Developing the Roles of HR Professional Practice - Coursework Example

Developing the Roles of HR Professional Practice Developing the Roles of HR Professional Practice Introduction HR professionalism is upheld by a number of factors in the professional field. They include the CIPD professional map that is set up in a professional set up. This is developed in collaboration with HR professionalism as well as L&D professionals. This is in addition to the people involved in senior businesses, academics and their different organizations all over the world. Majorly, the CIPD professional map aims at setting the HR professionalism levels high. This is because they are able to determine and evaluate the best professionals in HR and L&D. In particular, they are able to perform the assessment as to whether the professions as well as their organizations are able to engage in what they know and what they understand. As such, they are able to really make a significant difference hence drive the performance of the company (CIPD, 2014). It is mainly the two core professional areas that include the CIPD HR profession map and other behaviors that help to uphold the concept of “HR professionalism”. These are all covered in the CIPD map in the form of 10 professional areas that encompass 8 types of behavior that are set out within the 4 different bands that are related to competence. The map is thus able to copbver most of the areas in HR professionalism. Band 1 is located at the start of Hr and is extensive up to band 4 that is mainly comprised of senior leaders (Valerio, 2005). The CIPD professional map is highly designed to provide relevance and applicability to most HR professionals who are in operation anywhere around the world. This applies to all sectors as well as organizations of all shapes and sizes. This is because of the way with which it is designed to offer support to a variety of support to every HR professional at all the stages of their career. Through the focus on the core that helps professional to build up the various technical areas that are relevant to their professional areas, these professionals are able to develop a number of insights, strategies and come up with workable solutions. They are able to use the CIPD HR profession map to develop insights and solutions that can be put into action. These are given priorities and developed through a deep understanding of the business. It thus involves both the contextual understanding of the organization (CIPD, 2014). Great professionals in the HR field work better from a contextual and deep understanding of the business and the organization. It helps them to come up with insights and strategies that are actionable and provide them with the ability to make the right priorities in relation to HR strategies that are likely to bring about the greatest difference at a particular time. In this way, a HR professional is able to develop solutions that are led by insights and is able to make different priorities that are based on a contextual and good business as well as understanding within the organization (CIPD, 2014). In addition, the CIPD HR profession map, through the behaviors that it highlights to the HR professional. Through the use of the CIPD HR profession map as a tool those who are engaged in HR roles as their professions are able to use it as a way to evaluate themselves. For instance, the HR professionals are able to judge the level of competencies that they are capable of applying in different situations since it is an observable skill. This analysis subsequently helps them to make changes and adjustments that help to improve their actions and activities within their professions. With this, they are both able to achieve their personal goals as well as those that are set by the organizations within which they work. It is in this sense that most professionals need to be in a position to manage them, and manage teams and groups. These need to be done either in an upward manner or across the organization. One of the main reasons for this is because the HR professionals are able to understand the requirements of being both an efficient and effective HR leader. The greatest element of any HR profession is the people. It is because of this that any HR professional needs to have a great deal of knowledge on how to manage people in different capacities and levels. In particular, for an outstanding organization and the ability to make their businesses special, HR professions need to attract the best people as their initial step. This involves both the management that is done towards the top in the sense that it follows a particular hierarchical structure as well as across the organization to ensure that the impact of their actions and decisions are felt across all departments. However, the most important task is to be able to deliver the best performance. It requires that the same people who have been attracted are provided with the chance to stay with the HR professional both as individuals and in a collective manner. Besides, they are supposed to be given the environment within which they can perform to the best of their abilities every day. In this relation, it is important to know some of the ways and methods that will enable the HR professional to get them to work together in the effort to deliver the performance of the organization. Proper management of people as individuals or as a team and across the entire organization requires that the HR professional has talent. It is one of the three top priorities among the executive board. The key role of HR professionals is to assist in the building and sustenance of cultures that are strong and well defined. Organizations with strong cultures have a high capability of attracting top talent. In turn, they provide a high level of morale which results in the reduced levels of staff turnover. In the long run, they are more productive. In this sense, therefore, the role of HR professionals is not only to manage people but also to improve performance as well as provide the conditions that are right for a business to deliver its aims in the present and in the future. They do this by playing the pivotal role of taking part in decisions that make it possible for the organizations to thrive. It is the management of people across an organization that currently forms the core of the HR role. Activity two: My Role as an HR Administrator The self assessment test and plan on myself as an HR administrator is based on the HR map which is an online tool for self assessment that is used by CIPD members. With this, I was able to assess my capabilities against a number of activities, knowledge and behaviors in the CIPD profession map. In my profession as a HR administrator, I have found myself to be extremely y competent in client orientation and in effective interactive communication. This can be revealed from the feedback that we receive for our customers owing to the quality of services that are provided by employees following the different trainings and discussions that are held. It has helped to achieve one of the organizational objectives since effective services are delivered. However, I think that I still need to improve on my change leadership since most of the problems and challenges within the organizations still pose the problems that I found when I joined the organization (Cooper, 2000). I have been able to identify some of the opportunities and risks involved in the business and hence I am ready to work on them. Some of these include the chance to organize for employee seminars and trainings as well as include more reward strategies in order to boost the morale of employees as it will make them feel part of the organization. As such, it will help them to contribute more ideas and take part in more of the activities performed within the organization. In the next 5 years I plan to be one of the leaders in the HR profession in the sense that with proper leadership skills I will be able to cooperate and coordinate well with other employees in the effort to achieve my goals and objects in my career. In this sense, there will be a smooth relationship with other employees hence the ability to take part in effective and efficient communication methods (Cooper, 2000). According to the recommendations offered that are accessible for development, it is important to make the following options for development. Some of the three development options that I plan to undertake include being more decisive, build more and better relationships and gain more confidence which is necessary in making different convictions. They are beneficial in the sense that they will provide me with more knowledge and skills to deal with other employees within the organization. They will also lead to the organizational change within employees who will develop more trust in my decision. However, they also contain their shortcomings that include a change in attitude in most of the employees who will feel threatened or too much control over them. However, these will be able to fit perfectly within my own learning style and career aspirations because they will provide me with more courage to venture into more courage to try new methods as well as deal with other employees competently (Ulrich, Goldsmith & Carter, 2004). From the professionally identified needs, as a professional, I would come up with the following plan; to change the kind of leadership employed but at the same time communicate and engage the employees more in organizational activities. In this way, most of my roles wil create a direct impact on the future performances of the business. References Cooper, K. (2000). Effective competency modeling & reporting: a step-by-step guide for improving individual & organizational performance. New York AMACOM . Kahnweiler , W., & Kahnweiler , J. (2012). Shaping Your HR Role. New York: Routledge. CIPD. (2014).CIPD and the HR profession. Retrieved 12 January 2014 from http://www.cipd.co.uk/ Ulrich, D., Goldsmith, M., & carter, L. (2004) .Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership. Hoboken : John Wiley & Sons. Valerio, A. M. (2005). Executive Coaching: a Guide for the HR Professional. 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