This task requires you to demonstrate your commitment to professional development and performance improvement. To complete the task, you are asked to undertake some re

Assignment Question

Tutor and Learner Guidance

Explanation of the command verb

Indicative content provided by CIPD

TASK ONE

With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’. (AC 1.1)

There are two parts to this answer:

1) Define what it means to be a professional. (Use a credible source to define this.)

2) Explain what is means to be a people professional. (Use the CIPD Profession Map to describe the knowledge, values and behaviours of people professionals)

Tip: You can refer to your own career and role to explain the areas of the map most relevant to you.

Appraise: examine the term “people professional” to determine its meaning in terms of qualities and characteristics.

Definition of professional; professional specifications and frameworks, professional requirements, CIPD Profession Map, professional values,

personal values (for example fairness, honesty, equality, inclusivity, valuing others, evidence-based decision-making);

concept of ‘professional integrity’. Examples of behaviours and activities of a people professional.

Discuss how ethical values underpin the work of a people professional, including two examples of how ethical values might be applied in a people practice context. (AC 1.2)

There are two parts to this question:

1 – Explain what ethical values are for people professionals.

2 – Identify TWO ethical values that you hold and explain how each of these influences your practice.

Discuss: provide a summary of the significance of ethical values in the work of people professionals.

The importance of knowing one’s own personal values and using these as a framework for behaviour and practice.

Recognising (with examples) how personal values and beliefs shape ways of working and work relationships – and the impact of this for colleagues. Demonstrating professional courage – speaking up for ethical standpoints within the workplace and supporting others to do the same.

Consider the importance of people professionals being able to influence others and ensure that the ‘people practice voice’ is heard in an organisation, through informed, clear and confident communication. (AC 1.3)

There are four parts to this answer:

1 – Explain two reasons why it is important for people professionals to contribute to discussions.

2 – Use three separate sub-headings to explain ways in which:

2a) Your contribution to discussions is well-informed (by research or data or evidence)

2b) Your contribution to discussions is clear (by clear communication, simple language or visual presentation)

2c) Your contribution to discussions is engaging (by using varied techniques of engagement)

Consider: reflect on the significance of people professionals being able to influence others.

Explain: Write this in sufficient detail with descriptions. It is not a short bullet list.

The need for people professionals to contribute confidently and courageously to discussions to inform and influence others.

Knowing when and how to speak up and contribute expert opinion and information so that the HR/L&D/OD purpose (for

example as defined by the CIPD

Profession Map) is clearly represented and

can be effectively fulfilled.

Techniques for informed, clear and engaging communication, for example:

gaining attention; using volume, tone, and pace; summarising and checking understanding. Using listening skills and questioning to understand different viewpoints and clarify questions. Making an evidence-based argument; using facts and data to support contributions. Using examples to illustrate key points and

enhance engagement. Recognising

context and adapting content to suit the audience.

For each of the situations below (a & b), provide an example of an issue that would cause you to raise the matter to a manager (or other authority) – and describe how you would do this.

There are two parts to this question:

1- Provide one example for each of scenario a) and b) that would cause you to raise the matter to a higher authority; and

2- Describe the process that you would follow in each case.

Describe: explain in detail the procedure that you would follow in each case.

When and how to raise issues, for example organisational policies and practices, organisational leadership style, personal

relationships, conflict style. Examples of ‘matters which conflict’, for example with

legal matters, with ethical values, with personal values. Concept of

‘whistleblowing’, high-profile examples.

Discuss two theories or models relating to the human and business benefits of people at work feeling included, valued, and fairly treated, concluding your discussion with a summary of your own view of these benefits. (AC 2.1)

This question requires you to focus on inclusion or inclusivity in the workplace. You should discuss two models or theories related to the benefits of inclusion to both the organisation as a whole and employees themselves. Not only should you discuss the theorists’ views but you should also give your views on the human and business benefits of inclusion.

Discuss: provide a summary of the main points of two theories or models relating to business and individual benefits.

Human and business benefits: for example job satisfaction, reduced dispute and conflict, corporate reputation; enhanced worker wellbeing, increased retention and

reduced turnover rates, reduced sickness, increased efficiency and effectiveness of work.

Relevant theory: theorists and thinkers, for example Maslow, McLelland, Daniel Pink,

David Rock; concepts of ‘worker

engagement’ and ‘worker wellbeing’.

Discuss two ways in which a people professional can build inclusivity into a people practice initiative at the design stage, and two ways of checking inclusivity after a people practice initiative is implemented. (AC 2.2)

For this question, you need to explain – with two examples of methods – how people professionals (i.e. HR) can build inclusivity into the design stage of people initiatives, e.g. processes, policies, practices and two ways in which they can ensure that inclusivity is maintained throughout the implementation of initiatives.

