(Mt) – How the Role of A People Profession Is Changing Questions

SOLUTION AT Academic Writers Bay

5CO03 Hints & Tips Task 2 CPD Portfolio Task 2 is a CPD portfolio – a collection of documents evidencing your approach to continuous professional development using the CIPD profession map for guidance. This should be approximately 1,000 words. The task is split into four different activities, three activities you will submit at the end of unit 3, you will submit Activity 4 at the end of your programme. This a is a reflective log on your learning, which you could add to every 2 – 4 weeks. Activity 1: The Context of Professional Development AC3.1: Explore how the role of a people professional is evolving and the implications this has for continuing professional development. Explain the following: 1. How the role of a people profession is changing. E.g.: • • • People practice moving from admin to strategy People professional is more people-focused and tech-savvy More specialisms and job titles e.g., Chief Happiness Officer, Chief Heart Officer, Lead People Data Scientist etc. How have job titles have changed to reflect the changing role of the people professional? Think about the people practice roles within your own organisation. 2. What impact are these changes having on our CPD? What impact do these changes have on your own CPD? What development activities would you need to invest in? How is this different to what you do now? How does this link to the CIPD profession map? 3. What are the key characteristics of a good-practice CPD? Discuss at least three different characteristics of good practice CPD. The campus has some good examples of CPD and reflective practice. What characteristics do you feel are important? Why? Activity 2 Self-Assessment (Split in two parts) Part One: AC2.4 & 3.2 Assess your strengths, weaknesses and development areas based on selfassessment and feedback forms. ▪ • • • • Undertake a self-assessment against the following three CIPD Profession Map core behaviours, at associate level: Ethical Practice, Valuing People, and Working Inclusively. You could use the CIPD’s Self-Assessment tool in the CIPD Learning Hub The table below can be used to self-assess against “Ethical Practice” but should be extended or added to, for your self-assessment against Valuing People and Working Inclusively. For each standard, simply provide a score in one of the first three columns, then provide some reasoning, for this score, in the final column. Place the completed self-assessments in the appendices (These will not be included in the word count). You also need to collect at least two other pieces of feedback regarding your strengths and weaknesses as a people professional. This can be from peers, line managers or customers. An email would work here. Place these in the appendices. Back in your main word document, using your self-assessment results and feedback, identify at least three different strengths and weaknesses that you can use to develop your objectives (which you will add to your personal development plan). Explain how you can meet these objectives e.g., what activities/learning opportunities? Example: if one of your weaknesses is raising concerns with others, how would you turn into a strength? What learning opportunities do you have? Perhaps some coaching? How effective will this be? How does it support your learning journey? Part Two: AC3.3: Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey. Using the weaknesses you have identified, complete your PDP by adding these objectives to the personal development plan (PDP) template provided and add this to the appendices. Make sure you decide on the most appropriate initiative to support your learning journey. Your completed PDP can be placed into an Appendix and will not be included in the Word Count. This is the end of the main submission at the end of the unit Activity 3 – Reflective Practice This is the final activity that will need to be submitted near the end of your course. AC3.4: Reflect on the impact of your CPD activities on own behaviour and performance Reflect on the impact of your own CPD activities on your behaviour and performance, using the learning log template on the campus. As mentioned earlier, you could add to every 2 – 4 weeks so that it is an ongoing document. On the campus, at the end of each week, you are asked to reflect on your learning. It would be good practice to complete these and use them in your CPD reflective log. Include the following: ✓ Dates ✓ What you did ✓ Why you completed this activity ✓ What you learnt from the activity ✓ How you will use this in the future. Your reflection should: • Include a mix of course-related, personal, and professional learning • Relate your achievements to your PDP • Consider the impact on you, your team, your colleagues, your customers, your stakeholders, the organisation, and the department. You could: • Include evidence to support this (in the appendices), for example, certificates of attendance, of training courses or emails from colleagues. • Add a final overall reflection on your learning journey, underneath the log, prior to submitting. 5CO03 Task 2 Template Task 2 Activity 1 How the role of a people professional is evolving and the implications this has for continuing professional development (3.1) 1. How the role of a people profession is changing. 2. What impact are these changes having on our CPD? 3. What are the key characteristics of a good-practice CPD? Activity 2 Assess your strengths, weaknesses and development areas based on self-assessment and feedback forms. (2.4 & 3.2) My Self-Assessments & Feedback from Others (Refer to self-assessment and feedback emails in appendices.) 1. Summary 2. Reasoning 3. Chosen objectives Activity 2 Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey (3.3) My Personal Development Plan (Refer to PDP in appendices.) • Explanation and justification of chose learning activities/methods e.g.: o Why a book not a seminar? o Why would you need those resources? o How will your success criteria evidence learning transfer? o Explain your timeframe Activity 3 Reflective Practice Reflection log be submitted June 2022 Appendices 1: Self-assessment 2: Feedback email 1 3: Feedback email 2 4: PDP Development Plan NAME: MEMBERSHIP NUMBER: COVERING THE PERIOD FROM: TO: Planned outcome Where do I want to be by the end of this period? What do I want to be doing? (This may be evolutionary or “more of the same”.) What do I want/need to learn? Document1 What will I do to achieve this? What resources or support will I need? What will my success criteria be? What are my target dates for review and completion? Page 1 of 1 5CO03 Professional behaviours and valuing people New Learner Assessment Brief Assessment ID / CIPD_5CO03_21_02 Level 5 Associate Diploma in ▪ ▪ People Management Organisational Learning and Development Please write clearly in block capitals. Centre number Learner number Learner surname Learner other names Assessor name Assessor signature Internal quality assurer name Internal quality assurer signature Assignment start date Assignment end date Assignment submission date Assignment re-submission date for centre marking (only one re-submission allowed) 2 Level 5 Associate Diploma 5CO03 Professional behaviours and valuing people This unit focuses on how applying core professional behaviours such as ethical practice, courage and inclusivity can build positive working relationships and support employee voice and well-being. It considers how developing and mastering new professional behaviours and practice can impact performance. CIPD’s insight Rotten apples, bad barrels and sticky situations: unethical workplace behaviour (April 2019) Workplace ethics has been an increasing focus for businesses, policy makers and regulatory bodies in recent years. In the wake of corporate scandal, talk often turns to how organisations can change their culture and manage unethical behaviour. But, to make a much-needed change, we need to understand why unethical behaviour occurs in the first place. With this knowledge, business leaders and people professionals can take meaningful action to tackle it. This report Rotten apples, bad barrels and sticky situations: a review of unethical workplace behaviour, provides evidence-based, practical lessons that people professionals and leaders can use to minimise the likelihood of unethical behaviour in their workplace. https://www.cipd.co.uk/knowledge/culture/ethics/ethical-behaviour Gifford, J., Green, M. and Barends, E. (2019) Rotten apples, bad barrels and sticky situations: an evidence review of unethical workplace behaviour [online]. Research report. London: CIPD. Diversity and inclusion in the workplace (May 2020) Understand what diversity and inclusion mean in the workplace and how an effective D&I strategy can support business. Promoting and supporting diversity in the workplace is an important aspect of good people management – it’s about valuing everyone in the organisation as an individual. However, to reap the benefits of a diverse workforce it’s vital to have an inclusive environment where everyone feels able to participate and achieve their potential. While UK legislation – covering age, disability, race, religion, gender and sexual orientation among others – sets minimum standards, an effective diversity and inclusion strategy goes beyond legal compliance and seeks to add value to an organisation, contributing to employee well-being and engagement. https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet Miller, J. and Green, M. (2020) Diversity and inclusion in the workplace [online]. Factsheet. London: CIPD. 3 Level 5 Associate Diploma Case study You currently work in the People Practice Team and are studying for your CIPD qualification. Your Line Manager is running a break-out session about ethical practice in business, at one of the CIPD conferences, and you have been asked to help. The focus of the session is the importance of personal and ethical values for people practice professionals and how these can be applied at work, including contributing to (if not driving) discussions, to influence others towards ethical behaviour. The session will also explore the human and business benefits of inclusive behaviour such as positive working relationships and improved performance, and make the business case for people being included, valued and fairly treated at work. Preparation for the Tasks: ▪ At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress. ▪ Refer to the indicative content in the unit to guide and support your evidence. ▪ Pay attention to how your evidence is presented, remember you are working in the People Practice Team. ▪ Ensure that the evidence generated for this assessment remains your own work. You will also benefit from: ▪ Completing and acting on formative feedback from your Assessor. ▪ Reflecting on your own experiences of learning opportunities and continuous professional development. ▪ Reading the CIPD Insight, Fact Sheets and related online material on these topics. 4 Level 5 Associate Diploma Task One – Conference presentation on ethical practice in business In readiness for the session, prepare a presentation (slides and presenter notes) about ethical practice in business. The presentation should explore the importance of ethical values to people practice professionals, how they can be applied, and how ethical practices can impact positively on organisations. Your presentation should cover all the points below and provide a convincing argument for ethical behaviour in business. Your audience will be a mixture of academics and practitioners, who will expect your presentation to include a range of relevant academic theory as well as practical examples to support your comments. 