People professionals need to be highly knowledgeable about people analytics, employment law, and HR foundations as part of their Core Knowledge (CIPD, 2023). Their knowledge of employment laws, such as those on discrimination, pay laws, and health and safety procedures, should be extensive. With this understanding, they can guarantee that their company follows these rules and establishes a lawful, equitable, and safe working environment. People professionals also succeed in the field of specialist knowledge. This covers proficiency in areas including hiring, training and development, and worker engagement. For instance, an expert in developing and overseeing a learning and development programme might help staff members progress their careers within the company and enhance their skill sets.

But what distinguishes a people professionally is the behaviours component of the CIPD’s Professional Map. It strongly emphasises soft skills, such as the capacity to influence, establish rapport, and work well with others. For example, effective communication, empathy, and conflict resolution are essential skills for a people professional. To maintain harmony in the workplace, they must pay attention to the staff’s worries and offer helpful criticism. In addition, it is anticipated that people managers will promote inclusiveness and diversity inside their company. Regardless of ethnicity, gender, or age, they foster an atmosphere where employees feel appreciated and included. They might put diversity and inclusion plans into action, conduct unconscious bias training, or fight for equitable chances in hiring and advancement. A people professional is another essential player in creating a strong workplace culture (CIPD, 2023). They develop procedures and policies that support inclusion, employee wellbeing, and a positive work-life balance. To improve connections among coworkers, they might, for instance, implement flexible work schedules, employee support programmes, or plan team-building exercises. By doing this, they foster a welcoming workplace that celebrates diversity, promotes personal development, and inspires workers to give their all.

Word count: Approximately 300 words

As a people professional, I uphold integrity by acting and making judgements with constancy, honesty, and transparency. For instance, I protect people’s privacy rights by handling confidential employee data and only accessing it when necessary for justifiable purposes. In addition to meeting my legal responsibilities, I create a great work environment by doing this and establishing trust and solid relationships with my staff. Fairness is another essential ethical principle that directs my work as a people professional. I aim to handle every person fairly, professionally, and impartially. For example, in the hiring process, I ensure that candidates are assessed more on their credentials, experiences, and abilities than their connections or personal traits. By guaranteeing equal opportunity for all, this dedication to justice fosters diversity and inclusion throughout the company.

I once made a knowledgeable contribution to a discussion on installing a new performance management system at a team meeting. I researched different performance management methods and how they affect worker productivity and engagement as a people professional. I presented my results during the meeting, outlining the advantages and disadvantages of each model and giving instances of businesses that had effectively put comparable systems into place. I was able to influence the team’s decision-making process and direct them towards choosing a performance management model that complemented our company’s objectives and core values by providing clear and concise facts. During a diversity and inclusion workshop, I made a knowledgeable, confident, and clear contribution to a discussion. We discussed unconscious bias, and I understood we had to approach the subject carefully and attentively. I started by introducing the idea of unconscious bias and referencing pertinent research and data. I then gave precise, practical examples that showed how it affected decisions made at work and how teams functioned. I led a clear conversation while encouraging people to consider their prejudices self-assuredly and sympathetically. My confident, straightforward, and well-informed presentation of the material changed the group’s perspective on unconscious prejudice. I inspired them to take action to make their workplace more inclusive. This strategy showed how important people managers are to encourage constructive change in companies by influencing conversations with their knowledge and style.

I confidently shared my expertise and experience conducting employee surveys in another discussion regarding raising employee happiness. I discussed the value of using surveys to get input, assess how well current policies work, and pinpoint areas needing change. I gave instances of other companies’ effective employee survey implementations, emphasising the beneficial effects on staff engagement and morale. I persuaded the team to consider conducting an employee survey within our company and set aside the funds required to carry it out by confidently presenting my ideas.

a) where you consider something to be unethical (whether or not it is illegal),

b) where you believe something contravenes legislation

Word count: Approximately 350 words

b) One situation where I might need to raise an issue with a senior colleague due to contravention of legislation could be non-compliance with health and safety laws. Suppose the working environment is persistently unsafe, hazard identification and risk evaluations aren’t done correctly or in a timely fashion, and the necessary protective measures are not in place. Such a situation would be illegal, as it violates occupational health and safety laws. To address this, I would collate concrete evidence, including photographs of unsafe environments and records of incidents or near-misses. I would also gather communication records showing management had been alerted but had not taken sufficient corrective action. Then, I would schedule a formal meeting with the relevant manager, the highest level of management if necessary, or even an external authority, such as a safety inspector. In presenting the case, I would highlight the legal implications, including potential fines and reputational damage, and recommend immediate and robust interventions to rectify the issues. I would also offer to be part of the solution by suggesting strategies to improve safety protocols and create a safer working environment.

