AC 1.1 Professional
The Chartered Institute of Personnel and Development (CIPD) is a professional body for people development and Human Resources professionals. According to CIPD (n.d.), being a professional entails combining experience, behavior, and commitment to the highest standards of practice in H.R. and people development. The CIPD offers a variety of resources, guidance, and training to help its members uphold various professional standards and ideals (Emmott, 2016).
Being a People Professional: An Insight into the CIPD Professional Map.
A “people professional” works in human resources, learning and development, organizational development, and similar fields. These individuals recruit, train, engage, and retain personnel to help organizations succeed. They are essential to maintaining a productive, engaged, diverse workforce and fostering thriving company cultures (CIPD, n.d.). The CIPD Professional Map evaluates and benchmarks people’s professional competencies. This map shows aspiring and experienced people professionals the essential information, attitudes, and knowledge that support professional performance (CIPD, n.d.).
Human resource practitioners must understand People Practice, including how to engage, manage, and grow personnel while understanding their specific stresses and challenges (Stone, Cox, and Gavin, 2020). Workplace, service delivery, and healthcare ecosystem knowledge are crucial. In today’s dynamic work environment, the human resource professional’s role has evolved from overseeing staffing and payroll to a strategic partner influencing an organization’s core ethos (Stone, Cox, and Gavin, 2020). These “people professionals” are responsible for understanding, guiding, and facilitating the best outcomes for employees and employers. The comprehensive skill set and values that a people professional, particularly a recruiter in a hospital setting, must embody using the Chartered Institute of Personnel and Development (CIPD) Professional Map include:
Ethical Conduct: A people professional must practice with honesty, integrity, and commitment (CIPD, n.d.). In a hospital, the stakes are higher because hiring decisions directly affect patient care. It is not only necessary to check qualifications but also to ensure that candidates adhere to the ethical codes of the healthcare institution. Hiring an individual entails endorsing their values, ensuring patient confidentiality, and upholding the highest standards of care.
Inclusion, Diversity, and Equality: The healthcare profession values diversity and inclusion equally to other professions (CIPD, n.d.). A recruiter should understand the value of a diverse team, from patients of various backgrounds to a multicultural staff (Okolie, 2020, p. 65). It is about meeting quotas and genuinely understanding the wealth of perspectives and skills that a diverse team can bring. Inclusivity promotes empathy, creativity, and a broader understanding, all of which are important in healthcare (Okolie, 2020, p. 69).
Employee Learning and Development: Continuous learning is essential in a rapidly changing field like medicine (CIPD, n.d.). A hospital people professional is responsible for hiring and ensuring continuous professional development (Stone, Cox, and Gavin, 2020). They should be skilled at identifying training requirements, locating appropriate training platforms or courses, and fostering a culture of continuous learning. They ensure that employees are always at the forefront of their roles, whether introducing a new medical technology or a soft skills workshop.
Resources: Resourcing entails understanding the hospital’s dynamic needs, anticipating future needs, and ensuring adequate resources – both human and material (CIPD, n.d.). A recruiter should be skilled at workforce planning, anticipating fluctuating situations, and being proactive rather than reactive (Stone, Cox, and Gavin, 2020). For example, more hands on deck may be required during a health crisis, and the recruiter must be flexible enough to meet such demands.
Talent Management: While hiring is an essential part of the recruiter’s job, retaining talent is just as important (Stone, Cox, and Gavin, 2020). Understanding employee aspirations, providing growth opportunities, and ensuring employee engagement and satisfaction are all part of talent management (Stone, Cox, and Gavin, 2020). Burnout is common in high-stress environments such as hospitals. As a result, the people professional is critical in identifying signs of burnout and providing preventative measures.
AC 1.2. Ethical values and how they impact my work as a people professional.
Ethical values for people professionals
People professionals’ ethical ideals, especially in healthcare human resources, serve as guiding principles for interactions, decision-making processes, and general professional behavior. They are a collection of ideas and values that people adhere to, often influenced by societal norms, personal experiences, and organizational expectations (Koskinen et al., 2022, p.1004). These principles guide professionals in navigating complex situations, ensuring they behave in the best interests of their patients, colleagues, and the community.
Ethical values and how they influence my H.R. professional practice.
Recruitment is critical in any industry, especially in healthcare, where lives are on the line. In a hospital setting, the ethical values of honesty, fairness, and respect guide my practice in a variety of ways:
Transparency: At the core of medical practice is the principle of ‘not harm.’ A recruiter maintains this by being honest about the qualifications, skills, and experience needed for a specific role. Transparent communication about job responsibilities and expectations is required. Potential candidates can self-assess their fit by accurately representing the role, ensuring that those who are eventually selected are capable and well-prepared. Furthermore, honesty protects the hospital’s reputation. Misleading candidates can result in bad hires and erode trust in the institution, making future recruitment more difficult.
