1. Developing Professional Practice (5DPP)
GOSH WEEKDAYS
Tristan Callaghan

2. 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

3. 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

4. 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

5. CIPD HR Professional Map
Click here for the Map

6. 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

7. 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

8. 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

9. 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)

10. Four Circles of Influence
Across the organisation
Self
Teams
Upwards

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

12. 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.

13. 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

14. 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

15. 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)

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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.

23. Assessment: Activity 2
Self-assessment - CIPD Associate Membership criteria (4.1)
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) -

24. 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

25. 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

26. 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

27. 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

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

29. Kolb’s Learning Cycle (1984)

30. 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

31. Activity 3: Continuing Professional Development (CPD)
Encourages you to take control of your own learning and development
Reflection
Action

32. 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
???

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