1) Define the term professional and explain what it means to be a ‘people practice professional’. (1.1) 2) Discuss the concept of ‘ethical values’, and how at least three ethical values that you hold personally impact (or could impact) on your work as a people practice professional. (1.2) 3) Drawing on work or personal examples, analyse how you would/have: – made an engaging and well-informed contribution to discussions to support the application of good people practice (1.3) – taken responsibility for your work/actions, including recognising and rectifying mistakes (1.4). – known when and how to raise concerns when issues such as organisational policies or leadership approaches conflict with ethical values or legislation. (1.5) 4) Provide a robust argument for ethical people practice that is supported by academic theory and details both the business and human benefits of people at work feeling included, valued and fairly treated. (2.1) 5) Using your own example of providing a people practice solution to meet a particular need, or a hypothetical example such as introducing a new policy or reward initiative, comment on how you would/have: – ensured the ‘design’ of the solution was informed by engagement with others, particularly those most affected by the solution. (2.2) – evaluated the impact of the solution in terms of how well it met the needs of and engaged all those it was aimed at. (2.3) Your evidence must consist of: Presentation material: – Slide deck – Presenter notes (ideally these should be presented as a single word document with slides embedded in the document, make sure the learners cite where they’ve answered the question) Approximately 2250 words in total 5 Level 5 Associate Diploma 6 Level 5 Associate Diploma Task Two – CPD portfolio This task combines a number of activities to produce a continued professional development (CPD) portfolio. The activities require you to demonstrate your understanding of, commitment and approach to CPD. Activity 1 – The Context of Professional Development As an introduction to your portfolio, explain the following: ▪ The concepts of CPD and Reflective Practice ▪ How the role of a people professional is changing and the implications this has for CPD. (3.1) Activity 2 – Self Assessment The first stage of CPD is to understand where we are and where we want to be. ▪ Undertake a self-assessment against the following three CIPD Profession Map core behaviours, at associate level: Ethical Practice, Valuing People, and Working Inclusively. Your self-assessment should include conclusions derived from other people’s feedback as well as your own reflections, on your behaviour and performance. (2.4, 3.2) (An example self-assessment template, for Ethical Practice, is provided at Appendix 1 of this assignment brief and can be extended to accommodate the other core behaviours.) ▪ From your self-assessment, identify your weaker areas and your development objectives for addressing these. Determine the most appropriate professional development activities to meet your objectives, and add these to your Professional Development Plan (PDP). (3.2, 3.3) Activity 3 – Reflective Practice A key element of CPD is reflecting on the impact of our learning and development, so that we can make further decisions about how to progress. To compete this assignment, provide a reflective record of how key aspects of your (formal or informal) learning and development, over the last 12 months, have impacted your performance at work and/or general behaviour. (3.4). Your evidence must consist of: ▪ A CPD portfolio including: – Activity 1: written response (300 words) – Activity 2: self-assessment forms and related PDP (not included in the word count) – Activity 3: Reflective Record or Learning Log (700 words) Approximately 1,000 words in total, refer to CIPD word count policy. 7 Level 5 Associate Diploma Appendix 1 Task 1 –Self-Assessment against Ethical Practice (associate level) Profession Map Standard 1 Make responsible choices about your work, applying professional principles and values 2 Consider the purpose and implications of actions, decisions and people practices for all stakeholders 3 Raise concerns about people practices and policies which are not consistent with values or legislation 4 Provide explanations and reasons for the choices you make and the advice you provide 5 Demonstrate professionalism and consistency in what you say and do in order to build trust Perform well Score 30 Perform satisfactorily Score 20 Requires further development Score 10 Reason for judgement 8 Level 5 Associate Diploma Assessment Criteria Evidence Checklist Use this as a checklist to make sure that you have included the required evidence to meet the task. Please enter the evidence title and where it can be referred to. An example has been provided for you. Task 1 – Conference Presentation on ethical practice in business Assessment criteria 1.1 Appraise what it means to be a people professional. 1.2 Recognise how personal and ethical values can be applied in the context of people practice. 1.3 Contribute confidently to discussions in a clear, engaging and informed way to influence others. 1.4 Reflect how you have taken responsibility for your work/actions, including recognising and rectifying mistakes. 1.5 Recognise when and how you would raise matters which conflict with ethical values or legislation. 2.1 Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. 2.2 Design an impactful solution based on feedback and engagement with others. 2.3 Evaluate the impact of the solution to influence and engage people within an organisation. Evidenced Y/N Y Evidence reference Presentation deck – slide? Briefing note (Section ?) 9 Level 5 Associate Diploma Task 2 – CPD Portfolio Assessment criteria 3.1 Explore how the role of a people professional is evolving and the implications this has for the continuing professional development 3.2 Assess your strengths, weaknesses and development areas based on selfassessment and feedback from others. 3.3 Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey. 2.4 Reflect on your own approach to working inclusively and building positive working relationships with others. 3.4 Reflect on the impact of your continuing professional development activities on own behaviour and performance. Evidenced Y/N Evidence reference CIPD Portfolio 10 Level 5 Associate Diploma Declaration of Authentication Declaration by learner I can confirm that this assessment is all my own work and where I have used materials from other sources, they have been properly acknowledged. Learner name: Learner signature: Date: Declaration by Assessor I confirm that I am satisfied that to the best of my knowledge, the work produced is solely that of the learner. Assessor name: Assessor signature: Date: 11 Level 5 Associate Diploma 5CO03 Professional behaviours and valuing people Assessment Criteria marking descriptors. Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC. Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions. The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria. To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria. The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the assessment criteria have been failed or referred. Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be used internally by the centre. Overall mark Unit result 0 to 25 Fail 26 to 33 Low Pass 34 to 42 Pass 43 to 52 High Pass 12 Level 5 Associate Diploma Marking Descriptors Mark Range 1 Fail Descriptor Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC. Insufficient examples included, where required, to support answers. Presentation and structure of assignment is not appropriate and does not meet the assessment brief. 2 Low Pass Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC. Sufficient and acceptable examples included, where required, to support answers. Required format adopted but some improvement required to the structure and presentation of the assignment. Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way. 3 Pass Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC. Includes confident use of examples, where required, to support each answer. Presentation and structure of assignment is appropriate for the assessment brief. Answers are clear and well expressed. 4 High Pass Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate). Includes strong examples that illustrate the point being made, that link and support the answer well. Answers are applied to the case organisation or an alternative organisation. Answers are clear, concise and well argued, directly respond to what has been asked. The presentation of the assignment is well structured, coherent and focusses on the need of the questions. Includes clear evidence of the use of references to wider reading to help inform answer. 13 Level 5 Associate Diploma Marking grid Task 1 – Assessment criteria 1.1 Appraise what it means to be a people professional. 1.2 Recognise how personal and ethical values can be applied in the context of people practice. 1.3 Contribute confidently to discussions in a clear, engaging and informed way to influence others. 1.4 Reflect how you have taken responsibility for your work/actions, including recognising and rectifying mistakes. 1.5 Recognise when and how you would raise matters which conflict with ethical values or legislation. 2.1 Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to related theory. 2.2 Design an impactful solution based on feedback and engagement with others. 2.3 Evaluate the impact of the solution to influence and engage people within an organisation. Mark 1 – 4 Total for this task Task two: Assessment criteria 3.1 Explore how the role of a people professional is evolving and the implications this has for the continuing professional development 3.2 Assess your strengths, weaknesses and development areas based on self- assessment and feedback from others. 3.3 Formulate a range of formal and/or informal continuing professional development (CPD) activities to support your learning journey. 2.4 Reflect on your own approach to working inclusively and building positive working relationships with others. 3.4 Reflect on the impact of your continuing professional development activities on own behaviour and performance. Mark 1- 4 Total for this task Total marks for unit 14 The new Profession Map The new Profession Map sets the international benchmark for the people profession. Use it to make better decisions, act with confidence, perform at your peak, drive change in your organisation and progress in your career. No matter who you are in the profession, whether you’re a CIPD member or not, the new Profession Map is relevant to you. The new Profession Map includes areas relevant to all people professionals (purpose and values, knowledge and behaviours), and optional areas dependent upon your role (specialist knowledge). Core knowledge • People practice • Culture and behaviour • Business acumen • Analytics and creating value • Digital working • Change peopleprofession.cipd.org Core behaviours • Ethical practice • Professional courage and influence • Valuing people • Working inclusively • Commercial drive • Passion for learning • Situational decision-making • Insights focused Specialist knowledge Employee experience Employee relations Diversity and inclusion Learning and development Reward Talent management Resourcing Organisation development and design • People analytics • • • • • • • • About the levels The new Profession Map identifies four different impact levels and details the knowledge and behaviours required to excel at each of them. This means you can see exactly what it takes to make a positive contribution, whether you’re a senior leader, a dedicated specialist or just starting out in your field. The levels are relevant to all people professionals: • regardless of your role or specialism • whether you’re a CIPD member or not • whether you’re an employee, a consultant or self-employed. The Standards help you understand the knowledge and behaviours that will enable you to be your best – regardless of whether you move through the levels, or develop and excel at one particular level. Which level are you? Start by browsing through the descriptions below to determine which level you broadly align with. If you identify with a couple of levels, explore these levels in more detail to help