Fairness: In today’s diverse society, fairness in recruitment is critical. It ensures that all applicants, regardless of background, are given an equal chance based solely on merit and relevant experience. A recruiter who prioritizes fairness ensures that the most competent professionals are chosen, directly impacting patient care quality. Furthermore, working in an environment that values justice and equality boosts employee morale and reduces biases, ensuring that a broader talent pool is considered, potentially unearthing exceptional candidates who would have gone unnoticed in a biased system.
Respect: Respect for applicants manifests itself in various ways. It entails recognizing the value of each individual, maintaining the confidentiality of their personal and professional information, and providing timely feedback. Respect also entails appreciating the time and effort applicants put into the recruitment process and ensuring they are interviewed with dignity and given a fair chance to present their credentials. Fostering a culture of respect begins with the recruitment process in the delicate ecosystem of a hospital, where teamwork is essential. When new employees join a system that respects them from the start, they are more likely to respect their colleagues and patients.
AC 1.3. People professionals contribute to discussions in informed, clear, and engaging ways.
- a) Increasing Trust and Credibility: When human resource experts, organizational psychologists, and patient interpreters actively participate in discussions, they offer their knowledge and increase trust and credibility within the organization or community they serve. Their contributions guarantee that decisions are based on professional knowledge and a deeper grasp of people-related concerns.
- b) Ensuring Holistic Decision Making: People professionals bring a distinct viewpoint to any organizational decision-making process. Participating in discussions ensures that policies, strategies, and actions consider the persons’ well-being, rights, and motivations.
Well-informed discussions
Human resource professionals frequently deal with sensitive issues such as hiring, compensation, employee relations, etc. A well-informed contribution ensures that the information or evidence is correct and pertinent. It demonstrates the H.R. professional’s breadth of knowledge, comprehension, and competency. Decisions supported by solid research or data are more likely accepted and implemented without opposition. Moreover,
H.R. professionals must make decisions based on data rather than intuition. Presenting a well-researched point supported by data enables better strategic alignment with the company’s goals. In addition, when H.R. professionals consistently provide well-informed insights, their peers, superiors, and subordinates trust them. Employees and management can rely on them for accurate information, making them invaluable assets to the company.
Clear Discussions
Clear communication is critical in ensuring all stakeholders understand H.R. policies, decisions, and motivations. Miscommunications can lead to conflicts, grievances, and low morale. H.R. professionals can ensure that all understand their message by using simple language and avoiding jargon. A clear explanation of a new policy or procedure ensures that it will be effectively implemented. Employees and managers are less likely to follow through correctly if they are unsure of what is expected. Visual presentations such as charts, graphs, and infographics can simplify complex data. It allows the audience to grasp the information quickly and can be especially useful in conveying trends, comparisons, or patterns that would be difficult to explain using only words.
Engaging Discussions
H.R. professionals can ensure their audience retains and comprehends information by employing various engagement techniques. This is especially important during training sessions, workshops, and implementing new policies. Engaging discussions encourage all members to participate. This can lead to more in-depth discussions, different perspectives, and better problem solutions. Techniques like storytelling, anecdotes, or real-life examples can make the content more relatable and exciting. Also, an engaging communicator can establish a stronger bond with their audience. This bond can increase trust, open communication, and a more cohesive work environment. An engaging style can humanize H.R. professionals, making them more approachable and effective in their roles through humor, passion, or personal experiences.
AC 1.4. When and how to raise concerns within the workplace
When to raise concerns within my workplace
Various situations warrant concerns and immediate reporting when a people professional observes in the workplace. For example, activities that jeopardize patient safety or contravene basic ethical norms (Lim et al., 2021. p. e497). For example, suppose healthcare staff were paid to prioritize treatments or procedures above others based on financial gain or other non-clinical reasons. In that case, it might lead to a conflict of interest. This could imply that patients need to receive the most appropriate care for their illness or that resources are allocated in the best interests of their health.
How to raise concerns in such situations.
It is critical to acquire proof before voicing a concern. Document specific events, dates, parties involved, and any communication or actions connected to the issue. When explaining the issue, this will create a clear and compelling case. Begin by addressing the issue internally. The issue should be brought to the immediate superior’s or department head’s attention or use the ‘Staff Voice’ website dedicated to hearing employee issues by submitting the documented issues. If the ‘Staff Voice’ does not result in satisfactory action or the problem involves potential legal infractions, engage the Legal Affairs department to ensure the organization complies with all laws and regulations. If the issue requires a more thorough inquiry, contact the internal Audit department investigation unit equipped to conduct in-depth investigations into workplace complaints, and they will be able to provide a more comprehensive picture of the situation.
