2. 15. Title of unit/s. Developing Professional Practic

Title of unit/s Developing Professional
Practice
Unit No/s 5DVP
[Student Name]
[Student ID]
[Name of University]
[Name of Module Leader]
[Date]

i
Table of Contents
Activity 1 - How to be an Effective HR Professional.....................................................................2
Activity 2: Group Dynamics & Conflict Resolution.......................................................................6
Group Dynamics..........................................................................................................................6
Conflict Resolution Methods.......................................................................................................7
Activity 3.........................................................................................................................................9
Project Management Techniques and Problem Solving..............................................................9
Influencing, persuading and negotiating in the course of the project........................................12
Activity 4.......................................................................................................................................14
Self-Assessment against selected areas of the CIPD 2018 Profession Map..............................14
References......................................................................................................................................16
APPENDIX- PDP..........................................................................................................................18

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Activity 1 - How to be an Effective HR Professional
Human resource lies at the center of an organization since it interacts directly and
continuously with other subsystems of the company (Beevers and Rea, 2016). The success of any
enterprise greatly depends on its HR scheme. In this changing business environment, companies
today have focused on exploring how they could expand and develop themselves along with their
employees. In this sense, human resources are important to ensure that organization could be
counted as qualified, effective, and committed in terms of its individuals (Emmott, 2016). In the
past few years, this role has become more diverse and complex due to which it has drastically
changed, placing individuals and employees at the center of organization concerns.
Thus, HR experts involved in the HR scheme must be extremely talented and able. CIPD
has outlined a code of conduct for HR experts to act and perform efficiently in their position,
keeping up ethical principles and honesty within their profession (Ulrich et al., 2012). They
provide a support mechanism and are responsible whilst conforming and implementing the
existing rules. The human resource must show reasonable and just behavior with all the
resources (Emmott, 2016). A structure has been determined by CIPD for HR specialists known
as CPD map that outlines the principles of professional competency as displayed in the figure:
CIPD Map

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CPD map defines the skills, conduct, and knowhow for the HR experts employing which
they deliver within a range of profession and value to the organization as demonstrated below:
CPD Behaviors
Ten professionalized areas displaying behavior and knowhow needed for HR career as
represented below:
CPD Professional Areas

4
CPD map outlines four bands of proficient competency that categorize the pecking order
of the HR experts based on their experience, position, and capacities (Emmott, 2016). It also
outlines how one should shift from one band to a new one.
 Band One includes the beginning level jobs such as HR assistant, HR managers, and such
professionals are accountable for the deliverance of basic tasks such as support to direct
customers and processing information, responsible for implementation, follow-up
procedures, and much more.
 Band Two covers mid-level jobs such as team heads, managerial positions, consultants,
executives, and much more. These professions are majorly focused on solutions; develop
comprehension about the organizational context and structure. The team is accountable
for suggesting short-run strategic solutions to challenges nearby.
 Band three includes senior managerial posts such as HR executives, department leaders
who develop tactical programs, allocate resources and budgetary plans, reshape
strategies, and policies (Davies, 2017).
 Band Four entails managerial leadership professions such as leaders, chiefs, trainers, and
role models. These professionals enjoy the ultimate power of a company and determine a
strategic course of action.
Being a leader of a team, the main stakeholders expect from me to give information,
strategy, and solutions to particular areas of consideration. I should develop fundamental insight
into a company and its operations. Keeping myself informed with business, manufacturing, and
environmental trends in marketing are essential in this regard. Being an influential thinker, I am
accountable for proposing a strategic course of action in support of the business situations and
client expectation levels. CIPD published a study in 2010 relating to the HR field, which
assumes that human resources has become more information-driven and can develop a more
adjustable ‘live strategy’ and considers the profession of HR as an agent of competitive benefit
for the company.
My role is to lead the team. It requires developing a feeling of trust amid team
participants. I attain this by fulfilling my promises and present myself as a trustworthy person.
Being cooperative, aids in developing personal relations and persuade stakeholders with clear-
cut, steady, and impactful communications. Also, I am accountable for organizational
development. Being inquisitive, I bring in creative ideas and incorporate them into

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organizational-wide solutions for the potential needs of the company. The creativity and
incorporation of HR activities into the company, bring in high-profile performance and aids in
the long-lasting sustainability of the HR profession.