you identify which one most closely represents your work. When you know which level your work best aligns to, use the knowledge and behaviour Standards at that level to make sure you’re having your best impact. As you move through the levels, the nature of your work becomes more strategic, the way you use information changes, and the extent to which you influence and impact others increases. Foundation level Your work is likely to be tactical, and focused on the day-to-day delivery of tasks. You’ll gather information to use in your role, and use information to understand your work, organisation and profession. You’ll work with and deliver immediate and short-term outcomes for your manager, colleagues and customers. Foundation level is equivalent to Foundation Member (Foundation CIPD). Associate level Your work will usually be operational, with some complexity. You’ll contribute to the thinking around your work, and analyse information to inform your choices and actions. You’ll work with and influence immediate colleagues and customers, though your work will create short-term value for a wider audience. Associate level is equivalent to Associate Member (Assoc CIPD). Chartered Member level Your work will require thinking at a strategic level, and have complexity in the thinking and/or delivery. You’ll critically question information and evaluate it to make judgements and decisions. You’ll work with and influence a range of stakeholders, creating medium to long-term value for a wide audience. Chartered Member level is equivalent to Chartered Member (Chartered MCIPD). Chartered Fellow level Your work is likely to be entirely strategic in thinking and/or delivery, with a significant level of complexity. You’ll develop evidence-based thinking to shape the profession or drive people change. You’ll influence stakeholders across the profession, and create long-term value for significant numbers of people. Chartered Fellow level is equivalent to Chartered Fellow (Chartered FCIPD). peopleprofession.cipd.org Core knowledge The necessary knowledge for experts in people, work and change We’ve defined six areas of knowledge required to drive change, create value and make a positive impact in the world of work. Built on the latest research and insights, the core knowledge areas represent the theory underpinning the people profession, identified through academic research and input from across the profession. They set out everything you need to know to be an effective practitioner, regardless of your role, sector or specialism. Core knowledge • People practice • Culture and behaviour • Business acumen • Analytics and creating value • Digital working • Change peopleprofession.cipd.org Core behaviours • Ethical practice • Professional courage and influence • Valuing people • Working inclusively • Commercial drive • Passion for learning • Situational decision-making • Insights focused Specialist knowledge Employee experience Employee relations Diversity and inclusion Learning and development Reward Talent management Resourcing Organisation development and design • People analytics • • • • • • • • CORE KNOWLEDGE People practice Understanding the range of people practices needed to be an effective people professional. Foundation level Associate level Chartered Member level Chartered Fellow level The employee lifecycle, and where the work you do sits within it The employee lifecycle and how other people practices impact your work and vice versa A range of people practices, and how to design them in an integrated way People practices across a range of specialisms, and how to integrate these to create a holistic people offering Policy, regulation and law relevant to your work Policy, regulation and law relevant to your work and how to ensure people practices are compliant Current and future regulation and law relevant to your work, how to apply it, and how to mitigate risk Current and future regulation and law relevant to your work, and how to assess impact and risk for organisations and industry sector What workforce planning is The elements that make up workforce planning (succession, supply forecasting, skills gaps etc) The elements that make up workforce planning, and how workforce planning data can be applied to improve other people practices The elements that make up workforce planning, and how workforce planning data can be used to inform people and organisation strategy Performance management approaches in your organisation Different approaches to performance management and their pros and cons The impact of different performance management approaches, and how performance management data can be used to drive improvements The impact of different performance management approaches on organisation culture and performance What well-being is and why it’s important Why well-being is important, and the different factors that impact wellbeing The internal and external factors that impact well-being, and how to integrate well-being into people practices How to contribute to and integrate well-being into wider people strategies What diversity and inclusion mean, and why they are important How to build diversity and inclusion into your work How to integrate diversity and inclusion into people practice to create value in your area of work How to build diversity and inclusion approaches that positively impact an organisation’s culture and performance How to work effectively as part of a team Different models of effective team working, and how to work with diverse teams How to create effective teams across business areas, locations and cultures How an organisation’s values, structure, culture and systems impact team effectiveness, and how to build effective leadership teams across boundaries and cultures The range of stakeholders people professionals work with, and the role influencing plays Different tools for stakeholder management and analysis (eg stakeholder mapping) How to use models of influencing and stakeholder management in a range of situations How to use models to influence and manage a range of senior stakeholders to shape strategy What facilitation, consulting, coaching and mentoring are Different models of facilitation, consulting, coaching and mentoring, and when to use them How to apply and adapt different models of facilitation, consulting, coaching and mentoring in a range of different situations The value of facilitation, consulting, coaching and mentoring approaches and their use in delivering the people strategy What employer brand is and why it’s important The importance of employer brand, and the impact your work can have on it How to integrate an organisation’s brand and values into people practices How employer brand affects organisation performance, and how to enhance it through people strategy Things to start thinking about Use these prompts to reflect on your understanding of People practice and uncover areas for future professional development. • How does your area of work impact and relate to other areas of people practice? • How do policy, regulation and law inform people practices in your area of work? • What consulting, coaching and mentoring models and tools do you use in your work? peopleprofession.cipd.org CORE KNOWLEDGE Culture and behaviour Understanding people’s behaviour and creating the right organisation culture. Foundation level Associate level Chartered Member level Chartered Fellow level What culture is and why it’s important What a positive culture looks and feels like How to apply different approaches of culture development, and integrate and align people practices The impact that wider cultures have (eg country, sector) on building and shaping organisation culture That an organisation is a whole system, and that your work and actions have an impact elsewhere How people practices impact on behaviour, culture, systems and structures How to apply models of systemic thinking to a range of people practices How systemic approaches contribute to organisation performance How to use models of organisation behaviour to diagnose and address organisation challenges How to use an understanding of organisation behaviour to create value for people and improve organisation performance Models and theories of human behaviour, and how to use them to shape people practices that deliver value How to use an understanding of human behaviour to improve organisation performance and deliver value for people within and beyond the organisation Different models of organisation behaviour (eg team performance; group dynamics; systems theory; high performance organisations theory) Different theories about human behaviour (eg decision-making theory, nudge theory, selfdetermination theory, neuroscience) N/A N/A What ethics is, and that your actions have consequences Different ethical perspectives and how they influence your own values and decisions Different ethical perspectives, and how different mindsets and values influence internal and external decision-making Different ethical perspectives, mindsets and values, and their implications for organisation culture That people learn and develop in different ways Different ways of learning, different approaches to professional development, and how to apply them in everyday situations Emerging learning trends and theories, and how they apply to the ongoing development of people Emerging learning trends and theories, and how to build learning into people strategies How employee engagement impacts the way people feel at work Basic theories of motivation, and the factors that affect employee engagement How to apply different engagement approaches, and the drivers and enablers of engagement How to create the right environment to engage workers, and drive organisation effectiveness through engagement The importance of listening to a diverse range of voices Tools and methods to give a diverse range of people the opportunity to be heard The relationship between culture and voice, and how to apply tools and methods that give a diverse range of people a voice Different approaches to engaging diverse voices, and how these approaches create strategic value for people and organisations Things to start thinking about Use these prompts to reflect on your understanding of Culture and behaviour and uncover areas for future professional development. • How do leadership and people practices in your area of work impact on behaviour and wider culture? • How do you use insights from behavioural science to inform your work? • When did you last measure and understand organisational culture in your organisation? • How do ethical norms and mindsets influence behaviour and shape culture, and what implications does this have for your work? peopleprofession.cipd.org CORE KNOWLEDGE Business acumen Understanding your organisation, the commercial context and the wider world of work. Foundation level The products and/or services your organisation delivers, and who its main customers are Associate level The connections between your organisation’s strategy and the people strategy, and the range of products, services and customers the organisation has Chartered Member level Chartered Fellow level How the organisation’s strategy translates to your work, and how to use data relating to products, services and customers to provide insight into people solutions Your organisation’s long term vision and strategy, and what it means for the people strategy The key business issues in your area of work Your organisation’s current priorities, and the issues and causes associated with them How the different issues in the organisation are connected, and different techniques to understand the underlying causes The ecosystem your organisation operates within, and how to anticipate long term issues and their possible effects The key external influences that impact your organisation The different external trends such as social, economic, technological – which impact your organisation How your organisation is responding to different trends in your sector which impact its performance How external influences and trends impact