Developing Professional Practice Essay Example

and be a very effective communicator. I also believe that quick assessment, being thorough, and clearly conveying your understanding of a situation is essential to the modern day HR Professional.

I think that Armstrong 2003 has ideally conveyed the interpretation of HR Professionalism, he state that ‘The activities carried out by the HR Practitioners will of course vary widely according to the needs of the organisation, the context within which they work and their own capabilities. In general, however they provide services, guidance and advice’.

Question 2

It is well known that every person whether in a place of work or outside in every day life has to “think” and “perform”. Our brains are automatically engineered for us to think actively and contemplate each situation as and when it might arise. Obviously there are varying degrees of intelligence, thought processes, and abilities. As a HR Professional the “thinking performer” identifies quickly, and efficiently, not only managing themsleves but groups and teams.

To manage people effectively relationships have to be strong, co-ordinated, and communication is an imperitive aid to building a rapport with colleagues, so that the team runs in a constructive manner. Although you have to be very thorough and knowledgeable, there cannot be any room for perfectionists or people that have tendencies to procrastinate. One’s inner strength, intuition and experience will always ultimately give the right outcome, making the professional practitioner robust and therefore letting them make the right decision. In my opinion the concept of the “Thinking Performer” and its application to every employee means that the organisation has placed its trust and continuation of success in its workforce as a whole, the workforce is obviously the

backbone, foundation and integrety of the organisation. Every employee needs to show recognition for this and actively apply consideration, apptitude and efficiency when conducting their everyday job. Each employee needs to consider the “bigger picture” restrain any selfish ctions, and feel the need to pro-actively exert themselves, this in turn not only creates an excellent atmostphere to work, but will continuously uphold staff moral.  The CIPD response to Department of Innovation, Universities and Skills consultation Linda Holbeche, Director of Research and Policy, CIPD

Introduction 1.

The CIPD is the professional and awarding body for the UK’s HR and learning and development professionals.

We have about 133,000 professionals in membership all of whom are involved in delivery and a considerable number are key decision makers and leaders on both HR and learning and development. We deliver a highly developed suite of professional development programmes delivered across all sectors of the economy, and we are at the forefront of the skills and talent debate. The CIPD welcomes government’s focus on higher skills and on the importance of the workplace as a delivery mechanism for these skills. Employers spend around ? 8 billion on training learning and development, with a variety of provision aimed from basic competence training to advanced degrees. The consultation looks at how we can lift our performance in higher level skills, and we are convinced that the ability to build our higher level technical and professional skills is key. Whilst we believe the government has paid a lot of attention to skills when discussing productivity, it has spent much less time than we think is merited on the vital role of people management and development plays in

enhancing individual and organisational performance and productivity.

Nor do we believe the government’s agenda has recognised the pivotal role played by continuous professional development in driving forward higher level skills.  The concept of ‘the thinking performer’ was launched by the Chartered Institute of Personnel and Development in 2002. The CIPD “wanted to how the concept of business partnering dominates respondents' talk about HR policy and practice and raise questions about the impact of this in terms of HRM's relationship with employees, employee well-being and the career paths of HR professionals”. I believe that Armstrong sums up (Peters 1988) thoughts and these exemplify the understanding of diversity with Employees and the workplace. ‘He strongly advocates the use of self-managing teams. He calls it “the small within big principle” and states that if the organisation is built around teams the result will be ‘enhanced focus, take orientation, inoovativeness and individual commitment’.  A happy worker is a more productive one.

To get the worker to “think” as well as “perform”, you will need complete co-operation which means asking the Employee to show input, idea’s and realisations, this in turn will reflect the organisations attitude, obligation, and gratitude towards their workforce. I feel that this wisdom will then reinforce and counterbalance any negativity that might or could be felt.  There are varying factors that one must take into consideration before evaluating the Employee. What Training has already been undertaken? As well as experience and knowledge.

Knowledge and skills are critical when maintaining professional competance and this also ensures that qualifications and registrations are kept up to date so that they do not become obsolete. As a working individual and self governor in

a large or small organisation, every employee must justify their actions and must adhere to Company policies and procedures. There is usually a common consensus whilst being an employee, people have an understanding that they are providing a service and in return are being paid for that service and their loyalty.

