4DEP DEVELOPING YOURSELF AS AN EFFECTIVE HR PRACTITIONER ASSESSMENT
HR Practitioner Assessment代写 In essence, the map was developed as a guide to HR practitioners on the globally accepted standards.
4DEP Developing Yourself as an Effective HR Practitioner Assessment
Activity 1 HR Practitioner Assessment代写
The CIPD Professional Map
The CIPD HR Profession Map is a framework of actions that need to be accomplished, things that one need to know to be a successful human resource professional as well as how to identify and do it (CIPD, 2013; Ulrich, D., Brockbank, Ulrich, and Kryscynski, 2015). The map offers an essential detail about HR functions in the company. Also, it shows qualifications and experiences needed in all levels of human resource professions. In essence, the map was developed as a guide to HR practitioners on the globally accepted standards. HR Practitioner Assessment代写**成品
There are three critical components of HRPM, including (CIPD, 2013):
i. The ten professional areas: It involves what a human resource manager is required to do and know
ii. The eight behaviors: HR ways of accomplishing activities
iii. The four bands and transitions: It is an Illustration of the hierarchy of the profession. The band highlights ten professional areas at the four bands. They are also matched with the eight critical behaviors expected from all human resource professionals.
The ten professional areas outline what practitioners are supposed to do and know in each of the areas listed below:
i. Organization design
ii. Insight, strategy, and solution
iii. Employee engagement
iv. Employee relations
v. Service, delivery and information
vi. Performance and reward
vii. Leading HR
viii. Resourcing and talent planning
ix. Organizational development
x. Learning and talent development
Ii chose Leading HR and insights, strategy, and solutions as the two core professional areas. The two areas apply to all HR professionals.
Insights, Strategy, and Solutions HR Practitioner Assessment代写
The area describes the ways an HR professional can contribute to the organization performance optimization by the use of insight the build on the strategies and deliver solutions that are relevant, agile, and innovative. An active human resource specialist participates in the development of understanding organizational goals and actively contribute to goal delivery by knowledge of the organizational structure and employee coordination.
A human resource practitioner has a good understanding of the company products or services, and the customer segment it seeks to serve. As such, armed with enough knowledge about the organization’s structure, goals, products, and customers, an HR specialist is tasked with a responsibility to guide in strategy creation and solutions to HR issues that add value to the organization.
Leading Human Resource HR Practitioner Assessment代写
The area focuses on the HR professional that is active, insightful, and leader. An HR specialist can own, shape, and drive themselves and others as well as the activities of the organization. An HR specialist is not a bystander but an active leader. In essence, the Leading HR is a model that proposes that HR specialist leads by being a role model of better service that aims at achieving the organizational goals and assist in developing motivation for the team.
Also, according to the model, HR specialists have people knowledge and interpersonal skills to engage employees from different levels and backgrounds. In so doing, they utilize their skills and experience in human resource management to develop team knowledge on the organizational strategy and goals. They also focus on building stronger teamwork that forward driven for change through team training and mentorship programs.
The 8 Behaviors HR Practitioner Assessment代写
The behaviors are within the map and are used to describe how human resource functions should be conducted and their contribution to the organizational goals for future success. The eight behaviors are described below:
i. Decisive thinker: Possess the ability to make analysis and understand data and information.
ii. Personal credible: The HR specialist should exude professionalism by the application of organizational and HR expertise that create and build value for the company.
iii. Driven to deliver: An active HR specialist is a committed, determined, and focused with a purpose to transform and deliver value to the organization.
iv. Courage to challenge: A professional HR does not fear criticism and speaks skillfully with confidence to challenge the status quo and resistance to change.
v. Role model: A good HR manager leads by being a consistent role model of integrity, impartiality, and independence. He/she also should exhibit the ability to be bound within the limits of personal life, organizational needs, and legal obligations.HR Practitioner Assessment代写**成品
vi. Curious: A successful HR practitioner is an interested person that seeks knowledge for innovative and evolutionary ways to solve HR problems.
vii. Collaborative: Encourage inclusivity and show the ability to work effectively with others both inside and outside the organization.
viii. Skilled influencer: A HR specialist is a charismatic person with the ability to ignite motivation, gain commitment, and solicit support from the broader stakeholders of the organization for value.
4 Bands of Competence HR Practitioner Assessment代写
The bands range from 1 to 4. The first one covers the early HR career and culminates to the fourth band for senior most HR specialists. An HR assistance falls under band 2 of the professional area. As such, the knowledge, skills, and behaviors that are essential to the role of HR assistance are discussed below.
i. Personal competency: I need to be skilled in human resource tasks, and needs of the company.
ii. Personal Credibility: As an HR assistance, I am required to demonstrate professionalism in my activities in the organization.
iii. Curious: As a growing and an active HR specialist, I require to be futuristic and inquisitive on human resource issues.
iv. Organizational knowledge: An assistant is required to well acquainted with the organizational structure, goals, product or services, and customers to act in line with the organization aspirations.
Activity 2 HR Practitioner Assessment代写
Three Customers Need Conflicts and Prioritization
The identified customers of HR services include line managers, employees, and potential employees. A line manager seeks to get guidance and advice on staffing issues like qualification for a line technician. An employee wants information on employment contracts and policies like medical cover, allowances, etc. While applicants look for induction or information about the company policies such as terms of employment.
