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Solution
Table of Contents
TASK 1 : Professional and Ethical Behaviours. 2
1.1 How to Define “Professional”. 2
Examples of Personal and Ethical Values. 3
Application in People Practice. 4
1.3 Influencing Others in Human Resources Practise. 4
Maslow’s Hierarchy of Needs. 7
2.2 Building Inclusivity into people practice. 8
2.3 Working inclusively and building positive work dealings. 10
Updating CPD in Response to Changes. 11
3.2 Feedback on Performance: 11
Development Need for Changing Role. 12
TASK 1 : Professional and Ethical Behaviours
1.1 How to Define “Professional”
A “professional” is defined by CIPD (2023) as an individual who possesses the knowledge, skills, and experience necessary to carry out a particular line of work effectively. A dedication to moral behaviour, high standards, and continual improvement is encouraged, in addition to proficiency. Expertise, reliability, and a commitment to both their work and the greater good are what distinguish professionals from the rest. Working with people is an exciting and fulfilling adventure, and I love every minute of it. This goes beyond mere information and concerns the enormous influence one can have on people and communities. Creating a safe and pleasant work environment, encouraging growth, and managing the nuances of human interactions are all part of it. Being genuine, sensitive, and adaptable are crucial in this capacity, as my experience has shown.
Professional Behaviors includes;
Ethical Assessment: According to the CIPD Profession Map (CIPD, 2022) making judgements that align with ethical standards and corporate principles is a behaviour. A people professional’s daily practises include upholding confidentiality, ensuring justice, and considering the broader effects of actions on individuals and corporate culture. It means considering decisions from an ethical standpoint and accounting for broader impacts on individuals as well as the company’s culture. The continuous application of ethical judgement ensures that professional conduct is more than just a set of guidelines—rather, it is an integral aspect of the work.
Building Relationships: People professionals need to build strong relationships, according to Kaslow and Bell (2008). Developing strong, long-lasting connections at work involves a range of abilities, such as effective communication, active listening, and the capacity to understand diverse viewpoints. Instead of being a means to an end, developing relationships is crucial for a People Professional to create an inclusive and joyful work environment.
Professional Activities includes;
Management of Change: Helping people manage change is one of a people professional’s primary duties as a strategic partner in organisational progress. This calls for a blend of strategic thinking, empathy, and resilience. More than just a job description for a people specialist, leading through change is a multifaceted, people-centered process that increases the adaptability and resilience of the company.
Learning and Development (L&D): The CIPD Profession Map highlights the traits of a “Skilled Influencer” and a “Curious” individual. Working in the field of learning and development entails doing things like assessing current knowledge and abilities, creating unique study programmes for each student, and encouraging them to reach their maximum potential (CIPD, 2023).A people professional facilitates growth and encourages lifelong learning. This professional engagement is more than just a checkbox; it is a commitment to the organization’s and its members’ ongoing development.
1.2 Ethical Values for people professionals
In the realm of human practice, understanding and adherence to ethical values are crucial. Integrity and the benefit of both people and businesses are the ends to which ethical standards point the way (CIPD, 2022).
Examples of Personal and Ethical Values
Honesty
In my role as a people manager, honesty is one of my inherent virtues. It calls for open and truthful dialogue.. In partnerships, being truthful fosters trust. It means fostering an environment where people feel free to express themselves and keeping channels of communication open even when the subject matter is challenging. At a performance review, for example, I was forthright about an employee’s areas for improvement while also praising their strengths so that we could have a constructive conversation. Transparency in the decision-making process is ensured by honesty, which demands openness and clarity about the logic behind decisions. For example, when I made choices about layoffs, I was sympathetic to the affected employees and open in explaining the financial rationale for the reductions. Having fruitful discussions, being open about issues, and attempting to come up with solutions based on comprehension and open communication are all components of honest dispute resolution.
Fairness
Being fair is a personal and ethical goal of mine, and it informs my approach as a people professional. It entails not showing favouritism or partiality towards anyone. For example, I guarantee that all employees, irrespective of their gender or race, are given equal opportunity to apply for promotions. In terms of building connections, fairness is essential to a welcoming and contented work environment. It involves fostering an environment where variety is not just accepted but also welcomed, as well as ensuring that all viewpoints are heard and taken into consideration. When making decisions, being fair means assessing the situation impartially and considering how it will affect each and every party. When handling disagreements with a dedication to justice, objectivity is necessary for resolving conflicts in a way that prioritises equity and harmony.
Application in People Practice
My work as a people professional is guided by justice and honesty. They help partnerships develop hearing and trust. They support moral decision-making that is advantageous to all. Justice and integrity aid in conflict resolution, encouraging development and openness. As a human resources professional, I apply these moral and ethical principles on a daily basis to decision-making, interpersonal interactions, and organisational human dynamics. not just a hypothetical task.
1.3 Influencing Others in Human Resources Practise
There are several critical reasons why people professionals must possess strong persuasive skills and ensure that the “people practise voice” is acknowledged inside an enterprise.
Experts in human dynamics, organisational behaviour, and employee wellbeing, among others, give people professionals a unique perspective. In order to make a difference in strategic decision-making and bring about real change, this “people practise voice” needs to be heard. Second, organisational decisions, especially those pertaining to people practices, have an immediate impact on employees. When choices are made without considering the people practise viewpoint, employee engagement, contentment, and morale could take a hit.
Informed Communication
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