Hr Developing Yourself



I understand that until such time as the assessment grade has been ratified by internal and external quality assurance verifiers it is not final. ————————————————- Name: Stephanie Grieve Submission date: 21/04/2013 Word count (excluding titles and bibliography): TASK: I have learnt that to be a successful HR Practitioner, you are required to hold certain attributes and skills, a great way of looking at this is through the HR Professional Map. This sets out the required behaviours, knowledge and activities.

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It is a way for HR employees to measure themselves on what level they currently operate. The HR map covers ten professional areas and eight behaviours across four bands of competence to be an effective HR Professional and develop. The core of the map “insights strategy and solutions” is the heart of any HR role. From what I have researched on the CIPD website (Published 2013) Insights, Strategy and Solutions Available at: http://www. cipd. co. uk/cipd-hr-profession/hr-profession-map/professional-areas/insights-strategy-solutions. spx last accessed: 20/04/2013 “This professional area underpins the direction of the profession as an applied business discipline, with a people and organisation specialism. ” HR are one of the most valued employees, they must illustrate knowledge of the business strategies and be aware of all employment laws and legislations whilst keeping the director informed. They work a lot like a business partner, developing solutions for both the company and the employees. The HRM supplies discipline to the employees, business direction and business finance support.

They must demonstrate no discrimination. They contribute to the goals and missions in relation to employment and maintaining interns and all staffing issues. They assist with new business idea and invent salutations for goods transport and gaining business over competitors in today economic environment, along with this they overview the budgets, company money flow and advertising. The HRM provide a lot of active leadership and professional guidance. They offer insight to the organisation as well as driving the staff.

They help organise credential for the staff and business, as well as supporting the leading of staff for the accomplishments of the organisations goals. They are also there in the absence of management. From my research on the CIPD website (Published 2013) Leading HR Available at: http://www. cipd. co. uk/cipd-hr-profession/hr-profession-map/professional-areas/leading-hr. aspx last accessed on: 20/04/2013. I have learned “The successful HR professional provides active, insight-led leadership: owning, shaping and driving themselves, others and activity in the organisation. By leadership they constantly have to develop their knowledge of technology, marketing, finance and general management to transform themselves and meet new needs and requirements of the staff and company. Although I do not currently work in a HR position, I am aware that “Resourcing and Talent Planning” is a very important role within Human Resources. They will have to research and plan short and long term recruitment plans, depending on the well the organisation is doing, but bearing in mind organisations needs and actively manage an appropriate resource scheme.

The organisation I am currently employed with has vastly grown over the last four months and has been able to budget for three new long term staff. If this continues over the next six months, they will review the organisations needs, accounts and perhaps changed the companies recruitment strategy. The organisation is not big enough for internal recruitment as of yet but this maybe something they can look at in the distant future. HRM staff must be aware of the recruitment strategies and all old and new legislations. 1.

ROLE MODEL- HR needs to present themselves in a professional manner. They must support the company but remain impartial. They must demonstrate knowledge and lead by example. 2. CURIOUS- Our HRM is looking towards the future strategies and constantly researching to seek ways to progress the employees and business as well as themselves. They are looking at ways to add value to the organisation. 3. DECISIVE THINKER- It is important to support the organisation by being able to analyse business information and demonstrate the understanding of this.

Each month our HRM has to be aware of the company’s expenditure and draw up a report for the Director, explaining decisions that have or need to be made in relation to bonus or payments owed. 4. SKILLED INFLUENCER- HRM must be able to produce a good reason/argument to have the ability to influence, change or amend the organisations strategy and receive the Director/Managements commitment and approval, in regards to the company budget or value. For our company new staff being required maybe a potential commitment or perhaps production transport for certain customers. A strong beneficial argument will need to be demonstrated. . DRIVEN TO DELIVER- For our HRM they must not be afraid to produce new business objectives or company needs. The environment of our customers may change, so for reoccurring business, we may need to adapt. HRM needs to research and deliver high standards of work/inform to refocus the business changing needs. HRM must be strong and confident to drive success. 6. COLLABRATIVE- HRM needs to prove they can not only work independently, but within a team environment too. It is important to demonstrate diversity and are able to take on and combine ideas for the organisations benefits. . PERSONALLY CREDIBLE- Is about personal presence and the ability for HRM to show the Director/Management and peers you are trustworthy and they can both approach HRM knowing there is no biased opinions. They will bring value to the organisation and staff, professionalism is a key factor. 8. COURAGE TO CHALLENGE- Our HRM shows confidence in their knowledge and skills every day. When problems arise they have the ability to speak forth and confront issues in the appropriate manner. If needed they skilfully research and produce solutions. References:

CIPD website (Published 2013) Insights, Strategy and Solutions Available at: http://www. cipd. co. uk/cipd-hr-profession/hr-profession-map/professional-areas/insights-strategy-solutions. aspx last accessed: 20/04/2013. CIPD website (Published 2013) Leading HR Available at: http://www. cipd. co. uk/cipd-hr-profession/hr-profession-map/professional-areas/leading-hr. aspx last accessed on: 20/04/2013. Bibliography; Human Resource Practice Textbook 5th Edition, 2010 Malcolm Martin, Fiona Whiting and Tricia Jackson. CIPD website HR Professional Map (Published 2013) http://www. cipd. co. uk/cipd-hr-profession/hr-profession-map


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