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Two Professional Behaviors
Ethical Practice: Being a People Professional means unwavering commitment to ethical practice (CIPD., 2022). It requires upholding integrity, confidentiality, and fairness in decision-making. Professionals navigate ethical challenges transparently, prioritizing the well-being of individuals and the community. Adherence to codes of conduct ensures decisions align with moral values, fostering trust in client relationships.

Valuing People: Valuing people is fundamental in the People Professional role (CIPD. n.d). It involves recognizing each individual’s worth, promoting inclusivity, and creating a respectful environment. This behavior actively supports well-being, personal development, and a sense of belonging. From mentorship programs to open communication, valuing people ensures individuals feel heard, respected, and integral to the organization’s success.

Two Professional Activities

Change Management:

 Helping people adapt to new circumstances is an important component of a people professional’s role as a growth partner for their business. For this, you’ll need a mix of resiliency, empathy, and planning. Leading through change is an intricate process that improves the organization’s adaptability and resilience; it’s not only a people professional’s job.

Learning and Development: Attributes like as “Curious” and “Skilled Influencer” are highlighted on the CIPD Profession Map. As a career path, learning and development encompasses activities such as identifying knowledge gaps, developing personalised training plans, and supporting individuals in realising their maximum potential (CIPD, 2023).A people professional is someone who encourages and facilitates progress through lifelong learning. This is more than simply a formality; it’s a dedication to the growth of the company and its employees.

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Examples of Personal and Ethical Values

a. Fairness

Since it is an ethical and personal objective for me, fairness is crucial to my approach as a people professional. One thing I can promise is that every employee, regardless of their gender or background, will have an equal opportunity to ask for a promotion. It comprises being fair and non-discriminatory towards all people. Fairness is the bedrock of an inclusive and joyful work environment when it comes to cultivating connections. Listening to and considering all perspectives is key to fostering diversity. Fair decision-making requires looking at the big picture and how alternative solutions will affect everyone (Starke et al., 2022). Justice requires impartiality to resolve issues in a fair and harmonious manner.

b. Honesty

Honesty is another core principle that guides my actions in my role as a People Professional. It necessitates honest and open dialogue. For instance, in order to have an open and constructive conversation with an employee about their performance, I was truthful about their shortcomings while simultaneously recognising their strengths. Transparency in the decision-making process is ensured by being honest and open about the logic behind decisions. To resolve conflicts in an honest manner, one must have fruitful dialogues, be open and honest about issues, and seek solutions based on mutual understanding and honest communication.

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People professionals must be able to convince others and ensure that the “people practise voice” is heard within an organisation for a variety of crucial reasons, as stated in CIPD (2022).

People professionals have a unique perspective to provide due to their expertise in areas such as employee welfare, human dynamics, and organisational behaviour. To make a significant impact on strategic decision-making and advance genuine change, this “people practise voice” needs to be heard. Secondly, actions made within businesses have a direct impact on their workforce, especially when it comes to personnel policies. If the people practise perspective is overlooked while making decisions, employee engagement, satisfaction, and morale may suffer.

Informed communication

It’s essential to have a solid grasp of people practices difficulties while trying to influence others. HR practitioners need to be knowledgeable about HR, leadership, culture, and change management in order to have meaningful discussions with organisational leaders and provide sage counsel. If one is ignorant, the people practise view may not be comprehended or taken seriously.

Clear Communication

People professionals also need to communicate clearly. Clarity is crucial since the intended message needs to be understood within the framework of occasionally complicated concepts and facts about human behaviour. Employing examples and simple, understandable language can help a variety of audiences grasp the concept of people practice. Uncertain communication can lead to a miscommunication.

Communicating Confidently

Ultimately, having confidence is essential while persuading others as a people professional. Speaking with conviction about one’s experiences and opinions lends one credibility and authority. If a suggestion lacks confidence, it might not have the same effect or not be taken seriously enough.

Techniques for Clear and Engaging Communication:

Active Listening- Active listening is one method that works well for making sure you fully comprehend what other people are saying. This entails analysing information carefully, asking questions when necessary, and genuinely showing an interest in other people’s viewpoints. Garg (2023) asserts that a people professional can respond more specifically to concerns raised by others and offer lucidity to discussions when they actively listen.

Using Evidence to Support Arguments -More effective tactics include supporting claims with evidence and personalising messages to the audience. HR practitioners often collaborate with stakeholders with varying levels of people-related experience. Statistic proof boosts credibility and persuasion. Content must align with stakeholder values and priorities to maximise impact.

