Solution
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. | ||
| Question 1 | ||
| First assessor comments: | Mark: | |
| Second assessor comments: | Mark: | |
| Third assessor comments: | Mark: | |
| If initial marks were different, record of discussion: | Agreed mark: | |
| LO2 Be able to achieve and maintain challenging business outcomes for yourself and organisations. | ||
| Question 5 To be able to reflect on levels of self-awareness, self-management and continuous self-improvement, leading to improved organisational success and career progression. | ||
| From a broad context, Kalenda et al. (2018) identify the challenging business outcome to a person and organisations as core for effective problems management. The outcome of this is to deliver good solutions where all stakeholders work in an active collaboration for their implementation/adoption. Hence, people practice professionals are mandated to promoting successful organisation operations and progressing with career. For my part, my priority is on self-awareness, self-management and continuous self-improvement. In my role in IHCC, operating in both the KSA property market, Middle East and Internationally, implementing an international approach is essential. Meeting the standards is however hard. For example, during the COVID-19 pandemic, a need arose in the organisation to initiate knowledge development programs which would be offered within a period of 2 months. Since IHCC had been encountering challenges with labour demand, the turnover was supposed to be lowered with 70%. To be in a position of achieving this, through an embrace of self-awareness has been primary approach in my operations. In line with Oliver and Duncan (2019), the framework is important to aid an understanding of consciousness and unconscious biasness. This influence the understanding of my roles success and the input of others in their roles. My practice which involve linking the IHCC administration with the employees, by adopting the strategy, I have managed to establish holistic relations with the rest. As supported by Gamayanto et al. (2019) recommended report, there is a possibility of increase in the open areas with limited disclosing of the employees personalised data. This is while lowering the areas of unknown. This has specifically been enhanced by my previous course which I had enrolled for KSA transformation 2030. Further, as evidenced in Audulv et al. (2019), self-management is a process which is followed for understanding and assuming a responsibility of my personal behaviours and wellbeing. Representing the most appropriate strategy, in my role as a people practice professional, my primary function is to self-manage myself. The outcome of this entail the ability to effectively and efficiently delegate roles to the rest. Before I actively engaged IHCC working as a people practice professional, I lacked an understanding of the concept of Rapport, Analysis, Debate, Propose, Agreement and Close (RADPAC) model. Currently, I can confidently integrate this model with the self-management theory which make sure I am promoting the level of motivation of the employees and any other stakeholders I am engaged with. This is identified in Irani et al. (2019) as inclusive of prioritising on the employees wellbeing in family relations which involve ensuring performance at work is harnessed. As a women leader, pursuing appropriate self-management self-test, I am able to prioritise on my personalised responsibilities in various dimensions of their lives and need to in detail achieve their roles. This is in particular evident on the manner in which I have been able to work on good time management skills in implementing all the roles which I am allocated in my current organisation. Considering how I work on my continuous self-improvement, I follow what CIPD (20220 identify as the necessity to identify, plan, act, reflect, apply, share and impact the rest. Since I joined IHCC, I follow the CPD cycle core for my successful performance and integrating both the workplace roles and society as a women leader. At all times, my practice is similar to what Kelendar (2020) which identify the continuous self-improvement as being based on structured changes as opposed to major paradigm shorts, to value staff, limited cost-intense nature of practice, and owning any mistake which I make in the process implementation. This represent a significant area which I ought to prioritise as a future best practice in their improvement and implementation. In particular, in my role operation in IHCC organisation, my intuitions are integrating entire allocated functions to me within the set timelines and also good plans. I have noted this as being instrumental owing to the changing and evolving nature of the HR professionals. In my transition towards my future best practice, I intend to holistically improve my ability of promoting self-management specifically amongst the individuals working collaboratively. This is identified by Ransbotham et al. (2020) as leading to an increase in skills and knowledge maintenance. Also, new ideas and practice are generated which increase entire morale with overall improvement of the staff performance. Considering the issues I have faced working in IHCC appropriately, I have managed to integrate the best practice in their appropriate management. | ||
| Word count (student to insert): 732 References Audulv, Å., Ghahari, S., Kephart, G., Warner, G. and Packer, T.L., 2019. The taxonomy of everyday self-management strategies (TEDSS): a framework derived from the literature and refined using empirical data. Patient Education and Counseling, 102(2), pp.367-375. CIPD 2022. The CPD Cycle. Available [Online] https://www.cipd.co.uk/learn/cpd/cycle [Accessed on 14th/10/2022] Gamayanto, I., Muljono, M., Wibowo, S., Pratikna, R.N., Sundjaja, A.M., Hetty, C. and Purnamasari, D., 2019, September. The Concept of “Anti-Hoax Intelligence (CI1)” Inside Social Media using Ken Watanabe & Johari Window Methods. In 2019 International Seminar on Application for Technology of Information and Communication (iSemantic) (pp. 528-535). IEEE. Irani, E., Moore, S.E., Hickman, R.L., Dolansky, M.A., Josephson, R.A. and Hughes, J.W., 2019. The contribution of living arrangements, social support, and self-efficacy to self-management behaviors among individuals with heart failure: A path analysis. The Journal of cardiovascular nursing, 34(4), p.319. Kalenda, M., Hyna, P. and Rossi, B., 2018. Scaling agile in large organizations: Practices, challenges, and success factors. Journal of Software: Evolution and Process, 30(10), p.e1954. Kelendar, H., 2020. Lean thinking from Toyota manufacturing to the health care sector. Res Med Eng Sci, 8(5), pp.913-923 Oliver, S. and Duncan, S., 2019. Looking through the Johari window. Research for All. Ransbotham, S., Khodabandeh, S., Kiron, D., Candelon, F., Chu, M. and LaFountain, B., 2020. Expanding AI’s impact with organizational learning. Wehmeier, P.M., Fox, T., Doerr, J.M., Schnierer, N., Bender, M. and Nater, U.M., 2020. Development and validation of a brief measure of self-management competence: the Self-Management Self-Test (SMST). Therapeutic innovation & regulatory science, 54(3), pp.534-543. | ||
