In the modern business environment , the core function of a HR professional can be either administrative or advisory. Despite the function involved in HR professionalism (organisation staffing, career growth, diversity of workforce management, remuneration, and personnel policies development), the core target is to achieve set corporate objectives and strategies (CIPD, 2017). Therefore, the HR professionalism entails a strategy to recruit and guide the rest of the organisation towards attaining an improved growth and development of the organisation employees and other stakeholders. This is the case in Numech Engineering Company (Numech, 2020) where I operate as an HR manager.

In defining HR professionalism, apart from CIPD, Batmani et al. (2018) focusing on diverse organisations in different sectors, HR professionalism is identified as a process of appreciating the business practice and engaging the entire team in developing their skills. The study similarly noted that an HR professional is characterised by diverse interpersonal skills, leadership/management skills, communication practice, change management, consultations, and technical skills. Additionally, Ahmad et al. (2019), quoting the findings from Armstrong and Taylor (2020), identify HR professionalism as a process of using individual knowledge and skills to guide an organisation towards leveraging competitive advantage and market dominance. Like the current phenomenon in Numech Engineering Company, technology and innovation have a critical function in defining HR professionalism. This is identified by Schutte (2019) as the HR 5.0 concept, which identifies HR professional as an individual who can adopt agility and flexibility of digital transformation to succeed in their functions.

HR Map

The current HR Professional Map 2018 (CIPD, 2020) has been developed from the previous 2013 profession Map. The 2018 map establishes a new international benchmark for people’s professions. Through this map, there is a possibility of making informed decisions, acting with confidence, performing to the optimum. Also, it is possible to take part in organisation change and career progress. Albeit of the profession of an individual, the map is relevant to their practice. The components of the HR map are as illustrated in figure 1;

Figure 1: CIPD HR Profession Map

As evidenced in figure 1, it is evident that the map has four major components. They are applicable to guide a HR professional in the execution of their roles. The components include;

Purpose– Championing an improved work and working lives being the heart of the new professional map

Core Knowledge– Irrespective of an individual’s role, sector, or specialism; these aspects should be prioritised to consider an individual’s expertise, work process, and change.

Core Behaviours– This is a strategy of thinking and acting based on an effective people professional. To identify this, academic research and feedback from professionals are sourced.

Specialist Knowledge– This includes a broad range of specialisms within the people profession in different areas of HR, L&D profession, and OD&D.

Considering the different identified HR professional map components, it is possible to guide the HR professionals to develop improved individualised credibility with HR professionals. This is in line with the existing professional skills. Further, being a thinking performer, HR professional is based on playing an instrumental function to guide a particular entity in developing positive inputs.

Behaviours, Knowledge and Values of a Successful HR Practitioner and a Thinking Performer

Through the use of a HR professional, the CIPD HR Professional Map can define HR professionalism. This is by guiding distinct HR professionals in achieving their roles in distinct role functions. Using the map, HR function employee development contributes to obtaining appropriate skills development practice, acquiring appropriate knowledge and progress in experiences, and playing functions effectively co-ordinately. Apart from these behaviours, the knowledge is used by a HR professional in the execution of their different functions with the values defining the characteristics of a successful HR professional. As a thinking performer, an HR professional fully adheres to different legislation, proactiveness in assigned roles implementation, and a complex client engagement. This is contrary to a Wishlist dreamer, an automated bureaucrat, or even a lifetime liability.

Conclusion

To summarise, by following the 2018 CIPD HR professional Map, an HR professional can integrate their diverse functions. This is identified as appropriate guidance in the evaluation and definition of HR professionalism expertly. This is because the CIPD HR Profession Map of 2018 is inclusive of distinct components that give the direction followed by a successful professional. This is with a constrained focus on sector, HR function roles, and distinct specialism areas. Also, apart from the HR map, other authors and research works have focused on the evaluation of the concept of HR professionalism. It is summarised as a strategy where the professional offers guidance to an organisation in working collaboratively, embracing interpersonal capabilities, leadership, communication, and embrace of change. The outcome of this is the organisation attaining its short and long-term business objectives. For instance, as a HR manager at Numech Engineering Company, I always make sure that I develop ideal team-based practices, enhance appropriate policies for organisation operations, and embrace technology and innovation in all assigned functions.

Activity 2

2.1 Group Dynamics Elements, Conflict Resolution in HR

Definition of a Team/Group

A team is defined as more than one person working collaboratively on an assigned role with unique behaviors manifested in such a group. As noted in CIPD (2020a), success in a team is possible if appropriate development strategies are put in place, informing a group establishment. A summary of team development is as illustrated in figure 2;

Figure 2: Steps of a Team/Group development

The steps identified here are identified by the Bruce Tuckman Model (Tuckman & Jensen, 1977), detailing the group dynamics. This is informed by the view that its effectiveness is influenced by the desire to promote appropriate relations for a successful existence. This is through participating in varying tasks implementation in line with the different HR functions that define a successful team.

Team Dynamics

As illustrated by the explanation of the Bruce Tuckman Model, different team members are expected to make sure that the overall functions are noted with minimal conflicts at a place during the formation. This is by the team members appreciating their diversity and roles function translated to their capabilities. In storming, this is inclusive of solving any prevailing dispute with a reduced scope of operation. In norming, conflict issues mitigation is successful with general information translated with diverse team development teams. In performing phase, their entire functions are implemented with an organisation being considered evident. In the performing step of the team development, all the functions are advanced, with entire considerations being put into account. Eventually, the group is closed, with the employees being sad about the occasion to be reassigned their functions to a different team.

Conflict Resolution Methods

Definition of a Team/Group

Please click the paypal icon below to receive this assessment for only $15