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Definition by behaviours

Being a people professional, according to Mind Tools Content Team (2022), means displaying certain traits that help with people management. Empathy and clear communication are two instances of professional conduct applicable here.

Empathy- As demonstrated by Yadav (2023), a people professional exhibits empathy by taking into account the thoughts, emotions, and needs of others. This, in turn, promotes healthy relationships and a positive work atmosphere.
Effective Communication– Listening attentively, expressing oneself precisely, and adjusting one’s communication style to captivate and inspire others are all components of effective communication. Listening attentively to the thoughts, feelings, and requirements of others is a hallmark of people professionals (Roy, 2019). Because of this, they can empathize with their coworkers and respond to them properly. With these habits in place, a people professional may help their organization succeed and make a difference in people’s lives at work by fostering an environment of trust.

Definition by activities

Cultivating one’s talent– According to the CIPD Professional Map, talent development is all about spotting and developing people’s strengths and abilities (CIPD, 2023a). Programs of mentorship, coaching, and training all play a role in making this happen. An important part of a people professional’s job is to help their employees reach their full potential so that they can contribute effectively to the organisation’s success. Talent development helps employees reach their maximum potential by providing them with targeted training, personalised coaching, and supportive mentorship connections (Bright HR, 2020).

Staff Involvement – As stated in the CIPD Professional Map (CIPD, 2023), employee engagement is an essential component of people management. It includes encouraging open communication and collaboration, cultivating a motivated and dedicated workforce, and making the workplace a pleasant place to work overall. Professionals in the field of human resources play an essential role in improving organisational and individual performance by taking part in these activities. According to Wharton Online (2023), these companies encourage their employees to keep learning and growing in their careers by giving them plenty of chances to do so.

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Personal and Ethical values

Inclusivity

Inclusivity is defined by Ali (2022) as making every person, irrespective of their origin, identity, or beliefs, feel welcome and cherished. To be inclusive at MNGHA means to create a work climate that values diversity and gives everyone a fair chance to succeed. In my role as a people professional at MNGHA, I can demonstrate inclusivity by pushing for more diverse hiring practices, speaking out in favor of more inclusive rules and regulations, and leading cultural awareness workshops to help my coworkers better understand and appreciate one another’s unique experiences and viewpoints. By welcoming people from all walks of life, businesses may tap into a richer pool of talent, which in turn boosts creativity, efficiency, and morale in the workplace.

Valuing others

Everyone, regardless of their status or the value they bring to the table, deserves our utmost respect and decency, and this is what it means to value others (2022). Recognising the significance of every employee’s involvement in delivering high-quality patient care is essential in a healthcare organisation like MNGHA. As an individual who works with people, I can uphold this principle by promoting honest and open dialogue, creating an environment where people feel valued and appreciated, and giving them chances to advance in their careers. Employees’ feelings of belonging and allegiance can be fostered by MNGHA’s sincere acknowledgment and respect for their contributions. This, in turn, boosts satisfaction with work and morale, which in turn leads to better outcomes for patients and overall organisational success.

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Clear Communication- Misunderstandings result from a lack of clarity, which in turn causes inefficiency, mistakes, and confusion. Miscommunication, misunderstandings, and unfulfilled expectations can result from poorly executed tasks (LinkedIn, 2024). As a result, members of the team and stakeholders may get irritated, distrustful, and experience strained relationships.

Informed- As shown by Team (2023), little knowledge makes decision-making difficult, which in turn slows down progress and increases the likelihood of expensive mistakes. People could put project results and company success at risk if they don’t have access to pertinent data and insights.

Confident- With confidence comes credibility and trust. Without it, messages could come out as insecure or lack conviction, which reduces their power and influence (Vance, 2023). When people have doubts, it can lead to resistance, hesitancy, or skepticism, which in turn can impede collaboration and slow down development.

If I wanted to convince and inform others in an interesting and engaging way, I would do the following: ask open-ended questions to make sure everyone is on the same page before continuing the conversation. This allows me to gauge the accuracy of my statement and make any necessary revisions. Others get an opportunity to clarify or express different viewpoints as well. Second, in order to make my point more compelling to my target audience, I would modify my language and use their examples. My ability to relate my material to their priorities depends on my level of comprehension of their interests and worldview. To enhance engagement and the likelihood of making an impression, it is recommended to craft a narrative using language that is sensitive to their experiences (LinkedIn, 2024).