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Activity 2: Group Dynamics & Conflict Resolution
Group Dynamics
As per Jones (2019), Tuckman proposed a model of group dynamics to comprehend the
idea while using a figure below:
Tuckman Stages of Group Development
 Forming: Team participants are encouraged to introduce themselves to each other,
sharing their particular ideas, beliefs, and interests. They start observing each other’s
characteristics whilst learning about the activity, its purpose, and its function. HR experts
aids in comprehending group objectives and giving direction to the participants (Jones,
2019).
 Storming: the team participants tend to contest with each other and attempt to prove
themselves as better compared to others. Every person has a unique view and this
generates conflict. HR directs the group to solve inner clashes and outline their individual

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and group related roles and duties. HR assigns the decision-making process to the group,
making them self-determining under continuous control and observation.
 Norming: The team members collaborate to achieve common objectives. A structure is
developed on the team-based rules for working collaboratively, how to share ideas and
solve issues, the techniques, and procedures to be followed. HR interferes less at this
point since the group is self-managed and solves issues themselves (Hildebrandt and
Marr, 2020). On the other hand, if the group gets trapped, HR supports them and makes
sure cooperation between the team members and directs them.
 Performing: the group attains a pace of performance and more towards the objective
quickly. The group runs operations without any direction and faces any disturbances and
arguments with mutual discussion and agreements. The stage is open to falling back
because of varying changes in the group such as newcomers or person dominance.
Human resource plays a critical role by directing the members through suitable change
management.
 Adjourning: Team participants move away into their novel roles for their new tasks. The
human resource makes sure to capture the ‘best activity’ for future use. If the project was
not successful then the ‘lessons learned’ are shared to keep away from the same mistakes
soon project.
Conflict Resolution Methods
During my internship at the HR department, when working as a team member, I faced
conflict from group members which I aimed at solving using the following methods:
1. Mediation: It is a prominent and old way of managing conflict of interests. It is informal
and involves a third party in an unbiased manner. At first, HR listens to both parties in an
attempt to comprehend the conflict and resolves the issue while suggesting a just solution that
both parties accept willingly. Once both individuals concur then HR develops a contract, shares
the agreement with both parties explain them future action plan. A conflict management survey
by CIPD found that key gains of using this way are that it has improved relations between
workers (80 percent), decrease the stress level required in more formalized procedures (63
percent) and to keep away from the costs involved in protecting ET claim (51 percent) (Hann,
Nash and Heery, 2019).

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2. Grievance: It is a particular type of disappointment shown through a recognized process
that takes place officially and unofficially in a company. HR supports the people to talk about
routine challenges with their floor supervisors. If the unofficial process fails to work as
anticipated, then an official grievance process would be taken. HR informs people toward the
official course such as organizational process, point of interaction to share the grievance,
suitable timeframe for a solution, phases of complaint process such as taking it to the next level
of the managerial body (Currie et al., 2017). A CIPD survey report found that 89 percent of the
companies have written rules for complaint and discipline processes for their workplaces.

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Activity 3
Project Management Techniques and Problem Solving
Qatar Foundation (QF) witnessed the need to enhance succession planning while
conducting yearly business performance reviews. The chief executive officer and the senior
managers looked forward to enhancing the same and inquired to run a drive to enhance
succession planning. The result was to be determined against the number of grievances and
employee feedback. The project follows the following stages:
Project management stages
The project started with consent to run for 6 months with progress tracing discussions
taking place every month. The resources for the project were recognized from different angles as
per their proficiency and know-how. The team comprised of five individuals together with the
senior manager –succession planning as project head, QA expert, HR supervisor (myself), line
manager, and HR manager.
I arranged a meeting amid different team participants to determine the project agenda and
share views concerning this. Team participants introduced themselves and shared insight relating
to the project objectives and targets.
Many reasons led to the low quality of succession planning at QF and it was really hard
to recognize where to start from. Thus, a brainstorming meeting was carried out to recognize the
most influential causes where I proposed using Fishbone analysis to recognize the causes and

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possible remedies to enhance succession planning. We used the following Fishbone diagram
based on priority and risk-based approach in succession planning:
Fishbone Diagram
The next move was to outline the scale of work. For the project completeness, I proposed
the group to utilize WBS tool to break the task into sub-activities. The design below was utilized
for developing the work breakdown setup:
Employee potential
Tenure in QF
Tenure in Role
Employee engagement
Manager assessment
Employee performance
Succession planningOvertime per
employee
Human Capital Value
Added
Revenue per employee Turnover Rate
Manager satisfaction
180-degree
feedback
Training Return on
Investment
360-degree feedback

