Developing Professional Practice (5DPP) GOSH WEEKDAYS Tristan Callaghan

Learning Outcomes Understand what is required to be an effective and efficient HR professional Be able to perform efficiently and effectively as a self- managing HR professional 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 Be able to apply CPD techniques to construct, implement and review a personal development plan

Learning Outcome 1 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

What is a (HR) 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

What is the HR Professional 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 4 Delivering fundamentals Adviser, issues led Consultant, 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

Learning about the profession So when could you use the HRPM? Position Yourself against the map Seeking a promotion Building a case for development Looking for a new job Developing specialist expertise Learning about the profession Interview preparation Preparing for an appraisal or review

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

Professional areas and behaviours 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)

Four Circles of Influence Across the organisation Self Teams Upwards

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

Four Concentric Circles Actions/Behaviours Self 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.

Learning Outcome 2 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

Implementation of a Project - Considerations 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

Identification of barriers Planning and Doing Benefits of planning Minimise risk / manage risk Early identification of issues Determine cost/resource requirements Determine timescales/ accountabilities and resources Provide a structure for all to work towards Everyone knows their responsibilities Identification of barriers Resistant to change (solutions – L&D; consultation/involvement) Lack of resources (solutions: temporary staff, examine skill mix) Cost/budgetary (solution: down-scale, be more realistic, identify cost savings Not the right time (solution: insights/ information is vital in building case)

Problem Solving/Creative Thinking Planning and Doing Problem Solving/Creative Thinking Creative evolution Creative synthesis Creative revolution HR Profession Map 10 professional areas 8 behaviours

Learning Outcome 3 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

Teamworking Forming Storming Adjourning Performing Norming Undeveloped Working as individuals Storming Aggressive Conflict Adjourning Evaluation Networking Performing Openness Flexibility Norming Consolidating Utilising resources Bruce Tuckman, 1965

Relationships Thinking Doing Belbin’s Team Roles 1981 Co-ordinator Teamworker Resource-investigator Thinking Plant Monitor-evaluator Specialist Doing Implementer Shaper Completer-finisher . Belbin’s Team Roles 1981

Resource Investigator Implementer Disciplined Practical Plant Creative Imaginative Co-ordinator Mature Confident Completer-finisher Conscientious Driven to deliver Specialist Dedicated Self-starting Teamworker Co-operative Diplomatic Shaper Dynamic Challenging Monitor-Evaluator Strategic Discerning Resource Investigator Enthusiastic Exploratory

Influencing/negotiating Political behaviour – influencing/negotiating Political behaviour Empire building – focused on own agenda Jobs for the boys/individuals – know who they will appoint/’presenteeism’ Cliques or alliance building Who you know – not what you know Same people receiving bonuses – who they know, organisations produce and develop clones Influencing/negotiating Determining stakeholder needs Openness and transparency Identify initiatives/policies – expansive involvement Initiative/policies – highlight business benefits – how policies can cut costs, attracting talent Collaborative behaviour to increase knowledge, build networks and alliances 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.

Assessment: Activity 2 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/

4.1 Self-assessment - CIPD Associate Membership criteria Role, tasks and duties undertaken Knowledge and behaviours needed for the role Relationships with stakeholders Impacts and measures – add value provided

4.1 & 4.2 Self-assessment - CIPD Associate Membership criteria 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) On the job training In-house development programmes 3 Coaching 4 Internal knowledge sharing events 5 Conferences/workshops 6 E-learning 7 Education courses 8 Job rotation/secondments/enrichment

L&D Methods: Advantages/ Disadvantages E-learning Flexibility – enables individuals to do within their own time Cost savings – in terms of trainers/resources Can be blended with other types of learning Good for virtual teams – operating globally Hard to tailor for individual requirements Lack of interactions Need the infrastructure Coaching Tailored to the individual Focus on specific skills No set timescales – flexible in terms of time Hard to evaluate success Can be expensive – particularly external coaches On the job learning Real life experience Relatively inexpensive Tailored 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

Learning Styles: Honey and Mumford 1988 Honey and Mumford (1988) VAK Pragmatist Theorist Reflector Activist VAK Visual Auditory Kinaesthetic

Kolb’s Learning Cycle (1984)

Impact on learning needs/styles L&D Methods: Advantages/ Disadvantages/ Learning Style 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/resources Can be blended with other types of learning Good for virtual teams – operating globally Hard to tailor for individual requirements Lack of interactions Need 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 individual Focus on specific skills No set timescales – flexible in terms of time Hard to evaluate success Can 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 inexpensive Tailored 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) Encourages you to take control of your own learning and development Reflection Action

Resources/ Support Needed Success Criteria/ Target Date CPD 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 updates Attend seminar courses Undertake 5ELW unit on employment law Time, money (employer), internet access to study June 2013. Advise managers on 3 pieces of legislation ??? http://www.cipd.co.uk/cpd/guidance/examples/example5.htm

Conclusions To help your learning and understanding provide key conclusions/learning points from the session ? Consider areas for further development