CIPD: HR Professionals and Employee Engagement

This article discusses the evolving role of HR professionals in contemporary organizations and the importance of employee engagement. It explores the CIPD Profession Map and the Employee Value Proposition (EVP). The article also highlights the use of tools such as payroll software and goal setting to enhance employee engagement.

Running head: CIPD
CIPD
Name of the Student:
Name of the University:
Author note:

1CIPD
Part A 5DVP
Contemporary organizations cannot afford a proficient HR department which will exhibit
high incompetence to lead modern perception. In such an environment, a major proportion of the
role of HR has been undergoing significant evolution (Kempster and Carroll 2016). The role of
modern HR managers and directors must correspond to the demands and needs of changing
business organizations. HR professionals considered as essential factors by managers and
executives are recent times recognized as strategic partners or transformation mentors for
competitive organizations (Armstrong . and Taylor 2014).
Kempster and Carroll (2016) state that HR experts often act as decisive thinkers who
exhibit the competence to analyse and comprehend data as well as information at a rapid pace.
These proficient HR professionals use information, ideas, knowledge and insights in a structured
way in order to successfully identify opportunities. In Band 2 of CIPD professional gap, HR
professionals gather information from multiple sources and evaluate information before
performing any decision making processes (Armstrong and Taylor 2014). Furthermore, at the
third band, the HR experts make productive decisions in the absence of comprehensive
information but with a detailed understanding of organizational precedence. Contemporary HR
professionals are also identified as skilled influencer who seeks to understand the way to
influence organizational values and standards and governance frameworks (Bolman and Deal
2017). In the highest band level, these decision influencers will aim to communicate in an
authoritative, appealing manner by providing unambiguous information to employee base.

2CIPD
Skills of HR professionals in CIPD map
Source: (CIPD 2018)
The CIPD Profession Map primarily sets out the way HR professionals enhance the
greatest sustained significance to customers, employees and organizations currently as well as in
the future (CIPD 2018). This professional outline further signifies the highest standards of
specialized skills and competence for employees engaged in Human Resource and L&D
(Learning and Development) field of expertise. CIPD further captures the successful and
effective HR talent and delivers across wide-ranging factors as well as specialization of the
profession. The Map aims to support the curriculum for experience, qualification and the entry
criteria for professional membership (CIPD 2018).
CIPD (2018) identified 10 specialized areas within the Professional Map in which the 2
fundamental expertise areas such as Solutions, Insights, Strategy and Leading HR are positioned
at the centre of the profession. These areas, however, are implemented to wide-ranging HR

3CIPD
specialism despite the role, location or stage of the professional arena. Furthermore, for each
specific area, the Professional Map describes the activities and role employees need to perform
and knowledge which employees require developing at four bands of professional ability and
skills (CIPD 2018). This Professional Map further efficiently outlines the major behaviours
which employees need to exhibit while performing the roles and responsibilities assigned to
them.
Though CIPD map has been developed for both individual employees and organizations,
it is a highly essential resource for any employee engaged to the field of Human Resources. The
CIPD Map has been significantly designed for HR experts in which ranging from Band 1 at the
beginning of HR career through Band 4 for the majority of senior leaders, it has been outlined
with utmost relevance and easily applicable to all professionals employed across the broad HR
spectrum (CIPD 2018). Collings, Wood and Szamosi (2018) reveal that CIPD professional map
has been essentially developed to ensure its level of relevance towards global markets and has
further been assessed with international business enterprises. However, Bolman and Deal (2017)
claim that the leading HR professionals identify their HR supervisors as exhibiting inconsistent
relations at the higher hierarchical position. It has been reported that over 30% of HR chief
executives perceive their supervisors as not in accordance with the same calibre as distinguished
in other C-level professionals. Furthermore, around 45% of HR experts exhibit a high level of
uncertainty on functioning procedures and HR methods (Collings, Wood and Szamosi 2018).
The comprehensive insights of CIPD Profession Map have developed my knowledge and
ideas of the way CIPD has significantly disclosed an ‘HR Professional Map’ which primarily
aim to replace specialized standards and structures of modern organizations progressive of the
introduction of advanced qualifications in prospective years (CIPD 2018). Delving into CIPD

