5co03 Assignment Example
Assessment Questions
Task one
Appraise what it means to be a people professional. (AC 1.1)
A professional is a person with particular features and behaviours that demonstrate a high level of skill, competence and professional ethics in the industry they are involved with (Herrity, 2023).
Professional Behaviours
Within the realm of people management, professionalism manifests through various behaviours such as empathy and integrity (CIPD, 2023). Empathy includes the competence to relate to other people’s feelings, motivations, and experiences in a relieving way. Being empathetic builds trust by establishing a relationship with others within people’s professionalism, and thereby, communication is enhanced, and a supportive work system is promoted (CIPD, 2023). Through empathy towards the employees’ difficulties, needs, and hopes, a people professional will build a form of recognition that will bring more confidence, satisfaction, and growth.
Integrity constitutes an undeniable pattern where honesty and fairness are significant in all interactions and decisions. The observance of integrity in the company gives the organisation a sense of transparency and accountability, which in turn instils trust and credibility among employees and stakeholders (Zhen, 2023). Through the practice of ethical principles and professional standards, practitioners give the employees their dignity and power over their own lives and hence perform their role in the establishment of the general reputation of their enterprise (CIPD, 2023).
Professional Activities
People professionals participate in the daily routines of an organisation to achieve its targets, help to satisfy employees and improve their performance. People professionals are involved in tasks such as skills acquisition and learning and development (Zheng, 2023). In talent acquisition, people professionals apply to the purpose of determining, selecting, and onboarding talented, goal-oriented workers who bear the same deities as the organisation’s purpose and aim. Being the job function analysers, they guarantee that a practical recruitment process is undergone and it produces candidates that can meet the organisation’s demands and criteria along with a quality end output. (CIPD, 2023).
Recognise how personal and ethical values can be applied in the context of people practice. (AC 1.2)
Concept of Ethical Values
Ethical values are principles of morality that direct guidelines for all types of organisations and human behaviour, thereby providing a framework for activities by instructing what is right and wrong (Bosley, 2022). They keep a balance with core values related to fairness, honesty, respect and integrity. The main role of ethical values in people’s practice is laying out the process of making decisions regarding relationship building and conflict resolution to contribute to the organisation’s profitability.
Examples of ethical values
Fairness
The concept of fairness comprises applying the same standards and being just to every one according to facts and evidence, free from any personal biases (Bosley, 2022). For example, my role as a people professional includes implementing fairness by ensuring that all decisions are based on principles and procedures and treating people equally. In developing relationships, I ensure fairness is founded on the principle that individuals enjoy equal conditions for progress and acknowledgement, and such conditions are determined by their merit, not favour. Fairness considers diverse perspectives through decision-making and produces results that promote the ideals of justice and equality amongst people of all classes. Additionally, to be fair in dealing with conflicts, what is expected is that the methods I use are impartial mediation and nonviolent resolution to ensure that the issues of contention are solved with the respect and dignity of all the involved parties.
Integrity
Integrity involves adhering and being true to all ethical values (Bosley, 2022). As a people professional, integrity serves as the foundation of my genuineness. It is the hallmark of building trusted relationships that are characterised by timely exchange of truthful information and fair resolution of conflicts. Being consistent in relationships and the congruity between words and deeds, sticking to agreements, and maintaining confidentiality are the embodiment of integrity I observe, which leads to a culture of trust and mutual respect. When addressing issues and decision-making, I observe integrity by favouring ethical principles and disregarding personal gain or organisational pressure, regardless of the degree of difficulty. In the same way, impartiality presents corruption-free standards and ethics and impartial tendencies to point out the issues when dealing with other parties using honesty.
Consider the importance of people professionals contributing to discussions in an informed, clear and confident way to influence others. (AC 1.3)
Importance of influence
The ability to communicate successfully is important to employees at work. It requires the right diction, coherent sentences, and a strong voice. HR professionals often act as intermediaries in an employee’s matter, creating an organisational culture and developing strategies to meet the human capital needs. The ability to persuade and influence a cross-section of stakeholders is the most powerful tool at the disposal of people professionals, allowing these professionals to make their voices count in the decision-making process, thereby adding a new dimension to employee welfare and organisational progress (CIPD, 2023).