People experts must communicate clearly, confidently, and intelligently to participate in talks. This competence ensures that the “people” practice voice is heard in an organisation, prevents miscommunication, and fosters a positive and influential professional influence.

a) where you consider something to be unethical (whether or not it is illegal),

b) where you believe something contravenes legislation

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Think about a situation where the company introduces a new policy on performance reviews, but it unintentionally targets employees with disabilities in a discriminatory way. The policy favours physical attendance above other factors, which disadvantages those with disabilities who might need remote work accommodations. Because it violates the values of equity, inclusion, and equal opportunity, this circumstance violates the ethical code of practice.

Taking a calculated risk and bringing this up with a higher authority would be my go-to solution for this situation.First,I would gather information to back up my worries, such as Schloemer-Jarvis et al. (2022) data regarding the policy’s possible effects on workers with impairments. To discuss the matter further, I would then arrange a private appointment with the appropriate manager or authority. Throughout the meeting, I would provide the data, highlighting the moral ramifications and possible adverse effects on staff morale and welfareI would file a formal complaint after the meeting if necessary. This strategy ensures that my concerns and proof of ethical violations are communicated effectively and allows for a systematic settlement.

Raising an Issue Where Legislation Is Contravened:

Consider a scenario where an organisation implements a policy requiring employees to work more hours than the legally allowed maximum without offering enough compensation, so breaching the Working Time Regulations 1998 in the UK. There is little doubt that this situation violates the regulations limiting working hours to protect workers’ health and welfare.

The Working Time Regulations 1998 (UK Government, 1998) is the applicable statute that was broken in this situation, and I would first explicitly state it in my research before bringing it up with a senior authority. After that, I would set up a meeting to talk about the problem and present the legal framework as well as any potential repercussions of non-compliance to the appropriate manager or higher authority. Following the organisation’s reporting and escalation protocols, I would then file a formal complaint if required.

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 Daniel Pink’s 3 Elements of Motivation

According to MindTools (2023), three essential components of Daniel Pink’s theory of motivation are purpose, mastery, and autonomy. Being autonomous means having control over one’s own life; being masterful means having a strong desire to do better at something; and having purpose means wanting to work for a cause greater than one’s own self-interest. Components of Pink that demonstrate benefits to the organisation include fair treatment of employees, inclusion of all employees, and value. When people are respected for what they bring to the table, treated equitably, and allowed to be themselves, autonomy blossoms. Fair treatment and inclusivity not only assist professional growth and skill progress, but they also facilitate mastery. In addition, workers feel appreciated and fulfilled when they know they are making a difference in the bigger picture of the company’s goals.

Human benefits result from feeling respected, included, and treated properly. This meets Pink’s psychological requirements, increasing job happiness. Autonomy provides one control, purpose gives labour meaning, and mastery boosts growth and accomplishment. Full psychological needs satisfaction boosts motivation, wellbeing, and job satisfaction.

Maslow’s Hierarchy of Needs

As per Hopper’s (2020) analysis of Maslow’s Hierarchy of needs, the following human needs are listed in a pyramidal order: physiological, safety, love and belonging, esteem, and self-actualization. Individuals progress up the hierarchy as their needs at lower levels are satisfied; reaching self-actualization means reaching one’s full potential. In a respectful, inclusive, and fairly treated workplace, employees’ needs are met according to Maslow’s hierarchy. Workplace stability and fair treatment meet physiological and safety needs; inclusion and appreciation of contributions fulfil love and belonging needs; and esteem needs are satisfied when individuals feel valued and respected, which benefits the company. Workers are less prone to quarrel and fight when they are not fighting over unmet fundamental needs.

Maslow’s hierarchy of needs is met when one feels respected, included, and treated fairly. When social and esteem requirements are satisfied, people can pursue self-actualization and experience increased job satisfaction and worker well-being. Human benefits result from a more fulfilled and engaged workforce, which in turn boosts motivation when individuals feel their efforts are valued and acknowledged.

Summary of Benefits: There are human and monetary gains to be made by working towards a more diverse and inclusive workplace. It promotes a work atmosphere where employees are motivated, satisfied, and allowed to reach their maximum potential, in addition to decreasing conflict and increasing productivity. Creating such a workplace, in my view, is good for business and for the happiness and success of each individual employee.

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