4CIPD
Professional Map has improved my knowledge the way it distinguishes that individuals could
engage into the field of HR profession from a diverse array of backgrounds and that professional
pathways constitute immense challenges and complexities recently in comparison to the
situations when traditional standards were established. I believe that over the next few years the
professional field of Human Resource will experience new and advanced level of expertise at
varied levels with a highly flexible approach to the supply of current qualifications. As the HR
profession is continuously evolving, more Professional Maps will be required in the future and
modern practitioners need to develop a greater level of expertise with the competencies to
accomplish these demands and needs. As current HR roles and responsibilities are becoming
increasingly diverse, professional paths will face a greater number of challenges and potentials to
impact on the strategic potential of business at a greater level. Thus CIPD has been functioning
with organizations to evaluate the maps against their organizations as well as HR teams’
progressive needs and demands.
Part B 5ENG
Section 1
Gallup’s employee engagement work is primarily based on over three decades of a
comprehensive behavioural economic investigation involving more than 17 million employees.
Through precise research, Gallup has identified 12 core elements that are Q12 which associate
powerfully to the core business outcomes (Robson et al. 2016). The 12 statements emerged as
factors which most effectively predict employee and workgroup performance. The questions
primarily dealt with events expected at work or sources and materials employees would require
at work. In addition to this, the areas deal with questions to identify employees who tend to offer
enthusiasm at workplace and types of mission and value statements organizations comprise to

5CIPD
enhance job value (Albrecht et al. 2015). Project management companies in UAE such as Project
Management Group (PMG) has been implementing Gallup’s Q12 Employee Engagement Survey
tool in order to evaluate employee engagement in their company. Understanding the context of
Q12 offers enhanced transparency and perspective to aid employees to consider the survey from
a universal ground of understanding (Iqbal et al. 2017).
Albrecht et al. (2015) reveal that IES diagnostic tool into employee engagement has been
promoted by the involvement of various IES HR Network member organizations. IES reveals the
concept of employee engagement with members as well as client organizations prior to the
embarking on the original investigation into assessing the level of engagements as well as setting
up its core drivers. IES diagnostic tool reveals an assertive attitude held by the employee towards
the company and its values (Robson et al. 2016). Furthermore, turnover metrics and estimation
are recognized as one of the most vital determinants in HR management. Overall retention rate
can offer project management companies with inclusive insights on the condition of the
organization as a whole. Overall retention rate can be estimated by dividing the current number
of recruited individuals by the number of employees engaged at the start of the evaluation period
multiplied by 100 (Albrecht et al. 2015). Furthermore, the overall turnover rate is referred to as
the opposite of the overall retention rate which acts as an indicator of health for the team. It can
be estimated by dividing the number of employees who have left over a particular period of time
by the standard number of employees over the same period multiplied by 100. All businesses
purpose to be effective and proficient to improve turnover costs, thus modern business
enterprises have been using turnover expense tool to identify changes which can enhance the
value and reduce costs of the business (Bal and De Lange 2015).

6CIPD
Robson et al. (2016) claimed that focus groups are identified as a type of interview which
is formulated in order to explore the attitudes and behavioural patterns of employees. Focus
groups primarily aim to distinguish the core areas of concern for selected groups. Discovering
these issues can help in determining preferable options and issues which would cause hindrances
in the development of a proposal (Albrecht et al. 2015). The focus group may further be
executed to identify preliminary issues which comprise a great level of complexities to the
employees and on the basis of which prospective investigation or consultation will be executed.
Section 2
Employee Value Proposition (EVP) is regarded as an amalgamation of a distinctive way
of performing in an organization along with its associated advantages. EVP focuses on a deal
between an organization and staffs rather than emphasizing on their level of contribution and
performance (Mani 2016). EVP that is distinct and unique ensures that it aids organizations to
magnetize and retain employees which would or else misplace to other organizations which
provide considerably more striking EVPs. Sparrow and Makram (2015) state that the method of
creating an EVP further involves surveying the current employee base of an organization. EVP
being a powerful employee engagement tool tend to obtain considerable appreciation from
employees while executing any constructive decision making for any project (Davenport,
Bremen and Watson 2016). Such a process further aids companies to enhance reinstate loyalty
and augments the level of employee motivation.
Apple, one of the world’s leading multinational technology companies can be identified as
a great example that uses global career website in order to outline the attributes the brand seeks
in its principle candidate base. The company further exhibits an environment to attract potential
employees (Sparrow and Makram 2015). A rich systematic and controlled heritage of the

