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2. Professional Behaviors from the CIPD Professional Map: CIPD Professional Map guide what is required of people professionals. Two of these behaviors are ‘Curious’ and ‘Decisive Thinker.’ Being curious is associated with constant knowledge-seeking, active learning strategy, and eagerness to explore different versions (Maddox-Daines, 2023). A person with this behavior is a people professional who makes it his or her goal to remain informed of industry trends, legislative changes, and best practices by handing down the culture of innovation within the organization.

Being a ‘Decisive Thinker’ involves processing information and assessing the situation, leading to decision-making. This shows the role of critical thinking in dealing with such complicated people management issues (Maddox-Daines, 2023). A People professional displaying this behavior contributes to actionable problem-solving that helps keep organizational objectives at the center while ensuring consideration for personal interests.

3. Professional Activities from the CIPD Professional Map: A map of influential people’s professional practices developed by CIPD Professional identifies various activities. ‘Employee Relations’ and ‘Coaching and Mentoring’ are two major activities that mainly concern managing relations within the organization, establishing a positive work climate, and resolving conflicts (SMITH & MITCHELL, 2022). The effectiveness of this activity by a people professional is essential for creating an atmosphere where harmony prevails while increasing employee satisfaction and productivity within the organization.

Coaching and Mentoring’ refers to how a people professional helps employees improve their growth and development (SMITH & MITCHELL, 2022). A people professional helps create a job force that becomes skilled and motivated by giving proper guidance and constructive feedback support. Tsupportty emphasizes the necessity of investing in human capital and directing individual development toward organizational aims (TAYLOR & WOODHAMS, 2022).

Being a people professional is about emulating certain behaviors and performing activities listed in the CIPD Professional Map (TAYLOR & WOODHAMS, 2022). Through continuous learning, critical thinking, effective relationship management, and developmental support, people professionals are critical drivers of success and positive organizational culture.

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2. Three Chosen Ethical Values:

a. Fairness: Equality is the pledge of treating all people fairly. This involves making policies, procedures, and opportunities just and non-discriminating in use (Trevino & Nelson, 2021). For example, a people professional can use merit-based hiring processes that ensure all candidates are considered through fair and objective measures, resulting in rich workplace diversity.

b. Honesty: Honesty refers to openness and truthfulness in communication. In practice, honesty requires an employee information-sharing process of sharing challenges and organizational changes (Trevino & Nelson, 2021). For instance, a people professional can communicate transparently the reasons for restructuring, thus undercutting potential uncertainty and anxiety among staff.

c. Inclusivity is about a culture that welcomes diversity and celebrates everybody. For people in practice, this is implementing inclusive policies and practices into action. For example, a people professional may conduct diverse training workshops to increase consciousness and intensify appreciation of dissimilar views that would lead to an inclusive workplace culture.

3. Application in People Professional Role:

a. Building Relationships: People professionals prioritizing fairness will form relationships of trust and respect (Dembek et al., 2016). For instance, a commitment to fairness settles for equal distribution opportunities in allocating projects to team members, encouraging positive relationships.

 Decision-Making: Honesty is essential in decision-making. Profess professionals should clarify why certain decisions were made, although they are incredibly complicated. This transparency establishes credibility and puts employees in a better position to comprehend the context, which ultimately contributes positively to their work environment.

c. Handling Conflict: In general, being inclusive in conflict resolution refers to using different points of view (Dembek et al., 2016). For example, a people professional mediating conflict can allow every party to state their views and thus facilitate understanding and healing instead of deepening division.

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1. Importance of Influencing and Ensuring the ‘People’ Practice Voice is Heard:

 People professionals must master the art of influencing others so that the ‘people’ practice makes itself heard in an organization (Innes et al., 2021). Such importance is that people’s actions directly influence the working population, organizational culture, and overall output. Effective communication from people professionals should communicate insights, recommendations, and issues that affect strategic decision-making (Innes et al., 2021).

Consequences of Unclear, Uninformed, and Unconfident Communication:

Poorly represented professional communications can adversely affect an organization (Innes et al., 2021). To start, important information can be interpreted, leading to enhanced decision-making. The workforce may require more details on policies, changes, or guaranteed desires that cause downtrodden employee morale and commitment (Jackson et al., 2020). Further, resistance and non-compliance may occur when implementing people-related initiatives, leading to more transparent communication.

Secondly, a lack of confidence in communication can erode people’s authority over and within the organization. It could weaken the impact on essential stakeholders, preventing their advocacy for employee wellness and diversity programs or other people-related issues that need to be addressed (Jackson et al., 2020). This may affect the overall efficiency of HR strategies and reduce their positive organizational performance.

2. Techniques for Clear and Engaging Influence:

a. Active Listening and Adaptability: Active listening is an effective strategy that comprises attentively focusing, comprehending, responding, and recalling the information being presented. Listening to concerns and giving feedback should be done by people professionals regarding the various stakeholders (Tyagi, 2013). Thus, by showing genuine concern and flexibility toward audience demands, professionals can adjust their communication to the needs of different people within an organization.

b. Using Evidence and Clarifying Points: Another approach is to back the arguments and recommendations with solid facts (Tyagi, 2013). Adding data, case studies, or relevant examples gives the communication weight that makes it more convincing. Further, experts should focus on clarity by clearly defining their ideas and addressing issues before they arise. However, trust and credibility of ‘people’ practice voice is improved by clear and evidently communication.