However, there might be conflicting needs of the customer request. The needs of the three customers are different but similar in the source. As such, conflicting needs may arise and can be identified by establishing a system where customer requirements are collected, and collation is made on them with data available and company policy. The request should align with the company’s policies and culture and hence any request outside these bounds will be termed as conflicting needs.HR Practitioner Assessment代写**成品
On the other hand, setting priorities for the requests is a matter of company’s policy and procedures. The most efficient method of prioritizing requests without conflict is by the use of the first-come-first-served basis of service. However, a provision for matters of urgency that can be requested by an employee or line manager can be addressed with the highest priority.
Effective Communication HR Practitioner Assessment代写
The three examples of effective communication and their advantages and disadvantages are discussed below:
i. Telephone Communication
The primary benefit is that it has an immediate response. Through the conversation, the participants can get the confidence of each other from the other end and hence negotiate for better understanding of the message or need. As such, the sender is aware the recipient has received the message.
The method has the disadvantage that the parties are not able to read each other’s body language. The telephone is affected by signal problems, especially in remote areas, and when the receiver is not available, the voice left has no guarantee of the timescale when the receiver gets the message. Also, telephone calls have not audit trail for records.HR Practitioner Assessment代写**成品
ii. Face-to-face Communication HR Practitioner Assessment代写
The main advantage is that the parties get immediate response. The communication is made easier since the people involved can express themselves without limits and read body language and other communication cues which make communication effective. The disadvantage of this method is the presence of misinterpretation of the information or body language. Also, it is easy to forget because of no record of the conversation.
iii. Post Mail
The method is essential when the record for communication is needed. However, it is time-consuming, costly, and full of uncertainty that the message has been received.HR Practitioner Assessment代写**成品
Effective Service Delivery HR Practitioner Assessment代写
Service delivery is vital in any progressive organization. As a HR assistant, I have the role maintain the highest standard in service delivery to customers at all time. One way to ensure adequate service is delivery time. Proper time management is critical by making sure I arrive at work early and always attend to customers at the specified time limit. I should have a schedule to ensure that I handle jobs. The company should have a suggestion box for customer feedback The relevant stakeholder should be involved in decision making in case of issues in the company.
The most effective communication is face-to-face but with records. However, for convenience, other methods can be used as the customer see fit to his/her requires/needs. Each of these tasks should be approached with zeal and commitment they deserve to the extent they exceed the customers’ expectations. To maintain excellent HR performance, regular reviews of customers services are critical. The reviews can be done through benchmarking key performance indicators like low workers’ turnover.
Activity 3 HR Practitioner Assessment代写
I have completed self-assessment against HR assistance criteria in band 2. The findings have assisted me in identifying two developmental needs, which are addressed in my development plan. I, therefore, require more training, time and practice to be fully competent as discussed below.
i. Insight, strategy, and solutions: I should be acquainted with delivering company objectives by being able to offer support insight in strategy formulation for a valuable solution.
ii. Employee relations: I should get training on the issues in employee relations.
Definition of CPD HR Practitioner Assessment代写
Can be defined as “part of lifelong learning; a means of gaining career security; a means of personal development; a means of assuring the public that individuals professionals are up-to-date; a method whereby professional associations can verify competence; a way of providing employers with a competent and adaptable workforce.” (Ulrich, Brockbank, Ulrich, and Kryscynski, 2015). CPD is crucial since it ensures the employee is competent, committed to lifelong learning, and maybe a requirement in professional bodies. Also, it is used in professional development. The employer use CPD to evaluate the needs of the employees and to carry out learning programs. HR Practitioner Assessment代写**成品
Moreover, the two fundamental developmental needs for my future career include employee relations and resourcing talent. Employee relation is critical in an HR career. The training will impart me with knowledge on employment law, including employees’ rights, issues of employment termination, and relationships. These areas will enable to progress to HR managerial roles. On the other hand, is resourcing talents, which I intend to cover employee training and development as well as performance management. The expertise will advance my career to be a human resource manager or HR development officer.
|What is a need to learn||What is need to do||Resources needed||Metrics for success||The date for completion and review|
|Employee relation||Undergo training on employment law, employees’ rights, issues in employment, problem-solving||Time to attend training||Identify employees’ rights, comply with employment law, solve employee problems||I will start on 15th July to 15th August
The manager will review my progress
|Talent sourcing||Approach to training employees, performance management||Time with employees||Ability to employ competent workers for the various tasks||20th September to 31st December
The review will be done October
|Insight, strategy, and solutions||Hands-on with the company activities||Time||Being focused company goals, committed, innovative, problem-solving||October and November
The review will be done on November
|Interpersonal communication||Experience and training||Time with employees and customers||Good communication with customers||January 2020.
The review will be the end of January
CPD Record HR Practitioner Assessment代写**成品
|Key dates||What is did||Why||What is learned||Application|
|July/August||Attended a HR seminar||The seminar aimed to update on employee relations issues||Observing employees’ rights||HR management|
|October/November||Engaged in the recruitment and selection process||To learn about talent hunting||It is not accessible to get the best talents for the job. It takes investment and time||Employee management|
|December||Did employee training||To get experience in communication||Interpersonal skills||Customer services|
I was able to make a tremendous growth in the understanding of employee relations, leadership and interpersonal communications which I was poor at the beginning of my studies. The development plan has enabled me to track my progress in skills and knowledge needed in my career.HR Practitioner Assessment代写**成品
CIPD. (2013). “Professional Map”. Available https://www.cipd.co.uk/knowledge
Ulrich, D., Brockbank, W., Ulrich, M., and Kryscynski, D., 2015. Toward a Synthesis of HR Competency Models: The Common HR” Food Groups.”