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Centre number 5 3 4 ICS Learn ID number 4 0 7 0 5 5 6 3 CIPD Number 5 8 7 7 2 5 9 4 Learner surname McCafferty Learner other names Shaunagh Assignment start date 01 June 2021 Assignment end date 14 June 2021 Assignment submission date 15 June 2021 Assignment re-submission date for centre marking (only one re-submission allowed) Assessor name Assessor signature Internal quality assurer name Internal quality assurer signature Declaration By Learner (student to complete): I can confirm that this assessment is all my own work and where I have used materials from other sources, they have been properly acknowledged. Learner Name: Shaunagh McCafferty Learner Signature: Date:15 June 2021 Declaration By Assessor (marker to complete): I confirm that: · The learner’s work was conducted under the conditions laid out by the assessment brief. · I am satisfied that to the best of my knowledge, the work produced is solely that of the learner. Assessor name: Assessor signature: Date: 5CO03 Professional Behaviours and Valuing People Contents Task 1 – Conference Presentation on Ethical Practice in Business Briefing Document……………………………………………. 5 – 9 Slide Deck & Presenter notes …………………………… 10 – 19 Task 2 – CPD Portfolio………………………………………. 20 - 32 Activity 1 – The Context of Professional Development (Assessment Criteria 3.1)22 How the role of a people professional is changing22 What impact are these changes having on our CPD22 What are the key characteristics of a good practice CPD22 Activity 2 – Self Assessment (Assessment Criteria 3.2 and 3.3)23 Self-assessment and Setting Personal Objectives23 Activity 3 – Reflective Practice (Assessment Criteria 1.4 and 2.4)24 Activity 4 – Assessing the Impact of your Learning and CPD (Assessment Criteria 3.4)25 References and Bibliography27 Appendix 1 – Self Assessment against Professional Map Standard28 Appendix 2 – Feedback from other sources31 Appendix 3 – Professional Development Plan32 Appendix 4 – CPD Reflection Record32 Introduction The presentation is essentially an exploration into the various precepts affecting people professionals' practice as they apply to the management of businesses. The presentation describes who a people professional is, how ethical values apply to the practice, how to apply major principles during practice, motivation as described by Maslow's Hierarchy of Needs Theory, and training and development. The presentation begins by describing how a people professional is one of the critical and consequential employees of any organisation. The importance of a people professional stems from their function, which aligns the interest of employees (human resources, or people) with the needs of an organisation. They are the glue in any organisation that helps develop a cooperative relationship between employees and employers, especially regarding potentially conflicting issues. They have an important role in change management, implementing new policies and practices, and conflict resolution. The balance they strike between employees and employers helps organisations gain a competitive advantage by maximising employee output. Who Is a People Professional and What Are Their Professional Requirements? This introductory foundation prompts the inquiry into who exactly is a people professional. The presentation describes a people professional as an individual qualified and skilled in implementing various strategic approaches meant to manage employees (Gashi, 2013) effectively. There exist no formal regulation and mandatory prerequisites for people professionals. This is mainly because of such a professional's numerous and diverse responsibilities, which are intrinsic to the organisational structure and culture. However, despite this lack of formal conceptualisation of their roles, there are various traversing qualities that almost all people professionals should possess. They include (Servatius, 2018): · A bachelor's degree in human resource management forms the basis of their skill acquisition. · Effective communication skills. · Administrative skills. · Problem-solving skills. · Critical thinking. · Coaching. · The most recent prerequisite is knowledge of HR information systems. Ethical Values Within People Professional Practice According to Weaver & Treviño (2011), ethical values describe the extent to which an action or the motivation behind an action determines the best way to treat others, live and perform tasks (in a professional context). This extent is implicit in an individual's perspective on life and their belief systems. A personal example of ethical values that applies in people professional practice is industriousness. This trait (value) helps me remain focused and proactive, always doing more than expected. The second personal ethical value example is integrity. This trait helps me always to be honest about what I am doing and not engage in any illegal or otherwise damaging activity. The final personal ethical value example is empathy. This value helps me put others' interests and needs before mine, albeit through understanding and appreciating the challenges they face. Contributing to Discussions That Ensure People Practices Are Applied The application and of adequate people professional practices is determined by the main objective of the practice to an organisation. The main goal of the profession is encouraging proactive relationships between employees and employers, more so during times of conflict or organisational change. As such, the main contribution of a people professional to an organisation is developing and implementing people-centred approaches that maximise the output of employees, meeting their intrinsic needs, and maintaining competitive advantage through human resources (Gashi, 2013). A personal reflection on the issue pivots effective communication as the most critical aspect