Without blatant and clear communication between people, professionals, and the organisation clearly spelt out, there can be great repercussions for everyone. Misinterpretation or lack of clarity will expose the people to the dilemma of misunderstanding and resistance to change, and it will worsen the trust relationship in those departments (CIPD, 2023). The fact that there exists this hindrance tallies with the implementation of the policies or initiatives loses their importance concerning the decline in the employee’s morale and engagement. Furthermore, professionals will not be able to develop a proper communication platform, where they will not likely attain the support of the key stakeholders or be able to effectively promote the needs of employees, which prevents them from obtaining the necessary credit and confidence within the organisation to drive change.
Techniques for Influencing Others
Active Listening and Empathy
The act of listening actively to others’ concerns and opinions is a clear sign of one’s respect and helps to build trust (Education Executive, 2017). After acknowledging all stakeholders’ needs and concerns, the people professionals can alter messaging to talk about matters practically and bridge the gap to reach a consensus on the proposed solutions.
Using Evidence and Data
The provision of reason to support the argument identifies the message and initiates action. People professionals can use the data, cases, or research that prove the possible consequences of their advice, and this can help show an excellent picture of those intentions and provide reasons for others to be involved (Education Executive, 2017).
Recognise when and how you would raise matters which conflict with ethical values or legislation. (AC1.4)
a) where you consider something to be unethical (whether or not it is illegal),
b) where you believe something contravenes legislation
- Ethical Issue
Example: Discrimination in the Workplace through Recruitment.
During the selection activity, I observed that the candidates who had all the needed skills were often rejected because of factors beyond their control, like age, gender, or race. This discrimination is explicitly against on-the-job fairness, which is the result of ethical behaviour in the HR department of an organisation.
How to Raise Concerns
Firstly, I will source qualitative and quantitative data about discriminatory behaviour, filling this data with documented instances of biased decision-making or statistical data that show disparities in hiring. Then, I would set a meeting with the HR director or another related individual and talk about the happening (Indeed Editorial Team, 2023). At the meeting, I would handle the information and explain in detail that those practices are unethical and put the organisation in a risky position, making it possible to violate compliance and reputation standards. I would then stress the need to act immediately to tackle this problem and suggest measures like diversity training for hiring managers or structural changes in recruitment processes aimed at ensuring unbiasedness and equality (Indeed Editorial Team, 2023).
- Legal Contravention
Example: Violating General Data Protection Laws (GDPR)
Issue Explanation: I would raise an issue in a situation where I notice that the HR professionals are in full violation of data protection rules, store sensitive information carelessly and leak to unauthorised individuals. Such collection violates the GDPR regime, which outlines extensive protocols for acquiring, storing, and processing individuals’ data, which are meant to protect their privacy rights.
How to Raise Concerns
I would begin by analysing the data obtained from the relevant legislation, in this case, GDPR, to make sure that I understand the provided content and follow the necessary steps. After completing every research, I would arrange a meeting with the HR office manager or data protection officer to inform them about my findings. Through this meeting, I would clearly and conscientiously enumerate the violations of the law by quoting specific sects or sections as they are cited in GDPR (ACAS, 2020). I would insist on a commitment to compliance with data protection regulations that would ensure the avoidance of legal risks and maintain the organisation’s image (ACAS, 2020). Consequently, urgent corrective actions would be introduced, such as a detailed assessment of data processing activities, support of encryption protocols, and a training program for staff on GDPR. Should it be required, I will proceed with the issue by escalating it to the next level, which could be the higher management or the legal counsel, for the advice and intervention they can provide (ACAS, 2020).
Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to (two) related theory. (AC2.1)
Maslow’s hierarchy of needs
According to Maslow’s hierarchy of needs, people strive to satisfy their needs, which are hierarchically structured from the most basic needs, which include food and shelter to safety, and social needs in which people look for love and belonging, esteem, and ultimately self-actualisation needs (Channel, 2023). From Maslow’s view, people meet the lowest-ranked needs to the highest-ranked ones.
Business Benefits
Working as part of an organisation in which employees feel welcome, appreciated, and treated fairly can enhance their feeling of being a part of something greater and contribute to the overall organisational well-being. That way, there is a rise in the high-spirited work environment that has been marked by a reduction in cases of employee conflict and dispute as they do not feel excluded or unfairly dealt with (Channel, 2023). Additionally, regimes that promote the diversity of people prefer to maintain their staff and are more likely to keep employees who feel recognised and respected in environments.
Human Benefits
The level of social and personal esteem that is reached in the workplace from satisfying Maslow’s needs gives employees a sense of power, confidence, and pride in their jobs, which results in higher job satisfaction and improved overall well-being (Channel, 2023). Employees develop a higher level of motivation and engagement toward the organisation when they continuously feel appreciated and shown respect in the organisation, consequently having overall better performance and fulfilment at work (Channel, 2023).
Daniel Pink’s Elements of Motivation
Daniel Pink’s theory of motivation reveals that three main factors, autonomy, purpose, and mastery, play an important role in all humans (Exon, 2023). Autonomy involves the inclination to make one’s own decisions. Mastery is the fulfilment of the need for constant improvement and self-enrichment. Purpose reflects the urge for self-realisation within the framework of a great cause.
Business Benefits
The employer’s inclusive and considerate attitude and policy of fair dealings give the workers the independence they need and the opportunity to express themselves and participate in decision-making. The employees are valued when their contributions are highly considered an opportunity for skill development, taking them closer to mastery, which leads to better time management and increased efficiency and effectiveness in performing tasks (Exon, 2023). Besides, an environment in which people receive respect, support, and recognition will lead them to an excellent sense of belonging and purpose, and they will have reason to feel compelled to work to achieve the organisation’s goals.
Human Benefits
Besides, the theory states that meeting extrinsic needs of being accepted, considered fairly and treated well makes individuals more motivated in the workplace. Hence, there arises a higher level of job satisfaction, enhanced worker psychophysical wellness, and a bigger part of inner contentment in professional life (Choi, 2022). The situation changes when someone becomes capable of making a decision by themselves, developing skills further, and contributing significantly to the business. Such employees are aware of the truth about a higher level of motivation and engagement.
Summary
Human dignity exists as a central component of Maslow’s Hierarchy of Needs in addition to Daniel Pink’s Three Essential Elements of Motivation. Both tenets are used to further the growth of businesses and improve people’s lives. Team members who feel that their contributions are recognised and valued, as well as being treated justly, are happier, satisfied, and competitive, resulting in desired outcomes for the whole organisation and a generally positive work environment.
Discuss (two) strategies for designing and ensuring inclusive people practices. (AC 2.2)
People Practice Problem Awareness
Example: High Turnover Rates
Initiative: Designing a Strategic potency system for professionals
Designing for Inclusivity
Engaging Stakeholders
In setting up the retention strategy, companies can invite a team of employees from various departments and seniority levels across the business, with the input of Human Resources, management, and employee resource groups. By doing outreach to different ends, the initiative can retrieve information from many nuanced standpoints by providing for the needs and concerns of different demographic groups within the workforce. Entities can use approach tools like focus groups, town hall meetings, or an anonymous suggestion box to collect ideas and feedback (FasterCapital, 2024).
Customizing Solutions
To celebrate the diversity of employees’ needs and motivations, the retention program may thus embrace flexible choice-making. For example, companies should implement various retention incentives and benefits packages that cater to different employee profiles, such as flexible job arrangements, professional development opportunities, or wellness programs (FasterCapital, 2024). Thus, the plan opens up a way for the people who have the choice and flexibility. At the same time, it accepts and values their uniqueness in the process, increasing the sense of belonging that people get within the organisation.
