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Solution
Table of Contents
Task- Professional and Ethical Behaviours. 2
1.1 People Professionalism.. 2
1.2 People practice’s personal and ethical values. 3
1.3 importance of people professionals. 4
2.1 Theories Related to people feeling included, valued, and fairly treated at work. 6
2.2 Designing People Practice Initiatives. 7
2.3 work inclusively with others and build positive working relationships. 8
Build positive relationships. 8
3.1 people practitioner role is evolving. 8
3.2 Assess (own) strengths, weaknesses and development areas 9
CPD Record (AC 3.4) – (SHOULD BE ALREADY UNDERTAKEN – PAST 12 MONTHS) 13
Task- Professional and Ethical Behaviours
1.1 People Professionalism
A professional is someone who has undergone extensive training in a specified field, works to high standards, maintains expertise through continuous learning, and applies ethical conduct in their work (Social Sci LibreText, 2021). The CIPD Profession Map provides a framework that clearly outlines the core purpose and values of being a people professional. It states that, at the heart of the people profession is positively impacting the lives of employees by developing an engaged workforce and high-performing organisations (CIPD, 2024). People professionals work to attract, retain and motivate talent while maintaining the highest standards of ethics and compliance.
A key activity that defines people professionals is advising strategic decision makers on people-related matters. They provide expert guidance on issues surrounding organisational culture, talent management, learning and development, reward practices, employee wellbeing and engagement (CIPD, 2023). By understanding business priorities and having insight into people analytics, people professionals are able to recommend evidence-based solutions that align people strategies with commercial goals.
When it comes to behaviours, people professionals are characterised as being collaborative, inclusive and commercially-minded. CIPD professional map records that they partner closely with line managers to deliver transformative HR initiatives through change management and effective communication (CIPD, 2024). An open, approachable and approach helps people professionals build strong, trusting relationships internally. Externally, they act as ambassadors for their organisation’s employment brand and represent the interests of all stakeholders.
Additionally, developing continual professional knowledge underpins the activities of people professionals. They keep up to date with evolving employment legislation, best practices and the latest thinking in their field through membership of professional bodies like CIPD (20240. Maintaining high ethical standards, supporting diversity and inclusion as well as demonstrating business awareness reflect positively on the profession.
Generally, the CIPD Profession Map underscores that people professionals are strategic business partners and champions for organisational culture. Their primary purpose is to apply specialist expertise, advise senior leaders and enable employees through evidence-based HR practices – ultimately contributing towards wider organisational success.
1.2 People practice’s personal and ethical values
One of my core personal values is integrity. I believe in being consistently honest, truthful and trustworthy in all that I do. As an HR professional working for MNGHA, I demonstrate integrity through transparent communication and by treating all employees fairly. For example, during promotions, I ensure selection processes are merit-based rather than influenced by personal biases. I also keep confidential information private while being straightforward in performance discussions or disciplinary matters. Maintaining integrity builds credibility which helps me carry out my role effectively (CIPD, 2014).
An essential ethical value for any HR professional is respect for others. At MNGHA, respecting the dignity of all employees regardless of background is paramount given the diversity of our workforce. I actively promote an inclusive culture where everyone feels valued and supported. For instance, I recently organised unconscious bias training for managers to raise awareness of different perspectives and encourage respectful treatment of all staff. Additionally, as the lead for our employee resource groups, I help give underrepresented groups a stronger voice and ensure their needs are heard. Treating people, especially the vulnerable, with compassion is at the heart of MNGHA’s vision of service and is a key driver of my work (MNGHA, 2024).
These values shape how I conduct myself daily. Both integrity and respect for others are closely aligned with MNGHA’s core mission of delivering world-class healthcare with care, commitment and compassion. As an organization entrusted with the wellbeing of the community, living up to the highest standards of conduct is not just important but essential. I aim to set a good example for others to follow and am committed to demonstrating my values through actions each day.
1.3 importance of people professionals
It is crucially important for people professionals to contribute to discussions in a way that allows them to influence others. As experts in employee relations and workforce management, people practitioners hold specialist knowledge and insights that senior leaders rely on to make well-rounded people-related decisions (CIPD, 2023a). By not sharing this expertise confidently and articulately, they fail to fulfill their role as trusted advisors who can positively steer the people strategy.
Informed- If people professionals are not willing or able to put forward informed recommendations, it can result in sub-optimal decisions being made that do not fully consider employee or organisational needs (Landry, 2020). For example, pay and benefit policies may not be competitive enough to attract and retain talent or training budgets could be underallocated, limiting staff development opportunities. Ultimately, poorly informed choices on people issues hamper the ability to implement best practices that drive higher performance, productivity and engagement across the organisation.
Clear- A lack of influence from HR also means alternative voices without people expertise may hold greater sway over senior leaders. According to Sheehan et al. (2013), this presents the risk of decisions being skewed more towards short-term commercial priorities rather than long-term people investments. It could promote a culture where employee interests are sidelined in favor of other business metrics. Over time, such an environment damages organisational reputation as an employer and lessens dedication among the workforce.