of the profession; this is because a bulk of the work done by people professionals involves seeking and sharing information within the organisation. It requires a combination of staying firm, showing empathy, appreciating others' views, developing good interpersonal relationships, and prioritising the organisation's interest (Gashi, 2013). It is helpful in all transcending aspects of HR management- during policy changes, leadership, and in conflicts with ethical values or legislation. This helps in approaching potentially conflicting issues between employees, employers and communicating change. My personal experience, inspired by numerous learned mistakes, suggests approaching conflicting issues by first acknowledging the view and perspective of an opposing or offended party. This step should be followed by explaining the need for the controversial action. The last step should be asking if the afflicted party has an alternative (and better solution). Maslow's Hierarchy of Needs Theory The other crucial aspect of the people professional's duty is ensuring high motivation levels among employees through designing and implementing appropriate measures meant to achieve the same. Motivation is important in an organisation because research suggests an organisation maximises employees' output if they feel valued, accepted, and part of the organisation (Sullivan, 2000). This is achieved if the employee's personal goals align with the organisation's objective and the employee feels a sense of duty and belonging to the organisation. Maslow's hierarchy of needs theory describes how internal motivation is cultivated in an individual, albeit if the organisation manages to meet an employee's needs. The hierarchy offers insight into how organisations can combine organisational elements with psychological precepts to cultivate motivation. The first need in this theory is an employee's physical needs. These needs include housing, water, food, and other requirements for survival, which are met through salaries and labour rewards. Meeting this need motivates an employee to keep working for an organisation (Sullivan, 2000). It facilitates the next need in the hierarchy- safety and security. Employees need job security as a crucial factor in motivating their sense of duty to the organisation. They would be compelled to meet expectations if they are convinced their employment is secure. The third need in the hierarchy is a sense of belonging- the feeling of having a special role in the organisation. This need is satisfied through positive and supportive feedback from superiors and positive interpersonal relationships. This would prompt the employee to align their career advancement objectives to the organisation, which creates the need for self-esteem. Career advancement is a personal agenda that prompts employees to give their best (motivation) and perform in a manner that enables them to achieve their dreams (Sullivan, 2000). The culmination is meeting the needs of self-actualisation- achieving one's full potential through the organisation, which helps improve the organisation. Training and Development The main purpose of internal and external feedback is exposing inefficiencies in an organisation. They may stem from known or unknown incompetency on the part of employees. Examples include poor customer relations or a dysfunctional culture that may be insensitive, such as racial, ethnic, or gender-based bias. The best way of dealing with such issues is through additional training (Armstrong & Landers, 2018). In this case, training and development would help in improving customer relations, organisational culture, and overall performance of the organisation. However, the evaluation of such measures must be conducted as part of the implementation plan. The evaluation normally includes objective measurement of outcomes of the training and development exercise. This evaluation should follow comparisons with targets and previous performance statistics. Conclusion As described by the presentation, people professionals are one of the most important employees of organisations. This is because they help to align the needs and perspectives of employers and employees. This helps employees through meeting their intrinsic needs, which in turn has a direct implication on their motivation and performance. They are particularly important to an organisation because they help employers maximise their employees' output, effectively solve problems, and proactively impart change References Armstrong, M. B., & Landers, R. N. (2018). Gamification of employee training and development. International Journal of Training and Development, 22(2), 162–169. https://doi.org/10.1111/ijtd.12124 Gashi, R. (2013). Strategic Human Resources Management: Human Resources or Human Capital. Academic Journal of Interdisciplinary Studies. https://doi.org/10.5901/ajis.2013.v2n9p88 Servatius, T. (2018, May 9). Become an HR professional in 5 steps. GoDaddy Blog. https://www.godaddy.com/garage/become-an-hr-professional-in-5-steps/#:~:text=There%20are%20no%20government%2Dmandated Sullivan, D. R. (2000). MASLOW’S HIERARCHY OF NEEDS IN RELATION TO EMPLOYMENT. Journal of Employment Counselling, 9(2), 94–95. https://doi.org/10.1002/j.2161-1920.1972.tb00609.x Weaver, G. R., & Treviño, L. K. (2011). The role of human resources in ethics/compliance management: a fairness perspective. Human Resource Management Review, 11(1-2), 113–134. https://doi.org/10.1016/s1053-4822(00)00043-7 Slide 1 Slide 2 Thank you all for joining me for this presentation. Today we will be discussing on pertinent people professional issues. The main objective of this presentation is imparting relevant knowledge on appropriate practices in HR management. As such, the main areas discussed in this presentation include: · Introduction- what does it take to be a people professional? · Ethical values.