The paper "Evaluation of an HR Professional" is an outstanding example of human resource coursework. The field of human resources is constantly changing towards supporting managers deliver sustainable organizational capability and performance. This is a divergence from the past where managers were expected to manage their people. The CIPD HR Professional Map gives a standard for both HR professionals and HR function such that success is registered. Briefly, the CIPD HR Professional Map is a detailed view of how HR contributes to organizational success now and in the future. It addresses what Human Resource professionals do across the HR field.
It further expounds on skills, behaviour, and knowledge needed to succeed as an HR professional. CIPD HR Professional Map delivers a flexible framework owing to the fact that HR roles and career path vary. This paper is divided into Assessment activity one and two. Assessment activity one Evaluation of an HR professional In the present society, Human Resource function determines the performance of an organization in both the short run and long run period. Through greater specialization, HR professionals would be able to realize organizational performance, which is a wider agenda.
In the area of organizational development, businesses often reorganise themselves or develop new ways of doing business consequently putting pressure on HR professionals to bring about change (Ulrich, 1997). The section of employee engagement also requires a specialist to analyse data with a view of understanding what really motivates employees. This means that an HR professional must be able to bring change strategies. The capacity to link change to the strategic needs of an organization plays a critical role in minimising employee dissatisfaction and opposition to change.
CIPD HR Professional Map gives other eight specialist areas and the requirement to take up such a specific function. In the area of strategy, insights, and solutions, an HR professional is required to develop their individual understanding of organizational goals and how the HR function works towards reaching the goals. In order for HR practitioners to be effective, the CIPD HR Professional Map lays out necessary behaviours. Some of these behaviours include curiosity, decisive thinkers, skilled influencer, collaborative, role model, personal credibility, and courage to challenge.
There is a belief that banks collapsed during the global financial crisis following the inability of HR professionals to challenge the situation at that time. The map outlines that a person exhibiting courage and confidence must be able to speak up and challenge resistance or unfamiliar situations. This is one of the ideals necessary for effective execution of the role of the HR professional. At an entry level, an HR professional makes use of questions to explore and appreciate other people’ s view. On the other hand, an HR director plays the role of a mirror challenging actions, which are not consistent with the values and beliefs of the organization. The four concentric circles of HR professionalism Managing self This revolves around the ability of an HR professional to handle energy, thoughts, feelings, learning, career, in addition to commitment and motivation.
Duties of a human resource professional are within the social context of relating to people. It, therefore, means that a person would always attempt to be on the best behaviour. The concept of managing self is related to the eight behaviours outlined by the CIPD HR Professional Map.
These behaviours elaborate on how an HR professional needs to conduct oneself with the aim of realising overall organizational and personal success. A curious individual is active in both the internal and external environment. Such an individual continuously develops self and others at both organization and individual levels. It is apparent that curious individual is open in the mind and always willing to learn. Self-management further calls upon a human resource professional to demonstrate aspects of self-drive to deliver. This is where a professional takes accountability for the delivery of specific results regardless of situations.
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Ulrich, D., Michael, R. L., and Gerry.L., 1997. “Tomorrow’s HR Management”. New York: John Wiley & Sons, Inc.