In return people expect an excemplary service and have faith and trust in the Management and the HR Professionals. You are not only limited to your own Department and cannot only think for yourself but also have to consider the wellbeing of the enitire workforce.  Thinking performers are known for their key skills which aid them everyday in their decisions. Being a thinking performer you are consequently not only academically capable but able to offer key skills towards the develoment of the HR Practitioner.

Question 3

3. 1 Return to work interviews. In my current post there has been the need for me to demonstrate my knowledge on many occasions, at varying levels and degrees. Having to manage people on a daily basis can be challenging enough without the need for you to practice your own job efficiently and positively.  My exemplification of the principles of ‘professionalism’ in the workplace falls in to two very different actions as a HR Advisor.

My first scenario is a typical every day occurrence, this was practised on a daily basis, but not always in the same manner. I had worked with Mrs A previously, where I was her Line Manager in another oranisation. I knew her reasonably well, she was a nice quiet person who engrossed herself in her job, and worked as many shifts as possible. She had been ill

several times, and had been to see me on numerous occasions, for me to undertake a standard sickness interview/review.

On this occasion Mrs A had again been on sick leave, I asked to her to come in and see me prior to her thinking of returning to work. I continously listened, was empathetic and managed to ascertain that Mrs A had received major surgery as a result of cancer. She had conferred with her consultant and they had decided that she was now able to return to work. I proceeded to arrange an occupational health screening with the company doctor to confirm that she would be able to return. She could also discuss with him any misconceptions, worries, or questions that she might have.

I also arranged counselling for her, and of course a staggered return to work, as she had been off for a substantial amount of time. I arranged to meet Mrs A on a fortnightly basis after her return to work, so that we could catch up on her progress, integration and counselling sessions.  After several meetings we both agreed that everthing was fine, and along with the integration and counselling she felt a much stronger person. I felt hat I had been very competant, understanding and professional and had used my strategic capabilities. I had also communicated effectively, clearly and positively. I had prioritised my time management and my service delivery efficiently.

3. 2 Scenarios Re-deployment. This is quite a difficult area to evaluate as you have to be very open minded, unbiased but at the the same time empathetic and approachable.

One has to ascertain the difference between someone that needs to transfer departments

due to illness including a change in services, or a change in departmental needs.  Is the individual wishing to be redeployed because they can no longer continue their work effectively? Or do they just fancy a change in direction, or possibly are no longer conversing appropriately with their colleagues? This has to be decided and challenged on some occassions.

People cannot just decide to put theselves on the re-deployment register, it has to be a cross departmental decision, and instinctively the HR practitioner makes the final decision. Take for example someone who is a staff nurse, over the years they can be prone to severe back pain, lifting everyday on a general ward has made it impossible for them to continue their standard working day. Double lifting can put extensive pressure on the skelatal frame, hoists have been brought in to eleviate some of this but there is still a certain amount of pressure put on the nurses back.

I had been speaking to the doctor from occupational health, who had recommended that Mrs B should be re-located to an alternative post. I interviewed nurse B and discovered that she had been suffering with her back for the past few years, and had recently been off again on sick leave. I proposed various alternatives perhaps re-training, changing to an administration role, taking early retirement etc. Nurse B stressed that she would like to continue as a staff nurse, but would like to change to something that would not cause anymore damage to her back, therefore eleveating her pain.

I told her that I would endeavour to look for any posts that would shortly be advertised, and if I

thought they were suitable we would proceed and “pull the posts” before advertising. I also contacted nurse bs’ manager and relayed to her that nurse b would have to be put on light duties which mean’t definitely no lifting. After finding some posts that I thought she might be interested in, we decided to meet and discuss the vacancies and to look through the job descriptions and person specifications to see if they would be suitable for her.

We jointly decided that one of the posts in particular was suitable, I notified the relevant departments and arranged for nurse b to visit and have an informal interview with the clinical lead and me. After the visit, tour of the area, and interview we all decided that nurse b would be happy to proceed and make the transition from a general medical ward to the Endoscopy Department.Again I felt that I had been very competant, understanding and professional and had used my strategic capabilities.

I had also communicated effectively, clearly and positively. I had prioritised my time management and my service delivery efficiently.

