Introduction
To people practice professionals, working through an active self-assessment is core for appreciating their strengths and weaknesses. This is at the same time increasing self-confidence to offer a chance of correction and data to improve performance. As evidenced in Sridharan and Boud (2019), by working on an active self-assessment, people practice professionals are in a position of evaluating professional practice and offer an opportunity to set future growth strategies. Hence, in this final portfolio, theory and evidences are used for informing in self-assessment tin previous areas identified. They are captured in the area of personal effectiveness, ethics and business acumen. Working in IHCC Turnkey Projects organisation, this report is informed in this area.
| L01 – Be able to model principles and values that promote inclusivity aimed at maximising the contribution that people make to organisations. |
| Question 3 To be able to self-evaluate personal and professional integrity in relation to ethical practice, professional courage and influence, and valuing people |
| Considering the CIPD (2019) report, inclusion has a direct impact on the level of satisfaction of employees, innovativeness and reduced absenteeism. To model the principles and values intended to promote inclusivity, my various areas of interest which I prioritise on entail employees behaviours, capabilities of the line managers, senior leadership, policy development and wider people practice management, organisation culture, climate and value. Also, as noted in Gormley et al. (2021), by evaluating practice in multiple S&P 500 organisations, the Culverhouse Inclusion Model was established which inform principles and values promoting inclusivity and developed from the ability to harness visible and invisible disabilities who leverage on same roles as those being pursued by other employees. This lead to optimisation of employees input in organisations. The manner in which I have managed to ensure that IHCC recruitment is fair (no identities disclosed), all employees offered equal opportunities, my practice cab be identified as utilitarianism. This is even better evidenced by my ability to ensure all women leaders are appropriately involved in ethical practice. As evidenced in Romani et al. (2019), this entail ensuring that there prevail an honest, maintaining promises, professional practice, care for all, accountability with conflict of interest eliminated. For example, working in IHCC, there was an issue with security department which lead to corruption and issues which threatened the employees operations. This meant working on a redundancy program. I ensured that I worked on the employees interest and improved their wellbeing. According to Ombanda and K’Obonyo (2019), such a program would contribute to issues with costs from job loss, issues with stakeholders and family challenges. Therefore, for the security teams, I came up with a retainer amount for the staff for a long-time existence in the organisation. This is for my ability to embrace increased personalised and professional-based integrity. Further, in CIPD HR Professional Map, professional courage and influence is categorised as a core behaviour. According to CIPD (2022), being courageous and influencing others has been instrumental in today world of less truth, justice and right in distortion and weaponised. For instance, by being able to use the Kolb’s experiential learning reflection (Voo et al., 2018), I have been able to evaluate the rationale of people pursuing particular behaviours. I have used this model to reflect on rationale of automatic approaches for IHCC use of eHRM systems. At one time, by IHCC adopting the ERP system, the effectiveness of the system was not well appreciated by the staff. By embrace of the Kolb’s experiential learning, similar to Otaye-Ebede et al. (2020) recommendations, I evaluated entire feelings and social interactions which shaped learning. This is through ensuring priority is anchored on cognitive approach which encourage engagement in the entire practice. Additionally, to value others, my practice is similar to CIPD (2022a) which evaluated a case with NIE networks. The recommendations were anchored on the need to ensure that the employee voice is harnessed and engaged in their roles. The report had indicated out of their 1,500 employees, their engagement index was all time low at 22%. Also, for IHCC, the security and research and development employees had already encountered immense issues with engagement. Specifically, in mid-2022, engagement level was noted to range between 25-30% and 72% turnover. I pursued a short course on how as a woman leader I can be futuristic and ensure that employees engagement is improved substantially to optimum gain of all stakeholders. For noting my competencies and success in this area, I tend to follow Gallup report of self-assessment. As evidenced in Trivena (2019), this is used to measure level of objectivity of workplace behaviours and competency. This is to acquire an appropriate performance feedback from different stakeholders to improve practice. I feel that in all my practice, I am best placed to embrace ethics, courage and integrity to maximum organisation gain. I nevertheless need to improve some of the areas in prioritising on ethics in undefined roles in my organisation. This is a core segment which I am intending to promote my organisation operations and employees operations. |
| Word count (student to insert): 672 References CIPD 2019. Building inclusive workplaces. Available [Online] https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/building-inclusive-workplaces [Accessed on 16th October 2022] CIPD 2022. Professional courage and influence; Core behaviours. Available [Online] https://peopleprofession.cipd.org/profession-map/core-behaviours/professional-courage-influence#gref [Accessed on 16th October 2022] CIPD 2022a. NIE Networks: power to the people. Available [Online] https://peopleprofession.cipd.org/get-started/case-studies/nie-networks [Accessed on 16th October 2022] Gormley, T.A., Gupta, V.K., Matsa, D.A., Mortal, S. and Yang, L., 2021. The big three and board gender diversity: The effectiveness of shareholder voice. European Corporate Governance Institute–Finance Working Paper, 714, p.2020. Ombanda, P.O. and K’Obonyo, P., 2019. Critical analysis of ethics in human resource management and employee performance. Int. J. Sci. Res. Publ, 9, pp.580-595. Otaye-Ebede, L., Shaffakat, S. and Foster, S., 2020. A multilevel model examining the relationships between workplace spirituality, ethical climate and outcomes: A social cognitive theory perspective. Journal of Business Ethics, 166(3), pp.611-626. Romani, L., Holck, L. and Risberg, A., 2019. Benevolent discrimination: Explaining how human resources professionals can be blind to the harm of diversity initiatives. Organization, 26(3), pp.371-390. Sridharan, B. and Boud, D., 2019. The effects of peer judgements on teamwork and self-assessment ability in collaborative group work. Assessment & Evaluation in Higher Education, 44(6), pp.894-909. Trivena, C.B., 2019. Designing Feedback Using 360-Degree Feedback for Era Ascot. Available [Online] https://twasp.info/public/paper/4.%2036-52%20Designing%20Feedback%20Using%20360-Degree%20Feedback%20for%20Era%20Ascot%20(1).pdf [Accessed on 16th October 2022] Voo, I.C., Soehod, K. and Long, C.S., 2018. Applying Social Cognitive Theory to HRM Practices, HR Roles, and Firm Performance. Bandung, Indonesia: Industrial Engineering and Operations Management (IEOM) Society International. |
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