Supporting Employee Engagement and Satisfaction.
Feedback Mechanisms
In order for the retention strategy to be a success and something employees are engaged with and can relate to, feedback instruments have to be integrated, which can be used to gather ongoing data and assess the impact the initiatives are having. It can be implemented in several ways, such as regular surveys, focus groups, or feedback sessions, where people are encouraged to fill out the questionnaire to share their experiences and suggestions with the retention efforts (Hart, 2021). Another element of the strategy is using informal channels like one-on-one discussions or departmental meetings, which can always yield great results regarding the employers’ perception and experience with the initiative (Romansky et al., 2021).
Monitoring Key Metrics
It is also vital that a company keeps observing the numbers, such as the rate of employee engagement, satisfaction and retention, to determine if the given retention plan is working on time. Data collection is achieved by studying employee turnover rate, taking surveys and examining exit interview information, allowing HR to uncover the areas lacking and make adjustments if required (Romansky et al., 2021). Ongoing monitoring guarantees that the retention strategy keeps abreast of the workforce’s changing needs and preferences, leading to an improved workplace because it cements a workforce’s inclusivity and support.
References
ACAS (2020). How to raise a problem at work | Acas. [online] Acas.org.uk. Available at: https://www.acas.org.uk/how-to-raise-a-problem-at-work [Accessed 1 Apr. 2024].
Bosley, A. (2022). Ethical practice and the role of people professionals. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/ethics-role-hr-factsheet/ [Accessed 1 Apr. 2024].
Channell, M. (2023). Maslow’s Hierarchy of Needs: An In-Depth Guide for Leaders and Managers. [online] TSW Training. Available at: https://www.tsw.co.uk/blog/leadership-and-management/maslows-hierarchy-of-needs/ [Accessed 1 Apr. 2024].
Choi, J. (2022). How to Boost Productivity: Autonomy, Mastery, and Purpose. [online] blog.deliveringhappiness.com. Available at: https://blog.deliveringhappiness.com/the-motivation-trifecta-autonomy-mastery-and-purpose#:~:text=Daniel%20Pink%2C%20in%20his%20book [Accessed 1 Apr. 2024].
CIPD (2023a). CIPD | The Profession Map. [online] CIPD. Available at: https://www.cipd.org/uk/the-people-profession/the-profession-map/ [Accessed 1 Apr. 2024].
CIPD (2023b). Employee Communication. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/employee-communication/ [Accessed 1 Apr. 2024].
Education Executive (2017). The seven Cs of Communication – Edexec.co.uk. [online] Education Executive. Available at: https://edexec.co.uk/the-seven-cs-of-communication/ [Accessed 1 Apr. 2024].
Exon, H. (2023). The Power of Intrinsic Motivation | Reward and Recognition. [online] The Team. Available at: https://theteam.co.uk/blog/the-power-of-intrinsic-motivation/ [Accessed 1 Apr. 2024].
FasterCapital (2024). Stakeholder engagement: Inclusive Decision making: Engaging Stakeholders for Better Outcomes. [online] FasterCapital. Available at: https://fastercapital.com/content/Stakeholder-engagement–Inclusive-Decision-making–Engaging-Stakeholders-for-Better-Outcomes.html [Accessed 1 Apr. 2024].
Harbert, T. (2021). The Pandemic Has Expanded the Role of HR. [online] www.shrm.org. Available at: https://www.shrm.org/topics-tools/news/hr-magazine/pandemic-expanded-role-hr [Accessed 1 Apr. 2024].
Hart, H. (2021). Giving Feedback: 5 Elements Of A More Inclusive Approach. [online] Forbes. Available at: https://www.forbes.com/sites/hannahart/2021/05/13/giving-feedback-5-elements-of-a-more-inclusive-approach/?sh=72b56bf037fa [Accessed 1 Apr. 2024].