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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 This is a case that can be illustrated in an imaginary situation when the company decides to implement a new restrictive policy, which indirectly discriminates against prejudices against employees with disabilities. All employees must engage in a physical fitness program while working, but the policy does not make reasonable accommodations for people with mobility limitations. As a people ethical driven professional emphasizing Inclusivity and adhering to the Equality Act 2010, I consider this policy ethically problematic.

How it Breaches Ethical Code of Practice:

This policy contravenes ethical standards by disadvantaging disabled employees and opposing principles of fairness, inclusion, and equal opportunity for all. These discriminatory practices hurt individuals, damage the organization’s image, and produce a hostile workplace (Davis, 2017).

Procedure for Raising the Matter:

 I would adhere to the established policy of an organization while addressing this ethical issue. First, I would record the exact details of the discrimination policy and its implications. Next, I would arrange a meeting with my supervisor or the appropriate HR manager to give voice to issues that worry me. This discussion will present the ethical context by citing the organization’s values and the Equality Act 2010. If the problem continues, I would bring up this issue with higher management or an ethics committee within an organization to ensure that a complaint sheet is completed and reported.

B) Legislation Contravention:

For instance, a breach of Working Time Regulations 19 If the organization changes a new work schedule, which forces employees to cross the maximum weekly working hours of Working Time Regulations 1998 regularly. This contradicts the Legislation instituted for workers to protect their health and safety with limited working hours and guaranteed rest times (Brauer, 2022).

How it Breaches Legislation:

When a work schedule surpasses the maximum weekly hours, the organization is open to legal action for violating the Working Time Regulations 1998 (Brauer, 2022). This violation compromises the welfare and security of workers and their statutory entitlements.

Procedure for Raising the Matter: I would systematically approach this legal infringement. First, I would collect evidence of the breach, such as a new work schedule and documents reflecting that employees surpassed the legal limit. After that, I would formally write to the head of the concerned department or an HR manager about my concerns and adequately cite the Working Time Regulations 1998 (Wong et al., 2019). If this problem continues and remains unresolved, I will escalate the matter to higher management and engage external bodies such as HSE or employment tribunals to regulate it all according to UK laws.

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Daniel Pink’s theory of motivation is focused on three crucial points: autonomy, mastery, and purpose (Fang, 2013). Autonomy refers to how individuals can control their work, mastery pertains to the quest of enhancing ability throughout, and purpose is driven by pursuing purposes.

Business Benefits:

In this way, these three elements correspond with Pink’s considerations. Autonomy is ensured by an environment that supports and includes them in job choices. Fairness and acknowledgment of employee contribution lead to mastery because employees strive harder when efforts are continuously rewarded (Fang, 2013). Inclusion and equity help people cultivate goals by promoting a joint commitment to the company’s values ​​and objectives. All of these factors result in improved employee satisfaction levels with low incidences of disputes, leading to increased retention rates that ultimately improve the efficiency and effectiveness of organizations.

Human Benefits:

About inclusion and equitable treatment, as stipulated by Pink’s theory, there are benefits associated with job satisfaction achieved through improved employee welfare and motivation (Pârjoleanu, 2020). In societies of autonomy, citizens feel in control over their work, which has a satisfactory impact on job satisfaction (Pârjoleanu, 2020). Valued and included, the employee is contented in mental and emotional development. The values of their contributions aligned with the pursuit of significant aims, which is one decisive motivating factor that drives people to set in all they have got into what they do.

2.     McClelland’s Three Needs Theory:

McClelland’s theory deals with three basic needs: achievement, affiliation, and power. First, achievement motivation is related to success (Osemeke & Adegboyega, 2017); secondly, affiliation involves a need for positive relationships, and power refers to the desire for influence.

Business Benefits:

Hence, the need addressed by McClelland is met when an inclusive and fair workplace is created. Affiliation needs addressed by fair treatment and recognition lead to positive relationships among the team (Osemeke & Adegboyega, 2017). Cultivation that comes with inclusion and valuing employees also promotes achievement by creating a favorable atmosphere for success. In order to satisfy the power need, fair processes, and equal opportunities are addressed so that individuals have a voice in decisions affecting their work performance. These factors cause lower conflicts, higher employee retention, and better organizational effectiveness.

Human Benefits:

 The advantages consistent with McClelland’s theory are increased job satisfaction, improved worker welfare due to positive interpersonal relationships, relationships, and enhanced motivation (McClelland, 2015). The affiliation needs to be addressed by creating a feeling of togetherness and community, increasing job satisfaction, positively influencing relationships at work to improve well-being, and providing an environment of support (McClelland, 2015). In recognition of individual achievements, the achievement need is met, and motivation in employees becomes more robust as they pursue success.

Summary of Benefits:

Most importantly, cultivating inclusion and appreciation of individuals and fairness conforms to theories like Pink’s and McClelland’s for human and commercial advantages. By implementing these principles, organizations increase job satisfaction and motivation while reducing conflicts that promote efficiency between workers. These benefits lead to individuals’ welfare and further business success and sustainability.

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