| Question 5 | ||
| First assessor comments: | Mark: | |
| Second assessor comments: | Mark: | |
| Third assessor comments: | Mark: | |
| If initial marks were different, record of discussion: | Agreed mark: | |
| LO2: Be able to achieve and maintain challenging business outcomes for yourself and organisations. | ||
| Question 7 To be able to demonstrate impactful behaviour that is aligned with wider organisational vision, values, strategies, and plans. | ||
| Working as a people practice professional, an individual can either be identified as having normal behaviour or impactful behaviours. As evidenced in Gwozdz et al. (2020) defined impactful behaviours as characterised by the capacity of harnessing credibility, courage embrace, solution-based practice, futuristic, critical thinking, collaborative while caring for others. In order to be successful, it would be important to link it with organisation vision, values, strategy and plan. Good As evidenced in Mala (2020), the model is important to evaluate the external and internal factors which impact on behaviours holistic nature. For instance, in property sector in Middle East where IHCC operates, the market changes, population needs and market dynamics influence the organisation strategies and plans. Based on the insights I gather by use of the goal setting theory; I ensure that I align my behaviours with the organisation vision and strategies. Additionally, my role are aligned with the CIPD HR Professional Map (CIPD, 2022) identifying core behaviors as relevant for guiding outlining of the requirements for effectiveness of people practice professionals in their particular work areas. This is while behaviours of people practice professionals playing an instrumental role in roles appreciation, working on set organisation goals and becoming appropriately placed with best resources in place. The behaviours which I pursue working in IHCC, KSA Ministry of Education had required employees returning to work from the COVID-19 pandemic, the employees were supposed to be passed through upskilling opportunities. To ensure I managed to attain this, I pursued a situational decision making process. Being a core behaviour, as highlighted in CIPD (2022a), this is identified as a strategy of working on pragmatic decision making or options and prioritisation of particular phenomenon/context which I have found to be eliminating the possibility of adopting a one-size-fits all approach. Often, in presentation of multiple ideas, I am in a position of reviewing entire benefits and risks associated with their practice and as such aligning them with various professional principles and organisation value. The strategy has been evident in IHCC which is an employer brand. In this organisation, similar to other organisations such a Saudi Aramco they prioritise on independent assess of all phenomenon in an independent manner. This is with the most appropriate results being granted for all encountered situations. Working in IHCC, my operation is supported by Stephen Taylor recommending need to be curios to appreciate context of practice, flexible nature of their operations, thought-based practice and creativity in their delivery (Herjanto et al.,20221). For IHCC main values, they entail making sure as they offer turnkey solutions in the construction sector, address of their stakeholders interest and being commercially driven being a priority. Apart from this employer brand, the organisation also promote customer satisfaction by assuring them that high quality work roles would be harnessed in line with the set KPIs. To make sure that my core behaviorus are aligned to this, I pursue the recommendation of Selwyn and Grant (2019) which has initiated the aspects of self-regulations and solution-oriented thought-based approach. The outcome of this has been mediation of the employees relations and self-insights and subjective in well-being with a goal-oriented approach. Despite of my efficiency in this area, I still need to work hard to ensure I integrate what was earlier identified as Kolb’s reflective model. This is identified in Morris (2020) as promoting the personalised experience and understanding in review, analysis and evaluation system for entire systematic behaviours. The effectiveness of this in my practice is by adoption of an in-depth strategy of impactful nature. This is while considering aspects of abstract conceptualisation and experience, reflective-based observations among others. This has been essential in my practice since I have been able in prioritising clear goals to be achieved and milestones in assigned environment which tend to be competitive. | ||
| Word count (student to insert): 659 References CIPD 2022. Core behaviours. Available [Online] https://peopleprofession.cipd.org/profession-map/core-behaviours#gref [Accessed on 15th Oct 2022] CIPD 2022a. Situational decision-making; Core behaviours. Available [Online] https://peopleprofession.cipd.org/profession-map/core-behaviours/situational-decision-making#greff [Accessed on 15th Oct 2022] Gwozdz, W., Reisch, L.A. and Thøgersen, J., 2020. Behaviour change for sustainable consumption. Journal of Consumer Policy, 43(2), pp.249-253. Herjanto, H., Amin, M. and Purington, E.F., 2021. Panic buying: The effect of thinking style and situational ambiguity. Journal of Retailing and Consumer Services, 60, p.102455. Mala, W.A., 2020. How COVID-19 Changes the HRM Practices (Adapting One HR Strategy May Not Fit to All). Available at SSRN 3736719. Morris, T.H., 2020. Experiential learning–a systematic review and revision of Kolb’s model. Interactive Learning Environments, 28(8), pp.1064-1077 Selwyn, J. and Grant, A.M., 2019. Self-regulation and solution-focused thinking mediate the relationship between self-insight and subjective well-being within a goal-focused context: An exploratory study. Cogent Psychology, 6(1), p.1695413. | ||
| Question 7 | ||
| First assessor comments: | Mark: | |
| Second assessor comments: | Mark: | |
| Third assessor comments: | Mark: | |
| If initial marks were different, record of discussion: | Agreed mark: | |
| LO3: Be able to apply learning to enhance personal effectiveness. |
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