Hr Profession Map Summary
Activity 1
Summary of the CIPD’s HR Profession Map (HRPM)
The Human Resource Profession Map (MPRM) was introduced to the CIPD to help HR professionals both identify their levels of professional competence, and assess their development needs now, and throughout their developing career in HR.
The map captures what effective and successful HR people do in their jobs and what they deliver across every aspect of the profession, and sets out the required activities, behaviour and knowledge.
It covers 10 professional areas, and 8 behaviours, set across four bands from Band 1: Administrator, Band 2: Senior PR actioner, Band 3: Consultant, and Band 4: HR Director.
The map is a self-assessment tool, and the results should be compared with …show more content…
other sources such as job descriptions, and performance reviews, to get the most out of the result and recommendations.
The 2 main professional areas are Strategy and Solutions, and Leading HR. There are 8 other key areas called behaviours. Each behaviour is described at four bands of professional competence, and has a serious of contra – indicators which illustrate the negative manifestations of the behaviours.
It has been designed to be relevant and applicable to HR professionals operating anywhere in the world, in all sectors and in organisations of all shapes and sizes.
Activity 1
Review of Activities, Knowledge and behaviours Employee Relations at Band 1
I have completed the HRPM for the following areas:
* Employee Relations (Key Area) * Collaborative (Behaviour) * Driven to Deliver (Behaviour)
The pages containing the results and recommendations have been included as a separate addition to this report.
The key recommendations are analysed below and, where appropriate, carried forward into my development plan for this, and subsequent years.
Recommendation for Employee Relations:
Recommendation | Action | Shadow Colleagues (manager) when they are leading the resolution of an employee relations issue. Use these opportunities to test out your thinking and judgement. | Action can be taken very soon, by talking to colleagues, and shadowing them when they are dealing with employee relations issues. | Research the background to legislative change. Keep abreast of national consultation on the employment law agenda through sources such as the government website. | Action can be taken immediately by researching using the internet – government website. I would then make sure the relevant people are kept up to date with my findings. …show more content…
| Subscribe to employment law journals to keep abreast of latest developments. | This can be done immediately. I would subscribe to employment law journals, and keep up to date with any new information/legislation comes out. | Attend employment tribunals as an observer. Take policy or practice learning’s back into the organisation. | The planning for this can take place straight away, by speaking to manager and arranging to sit in on the next employment tribunals. I would then take back what I learnt and give the information to the relevant people in my organisation. | Seek opportunities to observe/ minute-take at key negotiation meetings. | The planning for this can take place straight away, by speaking to manager and arranging to sit in on the next negotiation meetings. |
Recommendation for Behaviour: Collaborative:
Recommendation | Action | Observe and, together with your manager, understand the role you prefer to play in a team. Experiment with different roles to vary the contribution you make and develop new skills. | I would find out my Belbin results which are PL, I am a plant, and look to develop contacts with people who have different results. This would also help me in building relationships and networking. | How extensive is your network? Do you have solid relationships with individuals outside of your immediate team or outside of your organisation? Identify mutual interests or agendas that you can use as a way to form new relationships. | Action can be taken immediately to build relationships with colleagues, by finding a common ground to begin talking about. With networking this can be done at relevant CIPD branch meetings, where there is also the chance to build relationships with people outside my organisation. | If an individual is particularly angry or frustrated, let them vent and blow stream. Don’t react, listen, and ask clarifying questions. Many times with unlimited venting and your understanding, the actual issue shrinks. | Action can be taken immediately. This would be done by speaking, and listening to the individual and letting them get everything that is bothering, with positive body language. |
Recommendation for Behaviour: Driven to Deliver:
Recommendation | Action | Set goals for all aspects of your role but be realistic about your capacity to deliver.