Herzberg’s Two-Factor Theory focuses on elements that avoid unhappiness (hygiene factors) or satisfy employees (motivators) (Nickerson, 2023). Employees’ feelings of inclusion and value are closely linked to motivators like accomplishment, accountability, and recognition. Businesses are addressing the motivators when they offer chances for advancement, praise for a job well done, and a feeling of being a part of a more significant cause. Employee retention, performance, and job satisfaction will likely rise because happier workers are probably more satisfied with their work. Instead of being linked to job happiness, hygiene characteristics are linked to the lack of job dissatisfaction. Factors such as equitable remuneration and good working environments are vital in mitigating discontent and may aid in keeping skilled personnel.

I believe there are many benefits for workers to feel valued, included, and treated fairly. People are more likely to be devoted and productive at work when they are happy and inspired. For example, employees are more inclined to contribute their creative ideas and help the company produce better goods and services if they feel appreciated and part of a team that works well together. A positive work atmosphere is also promoted when workers feel fairly treated, which lowers turnover rates and the related expenses of hiring and training new staff. In addition, less stress and burnout might result from a pleasant workplace, which can enhance worker wellbeing. Positive mental health is associated with fewer sick days and higher job satisfaction in employees who feel appreciated and included. For instance, an organisation is one of the best workplaces because of its effective employee engagement approaches. While challenging work and acknowledging achievements serve as motivators, firms also need to address hygiene aspects through fair company regulations and comfortable working environments. The remarkable commercial success of the company is supported by this strategy, which fosters a highly motivated and effective staff.

. Word count: Approximately 450 words

After the implementation of a people practice initiative, it is critical to undertake measures to assess its inclusivity. One way could be by conducting regular audits or evaluations where feedback from diverse employees is gathered and analysed (Murphy, 2023). This should involve not just feedback from traditionally dominant groups but also actively seeking feedback from those who might be marginalised. For example, after establishing a mentoring program, companies can evaluate its inclusivity by checking its utility among different demographic groups of employees. Another method for checking inclusivity after implementation is through outcome monitoring. This involves tracking key metrics related to the initiative and disaggregating them by demographic information such as race, gender, age, and disability status. If inequalities are detected in the outcomes, the initiative is not inclusive in its impact. For instance, if a leadership training initiative results in a significantly higher proportion of a specific gender or racial group being promoted, it may indicate a lack of inclusivity in the training’s design or implementation. It may then be necessary to redesign the initiative to ensure equal opportunities. Often, using an intersectional approach to dissect outcome data can help uncover nuanced issues of exclusion that might be overlooked otherwise.

Cherry, K. (2022) How maslow’s hierarchy of needs explains human motivation, Verywell Mind. Available at: https://www.verywellmind.com/what-is-maslows-hierarchy-of-needs-4136760 (Accessed: 15 October 2023).

CIPD (2023) The profession map / core knowledge / people practice, CIPD. Available at: https://www.cipd.org/en/the-people-profession/the-profession-map/explore-the-profession-map/core-knowledge/people-practice/ (Accessed: 15 October 2023).

CIPD (no date) Why work in the people profession?, CIPD. Available at: https://www.cipd.org/en/the-people-profession/careers/why-work/#:~ (Accessed: 15 October 2023).

Green, M. and Russell, T. (2022) Ethical practice and the role of people professionals, CIPD. Available at: https://www.cipd.org/uk/knowledge/factsheets/ethics-role-hr-factsheet/ (Accessed: 15 October 2023).

Murphy, A. (2023) 9 steps to building a better, more inclusive future: Crafting a diversity, equity, and inclusion plan, LinkedIn. Available at: https://www.linkedin.com/pulse/9-steps-building-better-more-inclusive-future-crafting-anita-murphy-/ (Accessed: 15 October 2023).

Nickerson, C. (2023) Herzberg’s two-factor theory of motivation-hygiene, Simply Psychology. Available at: https://www.simplypsychology.org/herzbergs-two-factor-theory.html (Accessed: 15 October 2023).