Question 4

4. 1 The purpose behind CPD is a not very hard to grasp, it is best described as continuing your professional development. Twenty years is a long time in the Business world, there is now more focus for an organisation to create consistancy and make changes to update skills. I believe that twenty years is a long time especially in the corporate world, obviously everything changes not always for the better and sometimes through adversity. I think that most changes are for the better, although this can take some time to “win people around” and

for the changes to be implemented effectively. We live in a rapidly changing society, where development is inevetable, to be able to broaden skills, and keep abreast of change CPD is an imperitive tool. Social and economic factors directly affect the environment in which we work and live, technology has changed immensly in the last twenty years and this has also made radical changes to the way that we work. Another major factor of change is legislation. The UK’s legislation will constantly change and so always be at the forefront of any organisation. I think that businesses are now more focused on their employees; this is perhaps due to the research and expertise that has been implemented.

Companies have now realised that they need to be more diverse, approachable and flexible. Modern working life encompences work life balance, and recognises the need for individual personal ambition. CPD is an important part of working life; it offers structured support for staff whilst also giving an employer a procedure to adhere to. Organisations should be able to understand and evaluate the need for continuous personal development, not only for themselves but for all employees within their organisation.

Enormous importance needs to be incorporated into continuous training, as this will help in motivating employees and also give cost effiency within the organisation.

4. 2 I would like to portray what I feel to be three weaknesses and developmental needs that I ultimately need to satisfy: The first thing that I need to develop is my partnership with senior leaders and heads of departments.

I need to identify ways to support their agendas’ and build credibility, seek opportunities to join cross functional forums

and workings groups to build my knowledge of the business. I could volunteer to work on cross functional projects tackling complex, and strategic problems. Identify colleagues or a mentor in other functions with whom I can meet regularly to discuss issues, opportunities and ideas. I need to specifically develop my team to take on more of my short term, operational responsibilities.

I need to take risks on my highest performers and most capable team members by giving them increasing amounts of responsibilities.

4.3 Once I have planned my project, I would use SMART to develop my goals, this will then enable me to use a structured thought process and hopefully make me more successful. A goal might reflect on something quite small to start off with, and then in turn provide me with a broader and bigger project. Organising your own goals is key to achieving the realistic outcome. I would use and embrace SMART objectives and incorporate these into the programme of activities being undertaken. Using SMART objectives are sometimes under utilised, it is a very important tool in developing goals and outling projects which are effectively integral to any business. SMART –S Specific M Measurable A Attainable R Relevant T Timebound

4. 4 To reflect on my own performance against my plan, I would endeavour to use my HR Profession Map, and my own CPD plan. I think these needs to be checked on a regular basis, to determine that your developmental needs are being met, learning styles are changing and this is being reflected in the way you conduct your demeanour and professionalism. Specifically develop your team to take on more of your short term,

operational responsibilities. Take risks on your highest performers and most capable team members by giving them increasing amounts of responsibilities. * Focus on developing your internal and external network. Specifically identify the most complex, strategic problems facing your function/department/organisation and bring these issues to appropriate forums to discuss and gain input. * Develop your partnerships with senior leaders and heads of department. Identify ways to support their agendas and build credibility.

Seek opportunities to join cross-functional forums and working groups to build your knowledge of the business. * * team members and solicit their ideas and insights. Some practical suggestions to help you get started: * Understand who are the stakeholders in the projects you work on? Who are the guides and helpers in the organisation? Who are the major gatekeepers and who control the flow of resources? Use this information to systematically map the internal and external stakeholders and assess your level of influence with each. * Build relationships over time with the key decision makers in your organisation.

Find ways to support their agenda and build credit for when you may need their support in the future. Find some common ground where you can provide help to them. * Do you know your preferred influencing style? Ask for feedback to identify how you come across. Consider your past experience and determine the effectiveness of your approach. Study, observe and learn ways to vary it. Some practical suggestions to help you get started: * Invite colleagues from different functions to join your team or a specific meeting to share their expertise or view point. Offer your time/support to colleagues working on specific projects or agenda. When

collaborating with others, take on more than your share of the work. This demonstrates your commitment to the success of the team. The flip side to this is to hold others accountable for their work. If someone is not pulling their weight, speak up. * Leave your ego behind. A strong ego leads us to suspect that we are always right, that our own interests are above those of others. These assumptions stifle communication and trample trust. When reaching out to groups and other functions, put your own self-interest aside and consider the interests of the other party.