Effective performers will typically spend about half their time on a few big and critical goals. | Action can be taken quite soon. First I would think about my goals, making sure they are realistic. They would always be reviewed with my manager. | How do you respond to a change in circumstances or someone moving the goalposts? Be flexible and change-ready. | Action can be taken immediately and constantly reviewed. I would do this by making sure I am always flexible and ready to change things around to get the job done. | Agree critical milestones for each goal you are working on. Constantly measure progress and inform others early if timelines are changing. | This would also need to be reviewed with my manager. I would set a realistic and critical milestone for each goal I am working on. I would keep an eye on the progress, and if there any changes I would inform the relevant people immediately. |
Actions carried forward to my development
plan
The two three essential recommendations that could be carried forward to my development plan are:
* Observe and, together with your manager, understand the role you prefer to play in a team. Experiment with different roles to vary the contribution you make and develop new skills.
* How extensive is your network? Do you have solid relationships with individuals outside of your immediate team or outside of your organisation? Identify mutual interests or agendas that you can use as a way to form new relationships.
* Agree critical milestones for each goal you are working on. Constantly measure progress and inform others early if timelines are changing.
Activity 2
Delivering Timely and Effective HR Services to Meet Users Needs
Customer Needs and prioritising conflicting needs
The three customers that I have chosen are, an apprenticeship girl, my colleagues, and the Owner of the business.
Customer | Needs | Areas of Conflicting Needs | Clients | Clients need a well delivered price list with all the current information on it, an enjoyable treatment that is what it was described as, in a friendly comfortable atmosphere at a reasonable price. They also need after care information that is tailored to the treatment they have had. | A client may come in and feel that they have not had the treatment that they paid for, that it wasn’t exactly as it was stated in some way. This will take up my time dealing with the customer either explaining what can be done about it, or how she did receive the exact treatment that she has paid for. When I will most likely have another customer waiting for me. | My Colleagues | We have members of staff at different levels, with different qualifications. We have an apprenticeship girl who needs more time and attention as part of her job is to be taught while she is working, while other members of staff may need your help with another matter as not everyone is qualified in the same thing. | The conflict can be with time, an apprenticeship girl needs a lot of time spent with her teaching her as she goes, but as I am the only person who deals with the advertisement and website, my colleagues often need my time as they want things they are doing on the website or things need to be changed, or they want advertising done with has to go through me first before the owner. I have to make sure all website content is available to in time for my colleagues as well as giving the apprentice girl the time she needs to learn what she needs to in order to pass her course. | Owner of the Business | There need is usually to see the paper work on what has been changed on website, any advertisement we may be doing, and to check the books as they are done monthly to check everything is ok. | The conflict arises because of the time needed to prepare this for her to check, when i need to ensure that my time is divided out evenly to make sure my other colleagues can get what they need from me time wise also. |
The areas of conflicting needs may be managed and prioritised as follows:
* Regular staff/ Manager (Owner) meetings to ensure that there is enough time to go over all the paperwork the owner wants to see, and if there are any conflicts over whether or not any of my colleagues think one of the advertising options is a good or bad idea, they will have time to voice their opinions to everyone. Also it is a good idea to make sure the apprenticeship girl is learning everything she needs to be, from each of the different members of staff.
Before an upcoming meeting I would prioritise my work into what is most important, and what the owner will want to see in the meeting, making sure all important tasks needed to be discussed at the meeting are prepared in time for the meeting, and so that everyone who needs a copy of any documents, can have them.
* With my colleagues needing my time for different matters this can be managed by setting set time slots for different matters that arise, prioritising between higher importance tasks like adding new treatments, and prices to website being done before things like uploading new photos.
* A conflict with budget always arises as my colleagues all have different ideas on advertisement, as they all have different qualifications, and areas of expertise. I have to deal with this efficiently by deciding what kinds of advertising suit our business best, while fitting in with the budget. If an advertising campaign we are thinking about doing for business looks good, but cannot show properly how much it will benefit the business, I would have to look at another form of advertisement which may suit the business more but my colleagues may not be as suited to it. This can be harder when the manger really want to go with a high priced advertisement, which can take a lot out of the budget. When this happens I have to re look at what is left of the budget and re look at other ways of advertising still getting the same benefits only cheaper.
* When dealing with an unhappy customer it is essential to deal with them as soon as possible, not send them away. If I had another customer waiting I would ask the unhappy customer to take a seat, in a soft voice and that I would be back in a moment to deal with her complaint. I would then take my other client into another room offering her a drink and a magazine. So that I would have time to deal with the complaint properly, and with some privacy.