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Work Breakdown Structure
The period agreed to run the project was quite hard. Thus, I suggested conducting a
critical path analysis while considering the WBS to recognize compulsory activities to be done
and the possible pathways to finish the project in the given timeline. We marked the start and end
dates to the best-fit pathways while keeping in mind the timescales. The below setup was used as
a reference where the critical path is shown in RED:
Critical Path

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The project cost was determined based on resources like succession planning personnel
cost, training expense, infrastructure cost, hiring experts, and much more. The possible threats
detected for the project were cost overrun; agenda overrun clashes amid people and difference of
opinion. These were traced and reduced with constant observation.
With project advances, clashes started to take place because of the difference of views on
different matters, roles, and duties. I solved the issue through negotiation and arbitration. With
time, the group has begun to work cooperatively, solving the issues internally without my
engagement. With continual observation against the key performance indicators, I constantly
admired their attempt and encouraged them wherever they were falling behind the performance
standard.
Eventually, the return on investment was computed for the project against the
enhancement in business performance using techniques such as Balanced Scorecard. The project
finished with a milestone and the outcomes were favorable for all the stakeholders. The suitable
practices used in the project were recorded and room for future developments was addressed and
documented for future projects and the forthcoming iteration of the existing project.
Influencing, persuading and negotiating in the course of the project
For the project implementation, HR plays a range of roles through enforcement of rules,
regulations, and decisions. Belbin’s model outlines a range of roles adopted by HR in different
settings within the company. These roles are displayed in the figure below:

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CPD Roles
In the project, I analyzed the situation, its particular cause and effect scenario, and
proposed unique measures and tools to deal with the issues. Playing the role of ‘plant’ in
Belbin’s model, at this point I influenced the group’s decision by proposing them to use
successful measures to solve the issues at sights like detecting the cause and effect, define the
structure of a project, recognize timetable for the project, determine a timeline for project ending
and much more (Lynch, Lynch and Clemens, 2018).
At the start, the project progress was steady since the group found was being developed
and participants were getting adapted. Implementing the role of ‘shaper’, I encouraged the
members towards improved performance where they were falling behind and motivated them to
perform in the best possible manner.
At times, the conflict took place amid the members because of differences in their
opinions. Being a team worker, I negotiated to develop a shared insight and recalled their duties
against their RAM, directing them to value each other’s viewpoints.

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Activity 4
Self-Assessment against selected areas of the CIPD 2018 Profession Map
Being a team leader, my present band is ‘two’. I look forward to standing at management
post which is band three. I wish to ‘outshine with experience’, and thus, my future responsibility
demands capabilities such as ‘knowing customer partnership’ and ‘enhancement in tactical and
operational problem solving’.
With the know-how of organizational and financial functions which a company bear
gives value as well as poses risk to the company. I need to develop the level of maturity and
divert my attention from technological to behavioral skills and improve my capacity to handle
uncertain situations.
Directing HR is my key professional sphere in my existing position. I have to give
information, solutions, and approaches to different HR activities. My final objective is to create
my organization in different aspects. Thus, my focus stays on organizational development. Being
an HR manager, I require inquisitiveness in my thought process, critical thinking during
challenging situations, and cooperation always.
For a worthwhile profession, I have a great interest in developing comprehension of
worker relationships. A company must keep informed about a range of trends that influence
workers either directly or indirectly. Because of that, I have to get insight relating to legal
features such as employment rules, legislative compliance, conflict solution, and complaint
management processes.
On behavioral frontage, I have to be responsible for all my actions and choices since it
directly influences my organizational goals and image. I have to acquire specialized abilities to
impact the stakeholders towards the choices which bear organizational value and to be a role
model for others with an impartial and balanced measure in individual, organizational, and legal
frontage.
Having analyzed the developmental needs, the subsequent step is to recognize my
learning style. There are different models recommended by HR professionals for the same.
Considering Kolb’s learning style model, I like to keep myself informed with
contemporary HR practices and trends within the marketplace, reading different research articles,
images, presentations, and surveys to improve my insight (Sanjabi and Montazer, 2020). Also,
podcasts, debates, and videos related to the subject of HR by different experts would increase my

