CPID Techniques for HR Professionals

The report analyzes the CIPD Profession Map used for setting different standards for various HR professionals. It is helpful to examine activities, knowledge and behaviours. In this study different means of becoming active HR professional is analyzed. Further, various elements of group dynamics and examples of conflict resolution methods are discussed. Different proofs are highlighted for using project management and techniques of problem solving. Different sectors of practices for finding the needs of professional developments are also addressed. Moreover, a professional development plan is demonstrated with a reflective summary of performances, seen to be taking place against the program.

Running head: CPID TECHNIQUES FOR HR PROFESSIONALS
CPID Techniques for HR Professionals
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1CPID TECHNIQUES FOR HR PROFESSIONALS
Executive summary
The report analyzes the CIPD Profession Map used for setting different standards for various HR
professionals. It is helpful to examine activities, knowledge and behaviours. In this study different
means of becoming active HR professional is analyzed. Further, various elements of group dynamics
and examples of conflict resolution methods are discussed. Different proofs are highlighted for using
project management and techniques of problem solving. Different sectors of practices for finding the
needs of professional developments are also addressed. Moreover, a professional development plan
is demonstrated with a reflective summary of performances, seen to be taking place against the
program.

2CPID TECHNIQUES FOR HR PROFESSIONALS
Table of Contents
Introduction:..........................................................................................................................................3
Activity 1:..............................................................................................................................................3
1.1. The meaning to be an HR professional:.....................................................................................3
Activity 2:..............................................................................................................................................5
1.2. Understanding the elements of group dynamics:........................................................................5
Activity 3:..............................................................................................................................................8
2.1. Project management techniques:................................................................................................8
2.2. Problem solving techniques:.......................................................................................................9
2.3. Successful influence, persuasion and negotiation with others during the project:.....................9
Activity 4:............................................................................................................................................11
3.1. Self-assessments on the areas of practice:................................................................................11
3.2. Professional development plan:................................................................................................12
3.3. Individual reflection on the summary of performance against this plan:.................................13
Conclusion:..........................................................................................................................................14
References:..........................................................................................................................................15

3CPID TECHNIQUES FOR HR PROFESSIONALS
Introduction:
The “CIPD Profession Map” is used to set out various standards for different HR
professionals across the world. This includes behaviors, knowledge and activities that are required
for success. From collaboration and researches on various business across the world, and
continuously updated and reviewed with research, the map shares the knowledge of most successful
HR professionals (CIPD 2018).
This also deals with every step of their career and providing a useful tool. Further, a broad
range of HR professionals and companies have now utilized this tool to create and benchmark the
capability of HRs. It is done at organizational, function, team and individual levels.
The following report includes evaluation of the means to become HR professionals regarding
present CIPD Map. Next, different elements of the group dynamic and two instances of conflict
resolution methods under HR contexts are demonstrated. Further, pieces of evidence are provided to
use project management and techniques of problem solving and the ways if strong influences,
persuasion and negotiations with others are analyzed. Besides, various areas of practices to
determine professional development needs are addressed. Next, a PDP or professional development
plan is produced to meet multiple needs of professional developments. Lastly, a reflective summary
of the performance against this plan is investigated here.
Activity 1:
1.1. The meaning to be an HR professional:
The various standards set out in the Map that is created in assimilation with L&D and HR
professionals. This also includes senior business academics, organizations and people around the

4CPID TECHNIQUES FOR HR PROFESSIONALS
world. This aims to set the bar too high. This is helpful to find it best L&D and HR organizations
and professionals have been doing. This is what they understand and known for making a difference
and then drive the organizational performances. The Map has covered eight behaviors and ten
professional areas with setting four bands of competences. Further, the map has covered each level
of HR profession, starting from on Band 1 from the beginning of HR career (Mayo 2016). This is
done through towards Band 4 for the senior most leaders. Besides, it has been developed to be
applicable and reliable for HR professionals. This has been operated everywhere in the worldwide
marketplace. This is done in every sector in the business of every size and shape.
Moreover, HR professionals have come to understand how to lead oneself, other people and
tasks. This is to assure that they have been contributing to sustainable organizational performance.
Here, great professionals are found to be active with insight-led leaders. This has included driving,
shaping and owning instead of facilitating and observing. Thus they have developed across three
primary sectors of leadership, leading other individuals and leading issues. This has also included
HR function design and service delivery, HR resource delivery and planning, providing value and
performances in HR teams and managing HR finances and budgets. It has been helpful to lead the
HR, act as a leader of role-model, developing the contribution of HR and specialized functions. This
is made throughout the organization. This is done through individual efforts and support. Then it has
included measurements and developments of others around organizations (Coetzer et al. 2017).
This is helpful for HRs to assure their role as a practitioner to contribute sustainable
organizational performances. Further, this area if profession underpins the direction of a profession
as the applied business discipline with organization and people specialism. Besides, HR can deliver
its purpose of sustainable organization performances as it works in deep business, organizational and
contextual understanding of developing actionable insights (Scott-Jackson and Michie 2017). Here,

