The HR Profession map is a very useful tool for all HR professional bodies working across the HR range. It’s a guide and a resource that explains what successful and effective HR professionals do in order to deliver their services effectively across the HR sector. The Map is a very useful tool that allows all HR professionals to set out a professional development plan, identifying what skills and knowledge is needed to progress. Any HR professional, either starting out, or at any level of management, can benefit from the HRPM to get an understanding of what knowledge and skills are required to personal development in one’s HR career. The map is broken into three sectors: Professional areas, behaviours, bands and transactions.
There are 10 professional areas in the Map. The map provides an overview of all main specialisms within the HR profession. Depending on the band or specialism chosen, the map allows the user to understand what activities and what knowledge are involved in each certain sector. Through the professions the Map describes how the HR individual spends his/her time and also highlights the differences among the four bands of the professional ability. It also indicates on what behaviours are most relevant to each profession.
The professions contemplated in the HR Map are:
Resourcing and talent planning: Attracting key people with the capability to create competitive advantage.
Performance and reward: Building a high-performance culture by delivering appropriate programs and ensuring that reward systems are market-based, equitable and cost-effective.
Organisation design: Ensuring that the organisation is appropriately designed to deliver objectives.
Organisation development: Ensuring the organisation has a committed, “fit for purpose” workforce that’s needed to deliver the strategic ambition.
Learning and development: Ensuring that people at all levels of the organisation possess and develops the experience, knowledge and skills to fulfil their job roles.
Employee engagement: Ensuring that the emotional connection that all employees have with their work, colleagues and to their organisation is positive and understood.
Employee relations: Ensuring that the relationship between an organisation and its staff is managed appropriately.
Service and delivery information: Ensuring that the delivery of HR service and information to leaders, managers and staff within the organisation is accurate.
While eight of the professional areas relate to different competences, different knowledge and different activities, there are two main areas that are common to all HR fields and they are called “The Core” of the HR Profession Map.
The two core professional areas are vital to all HR professions. While an HR practitioner can be focused on different specialism, the two core ones will be common to all disciplines, no matter what the HR practitioner focuses on.
The first core professional area ensures that the HR professional is contributing sustainable organisational performance and involve insight, solutions and strategy. HR professionals need to have a deep understanding of the business, the context and the organisation they work for; this will result in insights that can be put into practice and that will allow them to develop strategies that are effective and can make the most difference.
Leading HR is the second core professional area and helps that practitioner to understand what is needed in order to contribute to sustainable organisation performance. It gives the HR professional an overview of how he/she can lead and drive others, plan HR resources, manage budget and finances with a leader attitude rather than just an observer or facilitator.
There are eight behaviours that identify in detail how professionals need to carry out their activities and make a contribution to organisational success. Each behaviour is described at four bands of professional competence. Each behaviour has a series of contra-indicators which illustrate the negative manifestations of the behaviour. As stated there are eight behaviours shown on the HR Map, and they can help the user to reflect on which ones he/she shows more consistently and which ones they can improve on for personal development.
All eight sectors are equally important so therefore the HR practitioner should review all the aspects of the HRPM to identify areas of personal development.
The eight behaviours are: curious, decisive thinker, skilled influencer, collaborative, personally credible, driven to deliver, courage to challenge and role model.
Bands and transitions
The HRPM demonstrates four bands of professional competence and how to move from one band to another by describing what needs to be changed and developed to do so.
At band one the HR professional is an administration supporter, manages information and data.
At band two he/she advises or manages HR issues related to groups or individuals.
At band three the HR practitioner is a consultant or a partner who provides insights and effective solutions at an organisational level.
At band four the HR professional has a leadership approach, designs and develops organisational and HR strategies.
AC 1.1 (2) – A focus on resourcing and Talent Planning;
Resourcing and Talent planning is one of the ten professions sectors in the CIPD Professional map. It entails findings and engagement to the best talents to meet the organisational needs, making sure that the resources that the company needs to achieve its strategic goals on what’s available.
Activities at band 1:
The HR professional working in this area ensures that the organisation is able to identify and attract key people with the capability to create competitive advantage and that it actively manages an appropriate balance of resource to meet changing needs, fulfilling the short and long-term ambitions of the organisation strategy.
Develop talent acquisition and talent management strategy and plans:
Data about new hires, retention, productivity, turnover and capability has to be analysed by the HR professional to help provide advice on the right choice to fill a resourcing need.