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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At my job, there was an instance where upper management chose to disregard safety procedures to complete a project on time. They were aware of the dangers, but they choose to forego precautions in the sake of saving time and money. I was very upset by this decision because I believe in ethical practices. It went against my moral compass, which places an emphasis on making sure everyone involved is safe. The corporation endangered its workers and maybe even the local population by lowering the bar for safety. I had to walk a fine line between being loyal to my employer and having an obligation to speak out against unethical behavior, which tested my ethical convictions. I decided to voice my concerns to upper management and push for the return of safety measures to make sure everyone was being treated ethically and their well-being was protected. I convened a meeting with upper management to address my worries about safety and the consequences of ignoring established procedures. I provided arguments in favor of following safety protocols and offered suggestions to lessen potential dangers without sacrificing project timeliness. Everything went according to plan. Safety protocols were reestablished by senior management. One thing I could have done better is to keep an eye on things to make sure everyone was acting ethically all the time.

Issue contravenes UK Legislation

An issue with the possible violation of the UK Employment Rights Act 1996 occurred at my workplace, MNGHA Organisation, when employee contracts were changed without the necessary approval. Amendments to the conditions of employment were implemented without proper employee input or consent. This goes against what the Act says, which states that businesses need to get employee approval before making changes to contracts. I alerted human resources to my concerns after seeing the disparity, explaining the legal ramifications and arguing for a fix to restore employee rights and comply with the law. I met with upper management and HR to handle the matter and investigate the possibility of a violation of the UK Employment Rights Act 1996. At the meeting, I showed the changed contracts and stressed how critical it was to fix the problem so that we could meet our legal requirements and safeguard the rights of our employees. It was fruitful. The problem was recognized by upper management, who promptly set out to fix the changed contracts. I could have done better by making sure there were better ways to communicate so that similar issues could be handled quickly in the future.

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Daniel Pink’s idea states that intrinsic reasons motivate most knowledge and creative activity more than financial benefits. Pink says autonomy, mastery, and purpose motivate (MindTools, 2023). Task autonomy is essential for workers. They want to improve at something important. These intrinsic elements engage employees and improve work quality more than external rewards.

Business Gains

Business is affected by Daniel Pink’s notion that autonomy, mastery, and purpose motivate. Employee happiness and engagement increase when they feel empowered over their work, challenged to enhance their skills, and realize the value of their contributions (Choi, 2024). This has major benefits for companies. Motivated and autonomous employees depart less, minimizing turnover costs. They also innovate since they own their work. Mastery-driven employees are proud of their work and produce greater results. Organizations that use Pink’s self-determination motivating concepts have increased retention, productivity, and revenues.

Human Benefit

According to Daniel Pink, autonomy, mastery, and purpose at work benefit humans. Empowered and challenged employees are more motivated and satisfied. Feeling valued at work improves well-being, life involvement, and quality (BiteSize Learning, 2024). Self-direction, skill development, and meaningful purpose boost mental health, performance, and happiness.

Maslow’s Hierarchy of Needs

The hierarchy of needs, developed by psychologist Abraham Maslow, describes human drives. The Corporate Finance Institute (2024) claims that people prioritize fundamental requirements over others. The hierarchy starts with physiological necessities like food and water and has five stages. After those, safety needs, love/belonging, esteem, and self-actualization—the drive to reach one’s potential—follow. The theory is that humans only want higher-level desires after meeting lower-level ones. This clarifies human motivation and development.

Business Gains

Maslow’s Hierarchy of requirements theory states that fulfilling employees’ belonging and esteem requirements at work benefits a business. Herrity (2022) found that equal opportunity, inclusion in making choices, and respect from supervisors and fellow workers reduces employee disputes and dissatisfaction. They prefer to stay with an organization rather than look elsewhere. Companies save money by not having to find, hire, and train new hires.
Human gains
Maslow’s theory says people profit from being respected, included, and treated fairly. Fulfilling belongingness and esteem requirements boosts motivation and job happiness (Herrity, 2022). Respect and recognition improve health and standard of life. Being valued in the professional environment enhances mental health, engagement, productivity, and life satisfaction.

I find the business and human benefits appealing. Employees that feel intrinsically motivated by autonomy, mastery, and purpose are more productive, invested, and satisfied. More organisations should adopt this win-win scenario for mutual benefit.

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