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Employee engagement literature review
Leadership and its role in achieving organizational goals and objectives
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The CIPD profession map (see diagram below) is made up of 2 core strategies, 10 professional areas, 8 behaviours and 4 bands (levels). Band 1 would be at the start of the HR career through to band 4 at the senior level of the Hr career. The HR profession map shows all the required behaviours to be successful in a HR Career. Core Professional Areas
• Insights, Strategies and solutions – The Hr expert needs to develop an understanding of the organisation and its context. They can then use this insight (understanding) to plan a strategy and create solutions to meet organisational needs now and in the future.
• Leading HR – a Hr Professional should act as a role model and they should lead themselves and others by example through supporting,
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A Hr professional at band one should continually look for and assess for any potential improvements. They should be able to collect and analyse data and assist in agreeing change. The hr professional can then implement the changes and review and monitor them to ensure the changes remain in place and are effective.
Organisation Development – collect information and coach managers to assess data to identify potential gaps within the organisation and with individuals. Work with managers to plan for improvement put in place a plan to ensure that the values, culture and the environment of the organisation help enhance the performance and meet organisation goals. Provide feed back and advice to support employees through organisational change and collate and analyse date to assess performance against the strategy.
Resourcing and Talent Planning – Ensure the organisation has the right talent pool of employees, create succession plans and ensure recruitment policies are up to date and free from discrimination. Support and coach managers on interviews and induction plans and exits such as redundancy. Be up to date with employment law. This enables an organisation to have the staff and the talent to meet and organisational strategy both short and long
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Collect data and develop learning plans and evaluate to ensure the training is effective
Performance and Reward – Build a high-performance, ambitious culture by delivering cost effective reward programs. Identify and analyse the organisational needs to enable a strategy to be developed. Implement the reward programs and analyse for effectiveness.
Employee Engagement – ensure emotional connection between all the staff is positive and understood and aligned with the organisation. This helps employees to be happier at work and in return more productive.
Employee Relations – The relationship between the organisation and the employee should be clear and transparent and all policies and procedures should abide by any law
Service Delivery and Information – The service from HR personnel must be managed effectively and professionally through the entire time an employee is employed within the organisation
Behaviours
Curious – Look forward and focus on what might happen in the future. Be Nosey and ask lots of questions about current issues and future development. Remain willing to consider new ideas and be free of
Hailey, V. H., Farndale, E. & Truss, C. (2005) ‘The HR department’s role in organizational performance’, Human Resource Management Journal, 15(3), 49-66.
In terms of the National Career Development Guidelines, I think this activity touches upon all of the main domains. The activity address the personal demands and commitment of the career, what is needed, in terms of education and development to obtain that position, and it address the long terms implications of what is needed of the career and it’s impact on the community. Coupling this activity with a personal journal it will give the students to ability to apply the action steps of the domains so they can have a realistic idea of the their desired career path. For adults, I think the National Career Development Guidelines severs as a base for the counselor to provide specific actions to help the client. Since career counseling can be very overwhelming I think it is a great tool to use for new counselor to get an ideal of the career counseling process.
The aim of the training is a major aspect in the planning phase and execution phase. To develop the right material or tools, you need a very clear understanding about the skills or information you want the employees to have after completing the training as well. By the way, the extent of the training also affects whether you handle the training internally or send employees to training sessions through another organization or college. Here the typical training types include safety, orientation for new employees, general issues and job-specific
In creating the map the CIPD have enabled HR Professionals a way to measure their skills and experience against a standardised set of ideals and work to develop themselves in line with this to improve the effectiveness of the HR function. Through this the CIPD’s profession map defines the HR Profession.
The purpose is to develop a plan that can be efficiently used for training staff members inside the
In 2009 the CIPD first launched the HR Profession Map, developed ‘by the profession, for the profession’ based on research and
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
• Training and development - co-ordinating or delivering programmes to fit people for the roles required by the organisation now and in the future.
Career maps contain information for organizational needs and individual talents. Career mapping provides keys to questions that people should ask themselves based on experience, accomplishments, education, and
Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.
From this, and David Maister’s definition, it is reasonable for us to assume that a combination of knowledge, skills and behaviours are essential to be considered as HR Professionals. CIPD’s Profession map is a great tool which sets out global standards for the HR professional. It highlights the ‘knowledge and behaviours that HR and L&D professional need to demonstrate in order to meet requirements for professional membership’ (CIPD, 2017). The Map outlines four bands of professional competence and provides HR professionals an understanding of the activities performed within each band and a path to transition for development.
Source: CIPD. (2003) HR Survey: Where We Are, Where We’re Heading. Survey Report. Issued: October 2003, Reference: 2872, London: Chartered Institute of Personnel and Development
“Hr is shifting from focusing on the organisation of the business to focusing on the business of the organisation” (Zulmohd 2011). David Ulrich points out four distinctive roles of HR which makes the organisation most effective and produce competitive advantage. He planned to change the structure of HR function and build HR around roles. The four key HR roles identified by Ulrich, one HR business partner/strategic partner – aligning HR and business strategy which plays an important role in setting strategic direction. It builds strategic relationship with clients and strategically manages the development of the workforce. The second key role is administrative expert which creates and must deliver effective HR processes made to tailor business needs. It also involves managing people and HR related costs. To continue to the third key role, change agent which understands the organisations culture, and takes the responsibility to communicate those changes internally and gain its employees trust. The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced. Employee advocates must also “ensure fair, ethical and equitable people processes and practices.” “David Ulrich’s HR Model is about defining the HR roles and
Develop a record for each employee and meet with them every occasionally to assess their growth, deeds, and chances for development,. Measure their —strengths, weaknesses, chances, and fears. • Align conducts with goals and standards Be an case study in behaviour principle for all workers that are affiliated with the organization’s standards, assignment, and values. As a leader, be a role model and also use the goal and standards in everyday conversation with your staff.
...tisfy personal career development objectives and needs. In the next five years, acquiring experience and hands-on knowledge of human resource management is a definitive and obtainable goal.