7CIPD
organization has been accentuated while their aim and mission statement is distinctly exposed.
Gallup has indicated that Apple’s vigilantly created employment brand tends to resonate with
people who constitute strong willingness to learn and develop and explores detailed information
about the organizational culture and value of Apple (Sawhney 2018). In essence, Apple’s EVP
successfully appeals to the appropriate consumer base and to the ones who seek to get engaged
with Apple’s development-oriented culture (Iqbal et al. 2017). Apple Iphone’s value proposition
lies on offering unique customer experience- it decisively reiterates its value proposition in the
copy based on its iPhone series of products especially the design of the phone model along with
the ease of use iPhones that is identified as a foundation of Apple’s design since the launch of
OS X. The company has been offering high excellence and desirable qualities which iPhones
supposedly offers its users (Sawhney 2018).
Apple perceives that a phone ‘should be more than an assortment of features’- such a
desiring messaging is identified as the company’s value proposition. Apple is aware of the recent
competitiveness present within the market thus instead of focusing on specific features, the
company focuses on the level of experience users attain by using an iPhone (Sparrow and
Makram 2015). Reports by Sawhney (2018) claim that no companies other than Apple have the
potential to use words like ‘magical’ in their marketing activities. Apple is aware that focusing
unique characteristics of iPhone is not an appropriate determinant to distinguish the device in
such a competitive market. Thus by accentuating on the overall user experience, Apple’s value
proposition is identified as unique as its approach to successfully design its products and
aesthetics (Sawhney 2018).
Section 3

8CIPD
Employee engagement is identified as a source of primary concern for any business.
Studies reveal that a dynamically engaged employee base show willingness and dedication
towards work which they perform. Employee engagement is not only considered as a challenge
but an essential determinant for any business enterprises (Iqbal et al. 2017). As companies across
the globe are impacted by dire effects of employee disengagement, HR departments of modern
organizations not only invest on costly payroll software which improves employee engagement
levels but further acts responsive towards employees’ opinions and grievances. Albrecht et al.
(2015) revealed that companies must ensure proper payment and remuneration benefits to
enhance morale level among the employees. Often due to a high level of competitiveness and
work pressure, employees tend to develop a sense of discontentment regarding their
compensation amount in accordance with the work they perform. Such events typically reduce
the morale and confidence level of employees further resulting in a high level of employee
attrition (Albrecht et al. 2015). Thus companies must ensure that employees receive properly
remunerated by using payroll software. By proficiently using Gusto, Sage HRMS or Zenefits,
HR departments can prevent the issues of employee disengagement or attrition level (Robson et
al. 2016). Rewards and proper compensation with the help of proficient HR software tools
further reduce the amount of effort which requires to be performed by HR professionals and
enables them to focus more on HR strategies.
Furthermore, creating effective goals for employees are also identified as an important
strategy for enhancing the level of employee engagement. Employees receiving a considerable
amount of support and appreciation from supervisors have distinct targets to accomplish and
develop a sense of encouragement by performing productive work within the company. Thus in
order to boost employee engagement, leaders is required to successfully integrate performance

9CIPD
towards goal establishment (Bal and De Lange 2015). For example, leaders can strategize to
organize consistent meetings to provide guidance to employees for identifying potential
obstacles or challenges which have the propensity to hinder their level of performance (Albrecht
et al. 2015).
Though employees act as an identifying aspect for businesses, the increasing rate of low
employee engagement has been creating obstacles for HR departments around the world. Thus
HR professionals must distinguish the impediments of employee engagement and find
resolutions in overcoming such barriers (Bal and De Lange 2015). HR department of modern
companies must distinguish factor related to cynicism, bureaucracy and poor management
decision making. (Robson et al. (2016) state that extensive cynicism or lack of trust between
management and employee base about engagement can act as a critical barrier for employee
attrition. A cynicism perspective is typically considered as unconstructive which show
employees as highly self-motivated and tend to perform in accordance with self-interested
motives. HR officials must set up a universal ground for both employee base and management to
enable them to share opinions, ideas and values in a transparent manner (Iqbal et al. 2017). Lack
of communication is also identified as a critical barrier for employee disengagement which can
be mitigated by implementing several innovative ways of setting up an engagement platform
with staffs outside the company email and intranet. These communication spectra primarily
include interactive collaboration platforms and advanced passive techniques like screensavers
and digital signage (Albrecht et al. 2015). These employer interactive tools will offer enriched,
integrated and more interactive employee experience which can enable employers to build
corporate culture and gain employees’ trust and engagement.
Section 5

