-67%
Solution
Task One
- People Professional Appraisal
A ‘people professional’ as defined by CIPD (2024), is an individual whose core role and job purpose involves actively working with and engaging with other people on a regular basis. Their main focus and expertise centers around interaction, communication and relationship-building with clients, customers, employees and colleagues. Being a people professional requires strong interpersonal skills as well as emotional intelligence.
Some key typical activities and behaviors associated with being a people professional include:
Activities
An essential activity for any people professional is effective communication. The ability to convey information clearly and have difficult conversations is paramount when working with a variety of personalities. People professionals must be skilled communicators who can articulate ideas verbally while also paying attention to body language and social cues ( Southeastern Oklahoma State University, 2017). Whether delivering feedback, explaining changes, or resolving conflicts, a people professional relies on strong communication to fulfill their role.
Another core activity is building rapport and trust with others. As a people professional, facilitating positive relationships and meaningful connections is integral to enabling engagement and cooperation (Bosley, 2022). Putting others at ease through warmth and empathy helps accelerate this process. Building an environment of understanding is crucial for motivating people within a team or organization. Those who are people professionals spend time getting to know individuals to foster genuine rapport based on mutual understanding and goodwill.
Behaviours
Flexibility and adaptability are important behaviours for operating effectively in diverse, multicultural contexts. Given the variety of backgrounds, working styles, and personalities involved in most organisations today, a people professional must have the dexterity to seamlessly connect with any profile (community. Cipd, 2024). Exhibiting cultural sensitivity helps one navigate potential minefields and unite disparate groups toward common goals.
Another defining behaviour is the drive for tangible results and measurable outcomes. While enhancing relationships and morale matters, people professionals are ultimately accountable for impacts like elevated performance, increased participation rates, strengthened workforce retention and other metrics as evidenced by CIPD (2024a). Data collection and impact assessments allow them to optimise approaches over changing conditions. Results-orientation informs modification of strategies to continually prove the worth of HR, change management or other people-centered initiatives. Impact measurement also sustains credibility within senior leadership circles.
- Ethical Values
Ethical values for people professionals centered around respecting diversity and individuality, preserving confidentiality, demonstrating fairness and impartiality without prejudice, behaving honestly and trustworthily with integrity, being accountable and learning from experiences, as well as pursuing outcomes that serve all stakeholders equitably according to the professional standards set out in the CIPD (2021) map for this role.
Application
As a people professional at MGHA, upholding strong ethical values is crucial to gain the trust of employees and management alike. Principles such as respect, confidentiality, fairness and results-oriented work underpin all activities to benefit both individuals and the organisation. For example, when implementing a new learning and development program, I would apply the value of promoting inclusion. I would work closely with employee resource groups to understand any barriers different demographic groups may face in accessing opportunities. This ensures the program supports all employees equitably and respects diversity. I would then report back to leadership on how to continually improve access and participation. Another value is maintaining confidentiality of employee records which is esentaial as reported by SHRM (2023). When handling performance reviews, personal leave requests or personnel files, I would strictly follow MGHA’s privacy protocols. This preserves confidentiality and builds trust that sensitive information will be handled discreetly.
To work for others, I strive for win-win outcomes that benefit both employees and the organisation. For example, I propose expanding the wellness program by partnering with local gyms and yoga studios to offer discounted memberships to staff. This invests in workers’ health and work-life balance. To demonstrate the value to MGHA, I also track whether engagement and productivity increase as a result of a healthier, happier workforce. The program serves the well-being of individuals while supporting MGHA’s mission of caring for the community.
1.3 Importance of People Professional
In organisations, the role of people professionals, often found in HR departments, is crucial. They are not only responsible for managing the workforce but also for ensuring that the “employee voice” is heard and integrated into the organisation’s decision-making processes as evidenced by CIPD (2024b). This necessitates the ability to influence others through informed, clear, and confident communication.
Firstly, informed communication is essential for people professionals to effectively influence others. This entails having a deep understanding of both the organisation’s goals and the needs of its employees (Talmage-Rostron, 2023). By staying informed about industry trends, best practices, and employee feedback, HR professionals can provide valuable insights and recommendations to organisational leaders. For example, if a company is considering implementing a new performance management system, HR professionals can use their knowledge to advocate for methods that align with employee development needs and organisational objectives. Informed communication instills trust and credibility, making it more likely for others to heed the advice and suggestions put forward.
Secondly, clear communication is vital for ensuring that the people practice voice is heard and understood throughout the organisation. People professionals often deal with complex issues such as employee relations, diversity and inclusion, and organisational culture. Clear communication allows HR professionals to convey these concepts in a way that resonates with employees and leaders at all levels of the organisation as evidenced by Stevenson University (2023). For instance, when discussing the importance of diversity and inclusion, HR professionals must articulate the benefits of a diverse workforce in fostering innovation and driving business success. By using language that is accessible and relatable, HR professionals can foster understanding and support for initiatives that promote a more inclusive workplace culture.
Lastly, confident communication is key to effectively influencing others within the organisation. Confidence instills a sense of assurance and authority, making it more likely for others to follow the guidance and recommendations provided by HR professionals (VerBurg, 2024). Confidence is not about being arrogant or overbearing but rather about demonstrating conviction in one’s expertise and abilities. When HR professionals exude confidence in their communication, they inspire trust and respect from colleagues and leaders alike. This, in turn, enhances their ability to advocate for policies and practices that prioritize the well-being and development of employees.