Deliver talent acquisition& talent management plans:
Research and information capture around the best recruitment technique. (Internal or External) also on the sources of talent and recruitment networks
Assessment and selection: Support in delivering selection approaches like online tests and psychometrics.
Support in the delivery of induction process by receiving and welcoming the new employee to the business.
Administer redundancy or individual severance programmes in line with employment law, keeping appropriate records. Support affected individuals by providing relevant information about process, next steps and options.
Knowledge at band 1:
Legislation around resourcing, recruitment and exit.
How to deliver within an established recruitment plan to execute too standard and key deadlines.
How to conduct interviews and assessment centres to generate objective and fair decisions.
How to assess skill requirements.
The organisation’s need for and approach to talent and succession.
Induction and transitioning tools.
The main activities can be considered vital to the talent planning profession at band 1 are:
Resourcing all relevant HR data about new hires, retention, productivity and capability as they allow the HR professional to have an understanding of what the organisational situation is, and enables an easier talent planning process.
Another vital activity is the research around the best recruitment method and according to the precise skills that’s required for the role.
In order to perform these activities, it is fundamental for the individual working in this area of the HR profession to have knowledge of the legislations around the recruitment process and also to know how to properly asses the most significant skills that are required for the job role that they are resourcing for.
Activity 2: HR service delivery
AC 2.1 – The HR customers and their needs
It’s very important for the HR department of an organisation to know who its customers are, and what they expect from them. This is key for how to deliver the HR service.
Three customers can be identified in:
Employees: New staff, current staff and team leader’s all require clear information and fair access to training and learning activities.
Managers: One of their needs is to have staff who are able to fulfil their job and the organisation’s targets.
Senior Management: They need HR to balance the needs of the business and its workforce at a divisional or corporate level.
When different needs of customer groups conflict the HR professional should be able to prioritize them. First, the needs must be identified and classified on their urgency and importance: The most important and most urgent needs should be addressed first. If they conflict with other customer’s needs; then the HR professional should first look for any policy or procedure that might help. Nevertheless; there is often a way of meeting both needs and offering something to either party, whilst explaining which needs are most important and why, and also why the HR cannot fully meet either’s needs. Forcefulness is essential as the HR professional should show confidence when explaining why he/she choose one way forward rather than another.
AC 2.2 – Effective Communication
Effective communication is very significant for the HR function of an organisation as it increases commitment and generates conviction. Expectations from the employees, terms and conditions of employment, learning and development opportunities, policies, objectives and strategies have to be communicated to all staff in a transparent and concise way. There are three main methods of communications that can be adopted by HR.
Written: E-mails, newsletters, notice boards.
These methods allow the recipients of the communication to access information in their own time and provide a written record of a communication. However; they can be seen as impersonal and can be interpreted differently on an individual basis.
Verbal: Presentations, team briefs, appraisals and face-to-face meetings.
If the message is getting delivered with emphasis and enthusiasm the method can add weight to the message itself, however; it can be disruptive and costly in terms of time away from the workplace.
Non-Verbal: Body language in This method pairs with the verbal one, as body language, facial expressions and tone of voice are used deliberately or unconsciously in presentations, meetings and team briefings. They can all add emphasis to the message that is being communicated but they have to be coherent to what the communicator is saying with his/her voice. Or confusion on the real content of the message could arise.
AC 2.3 – Effective Service Delivery
To deliver HR services effectively the HR professional must first of all deliver on time. This means planning, organizing, prioritizing tasks and delegating when required. Everything should be planned according to key work objectives and project timelines.The delivery must also be on budget: for example, learning and development programs must be organized within the budget assigned for this purpose. The budget must be monitored and controlled in order to deliver the best service with the financial resources that are made available. The HR professional should also be able to deal with difficult customers, understanding the reason why they are so disaffected, valuing and utilising the differences in other people, and allowing for and trying to tolerate their weaknesses. Building good relationships is critical as it will help both parties to get what they need from the relationship and manage things more easily when a situation arises. In order to deliver effectively the HR professional should also be able to handle and resolve complaints. This can be dealt with by two means Formal or In-formal. With both of these scenarios it is equally important for the HR professional to make sure he/she is able to come up with a solution through talking to others and reviewing all relevant documentation.