10CIPD
Iqbal et al. (2017) reveal that organizations desire of having a competent and successful
business which compels them to emphasize a high rate of employee engagement. However, with
an affianced employee base, employers tend to reduce the risk of high attrition level and further
enhance customer contentment that results in the organization’s overall potential of attaining
success. By delving into this assignment, I have learned that neither organizations nor employees
can force workplace or staff involvement. Engagement needs to be embedded into the strategies
of the company as well as within every individual employee (Albrecht et al. 2015). This
assignment has offered me insights regarding factors related to employee commitment that is
referred to as the level of assurance, loyalty and desire an employee possess towards their work
and the organization.
Furthermore, I believe that modern organizations instead of focusing on micromanaging
must let all of their staffs to execute self-decision making procedures about the ways to
accomplish their work and roles assigned to them. These strategies would further result in
elevated levels of engagement and enable staffs to understand ways in which they can reach out
supervisors during any challenges or intricacies (Robson et al. 2016). The assignment in addition
to this has developed my knowledge in ways employers can boost up their staffs by offering
comprehensive educational assistance by exhibiting their interest in employees’ prospective
career growth and development.

11CIPD
Part D
Part 1 Group Dynamics
Group dynamics is typically identified as the study of groups as well as processes which
are involved in group formation and functioning. It is referred to as immensely diverse and
comprises elements of sociology, psychology along with communication studies. Elements of
group dynamics fundamentally involve forming, storming, performing and norming. Forming
refers to the collection of individuals striving to formulate a group (Taylor and Woodhams
2016). However, storming involves surfacing of a decision within a group whereby norming is
recognised as patterns of work which are established within the group. Performing stabilizes
after all the elements emerge with the issues and the group begins its performance.
As implemented to group development, group dynamics is concerned with the way
groups emerge. George Homans is of the perspective that groups tend to develop on the basis of
performance, communication and emotions. Group dynamics as associated to development
concerns not only on the explanations why groups form but also on the processes through which
they emerge (Burke 2017). Tuckman’s theory state that the steps present in group formation
involve that groups do not typically tend to function at maximum efficiency during their
establishment but also experiences wide ranging procedures of development as they attempt to
be effective and dynamic. The stage of storming primarily concentrates on the group which is
likely to perceive the elevated level of negotiation and conflict. Members within a group
typically contest groups’ targets and struggle for power. Group members often compete for
leadership roles and functionalities at this stage of development. This can be identified as an
assertive experience for all groups if members can attain cohesiveness through decision-making
process (Kuhrmann and Münch 2016). Furthermore, members can act being opinionated and

12CIPD
raise grievances or even critique at this phase. However, if members of groups are incapable of
bringing any resolutions for conflict, it would tend to disperse the group or remain ineffective or
be incompetent in advancing to other stages.
Forsyth (2018) claimed that the domain of group dynamics is typically based on the
perception that the whole constitutes greater amount of complexities in comparison to the sum of
the parts. Furthermore the understanding of the way its function comprises an essential impact on
the organisation of society and public policy. For business enterprises greater level of
understanding of factors serves motivation to teams and elements which inhibit teams’
achievements to have the potential to stimulate the decision making process of the human
resource managers (Kuhrmann and Münch 2016). As result group dynamics and its elements
enable the company to successfully create an attainable and competitive position in the market.
Conflict is regarded as both normal and inevitable in which a group of individuals are
intending to attain specific goals. However, conflict act as an indicator whereby relationships are
not been developed on sustained properly (Knight, Kennedy and McComb 2016). However,
Snell, Morris and Bohlander (2015) state that important factor lays the strategy applied by
managers in dealing conflicting situations. Conflicting situations primarily emerge because of
diversity or differences in opinion, perceptions ideas, demand or values. Critical negotiations
tend to arise due to imbalance or lack of collaboration in power along with suppression and
disregard of ideas or suggestions (Brière et al. 2015).
However, as an efficient facilitator it is essential for managers to have certain strategies
in order to successfully manage critical situations within the team and successfully address the
areas of concern and generate constructive outcomes (Kuhrmann and Münch 2016). Often team