organisation performance, and potential future trends in your sector and beyond What good practice looks like in your organisation What good practice looks like in your area of the people profession What good people practice looks like in a range of organisations, and how to test new people practices What leading practice looks like across the profession, and how to contribute to the profession’s knowledge base The things that make a difference to performance in your area of work How external factors and the people strategy can make a difference to your organisation’s performance Specific drivers of competitive advantage for your organisation, and the people risks and opportunities they present How your organisation measures its performance Your organisation’s financial and non-financial measures of performance How to interpret your organisation’s performance data, identify people risks and mitigating actions Your organisation’s position in the marketplace, different models of competition, and how to enhance competitive advantage How to make common calculations (eg percentages, averages) and interpret basic financial information How to interpret financial statements, track costs, and forecast spend in your work How to contribute to business performance by reviewing and forecasting spend relating to your area of work How to represent the value of people in different ways (eg skills, profit, capability, cost) What your organisation’s goals are, and why it’s important for organisations to plan How your work connects with and supports wider people and organisation strategies How to develop a people plan (review, develop insight, align with organisation strategy, create proposals) Different forms of strategy development, how to create an organisation-wide people strategy, and shape the business strategy The role and purpose of governance in your organisation The role and purpose of governance, its structure in your area of work, and the broader regulatory environment you work in The role and purpose of governance, its structure in your area of work, and the broader regulatory environment you work in How to influence and shape governance, its structure in your area of work, and the broader regulatory environment you work in The suppliers and partner organisations that support your area of work How to manage relationships with suppliers and partner organisations, and how to choose them How to select and manage suppliers and partner organisations, how to ensure value for money, and different supply models How to determine the right supply and partner models that fit the people approach, and ensure value for money The different ways work benefits individuals and society How your own work creates a better quality of work for others, and how your organisation contributes towards society How purposeful work drives productivity and enhances organisation brand The broader purpose of your organisation in society, and how organisations can create opportunities to improve society Things to start thinking about External and internal factors that shape short and long term business performance Use these prompts to reflect on your understanding of Business acumen and uncover areas for future professional development. • What steps do you take to fully understand the organisation – its strategy, product/services, and its customers? • What drives organisational performance, and when did you last review the people strategy to ensure its contribution to this performance? • How do you use financial and commercial information to inform your work? • How does the organisation’s success contribute to the wider community/society? peopleprofession.cipd.org CORE KNOWLEDGE Analytics and creating value Understanding analytics and its use in creating insight and measuring value. Foundation level Associate level Chartered Member level How to assess the quality and relevance of evidence available, by identifying sources of bias and using evidence-based questioning models Chartered Fellow level What evidence-based practice is, and the different steps and types of evidence used The four types of evidence used in decision-making, and how to identify and acquire sources of evidence What data is and why it’s important How data can be used and presented to resolve people issues How to interpret and use multiple sources of data to make decisions and provide business insight How to use operational, financial and people insights and data to influence and shape the people and business strategy What critical thinking is and how it can be used The principles of critical thinking and how to apply them to assess the quality of your own ideas How to apply critical thinking to assess the quality of others’ ideas and develop ideas collectively How to build organisation capability in critical thinking to create value The different measures used in your organisation and how they apply to your work The systems and data available in your organisation, and how to calculate basic measures of work and people performance How to design measures, develop insights and assess the impact of work, particularly on people How to integrate people analytics and insights with wider performance data to inform people and organisation strategy What value is and why it’s important for organisations How to use value measurements (financial and non-financial) such as return on investment How to measure value in a range of different ways, and how to evaluate opportunity cost How to create value measures and how to evaluate opportunity cost How your organisation creates value for its customers and stakeholders How your organisation generates revenue, and how different departments contribute to that Your organisation’s business model, the risks in that model, and where value is created and lost The future risks in your organisation’s business model, how to maximise value, and ethical issues regarding the distribution of value How your work benefits other people in the organisation How people practices benefit different stakeholders (eg workers, customers) How people practices create value for different stakeholders, and the associated risks How people strategies create sustainable value for others, and the interdependencies and risks of those value creations Things to start thinking about How to build organisation capability and systems to enable evidence-based practice Use these prompts to reflect on your understanding of Analytics and creating value and uncover areas for future professional development. • What percentage of your strategic decisions are based on real time, accurate and predictive data? • When did you last use people data to make a long-term decision? • What people analytics and insights are you using in your organisation to create people solutions? peopleprofession.cipd.org CORE KNOWLEDGE Digital working Understanding the digital environment and how to apply technology in a people context. Foundation level Associate level Chartered Member level Chartered Fellow level The range of technology that is used in the people profession What technology is available in your area of the people profession and its impact on your work How to use technology to support the delivery of people practices, and improve the worker experience Emerging technologies which can improve the people proposition, and how to integrate with wider organisation technologies That technology can help people work more collaboratively How technology can be used to help people work more collaboratively, and the opportunities and risks associated with it The different technologies that enable collaboration in different contexts, and the impact of technology on ways of working How to maximise collaboration through technology, to improve performance and people outcomes How people use social media inside and outside organisations, and the risks associated with it The workplace risks of social media, and how to use it effectively to form networks, provide voice and enable CPD How to use social media to access professional communities, build internal communities, and the connections with an organisation’s communication strategy How to integrate social media into the people strategy and use it to support and protect the employer brand The benefits of technology for people and organisations How to review the impact of technology on roles in an organisation The risks and opportunities of technologies, and how to assess the impact and value of technology in your area of the profession How to review and shape the role of technology in organisations, and the impact on the people strategy Things to start thinking about Use these prompts to reflect on your understanding of Digital working and uncover areas for future professional development. • How could technology be used to further improve people practices in your organisation? • When did you last review the impact of new technologies in your area of the people profession? • What is your approach to social media and how to do you assess its organisational value? • How does the organisation’s digital agenda impact the people strategy? peopleprofession.cipd.org CORE KNOWLEDGE Change Understanding how to effectively enable change. Foundation level Associate level Chartered Member level Chartered Fellow level What a business case is and its purpose How to do a SWOT and PESTLE analysis, and use data to create a case for change How to use a broad range of evidence (eg external insight, benchmarking) to develop a costed business case How to evidence the value of change for a range of stakeholder groups The importance of planning and managing change Different change management approaches and their advantages and disadvantages How change management methodologies can impact culture in different ways How change management methodologies and governance can create value for people and drive organisation performance That people are an important part of any change, and that change can impact people in different ways How to explain why change is happening, and basic models for how people experience change How to apply principles of the psychology of change, and how to maximise the way people are listened to during change How to paint a compelling vision of the future, and use psychology models to recognise the long term impact of change How your organisation assesses people’s skills and capability How to conduct skills or capability audits and gap analyses in your area of work How to assess current and future organisation capability and readiness for change across a range of stakeholder groups Capability issues that exist within your sector, and how to assess current and future organisation capability and readiness for change N/A The different levers you can use to enable change in your current work How to assess which levers will achieve and sustain change How to assess which levers will achieve and sustain change across an organisation, and create long term value What a good project plan looks like in your organisation, and why project goals, milestones, resources, risks, costs and interdependencies are important How to plan and deliver a project, including goals, milestones, resources, risks costs and interdependencies How to select the right project methodology and resources, plan and deliver a project, and manage risks How different project methodologies impact organisation culture and performance, and how to resource and manage risks for broad, complex programmes of work Things to start thinking about Use these prompts to reflect on your understanding of Change and uncover areas for future professional development. • What methodologies are in place to support change in your organisation? • When did you last carry out assessment to understand the people impact of change? • Which levers are most used in your organisation to deliver change? What others could you use? peopleprofession.cipd.org Core behaviours Explore the defining behaviours of our profession The eight core behaviours represent a significant shift for people professionals. With a greater focus on ethical and