My aim would be to listen to the complaint with positive body language, and while not trying to justify either myself, my colleague, or the salon itself, I would try to explain her issues in full, and ensure that the difficult client has felt heard and understood. I have found that when dealing with a difficult client if you use positive body language a soft voice, and listen to the complaint fully before addressing the issue, this usually helps to diffuse the situation, however if further action is needed I would then have to pass it on to the manager.
Effective Communication
The three main methods of communication used in our business are shown below:
Communication Method | Advantages | Disadvantages | Face to Face | A more personal, and friendly approach.You would pick up on areas of discomfort easier.You are more likely to understand what the exact issues are. | The timing needs to suit both parties, which can be harder with face to face than with a telephone call.Is the right person available to deal with it?Can take longer than a telephone call. | Email | Instant, arrives as soon as you send it.Usually people get a notification that they have received an email.Recorded, there for you have proof of what was sent and received along with dates and times.(audit Trail) | There can be issues over receipt and reading.Email programmes could send your mail directly to spam, therefore the recipient may not see it.Viruses. | Telephone Call | More personal than an email or text, but less so than face to face, which some people can be uncomfortable with.An issue can be dealt with quickly over the phone as you don’t have to wait for a response then send your response and wait for it to be read like with an email. | Have to wait for the other person to be available.Timing has to be appropriate so that you have enough time for the duration of the call. |
Although the items shown above are some of the main methods of communication, with social networking, and instant messaging becoming used much more, they run the risk of sending inappropriate text, either due to error or by instantly replying, and not really thinking about what is being sent beforehand. I think in business it is much better to use the methods described above to ensure the appropriate content is sent/ discussed with more thought being put in to it than people us when using instant messaging and social networking, as it is easy to slip into using the slang words you use in messaging in your social life when using those kinds of methods of communication.
Effective Service Delivery
Delivering Service on Time
When trying to deliver service on time, I decide what are the most important tasks that need to be done, and balance them off with the less important tasks, along with the amount of time I have to do them. I would then right myself a list of things to do starting with the most important. (I have spoken a little about delivering service on time on the first paragraph on page 2.)
Delivering Service on budget
It is very important to understand the cost of a service within your budget, and the how that service affects and builds your business. (I have spoken a little about delivering service on budget on the third paragraph on page 2.)
Dealing with Difficult Customers
It is very important to listen to unhappy customers, with open positive body language, and using a soft voice, as when an unsatisfied customer feels they have been heard, and the situation is being dealt with, it can be diffused quite quickly. However if I was to seem like I was not interested, I increased the volume of my voice, or used harsh words, the situation would get a lot worse. (I have spoken a little about dealing with difficult customers on the fourth paragraph on page 2.)
Handling and resolving complaints
If after listening to the customer, it is not possible to rectify the issue I would take the following steps:
* Decide if I can solve the problem, or if it has to be referred to a senior member of staff.
* I would explain all the facts to complainant, and listen in return until we are both clear on all the facts.
* I would deal with the issues that I could, then explain to the complainant that i am going to refer the matter to a senior member of staff. I would tell her who is dealing with it, and when.
* I would take all appropriate details from here that I didn’t already have, name, address, contact number, reference number ect...
* If possible I would give a deadline for when the complaint would be dealt with.
* Then I would write down all the details of the complaint, along with name and all contact details, reference, and the deadline I gave the complainant.
* I would then pass it on to the appropriate senior member of staff.
Activity 3
Definition and importance of continuing professional development
CPD is an ongoing process in which an HR professional can identify gaps in their learning and development. They can also find ways to fill any gaps in experience, knowledge and behaviours. CPD also helps to review the success of my development actions.
Attending the CHRP course at College is a cost-effective way of developing my professional competence.
A few of the benefits of CPD are: * It helps to build my confidence and credibility, I can see my progression. * I would become more productive by reflecting on my learning and highlighting gaps in my knowledge and experience. * I would be able to cope more positively with change by constantly updating my skill set. * I am more likely to achieve my career goals by focusing on my training, and development.
