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Solution
1.3 Importance of People Professionals
Informed Contributions:
People professionals must contribute to discussions in an informed manner to provide valuable insights and evidence-based recommendations. When people practitioners are knowledgeable about current trends, best practices, and legal requirements, they can guide strategic decision-making that aligns with organisational goals. For example, during discussions about implementing a new performance management system, being informed allows a people professional to highlight potential challenges and suggest effective solutions as evidenced by Kadam (2017). This informed approach ensures that decisions are well-grounded, reducing the risk of implementing ineffective or outdated practices.
Clear Communication:
Clear communication is essential for conveying complex ideas in a way that is easily understood by others. When people professionals articulate their points clearly, they minimise misunderstandings and ensure that their message resonates with the audience as evidenced by CIPD (2023a). This is particularly important in diverse teams where members may have different levels of familiarity with HR concepts. For instance, explaining the benefits of a flexible working policy in clear terms helps stakeholders understand its impact on employee well-being and productivity, increasing the likelihood of buy-in.
Confident Expression:
Confidence in discussions helps people professionals assert their viewpoints and advocate for necessary changes ( Kaplan Professional, 2015). Confidence demonstrates expertise and conviction, which can persuade others to consider and support their proposals. For example, confidently advocating for a new diversity and inclusion initiative can help overcome resistance and secure leadership commitment. Confidence also builds trust and credibility, positioning the people professional as a reliable advisor.
Consequences of Failing to Influence:
If people professionals are not willing or able to influence others, several negative consequences can arise. Without influence, important initiatives may be sidelined, leading to missed opportunities for improving organisational outcomes ( Bosley, 2023). Additionally, the absence of informed, clear, and confident contributions can result in poor decision-making, potentially leading to unethical practices, increased grievances, or legal challenges such as employment tribunals. Furthermore, a lack of influence can diminish the perceived value of the people practice profession, resulting in lower levels of employee engagement and a weakened organisational culture.
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