evidence-based decision-making, they empower you to create value for people, organisations, society and our profession. Certain ways of thinking and acting should be universal and consistent, even in new and challenging situations. These are the behaviours it takes to be an effective people professional, identified through academic research and feedback from across the profession. Core knowledge • People practice • Culture and behaviour • Business acumen • Analytics and creating value • Digital working • Change peopleprofession.cipd.org Core behaviours • Ethical practice • Professional courage and influence • Valuing people • Working inclusively • Commercial drive • Passion for learning • Situational decision-making • Insights focused Specialist knowledge Employee experience Employee relations Diversity and inclusion Learning and development Reward Talent management Resourcing Organisation development and design • People analytics • • • • • • • • CORE BEHAVIOURS Ethical practice Building trust by role-modelling ethical behaviour, and applying principles and values consistently in decision-making. Foundation level Associate level Chartered Member level Chartered Fellow level Consider how professional principles and values inform your approach Make responsible choices about your work, applying professional principles and values Make responsible decisions by considering different ethical perspectives, and finding the best possible way forward for all stakeholders Make responsible decisions by balancing different ethical perspectives, and shape how ethics inform wider decisionmaking and governance Take responsibility for your actions Consider the purpose and implications of actions, decisions and people practices for all stakeholders Coach and influence managers and leaders to consider the implications of their decisions on stakeholders Coach and influence senior leaders to consider the ethical impact of their decisions in the short and long term Act consistently with relevant regulation and law Raise concerns about people practices and policies which are not consistent with values or legislation Challenge decisions and actions which are not ethical, explaining the organisation risks Take a visible lead in solving ethical dilemmas, considering how they will play out beyond the organisation Handle personal data and information in a professional manner Provide explanations and reasons for the choices you make and the advice you provide Encourage transparency in decision-making and communication where possible Surface the unsaid in leadership discussions to enable transparency and improved decision-making Demonstrate honesty in dealings with others Demonstrate professionalism and consistency in what you say and do in order to build trust Visibly and consistently rolemodel professional principles, values and personal integrity to build trust Role-model and promote ethical leadership and professional principles and values in organisations and the wider profession Things to start thinking about Use these prompts to reflect on your understanding of Ethical practice and uncover areas for future professional development. • When did you last undertake an ethical review of your people policies and approaches? • What are the principles by which the people team makes decisions? • How can you ensure ethics sits at the heart of decision-making on people issues? • To what extent are your leaders seen as role-modelling ethical behaviour? peopleprofession.cipd.org CORE BEHAVIOURS Professional courage and influence Showing courage to speak up and skilfully influencing others to gain buy in. Foundation level Associate level Chartered Member level Chartered Fellow level Contribute views and opinions clearly Contribute to discussions and respond to questions in an informed and confident way Challenge constructively and confidently in the face of opposition Take a stand with senior colleagues when it is the right thing to do despite significant opposition or challenge Provide information accurately and in a timely way Communicate key information in a clear and engaging way to influence others Communicate with impact, and make complex things clear, to enable a way forward Take a visible lead in progressing difficult issues for the benefit of the organisation Initiate purposeful conversations with a range of people Take steps to engage regularly with key stakeholders to understand their preferred approach and needs Proactively develop and sustain relationships with key stakeholders to inform how you influence them Build and leverage a network of relationships with current and future influencers and stakeholders Understand the impact of different influencing and communication styles in a range of situations Consider potential reactions and resistance to inform how and when you communicate your ideas Tailor your influencing style and select appropriate communication channels to engage your audience and gain buy-in Use a wide range of influencing styles and strategies to secure commitment across and outside your organisation Recognise and accept mistakes Recognise and take responsibility for your mistakes and contribute to putting things right Take responsibility for mistakes that sit within your remit, encouraging learning and demonstrating ownership for the actions to make things right Create a culture of accountability ensuring ownership for improvement and learning Things to start thinking about Use these prompts to reflect on your understanding of Professional courage and influence and uncover areas for future professional development. • Reflect on a time when you regretted not speaking up or holding your position? What could do to change a similar situation in the future? • What was the most recent feedback you received about your communication style? How have you used this to improve your impact? • Who are your key stakeholders and when was the last time you spent time understanding their needs and concerns? peopleprofession.cipd.org CORE BEHAVIOURS Valuing people Creating a shared purpose and enabling people development, voice and well-being. Foundation level Associate level Chartered Member level Chartered Fellow level Understand the purpose of your work Build a sense of team spirit and purpose Communicate the meaning and purpose of work to motivate and inspire people Inspire others through a compelling people vision which shares the broad meaning and purpose of work Empathise with others Treat people fairly and considerately in your work Demonstrate compassion, humanity and fairness in your approach Model compassion, humanity and fairness as a leader Support others to develop and be their best Enable others to develop skills and capabilities to be their best at work Enable managers and leaders to support others to be their best at work Promote and encourage careerlong learning to build organisation capability and benefit society Ask a range of people for their opinion and listen carefully to responses Enable people to have a voice when designing and delivering solutions which impact them Enable people to have a meaningful voice by involving them in decisions that impact them, and bring a people perspective to organisation decision-making Strive to create an organisation culture that gives people a voice and puts them at the centre Consider the well-being of others Take into account the wellbeing of others in the design and delivery of your work Promote the business and people benefits of well-being and integrate into your work Engage organisations in creating a healthy work culture that enables well-being Things to start thinking about Use these prompts to reflect on your understanding of Valuing people and uncover areas for future professional development. • Whose views and opinions do you most readily consider in your work? Which voices may not be heard and how can you change this? • How do you ensure your organisation’s decision-making process considers people’s well-being? • When did you last review your organisation’s approach to well-being? • How do you balance compassion and fairness in your approach? peopleprofession.cipd.org CORE BEHAVIOURS Working inclusively Working and collaborating across boundaries, effectively and inclusively, to achieve positive outcomes. Foundation level Associate level Chartered Member level Chartered Fellow level Show sensitivity and respect to others Get to know people as individuals so you can work together more effectively Role-model and advocate the value of including others and embracing difference Foster an inclusive culture which unites people, whatever their differences Demonstrate openness to diverse views and opinions Actively seek and listen to diverse views and opinions Explore and interpret a diverse range of perspectives and views Value and integrate diverse perspectives when creating people strategy Build positive working relationships with immediate colleagues Build purposeful working relationships with and collaborate with wider colleagues Build collaborative relationships across organisation boundaries, cultures and other disciplines Build strategic relationships and partnerships across professions, geographies and organisations N/A N/A Facilitate connections and jointworking across teams, disciplines and functions Broker collaborations across and outside organisations to progress shared agendas Share data and information to inform work in your area Readily share your knowledge and expertise with others to solve problems Proactively share knowledge, experience and expertise to cocreate solutions across boundaries Create a culture of knowledge, experience and expertise sharing Handle difficult situations calmly and contribute to finding a way forward Support others to resolve conflict and build trust before issues escalate Coach and enable others to resolve conflict and build trust within teams and functions Coach and influence senior leaders to build trust and cohesion Things to start thinking about Use these prompts to reflect on your understanding of Working inclusively and uncover areas for future professional development. • What steps do you take in your own work to actively include others? • When did you last review your policies and practices to embed inclusion principles? • What areas of your work would benefit from collaborating with other teams, functions, geographies or external organisations? peopleprofession.cipd.org CORE BEHAVIOURS Passion for learning Demonstrating curiosity and making the most of opportunities to learn, improve and innovate. Foundation level Associate level Chartered Member level Chartered Fellow level Remain inquisitive about issues and developments in the people profession and the wider world of work Keep up-to-date with external trends and developments and consider how they will impact on your work Connect with internal and external peers regularly to benchmark, share good practice and anticipate future trends to inform future priorities and practice Connect with a network of leaders to share leading practice, understand external influences and anticipate future trends to shape the people agenda Be open to trying new ideas or approaches to improve and learn Seek opportunities to test new ways of doing things to make improvements Pursue opportunities to test insight, develop new approaches and innovate Foster a culture that encourages learning through the development and testing of new and innovative approaches Demonstrate a proactive approach to developing your professional knowledge, skills and experience Demonstrate a proactive approach to developing your professional knowledge, skills and experience Enable own and others’ continuous professional development using a range of methods Demonstrate a strong commitment to the development of people professionals and the wider people profession Seek feedback and use it to learn and develop Regularly ask for and act on feedback to learn and develop Reflect on experience, seek feedback and apply your learning Visibly role-model your own continuous professional development and promote a