5CPID TECHNIQUES FOR HR PROFESSIONALS
the perceptions and ideas of the outcomes have been helping develop situational and prioritized HR
strategies. This has made the smartest differences and creating a compelling case of the changes.
Hence, it is beneficial to create an adequate picture, creating important actionable insights,
situational HR solutions, building capability and capacity and working with agility.
Activity 2:
1.2. Understanding the elements of group dynamics:
Kurt Lewin in early 1940s, a change management expert and psychologist expert showed that
people have been taking different behaviors and roles while working on a group. Hence, team
dynamics demonstrates the impacts of actions and parts of group members and the overall group. As
per the theory of Tuckman, there are five distinct phases of developing groups. These are adjourning,
performing, norming, storming and forming. In these stages, the group members address various
concerns and way where the issues are solved. This concludes whether the team would succeed in
finishing the activities. The multiple elements of the group dynamics are demonstrated hereafter.
Forming In this phase, various uncertainties and confusions are characterized.
This involves primary goals of the group that is not being deployed. In
this way, the kind of leadership and tasks of the groups are found out. As
a result, creating the period of orientation while members understand
others and then share common expectations of the group (Davies 2017).
Thus the members can learn the reason for the group and rules that are to
be followed. However, the stage must not be rushed since openness and
trust is to be developed.
Storming Here, the groups can fetch the most excellent level of conflict and

6CPID TECHNIQUES FOR HR PROFESSIONALS
disagreement. This is because the members are found to be challenging
group goals and fight for individual power with people competing for the
position of leadership. As the members are unable to solve those
conflicts, the group splits and is present (Tosey et al. 2015). However, this
is ineffective and never found to be advancing with other phases.
Norming Here, the stage gets characterized by identifying differences and shared
expectations. Thus the team members can create a feeling of team identity
and cohesion. Therefore cooperative efforts must start to retrieve results
and few liabilities are distributed among members and the teams can
decide how this can examine the developments.
Performing This happens as the group gets matured and attains the idea of
cohesiveness. In this stage of developments, people have accepted one
another and conflicts are solved through group discussion. Thus the group
members can make decisions through a rational method that is
concentrated on important aims instead of emotional problems.
Adjourning Here, nor every group of the development stage can experience this.
The reason is that it gets characterized through demobilization of the
team. Here, some teams are relatively permanent. The causes of the split
have been differing (Harrison 2015). Here, most common causes are the
accomplishment of individuals and tasks for going in their distinct ways.
Otherwise, the group can experience a feeling of sadness and closure as
they start to leave.

7CPID TECHNIQUES FOR HR PROFESSIONALS
Examples of methods of conflict resolutions under HR contexts:
Firstly, the employment tribunal fees can be considered. ET or employee tribunal has
claimed various amounts that have decreased drastically from the time of introducing fees. The rise
in a threshold of unfair dismissal services and a decrease in the compensation ceiling is less
contributed and to a prescribed limit. Here, the law organizations have found to be suffering from a
lower level of business. This has originated from reduced claims of volumes. This is eradicated
through revised ET rules. Under the revised rule processes, adopted in the year 2013, the
employment judge considered the request has consisted of no reasonable prospect of success
(Schiemann and Ulrich 2017).
Then there is change employees usage of mechanisms of conflict management. Though
disciplinary and grievance processes has remained the most frequently used methods of controlling
conflicts, employers have a wide range of scopes. The conflicts can be mitigated through developing
more and smarter use of mediation and skills of negotiations at the early stage. Here, pieces of
evidence of employees, avoiding and managing conflicts are also found (Bailey 2015).
Here the Ulrich model can be specially used for organizing human resource functions.
Despite its various lingering confusion on implementations, the principles across the Ulrich Model
has contained multiple criteria. They are helpful to develop unified structure delivering values. They
have defined clear distinctions and roles for human resources. They have been creating a competitive
edge for companies and able to examine how organizations can perform as per its metrics. This
provides an adequate benchmark for business.

