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Solution
1.1 People Professional
To be a people professional, as defined by the CIPD Profession Map, means to embody the values and behaviours that drive better work and working lives. A people professional is someone who embraces principles-led, evidence-based, and outcomes-driven approaches in their work. They engage in activities such as talent management, employee relations, and organisational development, always aiming to create value for both individuals and organisations (Cassidy, 2024). According to the CIPD Profession Map, people professionals are expected to demonstrate core behaviors such as ethical practice, inclusion, and adaptability. These behaviors guide professionals in making fair and responsible decisions, promoting diversity and inclusion, and adapting to change in dynamic work environments. The activities of a people professional include talent acquisition, learning and development, employee relations, and organisational design, all of which should be carried out with a commitment to continuous improvement and ethical standards.
Adhering to these core behaviours ensures that decisions are made with integrity, transparency, and fairness, which enhances employee engagement and organisational culture. For instance, ethical practice and valuing people lead to a more inclusive and supportive work environment, boosting morale and productivity. Conversely, failing to align with these behaviours can result in significant negative consequences (Bosley, 2023). It can erode trust, damage professional reputation, and lead to legal and ethical violations. This misalignment can also cause employee dissatisfaction, high turnover rates, and toxic work culture, ultimately undermining the effectiveness of people professionals and the overall success of the organisation.
1.2 Personal and ethical values
Personal Value
Integrity means being honest, transparent, and consistent in my behaviour, regardless of the situation (Cassidy, 2022). In my previous role as a project coordinator, I demonstrated integrity by always providing accurate project updates to stakeholders, even when the news was not favourable. For instance, during a project delay, I communicated the issues openly with the team and stakeholders, ensuring that everyone was aware of the challenges and the steps being taken to address them. This approach-built trust and fostered a collaborative environment where problems could be solved more effectively. Additionally, I made it a point to follow through on my commitments, which reinforced my reliability and trustworthiness. Consistently acting with integrity helped me to build strong professional relationships and create a culture of openness and accountability within the team.
Ethical Value
Fairness is an ethical value that emphasises treating everyone equally and making impartial decisions (CIPD, 2024). In my work, I strive to ensure that all employees are treated with respect and given equal opportunities. For example, while managing a recruitment process, I implemented a standardised interview framework to ensure that all candidates were assessed based on the same criteria. This practice helped eliminate biases and ensured that the selection process was fair and transparent. Additionally, I advocated for diverse hiring panels to bring different perspectives into the decision-making process, further promoting fairness and inclusivity. In another instance, I handled a conflict resolution case where I ensured that both parties had an equal opportunity to present their viewpoints. I was able to mediate a fair and satisfactory resolution for both parties by listening actively and considering all perspectives. This commitment to fairness resolved the conflict and reinforced a sense of justice and equity within the workplace.
1.3 Importance of people professionals contributing to discussions
Why Professionals Should Contribute to Discussions
People professionals must contribute to discussions in an informed, clear, and confident manner to effectively influence others. This approach ensures that decisions are based on accurate information and sound judgment, fostering trust and credibility within the organisation (CIPD, 2022). For instance, when presenting a new HR policy, providing well-researched data and clear explanations can help colleagues understand the benefits and implications, thereby gaining their support. In addition, confident communication helps to assert the importance of people-related issues in strategic discussions, ensuring they are given due consideration. For example, during a budget meeting, confidently advocating for employee development programs with supporting evidence can secure the necessary funding.
Benefits
Contributing to discussions in an informed, clear, and confident manner brings numerous benefits. First, it leads to improved organisational outcomes by ensuring that decisions are well-founded and strategically aligned. Better decision-making is achieved as diverse perspectives and expert insights are considered, fostering a more comprehensive understanding of issues (Timms, n.d). In addition, when people professionals communicate effectively, it promotes ethical practices by highlighting the importance of fairness, transparency, and integrity in decision-making processes. This approach enhances trust and credibility and ensures that organisational goals are met responsibly and sustainably.
Consequences of Not Influencing Others
If people professionals are not willing or able to influence others, it can lead to several negative consequences. According to Miller (2020), unethical practices may arise due to a lack of oversight and advocacy for ethical standards. The value of the people practicing the profession could be diminished, resulting in decreased respect and credibility. This situation may also lead to increased grievances and potential employment tribunals as employees feel their concerns are not adequately addressed.
1.4 When and how to raise matters conflicting with ethical values
Unethical Matter
When encountering an unethical matter, such as witnessing a manager giving preferential treatment to specific employees based on personal bias, I would take particular steps to address the issue. First, I would document the behaviour and gather evidence to support my concerns. Then, I would approach the manager directly and express my concerns, referencing the CIPD Code of Professional Conduct and the organisation’s policies on fairness and equality (CIPD, n.d). If the issue persists or is not adequately addressed, I would take the matter to HR or a higher authority, ensuring that the concern is handled confidentially and appropriately. By following this process, I aim to uphold ethical standards and maintain a fair working environment.
Illegal Matters
In the case of workplace harassment, which violates the Equality Act 2010, I would take immediate action. Suppose I witnessed a colleague being subjected to unwelcome conduct based on their gender. I would first support the victim by encouraging them to document the incidents and report the harassment. If they are uncomfortable doing so, I would report it myself. I would follow the company’s harassment policy, which typically involves reporting the matter to a supervisor or HR (CIPD, 2023). I would provide detailed accounts of the incidents, including dates, times, and any witnesses. If the internal process does not resolve the issue, I would advise the victim to contact external bodies such as the Equal Employment Opportunity Commission or seek legal advice to ensure their rights are protected.
2.1 Human and business benefits
People and organisations benefits of employees feeling included, valued, and fairly treated can be explored through various theoretical perspectives.
Maslow’s Hierarchy of Needs: According to Stefan et al. (2020), this theory suggests that when employees’ psychological and social needs, such as belongingness and esteem, are met, they achieve higher levels of job satisfaction and self-actualisation. This fulfillment translates into increased motivation, productivity, and loyalty, which directly benefit the organisation by reducing turnover and enhancing overall performance.
Daniel Pink’s Motivation Theory: The theory emphasises the importance of autonomy, mastery, and purpose in fostering employee engagement. When employees feel valued and treated fairly, they are more likely to experience intrinsic motivation, leading to higher job satisfaction and a more substantial commitment to organisational goals (Pârjoleanu, 2020). This, in turn, drives innovation, reduces absenteeism, and boosts retention rates.
Summary
Both Maslow’s Hierarchy of Needs and Daniel Pink’s Motivation Theory emphasise the human and business benefits of fostering an inclusive, valued, and fair workplace. From my perspective, when employees feel respected and appreciated, it fulfills their psychological and motivational needs and also drives higher engagement, innovation, and productivity. This leads to a more harmonious and effective organisation, reducing turnover and absenteeism while enhancing overall performance and employee well-being. In addition, it fosters a culture of trust and collaboration, where employees are more likely to contribute their best efforts and innovative ideas. Prioritising inclusion and fairness benefits both individuals and the organisation as a whole. Organisations can achieve sustainable success and a competitive edge in the market by creating an environment where everyone feels valued and fairly treated. This enhances employee satisfaction and drives long-term organisational growth and resilience.
2.2 How People Professional Can Build Inclusivity
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