learning culture Seek to understand yourself better Demonstrate awareness of your own strengths and development areas, and the limits of your expertise Seek to have a deep understanding of yourself and your impact on others, and of the limits of your own expertise Coach and mentor others to have a deep understanding of themselves and their impact on others Things to start thinking about Use these prompts to reflect on your understanding of Passion for learning and uncover areas for future professional development. • What formal and informal methods do you use for your professional development and reflection? • In your role, what opportunities are there to test and learn from new approaches or insights? • When did you last benchmark your practice externally and scan the horizon for emerging trends and developments? • How do you network, support and contribute to the development of other people professionals and the wider people profession? peopleprofession.cipd.org CORE BEHAVIOURS Insights focused Asking questions and evaluating evidence and ideas, to create insight and understand the whole. Foundation level Associate level Chartered Member level Chartered Fellow level Ask questions to understand problems or issues Ask questions to explore issues and understand underlying causes Take a disciplined and openminded approach to understand and define organisation issues and their root causes Take a systemic approach in understanding and framing emerging organisation and sector issues Accurately retrieve and collate data to inform decisions Identify sources of evidence (eg internal data, professional opinion and external practice) and how best to acquire them Acquire and source multiple sources of evidence (eg internal and external professional expertise, research and stakeholder concerns and values) to test assumptions and ideas Oversee the acquisition and sourcing of internal and external evidence to inform people strategy Accurately analyse and evaluate evidence Objectively evaluate evidence taking into account its quality Objectively analyse and evaluate multiple sources of evidence to create insight, identifying sources of bias Develop organisation capability to create evidence-based insight that will shape people and organisation strategy Contribute ideas using a reasoned approach Assess the quality of your own ideas and ask questions about others’ ideas and proposals Collectively develop and improve the quality of ideas and proposals Build capability to develop new ideas and move organisational thinking forward Summarise data and evidence effectively Summarise evidence findings and identify key ideas, insights and connections Assimilate evidence and ideas to identify themes and connections and gain insight on the whole issue and its wider implications Apply a systemic approach when bringing together people and business insight to create people and organisation value Things to start thinking about Use these prompts to reflect on your understanding of Insights focused and uncover areas for future professional development. • How did you gain a full and holistic understanding of the last issue you dealt with? • How do you avoid following fads and fashions that may not work or may not be relevant to your context? • What types of evidence informs your choices and decisions and how do you use them? In particular, do you use scientific research and organisational data? • When was the last time you critically appraised the quality and relevance of evidence? peopleprofession.cipd.org CORE BEHAVIOURS Situational decision-making Making effective and pragmatic decisions or choices based on the specific situation or context. Foundation level Associate level Chartered Member level Chartered Fellow level Apply agreed procedures and policies and available sources of evidence to make choices Solve problems and make choices by applying evidence relevant to the specific situation Make well-judged decisions by considering all available evidence in the context of the specific situation Make complex and timely decisions in line with available evidence, the strategic context and professional values when there are unknowns N/A Identify the different options or solutions available and the benefits and risks of each Consider different options and make decisions by balancing opportunity, risk and alignment to professional values Create an environment where others are empowered to make decisions, whilst overseeing risk Be open to new information and changing circumstances Adapt your approach and choices in light of new information or changing circumstances Adapt your decisions and practices to take account of changes to the business environment Anticipate and identify key changes in the organisation environment, and evolve people strategy to take account of these Seek to understand the outcomes of your actions Understand how your choices and actions impact on wider performance Demonstrate commitment to evaluating the outcome and impact of your decisions to inform your future approach Promote a culture that recognises the value of measuring outcomes and evaluating the impact of decisions Things to start thinking about Use these prompts to reflect on your understanding of Situational decision-making and uncover areas for future professional development. • How do you take account of the specific situation or context when making choices or decisions? • How did you balance opportunity and risk in the last decision you made? • How often do you develop a range of options before making or advising on a decision? • What have you put in place to identify or anticipate changes to your environment that may impact on your choices and decisions? peopleprofession.cipd.org CORE BEHAVIOURS Commercial drive Using a commercial mindset, demonstrating drive and enabling change to create value. Foundation level Associate level Chartered Member level Chartered Fellow level Show a keen interest in the organisation, its goals, its performance and external influences Demonstrate curiosity about how the organisation generates revenue, its strategy, and how people contribute to its success Continuously build a strong understanding of the sector, the organisation’s business model, and where value is created and lost Continuously build a deep understanding of the business model and external context to anticipate future risks and issues Identify the steps to achieve agreed tasks and goals Identify and focus your attention on people issues that will impact on business performance Prioritise people practices, opportunities and risks that drive sustained commercial success and value for people Focus on driving value through the alignment of people strategy with commercial strategies Demonstrate that you are customer- focused in your work Engage with customers to understand their needs and improve their experiences Partner with customers to understand their current and future needs, and contract effectively Create a culture that prioritises the understanding of customer needs to enhance customer value Demonstrate that you are cost-conscious in your work Carefully consider the financial and operational implications of your choices Develop and present robust business cases using evidence to demonstrate a return on investment Evidence the strategic value of investment in people to a wide range of stakeholders Demonstrate drive to deliver to a high standard Take responsibility to provide pragmatic and timely advice and deliver solutions that meet business needs Take responsibility and demonstrate commitment to deliver business outcomes and benefits Take responsibility for the creation of shared value through people strategy Persevere in the face of difficulties Show determination and drive to deliver results and overcome challenges Demonstrate resilience in the face of setbacks, uncertainty or ambiguity and find a way forward Model resilience through your leadership of others, creating a sense of direction in challenging times Enable business change and transition by providing effective people advice and approaches Enable business change through understanding of culture, capability and structure whilst mitigating people risks and maximising benefits Select and deploy the change levers which create the greatest value for the organisation and its people in the long term Support others through change and transition Things to start thinking about Use these prompts to reflect on your understanding of Commercial drive and uncover areas for future professional development. • Where is value created and lost in your organisation, and how can you positively impact it? • What business outcomes or benefits have you delivered in the last 12 months and what evidence do you have of their impact? • To what extent do you understand the current and future needs of customers? (This could be both your internal customers as well as the organisation’s external customers.) • How could you improve the outcomes of people change and transition? peopleprofession.cipd.org Specialist knowledge Discover the broad range of specialisms within the people profession No matter what level you’re at, the specialist knowledge areas show you how to apply your expertise to make a positive impact. The people profession is a broad spectrum of opportunities. We’ve outlined nine specialist disciplines across HR, L&D, OD&D and beyond. If you work in one of these areas or want to deepen your expertise for your own development, this is where you can explore career paths and plot your progress through your chosen areas of expertise. Core knowledge • People practice • Culture and behaviour • Business acumen • Analytics and creating value • Digital working • Change peopleprofession.cipd.org Core behaviours • Ethical practice • Professional courage and influence • Valuing people • Working inclusively • Commercial drive • Passion for learning • Situational decision-making • Insights focused Specialist knowledge Employee experience Employee relations Diversity and inclusion Learning and development Reward Talent management Resourcing Organisation development and design • People analytics • • • • • • • • SPECIALIST KNOWLEDGE Employee experience Creating a holistic approach around engagement and well-being which enables workers to have a voice and be their best. Foundation level Associate level Chartered Member level Chartered Fellow level Your organisation’s approach to employee engagement Tools and approaches to drive employee engagement How to design approaches to drive and assess employee engagement across the organisation How approaches to engagement can be used to create organisation value and improve the employee experience Your organisation’s approaches to listening to workers The pros and cons of a range of worker voice tools and approaches How to align and evaluate worker voice tools and approaches and drive forward the outputs How to anticipate future trends in worker voice, and assess their strategic value How the relationship a worker has with their manager can positively or negatively impact engagement How to assess management practices and behaviours and their impact on the worker experience How to evaluate and improve management practices and behaviours to create a better worker experience The link between management practices, worker experience and organisation performance Your organisation’s onboarding approaches Different elements of onboarding and how to administer them How to design an integrated onboarding programme The impact of onboarding on the employer brand The different approaches to and activities around well-being in your organisation The factors which impact well-being at work and how to create well-being interventions for workers The benefits of proactive and reactive well-being approaches for workers and the organisation How different approaches to wellbeing create strategic value for workers, the organisation and society How trust affects the working relationship Different trust models and how they can be used to improve relationships at work How to build a culture of trust across the