Discuss: provide a summary of the ways in which a people professional can build inclusivity into design and implementation phases of people initiatives.

Enabling others to have a voice when designing and delivering solutions which impact them. Strategies for engaging with

others in the design of people practice initiatives, for example; discussions, email and documentary exchanges, research or consultation activities.

Others: for example those directly

impacted by the solution, those with relative insights or contributions to offer,

partners in joint working, those with authority or responsibility in the area concerned.

Strategies for checking the inclusivity of people practices: for example, informal or formal feedback; consultation re the extent to which the practice reaches and embraces different agendas and needs.

TASK TWO

Reflect on your own approach to working inclusively and building positive working relationships with others. (AC 2.3)

This question focuses on how you go about working inclusively and building positive relationships. Give at least two examples of your own approach/ methods to achieving this.

Reflect: think about and summarise your own approach and the methods you use to work inclusively and build positive relationships at work.

Approaches, for example valuing people as individuals and recognising the value and

benefits of diversity; actively seeking and listening to diverse views and opinions; building trust and providing appropriate

support when needed; finding

opportunities to collaborate with wider colleagues; sharing knowledge and expertise to solve problems.

Explore how the role of a people professional (specialist or generalist) is evolving and the implications this has for your CPD. (AC 3.1)

There are two parts to this question:

1. Explore how the role is evolving – what is causing it to evolve; and

2. What this means for your own CPD; how it will impact the focus of your CPD

When answering AC 3.1, you can either focus on a generalist HR role or a specialist role such as L&D or Talent Acquisition, or, furthermore, you may wish to focus on the evolving nature of your own role.

Explore: research and provide a summary of how the people professional role is evolving and provide your conclusions on the implications for your CPD.

Emerging knowledge and skills required and the implications for CPD, for example business acumen, technology savvy,

specialist expertise, work skills,

collaborative working skills, remote working/working from home, self-management,

communication skills.

With reference to your responses for AC 2.3 and AC 3.1, and feedback on your behaviours or performance obtained from (at least) one other person, assess your current strengths, weaknesses, and development needs. Your response should include an explanation of the feedback received and how it has informed your self- assessment. (AC 3.2)

In order to answer this question, you should reflect on the discussions in AC 2.3 about working inclusively and building productive relationships at work and 3.1 which talks about the evolving role of the people professional and what that might mean for your CPD. You need to do this as a self-assessment but you should also incorporate at least one other person’s feedback on your strengths and weaknesses / development needs.

Assess: consider your own opinion and feedback from one other person in order to reach a judgement about your strengths and development needs.

People and contexts for gaining feedback, formal and informal feedback, regular and ad hoc feedback, feedback methods and

media, feedback as incoming information, triangulation of received feedback, relevance and importance of feedback,

how to structure feedback, self-assessment methods and relevant

frameworks to assess against. Bias issues in self-assessment and others’ feedback.

Utilising the CIPD Profession Map.

In follow-up to your self-assessment, identify a range of formal or informal development activities you will undertake to support your ongoing professional development. Your response should include a brief description of your chosen activities and your reasons for selecting them. (AC 3.3)

There are three parts to this question:

1. Identify a range (at least 3 formal or informal development activities to support your ongoing development; and

2. Provide a brief description of the activity; and

3. Give your reasons for selecting those activities.

Identify: to provide an answer that arrives at a minimum of 3 learning and development activities.

CPD models and theory, CIPD and other sector and professional requirements for CPD, for example formal and informal,

self-directed learning, coaching,

mentoring, work, applying learning as appropriate, shadowing, skills practice, investigation and research, reading, blogs,

webcasts, videos, social media

discussions and forums, conferences, training courses, on-job and off-job learning, characteristics of a good-practice

CPD plan, how to complete a CPD plan.

Reflect on the impact of three previous learning activities (i.e., not the activities planned at Q4 above) on your behaviour and performance. The selected activities may be any formal/planned or informal/unplanned activities undertaken in the last 12 months, which you consider to have impacted your behaviour and performance. (AC 3.4)

To answer this question you may present your reflections, attached to your assignment, as either:

· your own format CPD record, edited to include just the three selected activities, or

· a report (or reports) from the CIPD ‘My CPD Reflections’ tool.

Reflect: think about and summarise how the three learning activities impacted on your behaviour and performance at work.

Concept and theory of reflective practice, outputs of reflection (for example, records, plans), evaluating/measuring behaviour

changes, evaluating/measuring

performance changes, checking changes are positive and meet intended outcomes, impact on own performance and

behaviour.