The purpose and structure of CPID profession map

Question

Write a report referring to the CIPD’s Profession Map. You should:

 Explain the purpose and structure of the CIPD Profession Map, professional areas, behaviours and bands, explaining in summary how it is used as a tool for professional analysis

 Provide a brief summary of the two core areas: ‘Insights strategies and solutions’ and ‘Leading HR’. Consider the Band at which you are working and describe what activities you undertake within each of these areas

Provide a brief summary of one other professional area relevant to your role. Consider the Band at which you are working and describe what activities you undertake within this area

 Please refer to: http://www.cipd.co.uk/hr-profession-map/explore-the-map.htm to assist you with this assignment.

Sample paper

The purpose and structure of CPID profession map

Introduction

The CIPD profession map is a comprehensive tool representing the outline of the Human Resource Department (HR) within an organization, how it functions as it does value addition. It depicts the responsibilities of HR members at different levels as per their qualifications and work experience (Stewart & Sambrook, 2012). The paper is an essay with three sections that endeavors to; highlight the purpose and structure of the map, gives a summary of the core professional areas and other two professional areas relevant to the roles in the select bands.

The map gives an account of the practices upheld by the successful HR individuals, the various aspects of their profession that they observe as well as their behavior, knowledge, and abilities. The CIPD map aides the coming up of services and products that are beneficial to the profession and also help facilitate the development of individuals professionally (Stewart & Sambrook, 2012). A good example is the McDonald’s CIPD Map that is an assessment tool and provides recommendations and directions that are vital in the achievement of the company’s professional goals and backup career development.  The map consists of three main sections: professional areas, behaviors and, the bands and transitions section.  Ten professional areas are spread out in the four bands of professional competence. They describe the activities to be done as well as the necessary knowledge for every area of human resource. Of the ten, two areas are key upon which the other eight are anchored. Leading HR, Insights, strategy and Solutions form the heartbeat of the profession and are relevant to various HR professionals in spite of the location, role or career stage; either inside or outside the corporation.  The other professional areas which include; organization design, organization development, resourcing and talent planning, learning and development, performance and reward, employee engagement, employee relations and service delivery and information. As outlined, the areas describe the activities and knowledge needed to offer specialist support to the HR.  Within the behaviors section, there is a detailed description of the behaviors needful to execute the activities and contribute to the success of the corporation. This includes courage to challenge, role model, and curious, decisive thinker, skilled influencer, personally credible, collaborative and driven to deliver. Every behavior has a number of indicators that reveal their negative effects. Finally, the four bands of professional competence depict the contributions made by professionals at each level of the career. Transition pathways guide professional growth by identifying what must be done for them to advance up the bands. Organizations like the McDonalds’s have used the map in transforming the functions of the HR thus pushing the company to sustainable levels of performance. This has been evident through the increment realized in the HR’s capacity to handle issues strategically. McDonald’s has also created a dynamic and high degree of performing culture. The map is a convenient and cost-effective means of learning one’s strengths as they find a way out to develop their career (Armstrong & Taylor, 2014).

The two core areas, insights, strategies and solutions and leading HR as earlier discussed form the base of the map. The heart of the map sits on bands two and three. There are four major activities around this area which include, organization development, resourcing and talent planning, employee engagement and relations. The cores make the building pieces of a fruitful HR profession regardless of the part, area and phase of the vocation. The centers consolidate techniques for manageable authoritative execution guaranteeing significant and intentional arrangements and all the while ingrain initiative qualities in HR experts. In the insights, strategies and solutions area, the HR creates noteworthy bits of knowledge and arrangements, organized and customized around a profound comprehension of business, logical and authoritative comprehension. In order to lead the HR part of the activities undertaken include: giving dynamic, knowledge drove administration: owning, forming and driving themselves, others and movement in the corporation. In spite of the fact that not everybody will have a part where they lead others, it is still vital that they create and develop in the other areas. Build connections and structure organizations together with inside and outer experts and groups of practice to be ahead of rising patterns, thoughts, and developments (Ulrich et al., 2013).

Another very imperative professional area from an association’s perspective is learning and talent advancement that lies in Band one. This module guarantees that each representative must have the imperative aptitudes to perform his obligations and make viable contributions towards association objectives and long haul goals (Stewart, 2012). A learning and improvement facilitator ought to have the information of all the preparation and advancement techniques – be it guiding, reproduction, in-wicker bin practices and so on. He/she should evaluate the obligations and execution of the considerable number of employees and in case there is an extent of change, he/she ought to apply an impeccable learning system to upgrade the employee’s performance. It is important also to collate and pump in ideas and perceptions to fellow associates and others to impact approach and the ongoing process.

References

Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

Stewart, J., & Sambrook, S. (2012). The historical development of human resource development in the United Kingdom. Human Resource Development Review, 11(4), 443-462.

Stewart, J. (2012). Learning and talent development. Human Resource Management International Digest, 20(1).

Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. D. (2013). The state of the HR profession. Human Resource Management, 52(3), 457-471.

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