Continuing Professional Development is important to me for the following reasons: * It enables me plan, reflect and review my development needs. * It helps me to build my confidence, as it shows me my progression in all areas. * I am more likely to achieve what I want to in my carer, by constantly progressing, and learning.
Development options for meeting my CPD needs
There are many different ways of meeting my CPD needs.
My learning style, according to Honey & Mumford is that of a Theorist. Together with my VARK results which showed I have a high read/write preference, with a 0 for auditory.
I prefer to think problems through in a step-by-step manner. I prefer reading information and writing notes, systems, and case studies. Talking with experts is not helpful, and I dislike activity, group discussions, and new learning experiences. I prefer to stick with reading and writing, with visuals.
My ideal method for learning would be to be given the relevant information, and be left to read through and learn it writing notes, and asking questions if I do not understand.
My least preferred method of learning is group discussions, and role play.
Appendix A
Copies of the results of self analysis of the HR Profession Map
* Employee Relations (Key Area)
* Collaborative (Behaviour)
* Driven to Deliver (Behaviour)
Appendix B
Development Plan & Records
Development Plan – 1 September 2012 to 31 August 2013
What do I want or need to learn | What will I do to achieve this? | What resources or support will I need? | What will my success criteria be? | Target dates for review and completion | | | | | | | | | | | | | | | |
Development Records for the period – 1 September 2012 to 31 August 2013
Key Dates | What I did | Why I did it | What did I learn | How I have or will use it | 26th Sep 2012&3rd Oct 2012 | Completed various learning styles questionnaires-VARK -Honey-Mumford | To gain an understanding of how I learn and how it might affect my development options. | According to Honey-Mumford I am a theorist and a Read/Write learner according to VARK.I like reading and writing, and dislike group discussions, and role play. | I will change the ways I learn by ensuring that I introduce a variety of learning styles into my development processes. | | | | | |
Development Plan – 1 September 2013 to 31 August 2014
What do I want or need to learn | What will I do to achieve this? | What resources or support will I need? | What will my success criteria be? | Target dates for review and completion | | | | | | | | | | |
Summary of the CIPD’s HR Profession Map (HRPM)
The Human Resource Profession Map (MPRM) was introduced to the CIPD to help HR professionals both identify their levels of professional competence, and assess their development needs now, and throughout their developing career in HR.
The map captures what effective and successful HR people do in their jobs and what they deliver across every aspect of the profession, and sets out the required activities, behaviour and knowledge.
It covers 10 professional areas, and 8 behaviours, set across four bands from Band 1: Administrator, Band 2: Senior PR actioner, Band 3: Consultant, and Band 4: HR Director.
The map is a self-assessment tool, and the results should be compared with …show more content…
other sources such as job descriptions, and performance reviews, to get the most out of the result and recommendations.
The 2 main professional areas are Strategy and Solutions, and Leading HR. There are 8 other key areas called behaviours. Each behaviour is described at four bands of professional competence, and has a serious of contra – indicators which illustrate the negative manifestations of the behaviours.
It has been designed to be relevant and applicable to HR professionals operating anywhere in the world, in all sectors and in organisations of all shapes and sizes.
Activity 1
Review of Activities, Knowledge and behaviours Employee Relations at Band 1
I have completed the HRPM for the following areas:
* Employee Relations (Key Area) * Collaborative (Behaviour) * Driven to Deliver (Behaviour)
The pages containing the results and recommendations have been included as a separate addition to this report.
The key recommendations are analysed below and, where appropriate, carried forward into my development plan for this, and subsequent years.
