AC 3.1

Whether a generalist or specialist, the position of a people professional is expanding in several ways, which has consequences for ongoing professional development (CPD). CPD is outlined as a collection of methods, theories, and strategies that support people in managing their learning and development. CPD must include reflective practice, which involves self-reflection on experiences and learning to advance professional practice.

A people professional’s evolving function includes a variety of facets. First, the emphasis is shifting from administrative tasks to ones with a stronger strategic component. People professionals have typically worked on regular administrative chores like payroll and employment records. However, they are now anticipated to support programs for employee engagement, talent management, and organizational planning. A larger skill set, including strategic thinking, commercial savvy, and the capacity to match HR procedures with overarching company goals, is needed for this (Pattison, 2018).

Second, a people professional now needs to be both technologically adept and people-focused. To create a productive workplace, they must have excellent people skills, empathy, and knowledge of the needs of the staff. Furthermore, the growing use of HR technology necessitates expertise in HR information systems, data analytics, and online learning tools (Pattison, 2018).

Additionally, the role’s evolution has given rise to specific job titles like “chief happiness officer,” “chief heart officer,” and “lead people data scientist.” These names reflect the increased focus on particular facets of human resource management, like corporate culture, data analytics, and worker well-being. Professionals that want to specialize need to engage in focused CPD activities to become experts in certain fields.

These modifications to the position of a people professional have important effects on CPD. People professionals must continually learn and evolve to meet the changing demands of their positions. This could entail going to professional conferences, taking part in webinars and workshops, getting higher certificates or degrees, and practicing reflectively. The length and manner of CPD activities might vary, from brief courses or seminars to longer-term educational programs (CPD News, 2020).

Technology is essential for providing CPD for human resources professionals. Accessible and adaptable learning opportunities are offered by online resources, virtual communities of practice, and e-learning platforms. Professionals can use technology to monitor their educational progress, participate in online debates, and cooperate with colleagues around the world (Pattison, 2018).

Good-practice CPD for people professionals should be proactive, reflective, and outcome-focused. It involves taking ownership of one’s learning and seeking growth opportunities. Reflective practice allows professionals to critically evaluate their experiences and apply lessons learned to enhance their practice. Outcome-focused CPD aims to achieve tangible results, such as acquiring new skills, expanding knowledge, and making a positive impact on organizational performance (CPD News, 2020).

AC 1.2

The behavior and decisions made by people professionals are heavily influenced by personal and ethical principles. A set of rules or norms that establish what is ethically right or incorrect are referred to as ethical values. These principles act as a moral compass, guiding people through difficult situations and assisting them in making moral decisions.

The principle of equality motivates me in my work as a people professional to treat everyone fairly and with respect, regardless of their gender, background, or any other attribute (Miles, 2022). I support fostering an inclusive, diverse workplace where everyone is given fair treatment and equal opportunity. This value guides my hiring and selection procedures, ensuring that candidates are assessed only on their abilities and credentials without any bias or discrimination.

One of my core values is to value others. I think it is important to appreciate and recognize each person’s individual qualities and contributions (Guntupalii, 2021). My approach to motivating and engaging employees is influenced by this value. I try to cultivate a work environment that encourages a sense of community and encourages employees to give their best effort. I actively consider their viewpoints, offer encouragement and gratitude, and promote cooperation and teamwork. This value extends to how I handle conflicts as well because I want to resolve them amicably.

In my work as a people professional, I promote fairness as a fundamental value (Williams, 2018). I support treating people fairly, following rules and regulations consistently, and basing choices on merit and unbiased standards. This value guides my performance management procedures, ensuring that assessments are reasonable, open, and centered on personal growth. Regardless of their position or length of service, I try to offer all staff constructive criticism and chances for advancement.

My values and beliefs influence how I operate and the connections I make with coworkers. I promote an inclusive workplace where diversity is recognized and everyone feels valued and appreciated by upholding the principle of equality. As a result, teamwork, creativity, and productivity are improved. In addition, respecting people enables me to create long-lasting bonds of mutual regard, empathy, and trust. The sense of support and appreciation among coworkers fosters a healthy work environment and enhances teamwork.

These ideals have a wide-ranging effect on my coworkers. First of all, they foster a feeling of psychological safety that allows people to express themselves freely and provide their varied viewpoints. This encourages innovation and creativity within teams. I also encourage a culture of transparency and trust by respecting justice. When coworkers are certain that they will receive equal treatment in terms of awards, recognition, and career possibilities, morale and engagement increase. Additionally, through encouraging collaboration, effective communication, and a supportive workplace culture, my personal beliefs have a good impact on team dynamics.

AC 1.3

People professionals must participate in talks about major issues with knowledge, clarity, and confidence to influence others. Let’s say a meeting is held to discuss ways to raise employee engagement in a company. I would confidently add to this conversation by making arguments supported by facts and citing great human relations techniques.

I would say with confidence that employee engagement is crucial for achieving organizational success. I would back up my arguments with research by citing studies and study results (Hewko, 2022). I might, for instance, offer studies showing that motivated workers are more effective, more likely to stick with the company, and contribute to a great work environment.