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existing base of knowledge. I believe in practical learning and exploring new things at the same
time. Thus, attending different training sessions, workshops, and seminars will revive my
abilities and aid me to attain new specialized skills relating to employee relationships. By filling
the questionnaire, I found myself as a mixture of truth-seeker as well as a practical person.
Although the above methodologies provide a viewpoint of a person’s learning styles
learning has its wide range. Bloom’s classification aids to comprehend different stages of
learning. The classification emphasizes on ‘mastery’ of subject matters compared with the old
approach of knowledge sharing. According to Bloom, the real significant personal growth takes
place when learning is formed to the upper level.
Sharing of knowledge forms the low level of learning followed by the understanding that
emphasizes knowing the fundamental meaning. Then comes the use of the learned facts to
resolve issues, testing with factual information, and much more. The next level is the inquiry
which updates about recognizing trends, organization of ideas, and much more (Wilson, 2016).
During production, innovation appears in the shape of developing novel ideas, blueprints, and
creations. Final phase addresses the assessment of learned and developed theoretical ideas,
contrasting the ideas, making suggestions as to suitable as displayed below:
Bloom’s Taxonomy

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References
Beevers, K. and Rea, A., 2016. Learning and Development Practice in the Workplace. Kogan
Page Publishers.
Currie, D., Gormley, T., Roche, B. and Teague, P., 2017. The management of workplace
conflict: Contrasting pathways in the HRM literature. International Journal of
Management Reviews, 19(4), pp.492-509.
Davies, J., 2017. CIPD’s profession for the future project and its implications for the HRD
curriculum in UK universities.
Emmott, M., 2016. CIPD. In Encyclopedia of Human Resource Management. Edward Elgar
Publishing Limited.
Emmott, M., 2016. CIPD. In Encyclopedia of Human Resource Management. Edward Elgar
Publishing Limited.
Hann, D., Nash, D. and Heery, E., 2019. Workplace conflict resolution in Wales: The
unexpected prevalence of alternative dispute resolution. Economic and Industrial
Democracy, 40(3), pp.776-802.
Hildebrandt, A. and Marr, J., 2020. NICK SABAN–A CASE STUDY FOR RECRUITMENT
METHODS AND APPLICATION OF TUCKMAN’S MODEL OF TEAM
DEVELOPMENT. MANAGERIAL PERCEPTIONS OF STEM WORKFORCE SUPPLY
AND DEMAND, p.57.
Jones, D., 2019. The Tuckman’s Model Implementation, Effect, and Analysis & the New
Development of Jones LSI Model on a Small Group. Journal of Management, 6(4).
Lynch, D.S., Lynch, M.J. and Clemens, C.M., 2018. Belbin Team Roles. The Handbook of
Communication Training: A Best Practices Framework for Assessing and Developing
Competence.
Sanjabi, T. and Montazer, G.A., 2020, April. Personalization of E-Learning Environment Using
the Kolb’s Learning Style Model. In 2020 6th International Conference on Web Research
(ICWR) (pp. 89-92). IEEE.
Ulrich, D., Younger, J., Brockbank, W. and Ulrich, M., 2012. HR talent and the new HR
competencies. Strategic HR Review.

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Wilson, L.O., 2016. Anderson and Krathwohl–Bloom’s taxonomy revised. Understanding the
New Version of Bloom’s Taxonomy.

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APPENDIX- PDP
My Professional Development Plan towards my future managerial role is as shown below:
NAME: MEMBERSHIP NUMBER:
COVERING THE
PERIOD FROM:
TO:
What do I want/ need to
learn?
What will I do to
achieve this?
What resources or support
will I need?
What will my success
criteria be?
Target dates for
review and
completion
As I am beginner in
employee relationships, I
need to develop myself in
these areas:
• Make sure consciousness
and conformity with
legislative practices,
seeking changeovers in
employment laws and
giving training for
workers as needed.
• Directing main
meditations and
promoting positive
working relations with
trade unions, work
council and worker
forums.
• Creating worker
To create the recognised
areas, I would:
• review the HR policies
and activities from the
organisational angle.
Look for feedback
through focused groups
and survey and determine
the direct and indirect
cost of handling
employment relationship
matters (mainly with
respect to time).
 Analyse worker
relationships
metrics and
approaches for a
leading business
I would use these methods:
 Survey report on
conflict management -
CIPD
 Survey report -
diversity and inclusion
 Managing employment
relations by Gennard
and Judge.
 Textbook - Tapping
into talent - the age of
factor and generation
issue by Parry and
Urwin.
Courses & Events
• Advanced certification
in HRM and courses on
 I would ensure that
the relations between
company and its
workers are suitably.
And, this is done
through compliance
with a clear-cut
framework that is
developed on the
organisational culture,
policies and
eventually
Law.
 I would need to
encourage my
employee
relationships in peers
in developing a setting
where relationships
short-term assessment
– September 2020
achievement – January
2021