Recommendation for Employee Relations:
Recommendation | Action | Shadow Colleagues (manager) when they are leading the resolution of an employee relations issue. Use these opportunities to test out your thinking and judgement. | Action can be taken very soon, by talking to colleagues, and shadowing them when they are dealing with employee relations issues. | Research the background to legislative change. Keep abreast of national consultation on the employment law agenda through sources such as the government website. | Action can be taken immediately by researching using the internet – government website. I would then make sure the relevant people are kept up to date with my findings. …show more content…
| Subscribe to employment law journals to keep abreast of latest developments. | This can be done immediately. I would subscribe to employment law journals, and keep up to date with any new information/legislation comes out. | Attend employment tribunals as an observer. Take policy or practice learning’s back into the organisation. | The planning for this can take place straight away, by speaking to manager and arranging to sit in on the next employment tribunals. I would then take back what I learnt and give the information to the relevant people in my organisation. | Seek opportunities to observe/ minute-take at key negotiation meetings. | The planning for this can take place straight away, by speaking to manager and arranging to sit in on the next negotiation meetings. |
Recommendation for Behaviour: Collaborative:
Recommendation | Action | Observe and, together with your manager, understand the role you prefer to play in a team. Experiment with different roles to vary the contribution you make and develop new skills. | I would find out my Belbin results which are PL, I am a plant, and look to develop contacts with people who have different results. This would also help me in building relationships and networking. | How extensive is your network? Do you have solid relationships with individuals outside of your immediate team or outside of your organisation? Identify mutual interests or agendas that you can use as a way to form new relationships. | Action can be taken immediately to build relationships with colleagues, by finding a common ground to begin talking about. With networking this can be done at relevant CIPD branch meetings, where there is also the chance to build relationships with people outside my organisation. | If an individual is particularly angry or frustrated, let them vent and blow stream. Don’t react, listen, and ask clarifying questions. Many times with unlimited venting and your understanding, the actual issue shrinks. | Action can be taken immediately. This would be done by speaking, and listening to the individual and letting them get everything that is bothering, with positive body language. |
Recommendation for Behaviour: Driven to Deliver:
Recommendation | Action | Set goals for all aspects of your role but be realistic about your capacity to deliver.
Effective performers will typically spend about half their time on a few big and critical goals. | Action can be taken quite soon. First I would think about my goals, making sure they are realistic. They would always be reviewed with my manager. | How do you respond to a change in circumstances or someone moving the goalposts? Be flexible and change-ready. | Action can be taken immediately and constantly reviewed. I would do this by making sure I am always flexible and ready to change things around to get the job done. | Agree critical milestones for each goal you are working on. Constantly measure progress and inform others early if timelines are changing. | This would also need to be reviewed with my manager. I would set a realistic and critical milestone for each goal I am working on. I would keep an eye on the progress, and if there any changes I would inform the relevant people immediately. |
Actions carried forward to my development
plan
The two three essential recommendations that could be carried forward to my development plan are:
* Observe and, together with your manager, understand the role you prefer to play in a team. Experiment with different roles to vary the contribution you make and develop new skills.
* How extensive is your network? Do you have solid relationships with individuals outside of your immediate team or outside of your organisation? Identify mutual interests or agendas that you can use as a way to form new relationships.
* Agree critical milestones for each goal you are working on. Constantly measure progress and inform others early if timelines are changing.
Activity 2
Delivering Timely and Effective HR Services to Meet Users Needs
Customer Needs and prioritising conflicting needs
The three customers that I have chosen are, an apprenticeship girl, my colleagues, and the Owner of the business.
Customer | Needs | Areas of Conflicting Needs | Clients | Clients need a well delivered price list with all the current information on it, an enjoyable treatment that is what it was described as, in a friendly comfortable atmosphere at a reasonable price. They also need after care information that is tailored to the treatment they have had. | A client may come in and feel that they have not had the treatment that they paid for, that it wasn’t exactly as it was stated in some way. This will take up my time dealing with the customer either explaining what can be done about it, or how she did receive the exact treatment that she has paid for. When I will most likely have another customer waiting for me. | My Colleagues | We have members of staff at different levels, with different qualifications. We have an apprenticeship girl who needs more time and attention as part of her job is to be taught while she is working, while other members of staff may need your help with another matter as not everyone is qualified in the same thing. | The conflict can be with time, an apprenticeship girl needs a lot of time spent with her teaching her as she goes, but as I am the only person who deals with the advertisement and website, my colleagues often need my time as they want things they are doing on the website or things need to be changed, or they want advertising done with has to go through me first before the owner. I have to make sure all website content is available to in time for my colleagues as well as giving the apprentice girl the time she needs to learn what she needs to in order to pass her course. | Owner of the Business | There need is usually to see the paper work on what has been changed on website, any advertisement we may be doing, and to check the books as they are done monthly to check everything is ok. | The conflict arises because of the time needed to prepare this for her to check, when i need to ensure that my time is divided out evenly to make sure my other colleagues can get what they need from me time wise also. |
The areas of conflicting needs may be managed and prioritised as follows:
* Regular staff/ Manager (Owner) meetings to ensure that there is enough time to go over all the paperwork the owner wants to see, and if there are any conflicts over whether or not any of my colleagues think one of the advertising options is a good or bad idea, they will have time to voice their opinions to everyone. Also it is a good idea to make sure the apprenticeship girl is learning everything she needs to be, from each of the different members of staff.