Confident- People professionals must be comfortable presenting data and global insights to back up their viewpoints confidently without doubt or hesitation. Presenting information clearly and concisely helps gain the attention of busy executives while demonstrating credibility (Abrahams, 2015). A willingness to respectfully challenge viewpoints constructively through open dialogue rather than remaining silent is also important. This allows the exploration of different angles to reach optimal outcomes. Therefore, people practitioners have a duty to the organisation and employees to provide informed counsel using their specialist HR knowledge. Not doing so leaves a strategic gap that jeopardises the ability to implement people strategies aligned with business needs. It hinders the creation of a high performing and sustainable workforce able to achieve organisational goals. For this reason, the capability to influence is a core competency expected of any reputable people professional.
1.4 How to Raise Issues
Unethical Matter
As an HR manager, one of my responsibilities is ensuring all hiring decisions are made fairly and ethically. During one recruitment cycle, I noticed one of the hiring managers seemed to only favor candidates who had attended the same university as them. While networking and shared experiences can play a role in selections, bias toward a single attribute risk being unethical as supported by CIPD (2019).
I decided to closely review the rejected candidate profiles to see if they were as qualified as those chosen. Upon examination, it seemed experience and qualifications were equally matched in many cases where someone from a different educational background was passed over. I arranged a private discussion with the hiring manager to point out this pattern and explain how it could undermine our inclusive values if unaddressed. They acknowledged the feedback and agreed moving forward they would use only the predefined criteria in our selection process. Had they dismissed the feedback, I may have needed to elevate the issue to senior leadership.
Illegal Matter
UK labor law, Maternity Leave, Adoption Leave and Shared Parental Leave (Amendment) Regulations 2024, requires employers to provide new parents with adequate maternity/paternity leave and protection from unfair dismissal upon return (Legislation, 2014). However, during exit interviews, multiple female employees confided they felt pressured to resign after announcing pregnancies to avoid disruption. When I examined documentation, there was a troubling trend of several women being let go within months of returning from leave.
Realising this likely discriminated against their statutory rights, I began interviewing the individuals involved under confidentiality. From these discussions, it seemed managers were finding fault with performance as a pretext for termination. Given the potential legal breach, I escalated my findings while preserving employee anonymity as requested. An internal investigation was launched, resulting in disciplinary action and staff re-training to prevent recurrence of this discriminatory practice. Accommodations were also made to allow affected mothers to regain their former roles.
In both situations, a calm, facts-based approach helped address unethical or illegal concerns in line with our organisation’s values of integrity, fairness and compliance with employment law. My role involves responsibly managing such issues for the welfare of all employees.
2.1 Theories Related to people feeling included, valued, and fairly treated at work
Daniel Pink’s Theory
According to Daniel Pink’s research, today’s leaders are more motivated by intrinsic qualities such as purpose, autonomy, and mastery (Bitesize Learning, 2023). Every person has an intrinsic need for belonging and development, and when they experience these things, they thrive. When workers do not receive this social and emotional support, they begin to feel that their job is meaningless. To put it another way, this makes it harder for people to become experts in their roles and reduces their autonomy. People on staff lose interest and motivation because of this. Still, more fundamental needs are met when we work to ensure that everyone is treated fairly and with respect.
Human advantages – A person’s innate demands for autonomy, mastery, and purpose are satisfied when they are included, appreciated, and treated fairly. Both intrinsic motivation and extrinsic job satisfaction are enhanced by this (MindTools, 2023). Staff members report higher levels of engagement and mental health benefits from their work.
Advantages for businesses — Businesses benefit from a committed and productive workforce when employees are organically driven. To do challenging activities, workers use their discretionary effort. This setting promotes originality and imagination.
Maslow’s Hierarchy of Theory
Following the satisfaction of basic physiological and security requirements, McLeod (2024) cites Maslow’s Hierarchy of Needs as showing that people desire social acceptance, belonging, and praise. A sense of camaraderie and purpose is sometimes found in one’s profession for many modern workers. To fulfill social and esteem needs, one must feel accepted, valued, and treated fairly on the job. In its absence, employees will be less invested in their work and more inclined to look for employment elsewhere. When these more abstract social and emotional requirements are satisfied, it leads to dedication and loyalty, which is good for the company and its workers. Employees’ performance, engagement, and loyalty are all positively impacted when their employer caters to their basic needs for belonging and respect.
Human advantages – A person’s socio-emotional needs are met, leading to increased life satisfaction and decreased stress, when they are involved, appreciated, and treated fairly at work (Jolly et al. 2020). As a result, one’s psychological and physiological wellness are enhanced.
Advantages for businesses — Staff members who have a sense of belonging and respect in the workplace exhibit higher levels of motivation, creativity, and loyalty to their organisation. As a consequence, there is less employee turnover and more output of higher quality (Suraihi, et al., 2021). Profitability and competitiveness are two company outcomes that are improved by these.
2.2 Designing People Practice Initiatives
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