CIPD: HR Professionals and Employee Engagement

Running head: CIPD
CIPD
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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