Before an upcoming meeting I would prioritise my work into what is most important, and what the owner will want to see in the meeting, making sure all important tasks needed to be discussed at the meeting are prepared in time for the meeting, and so that everyone who needs a copy of any documents, can have them.
* With my colleagues needing my time for different matters this can be managed by setting set time slots for different matters that arise, prioritising between higher importance tasks like adding new treatments, and prices to website being done before things like uploading new photos.
* A conflict with budget always arises as my colleagues all have different ideas on advertisement, as they all have different qualifications, and areas of expertise. I have to deal with this efficiently by deciding what kinds of advertising suit our business best, while fitting in with the budget. If an advertising campaign we are thinking about doing for business looks good, but cannot show properly how much it will benefit the business, I would have to look at another form of advertisement which may suit the business more but my colleagues may not be as suited to it. This can be harder when the manger really want to go with a high priced advertisement, which can take a lot out of the budget. When this happens I have to re look at what is left of the budget and re look at other ways of advertising still getting the same benefits only cheaper.
* When dealing with an unhappy customer it is essential to deal with them as soon as possible, not send them away. If I had another customer waiting I would ask the unhappy customer to take a seat, in a soft voice and that I would be back in a moment to deal with her complaint. I would then take my other client into another room offering her a drink and a magazine. So that I would have time to deal with the complaint properly, and with some privacy.
My aim would be to listen to the complaint with positive body language, and while not trying to justify either myself, my colleague, or the salon itself, I would try to explain her issues in full, and ensure that the difficult client has felt heard and understood. I have found that when dealing with a difficult client if you use positive body language a soft voice, and listen to the complaint fully before addressing the issue, this usually helps to diffuse the situation, however if further action is needed I would then have to pass it on to the manager.
Effective Communication
The three main methods of communication used in our business are shown below:
Communication Method | Advantages | Disadvantages | Face to Face | A more personal, and friendly approach.You would pick up on areas of discomfort easier.You are more likely to understand what the exact issues are. | The timing needs to suit both parties, which can be harder with face to face than with a telephone call.Is the right person available to deal with it?Can take longer than a telephone call. | Email | Instant, arrives as soon as you send it.Usually people get a notification that they have received an email.Recorded, there for you have proof of what was sent and received along with dates and times.(audit Trail) | There can be issues over receipt and reading.Email programmes could send your mail directly to spam, therefore the recipient may not see it.Viruses. | Telephone Call | More personal than an email or text, but less so than face to face, which some people can be uncomfortable with.An issue can be dealt with quickly over the phone as you don’t have to wait for a response then send your response and wait for it to be read like with an email. | Have to wait for the other person to be available.Timing has to be appropriate so that you have enough time for the duration of the call. |
Although the items shown above are some of the main methods of communication, with social networking, and instant messaging becoming used much more, they run the risk of sending inappropriate text, either due to error or by instantly replying, and not really thinking about what is being sent beforehand. I think in business it is much better to use the methods described above to ensure the appropriate content is sent/ discussed with more thought being put in to it than people us when using instant messaging and social networking, as it is easy to slip into using the slang words you use in messaging in your social life when using those kinds of methods of communication.
Effective Service Delivery
Delivering Service on Time
When trying to deliver service on time, I decide what are the most important tasks that need to be done, and balance them off with the less important tasks, along with the amount of time I have to do them. I would then right myself a list of things to do starting with the most important. (I have spoken a little about delivering service on time on the first paragraph on page 2.)