Throughout the process, ensure awareness of whistle-blower protections and other regulations that protect employees who raise real concerns from retaliation (Lim et al., 2021. p. e500). Also, it is essential to act in good faith to rectify a wrong, improve the workplace, and provide the best possible patient care.
AC 2.1. Importance of Inclusion and Inclusive Practices in Healthcare
Inclusion and inclusive practices ensure everyone has an equal opportunity to contribute to and benefit from the organization (Hays-Thomas, 2016). This fosters employees’ sense of belonging and value and improves the organization’s overall productivity and success.
Daniel Pinks’s notions of ‘worker engagement’ and ‘worker well-being.’
Daniel Pink’s book “Drive” highlights the value of autonomy, mastery, and purpose in motivating people. Employees’ feeling of purpose is enhanced through inclusive policies, guaranteeing recognition and respect (Pink, 2009). Employees who feel they belong and are included are more likely to be engaged in their work, which leads to increased well-being. A highly engaged employee is more devoted, imaginative, and likely to contribute favorably to the organization’s goals (Pink, 2009).
Maslow’s ‘worker engagement’ and ‘worker wellness’ concepts
According to Maslow’s Hierarchy of requirements, in order for a worker to achieve the level of self-actualization (where they may be their best selves), their physiological, safety, belongingness, and esteem requirements must first be addressed (Trivedi and Mehta, 2019, p. 39). Inclusive practices meet the desires for belonging and respect directly. Employees have a sense of belonging, and their self-esteem rises when they feel included and respected (Trivedi and Mehta, 2019, p. 40). This, in turn, can improve worker engagement and well-being by motivating them to give their all to the firm.
2a) Business Advantages:
Job Satisfaction: Employees benefit from inclusive policies because they have a sense of belonging (Brimhall, 2019, 717). Employees are more satisfied with their jobs when they feel respected and treated fairly. This directly impacts their dedication to the organization, lowering absenteeism and increasing overall productivity. Satisfied employees are more motivated, which leads to better business performance (Brimhall, 2019, 720).
Workplace Efficiency and Effectiveness: Employees who feel included are more inclined to share ideas, cooperate, and communicate effectively with their coworkers (Brimhall, 2019, 730). This leads to greater operational efficiency and effectiveness. Multiple and inclusive teams often develop imaginative ideas by drawing on multiple experiences and viewpoints.
2b) Human (employee) Advantages:
Improved Employee Well-being: Feeling included, valued, and fairly treated boosts mental and emotional health (Jaiswal and Dyaram, 2020, p. 1122). Employees are less likely to experience feelings of loneliness, tension, or anxiety when they know their business values them. This improved well-being leads to healthier lifestyles, fewer sick days, and a more harmonious work-life balance (Jaiswal and Dyaram, 2020, p. 1123).
Increased Retention and Lower Turnover: Employees are more likely to stay with a company if they believe they are part of an inclusive atmosphere where they are valued and treated fairly (Scott, Waite, and Reede, 2021, p.443). High turnover rates can be costly for firms, both in terms of recruitment and training expenditures, as well as knowledge loss. Reduced turnover reduces expenses while preserving organizational continuity.
AC 2.2. Designing an Inclusive Solution/Initiative Strategy:
Inclusion ensures that all stakeholders’ viewpoints, needs, and concerns are considered and included. The first phase is Stakeholder Identification and Mapping to identify all potential stakeholders affected by the solution or activity (Freeman, 2010). Group stakeholders by project influence and interest (Freeman, 2010). Second, stakeholders need surveys, focus groups, and community forums to provide feedback. Create a safe space for stakeholders to voice concerns.
Also, co-design sessions or workshops with stakeholders actively involved in the design process are crucial. Brainstorm, role-play, and prototype to generate ideas and feedback. All stakeholder groups must be represented in decision-making committees or boards. Do not be a token. The goal is for actual empowerment and involvement. Cultural understanding and sensitivity are essential. Awareness of stakeholders’ cultural, social, and economic differences is crucial. Train project team members in sensitivity.
Regular updates and check-ins with stakeholders during design and execution are needed to ensure their feedback is being incorporated. Flexibility and adaptability are essential. Recognize that fresh facts may require solution changes. Adapt to new information and feedback.
