In 4DEP Developing Yourself as an Effective HR Practitioner, the learner will understand the expertise, skills, and behaviours expected of a skilled practitioner, whether a generalist or a specialist, such as someone in L&D.
The program helps learners create an individual development plan that addresses their personal and professional needs following a self-assessment.
As a result, the CIPD has developed an HR professionals’ map (HRPM), which identifies skill sets, expertise, and behaviours needed by professionals in learning and development (L&D) and human resources (HR) (CIPD, 2013). Thus, the HRPM is a structure of activities and tasks needed to become a proficient human resources practitioner and define and achieve it.
Using the map, you can learn how HR functions work at your organisation. In addition, it displays relevant knowledge and experiences in human resources at all levels (Ulrich et al., 2015). HR practitioners were provided with a map of globally agreed standards as a guide.
Human Resources Professional Module comprises three components: ten professional fields, eight behaviours, and four levels. Human resource managers need to know and do ten professional areas, eight behaviours, and four bands and transitions (Ulrich et al., 2015).
At each of the four bands, the band emphasises ten professional areas. Moreover, they conform to the eight essential behaviours expected from all professionals in human resources.
According to CIPD (2013), the ten professional areas are Organization design, insight, strategy and solution, employee engagement, employee relations, service, delivery and information, performance and reward, leading HR, resourcing and talent planning, organisational development, learning and developing talent.
Human resources and insights, strategies, and solutions are two of the leading professions within HR.
The learner is expected to comprehend the knowledge, skills, and behaviours necessary to become a practical human resource or learning and development practitioner.
Knowledge of how to provide timely and reliable HR services to meet customer needs, focus on the practice needs and develop a professional development plan.
HR professionals are expected to be active, informative, and able to provide direction. HR specialists own, define, and drive their activities and the activities of their organisations- HR professionals, are not observers but active leaders (CIPD, 2013).
In essence, Leading HR suggests that HR professionals set their role models for service excellence, which aims to accomplish organisational goals and motivate teams within the organisation. In addition to possessing people skills, HR professionals must have the ability to interact with staff at various levels and backgrounds (Ulrich et al., 2015).
They develop an understanding of the organisational vision and ambitions by applying their human resource management expertise. Additionally, they place a strong emphasis on training and mentoring to encourage effective forward-thinking teamwork.
Insights, Strategy, and Solutions
In the professional sector, HR professionals discuss how experience can develop appropriate, dynamic, and innovative solutions to help the organisation achieve more success.
Furthermore, an effective human resource professional contributes actively to achieving organisational objectives through knowledge of the organisation’s structure and coordination of employees (Ulrich et al., 2015).
A human resource specialist must have a thorough understanding of the type of client their organisation intends to serve and the kind of goods and services their organisation offers (CIPD, 2013).
Therefore, HR professionals are charged with developing strategies and solutions to HR problems that affect the organisation with full knowledge of the organisation’s structure, objectives, products, and customers.
The Eight Behaviors
The eight behaviours describe human resource management practices within the HRPM. These behaviour describe how you should perform human resource tasks and their impact on the future success of an organisation. The HRPM defines eight key behaviours: being a decisive thinker, having the courage to challenge, being a role model, curious, and being collaborative (Ulrich et al., 2015).
Decision-making requires the ability to comprehend and analyse information and knowledge. Credibility requires accuracy in applying the specialist’s experience in human resources and organisational management, which creates value for the organisation.
Lastly, being driven to deliver means being dedicated, motivated, and focused on transforming and adding value to an organisation.
The courage to challenge requires the HR professional to speak up against regimes of resistance to change and avoid avoiding criticism (Ulrich et al., 2015). Leading by example means demonstrating integrity, objectivity, and independence in all your actions.
In such a case, the HR professional must show that they can also abide by personal, organisational, and legal constraints. Lastly, curiosity translates to an HR professional eager to learn new and innovative approaches to HR problems.
To be collaborative, you must promote inclusivity and demonstrate the ability to work successfully with others both inside and outside the organisation. Finally, being an effective influencer means being persuasive, inspiring inspiration, engaging, and securing support from the organisation’s wider stakeholders.
The Four Bands of Competence
A scale of 1 to 4 is used to identify the four levels of competence. It includes the beginning of the HR professional’s career and reaches its peak between the 3rd and 4th bands. Therefore, an HR assistant falls under the occupational field of band 2 (CIPD, 2013).
In addition to personal competency, integrity, curiosity, and organisational knowledge, HR assistance requires expertise, skills, and behaviours. Professional competency is expertise in the human resources field and knowledge of business requirements.
The act of displaying professionalism in one’s business activities is a sign of credibility. In terms of human resources, curiosity means being inventive and curious.
In conclusion, organisational knowledge includes familiarising oneself with the organisation’s structure, objectives, products, and customers to meet the organisation’s expectations.