Developing Professional Practice Analysis Essay Example

bands that represent increasing professional competence within the HR profession. These bands are derived from the three types of professional action, which include administrative support, service, and information provision, as well as advisory services and the provision of specialist expertise.

­Executive professionals address human resources challenges at an organizational level. For example, those in the first band are directly involved in providing information, such as sick leave, while those in the second band may analyze information and provide advice on decreasing sick leave. However, professionals in both bands should exhibit similar behavior, such as being driven to deliver and collaborative. In terms of 'learning and talent development', professionals in the first band actively provide training, while those in the second band may advise line managers on staff development.

The CIPD introduced the HR Professional Map as a replacement for the 'Thinking Performer' concept in 2002. The emphasis of this concept is on the continuous improvement of skills for HR professionals. They are expected to be both efficient (perform) and effective (think), rather than being either an 'Automated Bureaucrat' (a performer who doesn't think) or a 'Wish-List Dreamer' (someone who thinks but doesn't perform).

The 'Thinking Performer' is always in line with the organizational strategies to produce expected results and add value. Additionally, they constantly seek ways for process improvement and activity enhancement. Nevertheless, it is not sufficient on its own. The 'Thinking Performer' also questions their own actions and thoughts, rather than blindly following instructions. The circumstances may have changed, affecting the traditional way of doing things or the rationale behind them. They delve beyond the outcomes and explore why they

are necessary, aiming to make a positive impact on the organization. Every organization is a dynamic entity, and the HR professional should actively contribute rather than passively comply. This concept is represented in the HR Professional Map through required behaviors such as being 'curious', having the 'courage to challenge', and being 'personally credible'.

The 'Thinking Performer' is dedicated to personal development and has a strong eagerness to grow, which is crucial given the constantly changing environment and expectations for HR professionals. In order to remain relevant and have a significant impact on the organization, the 'Thinking Performer' understands the importance of identifying and acquiring new skills and knowledge.

If a market leader does not adapt in the modern world, they can easily go out of business. The expertise and abilities of an organization's staff are crucial assets. Employees must embrace change to ensure successful adaptation. In fact, proactive and innovative employees should lead the way in initiating necessary changes for the long-term success and survival of the organization. Therefore, all departments within an organization should strive to have a significant number or solely consist of such proactive employees.

3. HR Advisors often face common situations. To be successful and beneficial in their organization, HR professionals should focus on managing their immediate working environment, which includes themselves. This idea can be illustrated using four concentric circles.

Without a doubt, the foundation of effectiveness lies within oneself. The HR professional will play an active part and accept accountability for their personal growth and achievements rather than relying on others to take initiative.

Developing a comprehensive understanding of teams and their functioning,

including one's own role and behavior, is crucial for HR professionals who will inevitably work as part of a team at some point in their career.

The HR professional is vital in providing guidance and support to front-line managers and other key individuals within the organization. This requires them to have management skills at all levels and go beyond their own expertise. They need to be able to understand and engage with different stakeholders, as well as effectively evaluate and fulfill their needs.

In conclusion, the HR professional should possess the ability to effectively manage senior managers, with a focus on fostering strong relationships founded on trust and respect.

The importance of the four concentric circles and the concept of the 'thinking' performer in an HR professional's working life will be illustrated by two typical HR scenarios.

The first example involves implementing a revised salary grid organization-wide. The HR advisor is responsible for identifying the need for a revised grid based on changing circumstances. Gaining approval from senior management requires presenting a solid business-case and building relationships with key decision-makers. Implementing this revision is a significant project that requires a dedicated team, led by the HR advisor or including them as a member. The effectiveness of the team is crucial, so careful selection of members is essential as each plays an important role. It is also important to adapt to each department's unique circumstances and needs. After implementation, it is vital to reflect on the process and gather key learnings, including evaluating one's own role and personal development.

The second example focuses on an employee's complaint regarding a front-line manager,

particularly one who displays intimidating behavior. The HR Advisor's role is to ensure compliance with policies and procedures. They may need to confront the front-line manager, which can be difficult due to their senior position. This will require bravery and stepping outside of their comfort zone. The HR Advisor should also have the trust and support of their direct line manager in order to handle such a sensitive matter. It is important for the HR Advisor to investigate further, gather information about the department involved, and avoid making hasty conclusions as the issue may be related to the specific employee's work environment. Maintaining objectivity and avoiding judgment throughout this process is crucial. If legal action becomes necessary, other staff members such as legal professionals may become involved. The HR Advisor is responsible for overseeing the team assigned to handle this situation.

Over the past 20 years, HR professionals have recognized the growing significance of Continuous Personal Development (CPD) due to rapid changes in the working environment. To stay relevant and effective, it is essential for these professionals to remain updated and meet expectations. Given that today's requirements can become outdated quickly, continuous development has become crucial.

As the average education level of the working population increases, competition for relevant jobs also rises. HR professionals need to be aware of this competitive environment as younger professionals enter the job market and others continue to develop, possibly replacing them. Continuous Professional Development is no longer a choice but a necessity!

There are multiple methods for assessing and identifying development needs, such as 360-degree appraisals, 'internal client' surveys, and self-assessment methods. The HR Professional Map,

developed by the CIPD (see above, under point 1.), is a valuable tool for self-assessment. By examining the professional areas and behaviors, individuals can determine their strengths and weaknesses. Moreover, the CIPD has created 'My HR map,' an online platform for HR professionals to conduct self-assessments based on the HR Professional Map.

After evaluating myself against the HR Professional Map, I have pinpointed my top three areas for development: 1. Familiarity with UK employment law, 2. Knowledge and skills in employee relations, and 3. Expertise in managing and coordinating the HR function. These development needs stem from my lack of experience in a UK context and my ambition to work in a more overseeing position.

There are multiple methods for evaluating one's preferred learning style, such as Honey & Mumford and VARK. After completing the VARK questionnaire, I have determined that I favor learning through Reading and Writing. This indicates a preference for focusing on words rather than listening or visual aids. Based on my preferred learning styles, I have chosen several approaches to meet my developmental requirements:

The formal CIPD course is demanding and time-consuming when incorporated into a full-time job, but it offers valuable theoretical knowledge, opportunities for exchanging ideas, and requires writing assignments.

In addition to the mentioned course, e-learning supplements provide access to updated background material, especially in areas like legal updates. Furthermore, e-learning offers the convenience of flexibility in terms of timing and location.

Moreover, learning on the job remains highly effective for me as it allows immediate application of theoretical concepts in practice and encourages reflection on the process and outcomes. However, this approach relies on finding an

employer who recognizes my potential and provides me with an opportunity.

In light of everything discussed, I have formulated my own plan for personal development and documentation (see annex 1). To adhere to the concept of continuous growth, I aim to consistently review and revise it, preferably on a monthly basis. This is important because circumstances change swiftly, which means that my learning objectives may also require modification. Simultaneously, I am presently acquiring knowledge at a rapid rate and thus must frequently adapt my goals in order to challenge myself and attain maximum achievement. It is essential for goals to be ambitious! To achieve this, I will engage in regular self-examination and seek input from educators, peers, and coworkers.