Evaluating the Solution to Ensure It Meets Stakeholder Needs
After creating and implementing the solution, evaluate its efficacy. This review might include stakeholders in many ways. Feedback systems, stakeholder assessment panels, KPIs, case studies and narratives, transparent reporting, and iterative re-design and testing can do this.
Stakeholder-specific post-implementation surveys, interviews, and focus groups help evaluate a solution to ensure stakeholder demands are met. Digital platforms or applications allow stakeholders to provide ongoing feedback—from panels of diverse stakeholders to evaluate the solution regularly. Allow them to recommend improvements based on their experience. Developing performance measurements and KPIs with stakeholders is crucial to evaluating the solution (Parmenter, 2015). Maintain these KPIs and adjust them to ensure stakeholder satisfaction. Case Studies and Storytelling are essential to solution evaluation. Document stakeholders’ real-life solution experiences and stories. Use these narratives to understand human impact and change opportunities. Transparently reporting evaluation findings and stakeholder input is also crucial. Transparency builds trust and helps everyone see where improvements are needed. Iterative re-design and testing to alter the solution depending on evaluation is also essential. Before adopting these changes widely, test them with stakeholders to confirm they address the issues.
In the long run, inclusion is a continuous process, not a one-time event. For the duration of the solution, commit to regular evaluations and revisions based on stakeholder feedback. The abovementioned tactics enable a comprehensive, participatory, and inclusive approach, allowing solutions and initiatives to cater to all stakeholders’ demands.
AC 3.1. Evolution of the role of people professional and impacts on continuing professional development (CPD)
The role of Human Resources (H.R.) has changed dramatically in recent years, particularly with the rise of remote and distributed work. TECHNOLOGICAL ADVANCEMENTS AND SHIFTING WORK DYNAMICS HAVE RESHAPED traditional H.R. functions like recruitment, onboarding, training, and employee management (Singh, 2017). One of the most noticeable changes has occurred in the field of recruitment. The concept of remote work has compelled human resource professionals to revise their recruitment strategies. Remote recruitment entails identifying candidates who can work effectively from a distance while evaluating their self-discipline, time management, and communication abilities (Singh, 2017). The emphasis has shifted from evaluating candidates solely on their technical qualifications to assessing their ability to thrive in remote work environments (Singh, 2017). Also, H.R. departments have integrated various digital tools and platforms to streamline recruitment processes. Video interviews, virtual job fairs, online skill assessments, and AI-driven applicant tracking systems have all become standard practices in modern recruitment (Singh, 2017). These technologies enable H.R. professionals to identify suitable candidates, regardless of geographical constraints, efficiently.
Additionally, as remote work provides employees with greater flexibility, organizations must strengthen their employer branding to attract and retain top talent (Singh, 2017). H.R. is critical in developing an appealing company culture and value proposition that appeals to candidates seeking remote or hybrid work options. Besides, as geographical barriers are reduced, remote work may result in a more diverse workforce. H.R. must ensure that remote recruitment practices are inclusive and promote diversity, not only in demographics but also in perspectives and experiences.
The Impact of These Changes on People Professionals’ Continuous Professional Development (CPD):
The paradigm shift toward remote recruitment has dramatically changed the skills and competencies required of H.R. professionals (Singh, 2017). H.R. must undergo CPD to understand the nuances of hiring for remote roles to ensure effective hiring in this new environment. This includes instruction in tools for evaluating intangible qualities such as self-discipline, adaptability, and virtual collaboration abilities. H.R. professionals must be able to assess a candidate’s remote work readiness and cultural fit without meeting them in person, in addition to understanding the technological tools required for virtual interviews. CPD programs must include these new assessment techniques and educate H.R. professionals on best practices for remote recruitment.
From recruitment to employee engagement, digitalization has permeated almost every H.R. function. H.R. professionals must be technologically savvy because they can access many digital tools (Singh, 2017). As a result, CPD for H.R. now requires a significant technological component. They must be trained to use and maximize AI-powered platforms, virtual job fair platforms, and online skill assessments (Singh, 2017). It is not just a matter of knowing how to use the tools but also a matter of leveraging them to make informed decisions. This necessitates a combination of technological expertise and strategic thinking, making the ongoing learning curve steeper but necessary for H.R.
As the competition for talent heats up, particularly in the remote workspace, H.R. professionals must become experts in employer branding strategies. CPD initiatives should prioritize this, teaching H.R. how to create compelling narratives about company culture, benefits, and growth opportunities. In an era where potential employees may never set foot in a physical office, it is critical for H.R. professionals to effectively and persuasively communicate a company’s values, mission, and culture. This also implies that H.R. professionals will require training in digital marketing, storytelling, and possibly even aspects of user experience to ensure that the digital touchpoints of a potential employee’s journey align with the desired employer brand.