organisation for workers and other stakeholders How to build a culture of trust and its impact on wider organisation culture, performance and reputation Your organisation’s current employer brand How to assess brand perception and different ways to enhance the employer brand How to align organisation brand and employer brand How to create a unique employer brand aligned to culture, mission and values People policies that impact the worker experience in your organisation How to assess the impact of people policies on the worker experience How to shape people policy frameworks that positively impact the worker experience How to integrate worker experience into wider policy frameworks Communications channels in your organisation How to use and assess the effectiveness of different communications channels and approaches How to design communication plans which positively impact the worker experience How to assess the impact of strategic communications on the worker experience Things to start thinking about Use these prompts to reflect on your understanding of Employee experience and uncover areas for future professional development. • In what ways do you ensure employee voice is heard? • Do you measure the effectiveness of relationships between people and their line managers? • How does your employer brand align to your organisation’s strategy? • What elements of the people strategy contribute to your organisation’s overall employee experience? peopleprofession.cipd.org SPECIALIST KNOWLEDGE Employee relations Ensuring the relationship between an organisation and its people is managed through transparent practices and relevant law. Foundation level Associate level Chartered Member level Chartered Fellow level How employment law is created and used to build people practices How employment law (eg labour law) is created and how to advise others on application of law How employment law (eg statute, case law) is created and how to interpret it into people practices How to assess and manage the organisation impact of changes in employment law What collective employment law and collective bargaining is (specific to your region / country) Collective employment law and how collective bargaining works (specific to your region / country) Collective employment law and how to manage collective bargaining relationships (specific to your region / country) Collective employment law and how to lead negotiations in collective bargaining relationships (specific to your region / country) What people policies are in place in your organisation What people policies are in place and how to advise managers and workers on them How to create people policies to enhance the employer brand and how to apply them How to assess the value of people policies and their impact on organisation culture, performance and reputation What workplace mediation is When to use workplace mediation to resolve disputes The role of mediation in the wider employee relations agenda How to create an approach to mediation that supports the wider employee relations strategy What tribunals are (eg employment / industrial / labour tribunals / courts) How tribunals work (eg employment / industrial / labour tribunals / courts) and the evidence needed to support cases How the employment legal system works, the impact of employment law (eg labour law), and how to prepare for cases How to assess the organisation impact of employment legal decisions in shaping employee relations strategy What alternative dispute resolution techniques are (eg mediation, conciliation, negotiation, settlement agreements) Alternative dispute resolution techniques and how to advise on which ones to use How to assess the value of alternative dispute resolutions vs legal remedy How to integrate alternative dispute resolution into the employee relations strategy Your organisation’s recognised employee bodies and the role they play How employee bodies work and how to work with representatives on individual cases Different types of employee body relationships (eg radical, unitarist, pluralist) and how they impact organisations How to shape strategic employee body relationships (eg social contract, pluralist approach) Things to start thinking about Use these prompts to reflect on your understanding of Employee relations and uncover areas for future professional development. • Do your people policies reflect the core values of your organisation? • When did you last work with unions and employee representative bodies to develop your people practices? • Do you understand how employment law is created and developed? • What proactive resolution processes do you regularly use and what alternative options could be used? peopleprofession.cipd.org SPECIALIST KNOWLEDGE Diversity and inclusion Creating inclusive cultures where individuals can thrive. Foundation level Associate level Chartered Member level Chartered Fellow level The difference between diversity and inclusion Your organisation’s diversity and inclusion approaches and how to advise others on them How to design and deliver diversity and inclusion approaches which create shared purpose in the organisation How to integrate diversity and inclusion approaches into the people and organisation strategy How diversity and inclusion principles are built into your organisation’s people practices How to integrate diversity and inclusion principles into people practices How to integrate diversity and inclusion into wider organisation approaches How to drive a systemic approach to diversity and inclusion across the organisation Your organisation’s monitoring and reporting requirements for diversity and inclusion How to carry out your organisation’s monitoring and reporting requirements for diversity and inclusion How to assess organisation compliance of diversity and inclusion How to use insights regarding diversity and inclusion compliance to assess risk and shape organisation priorities Diversity and inclusion legislation relevant to your organisation Diversity and inclusion legislation, and how to advise others on application of legislation Diversity and inclusion legislation, and how to integrate into people and organisation policy frameworks How to input into developments in diversity and inclusion legislation What is meant by creating an inclusive environment Factors which can positively or negatively impact inclusive environments How to create an inclusive culture where all individuals feel supported to work at their best The value organisations place on inclusivity and the value it creates for organisations Things to start thinking about Use these prompts to reflect on your understanding of Diversity and inclusion and uncover areas for future professional development. • Do employees, customers and the wider public view your organisation as inclusive? What measures do you use to understand this? • What diversity and inclusion practices take place to enable all individuals to thrive? • When did you last undertake an audit to ensure compliance with diversity and inclusion practices? peopleprofession.cipd.org SPECIALIST KNOWLEDGE Learning and development Ensuring workers have the knowledge, skills and experience to fulfil individual and organisational needs and ambitions. Foundation level Associate level Chartered Member level Chartered Fellow level Why continuing professional development is important How to support others with their continuing professional development How to create a learning culture that supports continuing professional development The value of learning cultures and how they can support organisation growth The importance of developing capability How to define the capability needs of individuals and teams How to engage with stakeholders to define capability needs and their implications for learning How to define current and future capability needs of the organisation and how they drive the learning strategy Adult learning and motivation theories How to apply adult learning and motivation theories in different learning contexts How to integrate current and future trends in adult learning and motivation into the organisation’s learning approach Current and future trends in adult learning and motivation, and how to use them to shape the learning strategy and build a learning culture How to support the delivery of face-to-face learning in your organisation The principles that underpin the design and use of face-to-face learning How to use design principles to choose the right face-toface approach as part of a learning blend How to use face-to-face learning as part of the learning strategy to create value for your organisation How to support the delivery of digital learning in your organisation The principles that underpin the design and use of digital technologies in learning How to use design principles to choose the right digital approach as part of a learning blend How to use current and future digital technologies as part of the learning strategy to create value for your organisation How to organise and present content to support effective learning How to create, co-create and curate content with subject matter experts to meet learning needs How to lead the creation and curation of content that can be stored, searched, accessed, linked and used to create meaningful learning narratives How to define the strategy, policy, governance and legal requirements for content creation to support organisation learning and strategic goals How to use appropriate learning facilitation methods to engage and involve learners The principles that underpin the choice of learning facilitation methods How to apply principles of learning facilitation in different learning contexts How to determine the range of learning facilitation methods that will support the learning strategy How social collaboration can be used in learning How to facilitate social collaborative learning activities How to design and integrate social collaborative learning into the learning approach How to determine the use of social collaborative learning for organisational learning, knowledge sharing and knowledge management The difference between coaching and mentoring and when to use them to support others’ learning How to support and use coaching and mentoring approaches in learning How to build coaching and mentoring capability across the organisation How to embed a coaching and mentoring culture to deliver the learning strategy The links between learner engagement, learning transfer and impact Theories and methods that underpin effective learner engagement, learning transfer and impact How to design learning using theories and methods that maximise learner engagement, learning transfer and impact How to assess learner engagement and learning transfer and its impact on the learning strategy Things to start thinking about Use these prompts to reflect on your understanding of Learning and development and uncover areas for future professional development. • How does learning support the achievement of key organisational priorities? • When did you last define learning needs and carry out capability assessments in the organisation? • What blend of learning methods do you use and how do you determine which are appropriate? • How well does your people strategy support a positive learning culture in the organisation? • How do you assess the impact of individual and organisational learning? peopleprofession.cipd.org SPECIALIST KNOWLEDGE Organisation development and design Using a systemic approach and application of behavioural science to drive organisation performance. Foundation level Associate level Chartered Member level Chartered Fellow level What the consulting cycle is in relation to OD&D Your organisation’s consulting processes and methods and how to apply them A range of consulting processes and styles and how to apply them in different situations The spectrum of consulting approaches available and how to apply in complex situations N/A Core organisation development theory (eg change, culture, behaviour) How to critically evaluate organisation development theories, use them to