I would communicate my views in a clear and captivating way to achieve clarity (Atkins, 2022). I would steer clear of utilizing jargon or highly technical terminology in favor of concise and understandable explanations. I would make it easier for the audience to understand the principles by presenting realistic examples and real-world situations. This would entail outlining doable plans of action and activities, such as regular feedback mechanisms, employee appreciation programs, and establishing a supportive work environment, that has been demonstrated to be successful in enhancing employee engagement.

I would also evaluate the particular environment and modify my technique to properly influence others (Karolina, 2022). I would modify my ideas and examples to resonate with their interests and concerns since I am aware that various audiences have different needs and views. If I were speaking to top officials, for example, I may emphasize the possible financial rewards of higher employee engagement, such as increased productivity and decreased turnover costs. But if the audience were front-line managers, I might concentrate on how employee engagement affects group dynamics and individual performance.

Applying these strategies would enable me to confidently contribute to discussions on employee engagement while ensuring that my ideas are supported by facts, understandable, and interesting to the audience. I would do this with the intention of positively influencing others and fostering a cooperative environment that encourages the adoption of successful people management techniques.

AC 1.4

A female employee named Jane approached me with concerns about gender discrimination and unfair pay practices at the workplace where I previously worked as an HR Manager for a big international corporation. Jane thought that several of her female coworkers in her department were receiving lower pay for comparable jobs and responsibilities than their male counterparts. I addressed the situation right away after realizing its importance and the potential for a violation of legal and ethical standards.

To make sure I had a firm grasp of the moral and legal parameters surrounding gender equality and fair pay, I first became familiar with pertinent laws and corporate regulations, such as the Equality Act 2010 and the company’s Code of Conduct. After that, I gave Sarah a secure and encouraging space where she could voice her worries without worrying about repercussions. I listened intently to her stories, understood her predicament, and reassured her that her worries would be treated seriously.

I suggested Jane gather all the information she could, such as pay slips, job descriptions, and performance reviews, to successfully handle the situation. I clarified how crucial factual proof was in proving her assertions. I notified the HR Director of the problem and started an inquiry into the company’s regulations. The whistleblowing procedure used by the corporation ensured Sarah was shielded from any potential punishment for sharing her concerns.

A team was assembled by the HR Director to fully investigate the claims. They evaluated job duties and responsibilities, analyzed wage information, and spoke with the affected personnel. The business made an urgent correction in light of the results. These steps included changing salaries to ensure pay parity, altering the pay structure of the business to avoid further inequalities, and offering equitable career growth chances.

I communicated with Sarah and the other impacted workers openly and honestly during the entire process. I discussed the steps taken to rectify the problem, gave frequent updates on the investigation’s development, and emphasized the business’ dedication to justice and equality. The employees felt more trusted and assured that their problems were being taken seriously thanks to this communication.

Following a more thorough investigation into the company’s compensation procedures as a result of this occurrence, training programs and routine pay audits were put in place to guarantee continuous adherence to moral principles and legal requirements. The event increased understanding of the value of gender equality and fair pay among workers and leadership, ultimately encouraging a more inclusive and equitable workplace.

References

Atkins, I. (2023) Communicate with employees to maintain engagement, Business News Daily. Available at: https://www.businessnewsdaily.com/8095-effective-employee-communication.html (Accessed: 03 June 2023).

Guntupalii, M. (2021) Valuing employees in the workplace – linkedin. Available at: https://www.linkedin.com/pulse/valuing-employees-workplace-manoj-guntupalli (Accessed: 03 June 2023).

Hewko, A. (2022) 9 effective strategies to confidently speak up in meetings, Fellow.app. Available at: https://fellow.app/blog/meetings/effective-strategies-to-confidently-speak-up-in-meetings/ (Accessed: 03 June 2023).

Karolina (2022) 5 communication strategies for Better Employee engagement, Blink. Available at: https://joinblink.com/intelligence/communication-strategies-to-improve-employee-engagement/ (Accessed: 03 June 2023).

Miles, M. (2022) Equity in the workplace: What it is and 9 ways to lead by example, Equity in the Workplace: What It Is and 9 Ways to Lead By Example. Available at: https://www.betterup.com/blog/equity-in-the-workplace (Accessed: 03 June 2023).

Pattison, L. (2018) The evolving people profession, LinkedIn. Available at: https://www.linkedin.com/pulse/evolving-people-profession-louisa-baczor/ (Accessed: 03 June 2023).

Williams, J. (2018) Fairness in performance management, Challenge Advisory. Available at: https://www.challenge.org/resources/fairness-in-performance-management/ (Accessed: 03 June 2023).

Bibliography

Hancock, B., Hioe, E. and Schaninger, B. (2018) The fairness factor in performance management, McKinsey & Company. Available at: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-fairness-factor-in-performance-management (Accessed: 03 June 2023).

Meyer, T. (2023) How to encourage professional development for employees, Business News Daily. Available at: https://www.businessnewsdaily.com/10092-encourage-professional-development.html (Accessed: 03 June 2023).