Herrity, J. (2023). What Does It Mean To Be Professional? [online] Indeed Career Guide. Available at: https://www.indeed.com/career-advice/career-development/what-does-it-mean-to-be-professional [Accessed 1 Apr. 2024].
Indeed Editorial Team (2023). How To Address Management Issues at Work (With Tips). [online] Indeed Career Guide. Available at: https://www.indeed.com/career-advice/career-development/management-issues [Accessed 1 Apr. 2024].
Murray, R. (2020). Benefits of Online Training for Diversity, Equity, & Inclusion. [online] She+ Geeks Out. Available at: https://www.shegeeksout.com/blog/benefits-of-online-training-for-diversity-equity-inclusion/ [Accessed 1 Apr. 2024].
Niear, M.D. (2023). Benefits of Attending Conferences for Career Advancement. [online] Event Management Solutions for Expo Events and Trade Shows | Expo Logic. Available at: https://expologic.com/blog/benefits-of-attending-conferences-for-career-advancement/ [Accessed 1 Apr. 2024].
Romansky, L., Garrod, M., Brown, K. and Deo, K. (2021). How to Measure Inclusion in the Workplace. [online] Harvard Business Review. Available at: https://hbr.org/2021/05/how-to-measure-inclusion-in-the-workplace [Accessed 1 Apr. 2024].
Sharma, R. (2023). 7 Emerging Trends in Human Resource Management (HRM). [online] Zimyo. Available at: https://www.zimyo.com/resources/insights/trends-in-human-resource-management/ [Accessed 1 Apr. 2024].
SpriggHR (2020). The Benefits of Peer to Peer learning • SpriggHR. [online] SpriggHR. Available at: https://sprigghr.com/blog/hr-professionals/the-benefits-of-peer-to-peer-learning/ [Accessed 1 Apr. 2024].
Zheng, J. (2023). 10 Key Responsibilities of HR Professionals. [online] CurrentWare. Available at: https://www.currentware.com/blog/responsibilities-of-hr-professionals/ [Accessed 1 Apr. 2024].
Task Two
Reflect on your own approach to working inclusively and building positive working relationships with others. (AC2.3)
Working Inclusively
In the project, I worked in a group and always ensured inclusivity by calling on every team member and encouraging their input during the brainstorming sessions. I promoted full democracy and ensured everybody’s perspective was heard, all the stakeholders were welcomed to contribute, and I validated all types of individuals, such as those with different backgrounds and expertise.
Reflection
The outcome was positive because teammates felt appreciative and valued under their supervision. Hence, they were enthusiastic about the project. Nevertheless, I could not have only initiated any soft talker to speak up by saying their opinions, but I could have also allowed them to share their thoughts.
Building Positive Working Relationships
Example
I exhibited positive work relationships built on seeking and offering my support, along with colleagues, to one another on multiple projects. I am a dependable crew member, who is always on time.
Reflection
My reflectional attitude was noticed and appreciated by my colleagues, who also highly regarded my willingness to assist them. In future, it will be one of my personal goals to constantly develop these mechanisms of establishing good working relationships, which include prioritising communication, empathy, and collaboration in my communication and interactions with my co-workers.
Explore how the role of a people professional is evolving and the implications this has for continuing professional development. (AC 3.1)
The people professional role evolvement
Over the last few years, it became evident that the position of people professionals has changed drastically for several reasons – from the implications of a pandemic to the new wave of technologies and distributed work. The effects of the COVID-19 pandemic were all about the trends that became widespread and fast, such as remote work, online work, and digitalisation (Harbert, 2021). In general, that led to changes in how organisations do business and how employees interact with their jobs. This area has presented great challenges to human resource professionals. They are expected to redesign the organisation’s HR policies, facilitate teamwork and employee welfare beyond the physical space and keep their employees connected and motivated in virtual environments. Besides, technologies like artificial intelligence (AI), data analysis, and automation have revolutionised how HR deals with people, enabling more data-focused decision-making, predictive analytics for talent management, and personalised employee experiences (Sharma, 2023).