- Ethical Issues
- a) where I consider something to be unethical
I work in HR at MGHA. During an annual leave planning meeting, the Head Nurse commented that female employees who take maternity leave should have restrictions on future holiday requests compared to childless colleagues, to make up for time missed. I believe this approach violates the Equality Act 2010, which prohibits discrimination related to protected characteristics like pregnancy/maternity status (ACAS, 2023). After the meeting, I would request a private discussion with the Chief Nursing Officer to report my concerns. I would explain that limiting women’s leave entitlements due to maternity reasons constitutes potential indirect sex discrimination under the Act. As an employer, MGHA must avoid unfairly treating people based on protected attributes. I would suggest leave be granted impartially based on operational requirements alone. If the CNO did not acknowledge the issue, I would follow MGHA policy to document the conversation and consider escalating to the Board if needed, as turning a blind eye could make the Trust complicit in illegal discrimination. Upholding ethical, inclusive culture as well as compliance with anti-discrimination laws is integral to our public sector mission of equitable patient care. Addressing bias protects MGHA, employees and the community we serve.
- b) Where you believe something contravenes legislation
At my organisation MGHA, I attended a team meeting where the IT Manager suggested installing keylogger software on employee computers to monitor productivity. As this would covertly track individuals’ computer activity without consent, it contravenes the Data Protection Act 2018 as evidenced by GOV.UK (2018). afterward, I would request a private meeting with the CEO to report my concerns that such surveillance could amount to unlawful processing of employee personal data. I would explain that the DPA requires collecting and handling personal information fairly and for legitimate business reasons only. Installing invasive monitoring software to arbitrarily check on staff heavily risks legal compliance. I would suggest alternative approaches be explored that respect employee privacy rights outlined in the Act. If the CEO did not act, I would document the discussion in case further escalation through official HR channels became necessary, such as an investigation by the Information Commissioner’s Office which regulates data protection law.
2.1 Theories Relating To The Human And Business Benefits
Maslow Hierachy of Theory
According to Maslow’s hierarchy of needs theory, several levels of needs motivate human behavior. Once these are met, the focus shifts to safety needs like job security and financial stability. Only when safety needs are satisfied can individuals focus on belongingness and love needs like friendship, family, and acceptance within social groups. For employees to feel included, valued, and fairly treated at work aligns with fulfilling the belongingness and love level of needs as evidenced by Herrity (2022). Feeling part of a cohesive team where one is respected by others and justice is seen to be done satisfies this mid-level of human motivation. When belongingness is attained, esteem needs emerge for respect from others, achievement and respect of one’s standing. Organisations that foster inclusion through fair treatment, respect for diversity and valuing individual contributions help satisfy esteem needs. Fulfilling the lower levels of needs in the pyramid according to Maslow enables the higher level needs to emerge, so focusing on inclusion and fairness supports overall employee motivation and well-being.
Human and Business benefit
There are clear human and business benefits to supporting Maslow’s hierarchy of needs theory in the workplace. For humans, having basic, safety, belonging and esteem needs met through inclusion, fairness and value helps promote well-being and life satisfaction. Not feeling alone and knowing your work is respected lets individuals focus energy on personal growth and achieving full potential.
Businesses also gain when implementing practices aligning with the theory. Fostering belongingness and respect among employees has been shown to improve motivation, creativity, collaboration and retention (McLeod, 2024). With a happier and more engaged workforce, there are benefits to the bottom line through better productively, customer service and innovation.
ADKAR Theory
The ADKAR change management model developed by Prosci provides a useful framework for creating an environment where people feel included, valued and fairly treated. ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement – the five outcomes an individual must achieve for successful and sustainable change (Inc, 2023). When organisational changes are implemented with a focus on ensuring ADKAR is reached for all impacted individuals, it helps people feel part of the process. Given awareness of why changes are occurring and being provided knowledge and ability to make changes promotes inclusion. Fostering desire for changes through clearly communicating benefits and values helps people feel valued. Reinforcing new behaviors provides fair treatment. Achieving ADKAR outcomes protects against people feeling left behind by changes. Regular feedback and support accommodate different paces of change adoption. The flexibility integrated by ADKAR promotes fair treatment. This model therefore aligns well with enabling all employees to attain the key psychological states of feeling included, valued and fairly treated.
Human and Business benefits
Some human benefits of theories relating to inclusion, value and fair treatment include improved well-being, motivation and productivity. For businesses, these theories can foster higher employee engagement, retention, creativity and innovation. Satisfied workers are more likely to go above and beyond, leading to increased customer satisfaction, profitability and organisational success.
Summary- Theories like Maslow’s hierarchy and ADKAR support inclusion, value and fairness in the workplace. This positively impacts individuals by fulfilling their basic psychological needs and allowing them to feel respected. Businesses also gain competitive advantages from these principles, such as increased employee engagement, creativity and satisfaction, leading to higher performance and profits.
2.2 Inclusivity
One way is to conduct stakeholder mapping and analysis. The people professional should identify all groups that will be impacted by the initiative and their unique needs, perspectives and priorities (Better Evaluation, 2024). Engaging a diverse cross-section of stakeholders at the design phase allows their voices to be heard and considered. This helps create initiatives inclusive of various experiences.
Another way is to establish inclusive design principles. The people professional can work with leadership to outline principles
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