This report aims to identify the role of the CIPD’s HR Profession Map in defining the HR Profession. It will focus on 3 things, the CIPD profession map itself, the 2 core professional areas as well as the behaviours featured on the map and finally why HR professionals need to be able to manage a variety of situations in relation to the map. “The CIPD Profession Map sets out standards for HR Professionals around the world: the activities, knowledge and behaviour needed for success” (CIPD, 2015) The map was developed by the CIPD in conjunction with professionals and organisations around the world and is made up of the following 3 sections: • 4 Bands or Transitions - relating to the levels at which practitioners are working at or should be working …show more content…
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. First it is important to identify what a profession is. A profession is a paid occupation which has involved extensive or prolonged training to equip individuals within the area with skills, knowledge and competencies which provide them with the expertise they need to support their organisations. Armstrong and Taylor in particular define professionalism in general as “the conduct exhibited by people who are providing advice and services that require expertise and that meet defined or generally accepted standards or behaviour.” (Armstrong & Taylor, 2014). This is perhaps the most relevant definition for the HR Professional. They go on to state that the work done by such a professional can be identified by its link to framework or core concepts which demonstrate the extensive training such an individual has received (Armstrong & Taylor, …show more content…
Therefore it can be argued that it is important for individuals at this level to be able to react and make relevant and appropriate decisions efficiently in relation to the information they have available to them. They must be able to draw on their knowledge of the organisation and their HR knowledge and experience to provide the best advice/decision possible to ensure that the business needs are met in line with best practice where
Depending on whom you ask, profession could be defined in many different ways. The first approach to defining profession is from Catalano (2012), profession is, “A type of occupation that meets certain criteria that raise it to a level above that of an occupation” (p. 4). Catalano (2012) says that professions have a certain amount of power, have a code of ethics, and have a high intellectual level among many other things. The second approach to defining profession I found was from Morris Cogan. Cogan (1955) believes that there is no definition to profession. He says that you can go to multiple dictionaries and none of them will be identical. “To define profession is to invite controversy” (Cogan, 1955, p. 105). The third and final approach
What does it mean to be a profession and a professional? A profession is more than a job, it is a career for someone that wants to be part of society. A professional is someone who is competent in their chosen sector and/or career and maintain
Based on Elizabeth H. Gorman and Rebecca L. Sandefur’s article, a ‘profession’ encompasses four key traits. The first is that a profession is based on expert knowledge. This can be interpreted as a codified information database, based on scientific research or moral thought, which provides guidelines on how professionals can implement this knowledge to real-world situations (Gorman and Sandefur 2011; Jonathan V. Beaverstock, James R. Faulconbridge, and Sarah J. E. Hall 2009). Moreover, to internalize the knowledge of a profession requires great time-investment (Dinovitzer 2016). In reality, there are bound to ambiguous situations when the formal body of knowledge cannot be solely relied upon for coming up with a solution. Rather, Gorman and Sandefur suggest how professionals in these scenarios apply their solutions based on their own experience that has accumulated over time (2011). Essentially, a formal body of knowledge does not possess the answer to every problem that arises because these are human interactions at the end of the day. Instead, professionals collect reference points from day-to-day experiences at work, that can help them come up with a solution in an ambiguous situation, when the ‘textbook’ does not suffice. All in all, expert knowledge is one
Professionalism is defined as one's conduct at work. The quality of professionalism is not restricted to those in occupations with high level of education or high earnings. Any worker regardless of their level of education or occupation should demonstrate a high level of this trait (About.com, 2013). Acting professionally at workplace makes others think of you as reliable, respectful, and competent.
What is a profession? According to the Army White Paper, The Profession of Arms “Professions produce uniquely expert work, not routine or repetitive work”. It is instilled in our mind from the moment we raise our right hand “I am an expert and I am a professional” it is as much a part of who we are as the blood that runs through our veins. During Basic Combat training (BCT)
In 2009 the CIPD first launched the HR Profession Map, developed ‘by the profession, for the profession’ based on research and
• Leading HR – a Hr Professional should act as a role model and they should lead themselves and others by example through supporting,
As can be clearly seen definition of the profession consists of seven components. They are: knowledge, control over training and education, registration, selfless service, a code of ethics, sociali...
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
“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
Reed, S. M. & Bogardus, A. M. (2012). PHR/SPHR Professional in human resources certification study guide. (4th ed.). Indianapolis, IN: John Wiley & Sons.
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR: Professional in human resources certification study guide (4th ed.). Indianapolis, IN: Wiley Publishing, Inc. ISBN-13: 9781118289174
In recent times, Human Resource Professional has faced a growing number of challenges in responding to the needs of the contemporary workforce and attempting to win “The War for Talent”. These include globalisation, increasing workplace diversity, technological change and an aging workforce among others. This essay will attempt to show that the three most pressing concerns the Human Resources Professional faces today in satisfying the needs of the contemporary workforce are those, of addressing skill gaps, ensuring employee wellbeing and adapting to increased workplace diversity. Companies will need, to address these three areas; in order to become “Employers of Choice”, meet the needs of their employees and achieve their Strategic Human Resource objectives and ultimately succeed in “The War for Talent”.
Competency mapping the buzz word in any industry is not complicated as it may appear. At the heart of any successful activity lies a competence or skill. In recent years various thought leaders in business strategy have emphasized the need to identify what competencies a business needs, in order to compete in a specific environment. Competency mapping is a strategic (Mily Velayudhan T.K, 2011) HR framework for monitoring the performance and development of human resource in organizations.
According to him, competency-based leadership development does not just drift, however it intentionally focuses on clear career aspirations. Meanwhile, he stressed that disciplined approach to career growth will enhance the organization's performance. Lucian Cernusca and Cristina Dima (2007) in their research essay explained the concept of competency and how competency is linked to performance and one‘s career development. The authors also look into some models of competency mapping and appraisal tools for performance management. A business might possess extremely capable human resources, but they might not work on the position that suits them. This is where competency mapping and the appraisal tools come to help the HR experts choose who should work on what