Updating CPD to keep up with the changes
Digital Skills Development
I will focus on becoming more adept in digital technology by participating in relevant digital skill enhancement training courses, webinars, and certifications. This could be done by mastering HR technology applications for remote hiring, onboarding, and performance assessment, as well as expanding an individual’s knowledge and skill level in data analysis tools.
Remote Leadership and Collaboration
I will put forth the effort to better understand the critical aspects of leadership and collaboration in remote work settings by focusing on developing the skill sets that involve virtual team management, communication, and collaboration. Furthermore, I will find ways to interact with people who have been or are in similar industries and have been working from home.
Assess your strengths, weaknesses and development areas based on self-assessment and feedback from others. (AC 3.2)
Feedback from Others
Source: Performance Appraisal
Feedback: During the most recent performance appraisal, one of the employees emphasised that I am particularly skilful in actively obtaining feedback from team members during team projects. They valued my skill in supporting the development of an inclusive working background that always allows all individuals to be heard, leading to better decisions.
This feedback acknowledges my strength in working openly along with others. It reflects on the self-assessment I identified earlier which involves everybody having equal chances to be heard. Apart from using this advantage in future projects, I will also include more opinions to ensure that different perspectives are considered.
Building partnerships and working inclusively
Strengths
My key strength for working inclusively is that I cannot only listen to people but also invite everyone to join and participate, creating a private environment of respect and trust. I can harness this strength to establish inclusive spaces where we appreciate divergent views. This empowers our team to make better decisions and improves the attendance of the group members.
Weakness
I need to improve my tendency to place a higher priority on hands-on tasks rather than on the building of interpersonal connections. Although I put cooperation and multitasking skills as a high priority most of the time, I still need to take advantage of the chance to have deeper relationships with my colleagues, which may reduce the quality of my work relationships and slow down teamwork efficiency.
Development Area
I need to keep up with the people professionally changing roles through enhancing my digital skills. This will involve achieving capability in HR information technologies platforms, data analysis tools that support remote work arrangements, talent management, and decision-making strategies that align with the increasingly digitising workplaces. My ability to upgrade my digital skills will let me add the latest workforce management techniques, including technology deployment, to get the best performance of the organisation and get more involved and engaged employees.
Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey. (AC 3.3)
Formal CPD Activity 1
Online Course DEI (Diversity, Equity and Inclusion).
I will attend an accredited online class that will facilitate the conception and implementation of workplace diversity, equity and inclusion (DEI). These lectures will encompass topics such as inclusive leadership and embracing inclusive culture.
The main purpose of this cross-organisational CPD activity is to increase knowledge and understanding of DEI issues and develop capacity in areas rated for inclusion and equality within the organisation. I will provide information on improving existing policies and developing new ones to promote diversity, build up tolerant teams, and fight discrimination through the course lessons (Murray, 2020).
Formal CPD Activity 2
Enrollment in HRR Conference or Seminar
I will attend an HR conference or training with a better name in the industry to understand the shifts and the guide towards proper management of human resources. The main event will contain keynote speeches, panel discussions, and workshops about remote work strategies, digital HR technologies, and employee engagement.
This HR CPD activity aims to keep my knowledge updated and learn about opportunity-based approaches that solve current challenges. Attending this will assist in establishing new contacts, having an excellent professional exchange with experts from the industry, and getting some insight that I may apply in the decision-making process, thus benefiting the HR practices within the organisation (Niear, 2023).
Informal CPD Activity: Engaging in HR Peer Learning
I will participate in a self-managed group learning framework in which professionals or industry members with common interests (professional development or knowledge sharing) meet for learning and exchange. This greater group will hold regular meetings to debate specific topics, create a supportive atmosphere through sharing experiences, and work jointly on addressing the existing HR challenges.
Reflect on the impact of your continuing professional development activities on own behaviour and performance. (AC 3.4)
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