19
relationships programs,
rules and regulations to
include the employment
relationship.
• Directing and solving
multifaceted
employment relations
challenges which pose
threats for the
workplace.
• Challenge and coach
senior managers to
develop a cultural setting
of trust and respect amid
people.
•
area like number
of cases at every
level and reaching
employment trial.
I will see if such
cases relate with
worker
involvement and
performance
dimensions.
employment relations
and law.
• Advanced employment
law and practitioner.
• Course on employment
contracts.
amid workers and
managers are
constructive, where
clash could be
managed successfully
and personal
disparities are
addressed in a positive
manner.
For Role Modelling I need to
develop in these areas:
• Determining the
principles and beliefs
for supervisors and
co-workers, letting
individuals
responsible for their
activities.
• Role model personal
values, in support
with the principles
and expectation levels
of the company.
• Developing a learning
measure in the HR
To develop this
behaviour, I would:
• Avail opportunities to
challenge peers when
they come up with a
novel ideal or thinking in
a manner that does not
align with the
organisational principles.
 Influence them to
think in a
different manner,
based on the
expectation levels
and beliefs of the
organization.
 Think about how
Accordingly, I will use the
following methodologies:
Reading & Research
resources
• • BOOK: How to lead –
Owen
• • RESEARCH:
Keeping culture,
purpose and values at
the heart of your SME
– CIPD
course & events
• An Introduction to
the Psychology of
management
My success criteria will be:
- When acting as a role
model, I would constantly try
to lead by example.
- I would act with honesty,
fairness and independently.
- I will balance individual,
organizational and legal
factors.
short-term assessment
– September 2020
Completion – January
2020

20
department.
• Addressing emotional
matters with
responsiveness, using
insight and
understanding to look
for a positive way.
easily the
company’s
standards suit my
conduct and
where there are
areas of
disagreement.
 Talk with my
supervisor so that
I can function in a
framework that
aligns with the
existing values of
a company.
 Start discussion
with my peers to
resolve any
issues.
• Managing diversity and
inclusion
I am creative in directing
HR; nevertheless, I look to
strengthen learning to
maintain my capabilities.
My developmental act
would be:
• ensure I am proactively
engaged in the budget
making procedure.
 I would invest
time to nurture
my relations with
my finance.
 I would
challenge human
I will use these sources:
• TEXTBOOK: Making
coaching work by Clutterbuck
and Megginson
• • TEXTBOOK :
Leadership coaching –
Lee
• REPORT: Megatrends:
the trends shaping work
and working lives –
CIPD
My success criteria will be
• Directing HR is about
maximizing the input that HR
makes in the company by
encouraging and developing
others by performing as a role
model.
- I will bring a commercial
approach to the business and
HR department.
- I would seek for feedback
short-term review –
September 2020
Ending – January 2020

21
resource and
business
suggestions that
are unfit with the
employees and
company’s
strategic
approach.
• •Avail options
(Formally or
informally ) to
train members of
the HR
department
outside of my
domain.
• REPORT:
Understanding the
business issue in
partnering
arrangements – CIPD
while developing technical,
professional and commercial
capacity of the HR group.
To be Personally Credible, I
will develop in these areas:
• • Role model:
constant learning in
the company.
• Create a setting which
support reflective
learning.
•
- Involve with
relevant
organizations and
people to keep
awareness of HR
practice in other
companies.
- Use this
knowledge to
measure the gains
of HR programs.
- Outline and
review key goals
and deliverables
of my group.
Recognise skill
needs to let
Accordingly, I will use the
following methodologies:
Reading & Research
• BOOK: How to be an
even better manager: a
complete AZ of proven
techniques and essential skills
– Armstrong
Courses & Events
• COURSE: Supporting
change in organisations
• COURSE:
Development Programme for
Experienced Managers
My success criteria will be:
- When I display personal
credibility, I am developing
trust and showing
professionalism by merging
commercial and HR
proficiency to bring value in
the workplace.
short-term review –
September 2020
Ending – January 2020

22
effective delivery
of goals.
• Practically share
my knowledge as
a reliable
consultant amid
my team
members and
organization.
• State the
approach I would
take and share
knowledge to my
people by means
of training and
storytelling.
• Articulate the
approach I take.