The possibility of a geographically dispersed workforce opens the door to previously unattainable levels of diversity. This potential boon, however, has its drawbacks. Human resource professionals must be trained to identify and mitigate unconscious biases that may arise during remote recruitment. CPD should include comprehensive modules on diversity, equity, and inclusion, emphasizing their ethical and commercial importance. H.R. should have the tools and techniques to ensure inclusive recruitment, onboarding, and employee engagement practices. They should also be trained to foster a work environment that accepts and celebrates diverse perspectives and backgrounds.
Task 2: Professional Development
Activity 1.Self-Assessment at ASSOCIATE Level for FIVE Core Behaviours:
Based on the self-assessment attached, it is worth noting that the crucial components in the core behaviors reflect high performance. As noted in ethical practice, I recognize and value the importance of making sound decisions as I demonstrate a willingness to consider the consequences of my actions and decisions for all stakeholders through the emphasis on providing reasons for choices and advice. Besides professional courage and influence, I demonstrate accountability by admitting mistakes and working to correct them. I also emphasize the importance of clear communication and actively understanding my audience’s reactions, which is critical for effectively influencing and engaging others. My contribution to debates is both informed and assured.
Moreover, I tend to value people. I have a strong emphasis on treating people with fairness and consideration. I promote team spirit, prioritize the development of others, and am concerned about the well-being of my peers, as evidenced by the emphasis on coaching and ensuring the wellness of others in work design. Also, I promote working together. I value understanding people on an individual level and promoting an inclusive environment by encouraging different points of view. I also emphasize knowledge sharing and early conflict resolution, demonstrating a proactive approach to inclusivity and conflict resolution. Also, I have a passion for learning, as evidenced by my feedback-seeking behavior. I am also acutely aware of my strengths and areas for development. Although I have advanced my professional knowledge and skills at a moderate pace, there is an apparent effort to explore new methods for improvement.
Activity 2.
See the attached in the Appendix.
Activity 3.
See the attached in the Appendix.
Reference List
Brimhall, K.C., 2019. Inclusion is essential… but how do I include it? Examining the effects of leader engagement on inclusion, innovation, job satisfaction, and perceived quality of care in a diverse nonprofit health care organization. Nonprofit and Voluntary Sector Quarterly, 48(4), pp.716-737.
CIPD (n.d.). CIPD: The Profession Map. [online] Available at: https://mail.google.com/mail/u/0?ui=2&ik=657be1b619&attid=0.7&permmsgid=msg-f:1775045078326671974&th=18a23a1819f77a66&view=att&disp=inline&realattid=f_llo29dko6
Emmott, M., 2016. CIPD. In Encyclopedia of Human Resource Management. Edward Elgar Publishing Limited.
Freeman, R.E., 2010. Strategic management: A stakeholder approach. Cambridge University Press.
Hays-Thomas, R., 2016. Managing workplace diversity and inclusion: A psychological perspective. Routledge.
Jaiswal, A. and Dyaram, L., 2020. Perceived diversity and employee well-being: Mediating role of inclusion. Personnel Review, 49(5), pp.1121-1139.
Koskinen, C., Kaldestad, K., Rossavik, B.D., Ree Jensen, A. and Bjerga, G., 2022. Multi-professional ethical competence in healthcare–an ethical practice model. Nursing ethics, 29(4), pp.1003-1013.
Lim, C.R., Zhang, M.W., Hussain, S.F. and Ho, R.C., 2021. The consequences of whistle-blowing: An integrative review. Journal of Patient Safety, 17(6), pp.e497-e502.
Okolie, U.C., 2020. Effect of diversity management on human resource management: Recruitment and selection in focus. Annals of Spiru Haret University. Economic Series, 20(2), pp.63-86.
Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.
Pink, D. (2009). Drive: The Surprising Truth About What Motivates Us. New York: Riverhead Books.
Scott, J., Waite, S. and Reede, D., 2021. Voluntary employee turnover: A literature review and evidence-based, user-centered strategies to improve retention. Journal of the American College of Radiology, 18(3), pp.442-450.
Singh, S., 2017. E-Recruitment: A new dimension of human resource management in India. International Journal of Advance Research in Computer Science and Management Studies, 5(3).
Stone, R.J., Cox, A. and Gavin, M., 2020. Human resource management. John Wiley & Sons.
Trivedi, A.J. and Mehta, A., 2019. Maslow’s Hierarchy of Needs-Theory of Human Motivation. International Journal of Research in all Subjects in Multi Languages, 7(6), pp.38-41.
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