Delivering Service on budget
It is very important to understand the cost of a service within your budget, and the how that service affects and builds your business. (I have spoken a little about delivering service on budget on the third paragraph on page 2.)
Dealing with Difficult Customers
It is very important to listen to unhappy customers, with open positive body language, and using a soft voice, as when an unsatisfied customer feels they have been heard, and the situation is being dealt with, it can be diffused quite quickly. However if I was to seem like I was not interested, I increased the volume of my voice, or used harsh words, the situation would get a lot worse. (I have spoken a little about dealing with difficult customers on the fourth paragraph on page 2.)
Handling and resolving complaints
If after listening to the customer, it is not possible to rectify the issue I would take the following steps:
* Decide if I can solve the problem, or if it has to be referred to a senior member of staff.
* I would explain all the facts to complainant, and listen in return until we are both clear on all the facts.
* I would deal with the issues that I could, then explain to the complainant that i am going to refer the matter to a senior member of staff. I would tell her who is dealing with it, and when.
* I would take all appropriate details from here that I didn’t already have, name, address, contact number, reference number ect...
* If possible I would give a deadline for when the complaint would be dealt with.
* Then I would write down all the details of the complaint, along with name and all contact details, reference, and the deadline I gave the complainant.
* I would then pass it on to the appropriate senior member of staff.
Activity 3
Definition and importance of continuing professional development
CPD is an ongoing process in which an HR professional can identify gaps in their learning and development. They can also find ways to fill any gaps in experience, knowledge and behaviours. CPD also helps to review the success of my development actions.
Attending the CHRP course at College is a cost-effective way of developing my professional competence.
A few of the benefits of CPD are: * It helps to build my confidence and credibility, I can see my progression. * I would become more productive by reflecting on my learning and highlighting gaps in my knowledge and experience. * I would be able to cope more positively with change by constantly updating my skill set. * I am more likely to achieve my career goals by focusing on my training, and development.
Continuing Professional Development is important to me for the following reasons: * It enables me plan, reflect and review my development needs. * It helps me to build my confidence, as it shows me my progression in all areas. * I am more likely to achieve what I want to in my carer, by constantly progressing, and learning.
Development options for meeting my CPD needs
There are many different ways of meeting my CPD needs.
My learning style, according to Honey & Mumford is that of a Theorist. Together with my VARK results which showed I have a high read/write preference, with a 0 for auditory.
I prefer to think problems through in a step-by-step manner. I prefer reading information and writing notes, systems, and case studies. Talking with experts is not helpful, and I dislike activity, group discussions, and new learning experiences. I prefer to stick with reading and writing, with visuals.
My ideal method for learning would be to be given the relevant information, and be left to read through and learn it writing notes, and asking questions if I do not understand.
My least preferred method of learning is group discussions, and role play.
Appendix A
Copies of the results of self analysis of the HR Profession Map
* Employee Relations (Key Area)
* Collaborative (Behaviour)
* Driven to Deliver (Behaviour)
Appendix B
Development Plan & Records
Development Plan – 1 September 2012 to 31 August 2013
What do I want or need to learn | What will I do to achieve this? | What resources or support will I need? | What will my success criteria be? | Target dates for review and completion | | | | | | | | | | | | | | | |
Development Records for the period – 1 September 2012 to 31 August 2013
Key Dates | What I did | Why I did it | What did I learn | How I have or will use it | 26th Sep 2012&3rd Oct 2012 | Completed various learning styles questionnaires-VARK -Honey-Mumford | To gain an understanding of how I learn and how it might affect my development options. | According to Honey-Mumford I am a theorist and a Read/Write learner according to VARK.I like reading and writing, and dislike group discussions, and role play. | I will change the ways I learn by ensuring that I introduce a variety of learning styles into my development processes. | | | | | |
Development Plan – 1 September 2013 to 31 August 2014
What do I want or need to learn | What will I do to achieve this? | What resources or support will I need? | What will my success criteria be? | Target dates for review and completion | | | | | | | | | | |