13CIPD
associates reveal areas which discontent them outside the group rather than meetings. However,
HR managers can provide consistent time for individuals to speak in collaboration which will be
helpful further introduced this as ‘time to discuss progress.’ (Silvius and Schipper 2014)
Proficiently distinguishing relevant areas guide project managers to successfully manage and
conflicting situation within the team. Folger, Poole and Stutman (2017) reveal that team
members while working in a specific project often exhibit areas which are completely irrelevant
to the purpose or aim of the project. Some situations often trigger conflicting situations among
team members. As a result it has been noted that problem identification of core areas enable
managers to understand the relevance of the project. These issues however, can be contested with
involving the parties involved during the meeting or at the end of the project session.
Part 2- Project Management
Project managers while developing any project must take into consideration the resources
which are required for the accomplishment of the project. Drawing the project proficiently by
skilfully identifying resources is one of the most important analytical skills a manager must
possess (Folger, Poole and Stutman 2017). Typically project team comprises of group of people
and team management skill is often regarded as one of the challenging part of the project.
Knight, Kennedy and McComb (2016) claim that however, managing team members time and
work load can be extensively critical. Efficiently identifying the needs and demands of
individuals in the group enables the manager to accomplish resource planning and further
balance those peaks and challenges of availability within the team (Brière et al. 2015). Being a
manager, it is essential to spend significant amount of time thinking through the various skill set
which is needed as well as the type of role that is required for the project regardless of the
complexity and challenges of the project (Knight, Kennedy and McComb 2016).

14CIPD
Furthermore managers with great ability of identifying material goods also result in
excellent project management and productivity. Projects often need several financial resources
which vary from various projects (Kuhrmann and Münch 2016). Efficient managers must make
utilisation of resources which the company have incorporated in the budget planning and
schedule them in appropriate time and convenience in order to avoid any kind of conflict with
another project. Such problem solving ability is vital in attaining successful project planning and
avoids unconstructive decision making processes which can further create events problems for
projects. If a company does not receive particular software elements, it would take greater
amount of time to shift from the manufacturer and would tend to make considerable delay and
unproductiveness to the project (Silvius and Schipper 2014). As a result it is has been noted that
identification of resources is highly fundamental for managers in order to get the proposed
project function properly and successfully advance towards right direction to generate utmost
productivity and outcomes.
Project managers need wide range of analytical skills in order to plan as well as execute
any specific project and ensure that every individual is involved with full potential within the
team in order to reach the targeted goal. Being a project manager, it is highly essential to
streamline processes, manage teams and its members and generate timely production (Brière et
al. 2015). Thus extensive analytical skills are required for the organisation to succeed.
Negotiation skills with stakeholders and clients have been identified as a key competence of
mine during the execution of this project. Identifying the areas of the client's negotiation for
specific resources and manpower, it has been successful to accomplish their needs.
Furthermore I have maintained a level of contentment with the team to smoothly generate
productivity for the project that has also helped me to enhance my experience for the project.

15CIPD
Several issues of timely delivery emerge during execution of any project. Evaluation of potential
problems and challenges has aided me to mitigate these areas and avoid any form of
dissatisfaction with the team (Snell, Morris and Bohlander 2015). Keeping backup strategies
along with alternative resources have prevented expensive delays for this project and sustained
timely delivery. It has been stated by Silvius and Schipper( 2014) as not all areas of challenges
can be predicted it is highly necessary for project managers to critically deal with any form of
unexpected issues and ensure minor issues does not develop as major disadvantages for the
project.

