Activities that a Practitioner will Undertake at Either Band 1 or 2

How to Develop Yourself to Become Effective as a Human Resource Practitioner

The report addresses and summarizes the CIPD Profession Map and the CPD Map. It describes the ways to know the skills and knowledge expected to become a professional HR practitioner, deliver timely HR services and to reflect on my practice and develop personally.

The first activity involves the delivery of both service and information promptly. The practitioner is expected to ensure a client-focus and excellent delivery of the HR services. Throughout the whole employee development, the process needs to be exceptional and cost-efficient.  The organization must have significant analytics to allow improvements of the businesses first. The practitioner needs to spend more time to give and manage data and give facts to prove the efficiency and offer satisfaction.

For instance, following band one, it is essential for an HR practitioner to find out the customer needs. It will work best to enquire the accurate requests and collect enough information to know what is necessary. When the data is with you inform your manager to check on the arising issues or complaints. Since there will be a need for guidance and support, the practitioner needs to form service tactics. The existing technology can give useful and relevant content to determine the solutions. So look forward to keeping a continuous service quality at all times for all team.

Concerning the role of HR manager, one needs to plan the resources and talents for the organization to achieve the set objectives effectively. There should be the right resources, competence, and expertise to attain instant and considered drives currently and future. The essential areas should never get overlooked since the skills add importance to the customers. The actions can get discussed with the managers and the applicants to get recruited.

Under band one, a practitioner needs to check the resource already acquired and developed plans or approaches to managing the skills. There is an immediate need to gather and order information concerning the recruits and possible gaps. The managers also need some assistance to identify the capabilities required for work now and in the future. The HR Practitioner has a role in putting more focus on support the client with direct and future issues.  Although, proper advice to the management and related problems an to the team members must get solved.

Every professional HR needs to show precise knowledge of the assessment process and be ready to give solutions. For this activity, an HR Practioner needs to know the organization’s design. The professional should make sure the design is proper to provide maximum effects for both short and long-term. Also, there is a need to act like a role model to grow the needs of the business and attain the goals (Swailes 2013). The client, however, needs to get served with the most flexible selections but with appropriate recommendations.

Regarding the necessities in Band 1 of the HR Map, and looking at the behaviors here, an HR Practioner must measure the current requirements and working models of the business. There is a need to repeatedly search for the potential areas having effectiveness and developments as per the design of the organization.  You must be skilled in designing ways to collate data from the structure, liabilities, and durations to offer support. The information should be handled correctly, implemented and reviewed with the colleagues. From the provided analysis, describe the best ways it will possibly impact the changes and planned investments.  However, there is a need to remain flexible with the discussed approaches and pay attention to the new ideas. With all that, get into an agreement on the top way onward.

Examples of knowledge that an HR practitioner will be expected to show either at band 1

Due to the significant evolution in the HR industry, to solve the arising concerns on professionalism, a practitioner must have some knowledge (Wooten 2001). From the initial stages of the practice progress, personnel management is one of the particular requirements. There is more precision given to the expectations and standards from the higher body of the specialists. The know-how is enough to define an effective HR, and an organization can tell the value the individual will add.

Secondly, an HR Practioner needs to be personally credible to help in developing and implementing the detailed solutions. There is a need for adequate research to know the suitability to each possible risk. In this manner, an individual can form capability and competence with inspired professionalism. The organization becomes guaranteed of receiving effective ways to handle arising matters.

The HR practitioner also needs to remain collaborative with a continued interest on ways to align with challenges to the business. The many specific organization’s related activities would require strategic handling with unique ideas. So a professional needs to contribute the to how to overcome the challenges extensively to ensure the business expands (Boudreau and Cappelli 2015). In this situation, the managers will define what good practice means to productivity. Many others have suggested that working together is functional to the in organizations to reach its goal. The HR should manage across and upwards by supporting all organizations levels.

Every organization needs an HR practitioner to know the HR theory as pointed out by Ulrich (2013).  The system supporting the work must be explained theoretically to bring positive outcomes. Regardless of this, there is a necessity for some of the reasoning during the daily operations to achieve the goals. One of the actions an HR practitioner needs is to be a skilled influencer (Stewart, 2003). The HR professional needs to show the capacity to impact and acquire the required assurance and support from different investors to reach the value. Secondly, the individual needs to be very curious and has a focus on the future. By being highly speculative and flexible, you must find the developing and advanced ways to gain worth to the business. Additionally, one should have the self-motivation to deliver as expected by the company. So there is a need to show willpower, inventiveness, and drive to produce the quality results to the entire organization and the team (Wooten, 2001).

A look at the insights, strategy and leading HR are relevant to all practitioners (Evetts, 2013). Firstly, the three when given priority and made around a deep understanding of an organization’s needs will be useful to the job role. The activities here creates a clear picture of what revolves around the business and outside. Therefore the practitioner can analyze ways to make sure they add to proper performance. Such a professional area reinforces the idea the job is realistic to business discipline and bring what is needed to improve relevant insights (Wong, 2014).

One of the things I learned as I prepared for the project is enhancing my relations with team members. I was able to grow my career considerably and had an understanding of the employment laws and relationships. I learned about the CIPD profession map and its need of the knowledge areas of the HR personnel.  The CPD is necessary to help in advancing from one HR position to the managerial position. The other thing is the employee and employer relations importance. The sound knowledge here will help me transition well to the more senior position.

References

Boudreau, J. (2015). Will HR’s Grasp Match Its Reach? An Estimable Profession Grown Complacent And Outpaced. Organizational Dynamics. Vol. 43, No. 3, Pp189–197.

Cappelli, P. (2015). Why we love to hate HR and what HR can do about it. Harvard Business Review. July/August. Resource Management. Vol 42, No 3. Pp57–71

CIPD Code of Professional Conduct, London: CIPD, [online] https://www.cipd.co.uk/about/what-wedo/professional-standards/code [accessed 27 January 2017]

Evetts, J. (2013). The Sociological Analysis Of Professionalism: Occupational Change In The Modern World. International Sociology. Vol. 18, No. 2, Pp395–415.

Stewart, J. (2003). The Ethics Of HRD.’ In Lee, M. (Ed.) HRD In A Complex World. London: Routledge, Pp. 83–99.

Swailes, S. (2013). The Ethics Of Talent Management,’ Business Ethics: A European Review, 22: 32−46.

Ulrich, D., Younger, J. Brockbank, W. & Ulrich, M.D. (2013). The State Of The HR Profession. Human Resource Management. Vol 52, No 3. Pp457–71

Wong, W. (2014). Wherefore Human Standardization? Second Annual National HR Standards Rollout. HR Future. August. Pp25–7.

Wooten.C. (2001). Ethical Dilemmas In HRM: An Application Of A Multidimensional Framework, A Unifying Taxonomy, And Applicable Codes. Human Resource Management Review. Vol. 11, No. 1–2, Pp159–75.