8CPID TECHNIQUES FOR HR PROFESSIONALS
Activity 3:
Understanding of various areas from the reference to the current project:
To understand, how the HR can implement CIPD, the following example can be taken. A
plan on introducing probationary appraisal system was done. Here, there was no actual documented
system for analyzing whether the employees can be made further beyond three months under the six
month probation period. It was seen that the probation was for 6 months. However, it was late to
decide as the employees were needed to be placed at this stage. A system is required to set up that
one can determine the progress as any small progress was made. Consulting with managers have
found that as one review every month through formal study. This is done within a separate report for
3 months setting out of achievable targets. This is done for 6 months review through consultations
and feedbacks of two forms prepared. The first one was for the three-month investigation. The
second was for the six-month review. This details what is needed to achieve at both the milestones.
2.1. Project management techniques:
It is seen that employees ate every industries and sector has been searching for practical
project management skills. This is to quicken innovation and effectively manage the change. This
management of projects in an effective manner and contributing to the project team can be done by
applying a systematic project framework and using essential techniques and project tools (Stanford
2018). In the search for HR efficiency, various companies have highly invested over HR
infrastructure. However, they have a lack of talents and skills management. The projects must look
into the above Ulrich Model as the stands. However, they should be creative or innovative with a
design. This applies to the changing needs and organizational structures.

9CPID TECHNIQUES FOR HR PROFESSIONALS
2.2. Problem solving techniques:
The managers can undertake various strategies for problem solving. Firstly, there should be
defining and understanding issues. Then the scale of the problem can be accessed. Next, relevant
information must be gathered. Further, the root causes are to be identified. Also, the hypothesis is to
be tested and others are to be involved (Griggs and Allen 2018). Next, the suggested solutions are to
be considered and the proposed solution is to be tested. Additionally, the decisions are to be
championed and the results ate to be monitored.
2.3. Successful influence, persuasion and negotiation with others during the project:
During the project various problem solving meetings are done. Here multiple issues are
addressed objectively that has been threatening the project. The meeting is documented well and
centred across the stated purpose. The team members have encouraged brainstorming for various
solutions. This has also been helpful to evaluate the results and efficiencies of the meeting. As the
meeting is over, the document is summarized that is created (Anderson 2017). Here the issues are
discussed and the decisions are also made. This has also recorded various assigned liabilities and
estimations of targeted resolutions dating and following up actions that are deemed to be needed.
For the above project, these conflicts are resolved by HR professionals. This was done by
reviewing the first, second and third month. This showed as constant development and provided
documented pieces of evidence for continuing with a probation period for the further three months.
This lead in successful passing of employees at six-month probation.
Secondly, this was done through proper document training. Here, it is noted by HR managers
that there was no way to develop the employee within three months. At first, there has been no clear
progression that is seen as the justification for terminating at this phase and restricts the growth of
employment. However, the three-month formal appraisal has been set as the company financially

10CPID TECHNIQUES FOR HR PROFESSIONALS
benefits from recruitment rebate. This took place as it was found that the candidate employed was
not proper. Thus, the conflict resolution method was helpful to control the situation from the
beginning as the informed decision was made.
Task Name Duration Start Finish Predecessors
Data collection 4 days
Wed
10/24/18
Mon 10/29/18
collection process
towards seeking best
outcomes for tasks
4 days
Wed
10/24/18
Mon 10/29/18
Sorting 21 days
Tue
10/30/18
Tue 11/27/18
Analyzing target
audiences
6 days
Tue
10/30/18
Tue 11/6/18 2
Organizing the
collections
8 days
Wed
11/7/18
Fri 11/16/18 4
Filtering the
important ones
7 days
Mon
11/19/18
Tue 11/27/18 5
Taking permission to
use proprietary
1 day Wed Wed 11/28/18 6

