Activity 1 (part 1 of 2)
(Note: The CIPD Human Resources Profession Map (HRPM) can be accessed at: www.cipd.co.uk/cipd-hr-profession/hr-profession-map/explore-map.aspx )
Write a report in which you:
Briefly summarise the HRPM (i.e. the 2 core professional areas, the remaining professional areas, the bands and the behaviours)
The (Human Resources Profession Map (HRMP) is designed to show what best practice might look like within all areas, and across all levels of Human Resources (HR) and Learning and Development (L&D).
Information on this map is shown (below) by a circle made up of a core and 3 layers, and also 4 bands which are displayed to the side.
Starting from the core, I’ll work my way out through the layers to the outer edge
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This involves a degree of event and people management, but essentially I must be able to provide the knowledge that the organisation needs in a digestible format.
6.11.2. Continually seek ways to improve learning and talent development activity to best meet individual or managers requirements.
In a global organisation with a range of different needs and cultural approaches, flexibility from the trainer is imperative, as is the need to change and adapt where required. It’s important to address the immediate but also longer term needs of learning and development across my organisation and analyse these in tandem with HR and the teams themselves to develop a strategy for improvement that fits in with the organisational, as well as team objectives.
6.9.1. Advise colleagues and managers on the best use of innovative learning technological solutions to improve capability For me, this is about keeping costs down. There is now a wealth of fantastic training tools and knowledge available to us for free, and if I have a good knowledge of this, and of how our in-house systems can cope with delivering or adapting these, I can save time and money for my colleagues. 6.33.2 How to identify and demonstrate tangible business and performance benefits from learning interventions This area is vital to maintaining the reputation of the team within the company, and to be seen as a team who are working with the organisational direction and not against it. It’s important
The CIPD HRPM is a developmental tool that sets out activities, behaviours and guidelines to become a successful HR Professional. Without a Human Resources team, many companies would fall apart. By HR professionals following the guidelines set by the profession map, this would assure that any organisation would be sustainable and successful.
As part of the HRDNI process, learning development and training opportunities support the organisation achieving the organisations strategies as it can help to improve organisational, team and individual performance ( Armstorng and Baron 2002 cited in Neale 2004).
The organisation can benefit from individual learning and development because when members of staff leave, the organisation will have in-house replacements ready to fill essential job roles, ensuring they continue to run efficiently.
Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.
Learning from each other - Everyone has their own individual approach to changes and by working together and learning from each other, they are able to view the situation from a fresh perspective and it gives them the chance to be flexible and innovative with their approach.
The report will discuss the CIPD HR Profession Map and how the framework and standards within it define a HR professional. The professional areas, the bands and the behaviours will be outlined and the two core professional areas as well as two behaviours will be evaluated to explain how they uphold the concept of ‘HR Professionalism.’ Examples from the knowledge and activities in band 2 will be used in support.
HR professionals have to think carefully about what they are doing in the context of their organization and within the framework of recognised body of knowledge. They have to perform effectively in the sense of delivering advise, guidance and services that will help the organisation to achieve its goals.
The HRPM is a visual illustration of the activities, skills and behaviours required to be effective in an HR role. It based on information and best practice shared globally by HR professionals. Many organisations around the world now use it to benchmark their HR capability.
I will explain, with related examples, why HR professionals are required to manage themselves, groups and teams, manage upwards and across the
This report sets out to describe the HR professional map and identify the skills, behaviours and knowledge in Band 2 that I consider most essential in the Employee relations role.
My report briefly summarise the CIPD Profession Map, then I would like to make comment on the activities and knowledge specified within one professional area first. The second part my report will outline how an HR/L&D practitioner should ensure the services provided are timely and effective.
Training transfer means that learners are able to “transfer” their knowledge and skills learned in a training session back to their jobs. The importance of training transfer cannot be overemphasized. Organizations spend billions of dollars each year on training, yet only a fraction of that investment results in improved performance if training transfer is not supported by stakeholders (i.e. any individual or group that has a “stake” in the transfer of training). These include managers, peers, customers and the employer. Stakeholders also assume responsibility for supporting transfer.The goal of training is not simply to gain knowledge and skills, but to transfer learning into performance, which in turn leads to improvements in agency results. Training transfer is not an event; it is a dynamic and complex process that requires planning. The use of effective transfer of training principles can help maximize the effectiveness of training
To create a professional HR development programme that is fit for purpose and valued within MOD, and an internal means of communicating with and encouraging debate within the professional community – website, journal etc. A greater ability to lead the wider engagement with senior management. The ability to really influence the way in which our new HR community can work holistically, non heirarachically in order to deliver an even better service to the business. To include the potential for greater use of the centre of excellence approach in the new HR architecture – how that can really work. A real and practical ability to understand and make the links clearer