Ulrich, D. (2018) How do HR professionals influence others?, LinkedIn. Available at: https://www.linkedin.com/pulse/how-do-hr-professionals-influence-others-dave-ulrich/ (Accessed: 15 October 2023).

A thorough strategy also entails devoting time and energy to cultivating a positive work environment with others. I can better recognise and value the distinct skills and talents that each person brings to the table when I actively listen, seek out alternative viewpoints, and value differing thoughts. I aim to establish a welcoming and encouraging atmosphere where people may freely share their thoughts, worries, and suggestions. In addition, empathy and understanding are necessary for developing healthy partnerships. Knowing people’s personal and professional challenges enables me to be a supportive mentor and colleague. By taking the time to comprehend others’ needs and goals, I can give them the support and direction they need to succeed in their roles.

Technology and automation demand people professionals to learn new tools and systems. They must comprehend HR technology and its effects on HR data management and analysis. People professionals must acquire analytical abilities and apply data-driven insights to their strategy and decision-making. Employee well-being, diversity, and inclusion are also becoming more important to people professionals. Companies understand the importance of employee physical, mental, and emotional health. Therefore, people professionals must create well-being initiatives, assist employee mental health, and promote an inclusive and varied workplace. They must follow these fields’ research and best practices to create effective solutions.

People professionals’ changing roles affect CPD. Staying current in this fast-changing sector requires CPD. Professionals need ongoing training to improve their skills. Attending conferences, workshops, and webinars, seeking appropriate credentials, joining industry organisations, and networking and mentorship can help. Professionals can also work on cross-functional initiatives, explore other business areas, and cooperate with diverse colleagues. CPD helps people professionals remain ahead of trends, learn new skills, and develop a strategic attitude, helping them handle changing job needs.

My supervisor’s feedback commended my strategic approach to human resource management. He mentioned that my ability to align people management strategies with organisational objectives significantly contributes to the overall performance and corporate goals. This feedback informed my self-assessment, emphasising my strategic capability as a core strength. On the flip side, my supervisor noted that I need to further improve my data analytical capabilities to make more informed decisions. With the evolution of HR into a more strategic function, it is integral that I apply data-driven insights to my strategies. This forms another developmental target.

Through this feedback, I have learned that while my inclusive approach and strategic skills are highly valued, there is still room for improvement. My next steps involve more hands-on learning about digital tools, HR technology and increased exposure to HR analytics. I plan to achieve these through professional training, participation in relevant webinars and seminars, utilising online materials, and increased collaboration with colleagues to gain new insights.

I also plan to attend a three-month Data Analytics workshop to improve my analytical skills. Effective data utilisation in HR improves decision-making, operational efficiency, and employee performance. My learning goes beyond formal education. I want to use Coursera and LinkedIn. To gain confidence, I will search for short courses or webinars on data-driven decision-making. Since this study method is adaptable, I aim to spend six months on it alongside other hobbies.

My personal development plan includes networking events and seminars. I hope to attend two similar gatherings next year. Learning from other professionals’ experiences and methodologies will benefit my career progress, especially in data-driven decision-making. I will also aggressively seek feedback and implement any new information or skills from these activities in my existing employment to ensure these learnings are well incorporated into my work. This actual application and constructive criticism will help cement these ideas in real life. Finally, I will seek feedback and mentoring from my supervisors and coworkers on my development in these areas. This will allow me to gain from their expertise and drive me to complete my professional growth plan.

In March 2023, I got the opportunity to undertake an informal Diversity and Inclusion course, which was an eye-opening experience. This course impacted my views on society overall and the workplace in particular. This has made me more aware of my peers’ diverse cultural, socioeconomic, and personal backgrounds in my capacity as a people professional. I now recognise the importance of fostering an inclusive and respectful society. I can contribute to establishing a work environment that genuinely values diversity since I am more sensitive to the needs and worries of other people. This has also improved my performance because I can now cultivate stronger bonds with my stakeholders and team, fostering an atmosphere of respect and raising our level of productivity overall.

Finally, in August 2023, I attended a leadership workshop on nurturing, developing, and utilising leadership skills professionally. This formal activity gave me a profound insight into leading a team and self-leadership. The workshop’s major emphasis was on accountability, delegation, conflict management and decision-making. I have tried to incorporate this learning into my everyday interactions. I have realised that taking responsibility for my actions has increased my credibility among my team members and given me the confidence to strive for excellence in every task I undertake. My decision-making skills have improved significantly, and I can confidently lead my team through challenging situations.

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