(Solution) CIPD Avado Task One: Professional Ethical and Inclusive Behaviours



This report entails the evaluation of professional behaviours and valuing people. It evaluates the ethical practices, inclusivity and courage, and how to develop and maintain working relationships. According to CIPD (2022), among the core elements of employee relations is ethical practice, which are crucial in the decision-making process. Also, ethics are central in professionalism. The report entails two tasks.

Task One: Professional, Ethical, and Inclusive Behaviours

AC 1.1 Appraising the Meaning of People Professional.

A professional is a person who has the qualification and certification of a professional body. The individual demonstrate ethics and values in practice at the organisation and in the informal context. Further, a professional regularly advance their skills, knowledge, and competence to promote their performance at the workplace. From a CIPD (2017) report, professionalism is characterised by six key elements of continuous professional development (CPD), identity with a professional body, commitment, situational judgement that is also informed, body of skills and knowledge, and the social and ethical responsibility.

From the above definition and description, a people professional can be explained as an individual that is concerned with the relevant stakeholders or people in the company. The people practice professional is enshrined in the new CIPD Profession Map (CIPD, 2022b). For instance, the core behaviours in the CIPD Profession Map directs that professionals should work inclusively, value others, and demonstrate ethical practice. A people professional has to adhere with the global benchmark and use the map to make informed decisions and drive change (Karlberg and Bezzina, 2022). An element of professionalism is continuous development of one’s skills and knowledge. The CIPD Profession Map outlines the skills and areas of consideration when advancing the skills. Being a people professional means that all the activities, roles, and responsibilities are aligned with the needs and wellbeing of the stakeholders, including the employees.

A people professional demonstrates understanding of the personal values, including honesty, equality, fairness, respect, trust, and professional integrity (Horn et al., 2022). As a people professional, the central concept is that the individual is continuously relating with the people. Therefore, one should ensure that each individual is treated in an equal and fair manner, which is in line with the legislation, professional standards of practice, and organisational policies. For example, during the performance appraisal process or recruitment and selection process, each individual should be give an equal opportunity. Integrity is reflected in the strict adherence with the organismal policies and practice.  

AC 3.1 How the Role of a People Professional is Evolving and Implications for Continuing Professional Development.

An important element in people professionalism is the continuing professional development (CPD), which entails how one continues to be competent and proficient in the profession and furnishing with the important skills and knowledge to assist in career progression (Allen et al., 2019). The CPD is not a single step. Instead it involves how one continuously advances throughout the career. At my organisation, for instance, the company has ensured that individuals have the mentors and coaches to assist in CPD, where the employees’ skills, strengths, and weaknesses are the foundation of the learning and development.

The roles and practice of the people professional is significantly changing, which is also associated with the dynamism in human resources management. Primarily, people professional is shifting from the admin to strategic planning and approaches. The administrative functions mainly involved the routine functions of the individual according to the company’s policies and practices (Fenech et al., 2019). In contemporary organisations, people professionalism entails the strategic planning to address the people issues. The shift towards strategy means that the people practice activities are approached strategically and systematically. For example, learning and development for the employees is organised after a performance appraisal process instead of simply organising for the process. Another shift is centred on technology and people management. Technologically, the people professional recognise the use of information and communication technology (ICT) in decision-making (Vahdat, 2021). The people-focus is reflected in all activities and processes being based on the needs and preferences of the stakeholders. Another shift is the focus and specialisation of the jobs and titles, including Chief Head Officer, Chief Happiness Officer, and the Lead People Data Scientist. This specialisation is important in the identifying the specific roles and responsibilities of the individuals in people practice activities.

The implications of these changes on one’s CPD entails a specialisation of the areas that the individual should invest in during the learning and development process. For example, the people professionals should acquire more skills and knowledge in using ICT. Another impact is the activities and duration of the CPD. People professionals should recognise that the changes are continuous, implying that their learning and development should also be regular (King et al., 2021). Concerning the activities, people professionals gain the changing skills and knowledge through people practices and simulated situations.

AC 1.2 How Personal and Ethical Values Can be applied in the Context of People Practice.

Ethical values play an important role in the decision-making process.  From the CIPD Profession Map, ethical values offer a moral compass for individuals to live their lives and make the right or wrong decisions (CIPD, 2022). Personal values, on the other hand, are the desirable objectives that influence individuals’ actions and act as guiding principles in one’s life.

Three personal values are fairness, valuing others, and accountability. I demonstrate fairness through making decisions without bias or favouritism. I ensure that every individual is treated in a fair manner without the consideration of the differences, such as age, gender, race, or ethnicity (Valera et al., 2018). An example is when I am involved in the recruitment and selection process. I also value others, which entails seeing a disparity as a positive aspect. When making a decision or during the interactions, I ensure I understand how others feel and think. For example, I acknowledge the importance of diversity in the teams, which is important in individual growth and innovativeness. I am an accountable and responsible person. I own my mistakes and accept the consequences (Pilon and Brouard, 2022). For example, when there is a reduction in production or sales and there is part of my fault, I recognise the issue and take the responsible measure.

The impacts of these beliefs in work relationships and for my colleagues are reflected in teamwork and avoiding conflicts. Teamwork and collaborative practices are achieved through all individuals feeling valued and part of the company. Through fairness, my colleagues feel that they are fairly treated, which increases their satisfaction and commitment (Rasheed et al., 2020). These aspects promote the work relationships. Through accountability, conflicts in the work relationships are avoided through people owning up to their mistakes and accepting the consequences.

AC 1.3 Importance of People Professionals Contributing to Discussions in an Informed, Clear, and Confident Way to Influence Others.….

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