16CIPD
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An integrated
approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bal, P.M. and De Lange, A.H., 2015. From flexibility human resource management to employee
engagement and perceived job performance across the lifespan: A multisample study. Journal of
Occupational and Organizational Psychology, 88(1), pp.126-154.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Brière, S., Proulx, D., Flores, O.N. and Laporte, M., 2015. Competencies of project managers in
international NGOs: Perceptions of practitioners. International Journal of Project
Management, 33(1), pp.116-125.
Burke, W.W., 2017. Organization change: Theory and practice. Sage Publications.
CIPD 2018. Using the Profession Map | CIPD Middle East. [online] CIPD. Available at:
https://www.cipd.ae/learn-develop-connect/career-management/cipd-profession-map/user-guide
[Accessed 30 Sep. 2018].
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A critical
approach. In Human Resource Management (pp. 1-23). Routledge.
Davenport, T.O., Bremen, J.M. and Watson, W.T., 2016. Human Resources and the Emerging
Employee-Consumer. Workforce Solutions Review, 7(1), pp.18-21.
Folger, J., Poole, M.S. and Stutman, R.K., 2017. Working through conflict: Strategies for

17CIPD
relationships, groups, and organizations. Routledge.
Forsyth, D.R., 2018. Group dynamics. Cengage Learning.
Griggs, V. and Allen, J., 2018. The Value of an HR Professional Group for Organizational
Learning. International Journal of Human Resource Development Policy, Practice and
Research, 3(1).
Heagney, J., 2016. Fundamentals of project management. Amacom.
Hobson, A., Doyle, K., Castanheira, P., Csigas, Z. and Clutterbuck, D., 2016. The Mentoring
across Professions (MaP) Project: What can we learn from international good practice in
employee mentoring and coaching?.
Iqbal, I., Zia-ud-Din, M., Arif, A., Raza, M. and Ishtiaq, Z., 2017. Impact of Employee
Engagement on Work Life Balance with the Moderating Role of Employee
Cynicism. International Journal of Academic Research in Business and Social Sciences, 7(6),
pp.1088-1101.
Kempster, S. and Carroll, B. eds., 2016. Responsible leadership: Realism and romanticism (Vol.
4). Routledge.
Knight, A.P., Kennedy, D.M. and McComb, S.A., 2016. Using recurrence analysis to examine
group dynamics. Group Dynamics: Theory, Research, and Practice, 20(3), p.223.
Kuhrmann, M. and Münch, J., 2016, May. When teams go crazy: An environment to experience
group dynamics in software project management courses. In Software Engineering Companion
(ICSE-C), IEEE/ACM International Conference on (pp. 412-421). IEEE.
Lester, S., 2014. Professional competence standards and frameworks in the United
Kingdom. Assessment & Evaluation in Higher Education, 39(1), pp.38-52.
Levi, D., 2015. Group dynamics for teams. Sage Publications.

18CIPD
Mani, V., 2016. Analyzing the Impact of Employee Value Proposition on Labor Turnover.
Robson, K., Plangger, K., Kietzmann, J.H., McCarthy, I. and Pitt, L., 2016. Game on: Engaging
customers and employees through gamification. Business horizons, 59(1), pp.29-36.
Sawhney, M. 2018. Why Apple Jumped On The Megaphone Bandwagon. Available from
https://www.forbes.com/sites/mohanbirsawhney/2018/09/18/why-apple-jumped-on-the-
megaphone-bandwagon/#2dfa31d67fbc Accessed on 30th September 2018.
Silvius, A.G. and Schipper, R.P., 2014. Sustainability in project management competencies:
analyzing the competence gap of project managers. Journal of Human Resource and
Sustainability Studies, 2(02), p.40.
Snell, S., Morris, S. and Bohlander, G.W., 2015. Managing human resources. Nelson Education.
Sparrow, P.R. and Makram, H., 2015. What is the value of talent management? Building value-
driven processes within a talent management architecture. Human resource management
review, 25(3), pp.249-263.
Taylor,, S. and Woodhams, C. 2016. Studying Human Resource Management. 2nd ed. Kogan
Page Publishers, pp. 110-196. Available from: https://books.google.co.in/books?
id=igjGDgAAQBAJ&dq=CIPD+Profession+Map+HR+role&source=gbs_navlinks_s. [Accessed
on 30th September 2018. ]
Ulrich, D., Brockbank, W., Ulrich, M. and Kryscynski, D., 2015. Toward a Synthesis of HR
Competency Models: The Common HR" Food Groups".