if the individual training you is busy, has other priorities, etc.

Lack of structure may pose a risk

Honey and Mumford (1988)

•Pragmatist

•Theorist

•Reflector

•Activist

VAK

•Visual

•Auditory

•Kinaesthetic

Method Advantages Disadvantages Impact on learning needs/styles

E-learning Flexibility – enables individuals to do within their own time Cost savings – in terms of trainers/resourcesCan be blended with other types of learningGood for virtual teams – operating globally

Hard to tailor for individual requirementsLack of interactionsNeed the infrastructure

Visual learners will be attracted to videos/charts used in e-learning

Can appeal to pragmatists/theorists depending on content

Coaching Tailored to the individualFocus on specific skillsNo set timescales – flexible in terms of time

Hard to evaluate successCan be expensive – particularly external coaches

Auditory learners may value the two engagement

Pragmatists – practical/solutions focused, instant results

On the job learning

Real life experience Relatively inexpensiveTailored for the individuals needs

May learn bad habits

May take a lower priority if the individual training you is busy, has other priorities, etc.

Lack of structure may pose a risk

Activist/pragmatists – practical aspects learning by doing

Visual learners observing factors

Activity 3: Continuing Professional Development

(CPD)

• Continuing Professional Development

• Encourages you to take control of your own learning and development

• Reflection

• Action

CPD

http://www.cipd.co.uk/cpd/guidance/examples/example5.htm

Objective Action Resources/ Support Needed

Success Criteria/ Target Date

Update knowledge on 3 different pieces of employment legislation

Self directive learning – read up on employment law updatesAttend seminar coursesUndertake 5ELW unit on employment law

Time, money (employer), internet access to study

June 2013. Advise managers on 3 pieces of legislation

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Conclusions

To help your learning and understanding provide key conclusions/learning points from the session

1.?2.?3.?4.?5.?6.?

Consider areas for further development