1. Certificate and Diploma in Human Resource Management
11/11/2018

2. Learning outcomes of the unit
Understand what is required to be an effective and efficient HR professional
Be able to perform efficiently and effectively as an HR professional
Be able to apply CPD techniques to construct, implement and review a personal development plan
It would help if you could bring your laptops into class, you will have wifi access and will be able to complete some of the activities in your groups. Give out the assignment and go through the requirements
11/11/2018
session 2 DVP

3. Developing professional practice
Understanding of the knowledge skills and behaviours required by HR professionals
HR profession map (HRPM)
Thinking performer
Enable learners to assess own strengths and identify continuing professional development
This unit is designed to enable you to develop a sound understanding of the knowledge, skills and behaviours required by human resources professionals, whether in a generalist or specialist role and as described in the CIPD HR profession Map (HRPM)
The unit embraces the “thinking performer” perspective and covers the competencies needed by the HR professional in a personal capacity, when collaborating and working with others, and when functioning efficiently and effectively in an organisational context.
The unit will enable you to assess your own strengths and identify a continuing professional development (CPD) plan, based on the capabilities required for ethical, business focused and interpersonal professional conduct.
11/11/2018
session 2 DVP

4. http://www.cipd.co.uk/hr-profession- map/explore-the-map.htm
Professional map
map/explore-the-map.htm
You can use the map to identify where you are in the wheel and what CPD you need to move you forward:
CIPD website has a wealth of resources which you can use to help you to develop your professional practice, in particular they have designed a “professional Map” which you can customize for yourself, my map. You don’t need to do this for the assignment but it might help you think about any development you might need.
11/11/2018
session 2 DPP

5. The HR professional Three types of professional action Administrative
Advisory
Executive ? What are they
Being professional – what do you think it is?
According to the CIPD and the role and contribution of the HR professional there are three types of professional action:
Administrative, advisory and executive –
what roles do you think they have?
What do you think being professional is? Groups discuss and feedback
Being able to manage yourself, managing in groups or team, managing upwards, managing across the organisation, how these roles interact. CIPD code of conduct, CSR, role modelling, professional behaviours – all described in the MAP
With regard to the customer and stakeholders for the HR professional: determining customer expectations and priorities, using judgement to meet conflicting customer demands, creating and sustaining customer relationhsips, valuing customer complaints as a mechanism for enhancing service performance
The skills of collaboration and conflict resolution, the roles required for effective group/team operation, proactive and positive leadership

6. HR professionals Strategic partner Administrative expert
Employee champion
Change agent (Ulrich 1998)
In many organisations the personnel dept was essentially an administrative support function, which focused on expert knowledge, procedural efficiency and compliance and was perceived as being remote from business performance issues. The emergence of strategic HRM and the emphasis on its contribution to the achievement of business goals has been perceived by many practitioners as an opportunity to “raise their game”.
In order to overcome the traditional marginalisation and poor reputation of the personnel function, David Ulrich (1998) proposed that HR professionals should become more proactive and strategic, in other words become “business partners” through the adoption of four key roles.
Strategic partner – working with senior and line managers in strategy execution. HR should identify the underlying model of the company’s way of doing business, i.e. the organisational architecture, and undertake regular audits in order to identify aspects in need of change
Administrative expert: improving admin processes often through the application of technology in order to improve efficiency of the HR function and the entire organisation
Employee champion- ensuring employees are engaged, feel committed to the organisation and contribute in full
Change agent – building the organisations capacity to embrace and capitalise on change by shaping processes by helping an organisation identify key success factors and assessing its strengths and weaknesses, such as in Organisational development interventions
11/11/2018
session 2 DPP

7. Some problems
Ulrich suggests that the HR function needs to fulfil all four roles
HR professionals aspire to the strategic role and change agent role
Business orientated performance outcomes – minimised the role of employee champion
Although Ulrich suggests that HR function needs to fulfil all four roles, evidence suggests that HR practitioners are more likely to aspire to the strategic roles of strategic partner and change agent rather than the more operationally focused roles of administrative expert and employee champion.
Survey findings in the UK (Cipd )show that a third of HR practitioners see their primary role as strategic partners rather than that of employee champion or administrative expert.
There is also the danger that the emphasis on the achievement of business orientated performance outcomes has minimised the contribution of the employee champion role and obscured the importance of employee well-being in its own right, however the neglect of people-centred roles can have a negative effect on the sustainability of organisational performance.
11/11/2018
session 2 DPP

8. Human resource competencies
The Thinking Performer
CIPD profession map:
profession/hr-profession-map/
CIPD now see the professional HR manager as having a range of competencies – as shown on the MAP – behaviours they see the professional as a “thinking performer” not just doing the job but actually contributing to the positive reputation of the company for efficiency, service delivery, trust and reliability
Refer students to Thinking performer article Francis and Keenan The changing face of HRM first 3 pages, which is on BeProActive page
Ulrich and his colleagues go further and develop a model for HR competencies (behaviours), this is the basis for the professional Map on the CIPD website.
Ulrich's HR competencies paper is on BeProActive
Now you need to do your own research in order to complete the first task
11/11/2018
session 2 DPP