ICS Learn: CIPD Level 5 Diploma in HRM (R43-L5DIPOL2)_Unit 1 – Developing Professional Practice

Contents
1.0 What is HR professionalism?..3
1.1 CIPD Code of Ethical Conduct4
1.2 Purpose of the CIPD Profession Map (2013)..4
1.3 Element 1 - Performance and Reward..4
1.4 Element 2 - Learning and Development5
1.5 Element 3 - Organisational Development5
1.6 Conclusion..5
2.0 What is a Team?5
2.1 Team Dynamics.5
2.2 Conflict Resolution Method 19
2.3 Conflict Resolution Method 29
3.0 Definition of Project Management and My Project.10
3.1 Problem Solving Skill 111
3.2 Problem Solving Skill 211
3.3 Influencing, Persuading, Negotiating..12
4.0 Self-Assessment and SWOT Analysis13
4.1 Task 1 - My Continuing Professional Development (CPD).14
4.2 Task 2 – My Professional Development Plan (PDP)..14
Appendices15
Appendix 1 – My current CPD Log15
Appendix 2 – My Personal Development Plan16
Reference Page18
Bibliography..20

1. What is HR professionalism?
   Only by having a clear understanding of the role and contribution of Human Resources, can one
   begin to appreciate and understand what is required to be an effective and efficient HR Professional.
   According to research carried out by David Ulrich (1997) there are four important roles:-
   Figure 1 -Dave Ulrich Model of HR Roles. (Mettl blog, 2016).
   The model shows that all these key roles need be achieved for HR professionals to add the greatest
   value to a business. They must focus on both the strategic and the operational aspects.
   “To adapt to the demands of a changing global marketplace, HR is increasingly required to span the
   boundaries between its function, the organization as a whole, and the dynamic environment within
   which it operates.” (Lawler, E.E. and Boudreau, J.W. 2015)
   It is important to keep learning and developing, to ensure current thinking and knowledge is
   maintained with regards to employment law, tools to do the job, best practice, etc.
   Figure 2 – (Dpgplccouk, 23rd July 2013)
   This matrix defines four groups of people and shows the Thinking Performer is the most effective HR
   Professional. They are efficient in their approach and deliver on performance and results. They
   reflect on decisions and outcomes and ask themselves if they could do things better. To put it simply,
   to be able to think as well as do.
   1.1 CIPD Code of Ethical Conduct
   As with most professional organisations the CIPD have a code of ethical conduct and expect all
   members to adhere to this to ensure that high standards are met. The code articulates their values,
   and in doing so, defines the desired behaviour for HR professionals. The CIPD makes HR professionals
   credible and respected.
   1.2 Purpose of the CIPD Profession Map (2013)
   This maps out the core behaviours that are needed to be successful, breaking it down into 10
   professional areas, 8 behaviours and 4 bands of professional competence.
   Figure 3 – The 2013 Profession Map. (CIPD, 2013)
   1.3 Element 1 - Performance and Reward
   I see myself as Band 3 as I have implemented some performance and rewards strategies within my
   company as we were experiencing a relatively high turnover in the Production Team.
   Production staff were paid at a one size fits all flat rate (National Living Wage); after consultation with
   the CEO, Production Line Manager and HR, I encouraged a development plan for key skills within the
   area and put pay bands in place. Now the pay rates reflect skills, knowledge and capabilities, the pay
   process is transparent, and employees know, the more development they embrace, the higher the
   pay band and ultimately pay they receive.
   Introducing the above has also helped us to ensure a multi-skilled workforce and identify succession
   planning. I am delighted to say staff turn-over has reduced.
   My approach demonstrated ‘Employee Champion’; I believe that this is an important characteristic of
   the HR Professional.
   To develop to band 4, I need to do the following: -
   · Become a confident leader
   · Trust in my capabilities and have more confidence
   · Ask for feedback from managers on how they felt I handled situations and what I could have
   done better
   · Become a Thinking Performer
   I believe that this will come as I develop my skills and the managers trust in my capabilities.
   1.4 Element 2 - Learning and Development
   I believe that I am Band 2. I understand how important learning and development is to a business,
   and I partner, support and coach managers and employees. I want the company to work towards
   becoming a learning organisation, embracing development opportunities that enables growth and
   performance. I have introduced a comprehensive induction plan for new starters.
   To progress, I need to further develop in being able to ascertain the learning needs of the employee
   and to match any learning and development to fulfil the short- and long-term objectives of the
   business. Again, to be a confident leader and a champion and be able to challenge and influence the
   Leadership Team.
   1.5 Element 3 - Organisational Development
   I see myself as Band 2. I collaborate and work with managers and do background research and
   analyse data. I have the capability to identify obstacles to progress and grow and work on solutions,
   i.e. I introduced and conducted an annual Employee Engagement Review (EER), soliciting feedback
   on what work works well and areas for improvement. It is then a matter of implementing changes to
   improve / remove obstacles to progression or even just tidying up small irritabilities that annoy staff,
   i.e. replacing a fridge as the milk kept going off!
   I believe it is of paramount importance to listen to employees and act on their feedback and the EER
   helps us to do this.
   To progress to Band 3, I need to facilitate and identify critical factors to help with the organisational
   development. I will work with the HR Manager more closely on this and ask her to give me tasks that
   will enable me to develop.
   1.6 Conclusion
   This map is extremely useful, it enables me to identify the skills and behaviours I currently have and
   the ones I need to develop and plan personal growth. By understanding this, I can set myself clear
   targets to work towards, to increase my knowledge and skills. Learning and Development is
   important to me as I would like to specialise in it.
   2.0 What is a Team?
   "Teamwork is the ability to work together toward a common vision. The ability to direct individual
   accomplishments toward organizational objectives. It is the fuel that allows common people to attain
   uncommon results." --Andrew Carnegie (Proofhub. 2017)
   HR directly supports and influences productive team-working by understanding how teams are
   organised. Defining clear purpose and goals, measuring performance and rewarding team excellence.
   Using tools and theories such as ‘Storming, Norming…..’ as defined by Bruce Tuckman
   (Mindtoolscom, 2019) helps HR to promote understanding of team behaviours and share knowledge.
   2.1 Team Dynamics
   Group dynamics is the study, analysis and understanding of the behaviours and psychology
   surrounding group interactions. (Hrzone.com 2013)
   The team dynamics can be affected by various factors, including: -
   · Leadership
   · The structure of the group
   · Communication
   · The nature of the individuals in the group
   In 1981 Belbin (Belbincom. 2019) carried out research on team effectiveness. The outcome of this
   research was 9 different roles that describe a ‘winning team’

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