inform people practice, and apply them in your work How to integrate the range of organisation development theory into strategic people approaches What organisation development diagnostic tools are used in your organisation The difference between organisation development diagnostic tools at individual and team level and when to apply them How to assess the value of organisation development diagnostic tools at individual, team and organisation level, and apply them in your work How organisation development diagnostic tools support and contribute to wider organisation assessments The different organisation development interventions in your organisation The range of organisation development interventions available and how to select the right one How to design and deliver different organisation development interventions How different organisation development interventions deliver value for the organisation How macro trends impact work Macro trends that impact the design of organisations (eg sustainability, geopolitical, demographic, technology) How to use future predictions of macro trends in the ‘to be’ organisation design How to ‘scenario plan’ for longer term organisation design thinking N/A The theories that underpin organisation design (eg systems theory, complexity theory, contingency theory) How to use organisation design theories to create design principles across different organisation elements (eg strategy, systems, processes) How to use organisation design theories to create design principles across organisational boundaries What organisation design diagnostic tools are used in your organisation The different organisation design diagnostic tools at individual and team level How to use and assess the value of organisation design diagnostic tools at individual, team and organisation level How organisation design diagnostic tools align to wider organisation assessments and those of partner organisations The different types of organisation structures The pros and cons of different types of organisation structures How to assess which organisation design structures are most appropriate for organisational need How structures work and align across interdependent organisations What makes work meaningful How to design good work (volumetric, meaningful work, human / automated processes) How to make good work design choices (eg who does what work, how work is done) How to build ethical considerations into work design Things to start thinking about Use these prompts to reflect on your understanding of Organisation development and design and uncover areas for future professional development. • How well does your OD&D team deliver and enable different types of change across the organisation? • What OD&D methods, approaches, tools and skills do you need to deliver in your current role? • How do you measure and assess your OD&D interventions? • When did you last review the hard and soft elements of your organisation against strategic objectives? peopleprofession.cipd.org SPECIALIST KNOWLEDGE People analytics Using analytics to inform organisation decision-making. Foundation level Associate level Chartered Member level Chartered Fellow level What databases are used in your organisation Databases, their architecture, integration and landscape Databases, their architecture, integration and landscape and how to select which database to use Databases, their architecture, integration with other databases, landscape and how they drive strategic decision-making What analytical consulting is How to apply analytical consulting to people problems How to apply an analytical consulting approach to problems to shape solutions How to use analytical consulting to inform organisation decisionmaking How data is generated, organised and extracted Business intelligence tools and analysis methodologies How to generate and align people data with business intelligence data to generate insights How to generate and align people data with business intelligence data to inform strategic decision-making How to create basic data models (eg analysis of change over time) How people data modelling is influenced by machine learning and statistical modelling How people data modelling is influenced by machine learning and statistical modelling How to align modelling methodologies to people and business intelligence data How to carry out basic quantitative research techniques How to conduct research design and select from a range of qualitative and quantitative techniques to address issues How to conduct research design and select from a range of qualitative and quantitative techniques to address issues How to shape research design using innovations in practice to effectively analyse organisation problems How to conduct data analysis (eg means, medians, percentiles, correlations, standard deviations) How to do simple multivariate analysis (eg regression analysis, factor analysis) How to do advanced multivariate analysis (eg structured equation modelling) The value of multivariate analysis in addressing organisation problems How to use data tables and how to turn data into simple charts and graphs Various data visualisation techniques to represent data and insights Various data visualisation techniques and how to translate into actionable recommendations Innovations, good practice and effective approaches to convey data, including storytelling techniques Things to start thinking about Use these prompts to reflect on your understanding of People analytics and uncover areas for future professional development. • How do the databases in your organisation inform the decisions made in your area of work? • What quantitative and qualitative research techniques do you use to address organisation issues? • When was the last time you used people analytics to inform your people plans? peopleprofession.cipd.org SPECIALIST KNOWLEDGE Resourcing Identifying, attracting and assessing to get the right people for the organisation. Foundation level Associate level Chartered Member level Chartered Fellow level Workforce planning approaches in your organisation How workforce planning impacts the resourcing agenda How to use workforce planning data to inform resourcing approaches How to integrate strategic workforce planning with the resourcing strategy Different methods and techniques to search for candidates Different sourcing approaches for passive candidates Different approaches to candidate pipelines, and how to assess the value of different sourcing channels How to integrate sourcing approaches into the overall resourcing strategy The principles of fair and objective assessment How to conduct fair and objective assessments How to design and select assessment approaches for all levels in the organisation Current and future assessment approaches and how they align with organisation culture and wider people assessments How candidates react differently to adverts and other selection methods How candidate reactions can impact the effectiveness of the recruitment and selection process How to tailor recruitment and selection approaches to appeal to different candidates How to integrate diversity of candidate reactions when creating a resourcing strategy The dos and don’ts of online interactions and conversations How to work with social media resources and channels to lead campaigns How to align social media channels with other channels to create the best candidate experience How to integrate social media approaches into the resourcing strategy How to find out about your organisation’s global mobility policies and country guidelines Country specific people policies, and how to work with partner suppliers on issues such as relocation, immigration, tax, legal How to design global mobility policies and how to manage supplier contracts which support global moves How global mobility strategies impact organisation performance Different types of workers and working arrangements How work can be delivered and resourced in different ways (such as the gig economy) The role of different types of workers in an organisation’s resourcing strategy Current and future trends in workers and how this may impact the organisation’s resourcing strategy Different work experience approaches How to work with education providers to deliver work experience programmes How to create employability programmes with education providers How to shape educational curriculums to meet long term industry and sector-specific skills shortages Which organisations are in competition for talent Different market insights into competitor organisations, their performance, culture, reward, benefits and learning offering How to use market insights to shape resourcing initiatives How to use global insights into competitor performance to shape resourcing strategy Things to start thinking about Use these prompts to reflect on your understanding of Resourcing and uncover areas for future professional development. • How does the tight or loose labour market affect the attraction of talented individuals to your organisation? • What digital channels does your organisation use to source passive and active candidates? • When did you last seek out feedback from applicants on how effective your candidate journey and experience is? • How do your resourcing plans support the wider people strategy? • Which assessment methods are most effective for your organisation’s resourcing needs? peopleprofession.cipd.org SPECIALIST KNOWLEDGE Reward Creating remuneration and benefits approaches which are aligned to current and future organisation needs and market conditions. Foundation level Associate level Chartered Member level Chartered Fellow level Your organisation’s approaches to reward Your organisation’s reward packages and approaches, and how to administer them How to design reward approaches to attract, motivate and retain workers How to create a reward strategy which attracts, motivates and retains workers What benchmarking and salary surveys are How to create benchmarking data, working with salary survey providers How to quality check survey and benchmarking methodologies, and assess the factors determining reward (eg scarce skills) How to draw insights and intelligence about the external reward environment, including competitor reward What executive remuneration is The different elements of executive remuneration How to design individual executive remuneration packages and create new executive reward approaches How to create bespoke executive packages and how to design approaches to executive reward International reward approaches (eg tax, legal, works councils, cultural drivers) Reward models for different types of international moves (such as expat, secondment, local, local plus) How to apply factors that impact international remuneration (eg tax, legal, works councils, cultural drivers, mobility payments) to reward approaches How to assess the organisation value of international reward approaches, and their impact on talent retention What benefits are available in your organisation Different types of benefits and the merits of each (such as pensions and healthcare) A range of approaches to benefits and how to align benefits to create a total reward offering which is risk assured How benefits support the wider people agenda and protect the future financial security of the organisation The links between reward and performance in your organisation How people and organisation performance can impact the approach to reward How business performance impacts and informs approaches to reward design How business performance impacts and informs approaches to reward strategy Reward legislation relevant to your role The legislation that impacts reward practice (disclosure, tax, work permits, tax, pensions and benefits) How to design reward approaches that protect the organisation from litigation How to protect and insure the organisation from legislative changes which impact financially Reward reporting relevant to your role The organisation’s reward reporting requirements (governmen…

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