11CPID TECHNIQUES FOR HR PROFESSIONALS
information 11/28/18
Figure 1: “Gantt Chart showing development of log entries in personal professional portfolio”
(Source: Created by author)
Activity 4:
3.1. Self-assessments on the areas of practice:
Capturing and analyzing data from talent development and learning events. This is to support
analysis of initiatives for longer and immediate terms. Then piloting and evaluating various talent
initiates terms for efficiencies and consistent seeking ways for improving learning activities. Then a
robust and measurable business case is developed for development and earning initiates and
constantly seeking paths to build learning activities. Later various business cases for learning and
talents are championed and the learning strategy is assured. The third party infrastructures are found
to be flexible for the evolving organization environments. Next, the accurate evaluation is collected
and collated and various measurement data over third-party suppliers learning and training
interventions are digested (Mcdonnell and Sikander 2017). Besides, multiple workings with third-

12CPID TECHNIQUES FOR HR PROFESSIONALS
party providers for monitoring service levels and time feedbacks are provided. Next, managing the
third-party talent development and learning is understood for the suppliers against various agreed
standards, service-level agreements and contracts. Then various major third-party contracts are learnt
to be managed and negotiated for delivering learning and training services. This is helpful to
establish metrics and standards for tracking delivery.
3.2. Professional development plan:
The various essential principles for meeting the needs of professional developments include
the following. The first principle includes “continuing”. Here, members demonstrate the
commitments to develop competence with the different circle of CPD. Here, the development is
constant in the sense this has made members seek to develop their performances, skills and
knowledge. Then there are regular investments in learning and time. This is an integral part of
professional life and not as the additional extra (Reilly and Williams 2016).
Then there are professionals to be included. Here, the members have shown active interest
for external and internal scenarios and constant improvements and developments of individuals and
other people at individual and organizational levels. Here, the outcomes must be reflecting the map
of HR professions (Lester 2014). Further, the learning objectives are to be clear and serve ideally
and individually the organizational and client needs.
Next, there is a development phase. This is the starting point of realistic analysis of what
necessities are to be learnt for meeting the demands of ever-changing business and professional
world (Stewart and Rogers 2017). Here, the development is to be owned and is managed by people,
much learning from experiences, assimilated with reflection with important activities. This must
include working inclusively and effectively with individuals, teams, customers, stakeholders, clients
and colleagues. This is to be done both internal and external to the organization.

13CPID TECHNIQUES FOR HR PROFESSIONALS
The current personal development must include professional subscriptions, paid study leaves,
and training. Here, the CIPD has called for a better analysis of benefits. This is helpful to make the
employers confident and they have contributed to the individual success and the overall business.
This has been ranging from various resources in HR analytics for helping people professionals in
making a start on that (Gillon 2018). Further, CIPD has also encouraged HR teams to become more
proactive while promoting benefits and in adopting multi-channel approaches. It has included the use
of tech solutions for allowing employees to explore various advantages available for them. This is
done in individual time and managers to comprise of one-to-one decisions with various direct
reports.
Further, membership of CIPD is seen as the benchmark of professionalisms. For supporting the HR
professionals to meet worldwide demands and various pressures for enabling the agility, CIPD has
set the high standards of entry for professional members. This has needed firm commitments for
making the professional development smoothes and learning throughout the life (Evans 2016).
3.3. Individual reflection on the summary of performance against this plan:
The PDP has been helpful in various aspects. It is helpful to identify abilities and skills that
are developed while making the analysis. It has been helpful to identify the skills and skills that are
transferable to other contexts. This includes professional settings and works. Besides, various areas
are to be identified and required to be developed and improved. Further, it is helpful for
employability and plans for future careers (Kew and Stredwick 2016). Thus it has been useful for
personal progress and identifies various traceable skill developments, determining sectors of events.
Moreover, it is beneficial to analyze bits of help and resources and make plans for actions.
In the future, it would be useful to provide clarity. Since it lays down important milestones to
be gained for goal achievement, a clear idea can be retrieved about the deeds and target achievement.

14CPID TECHNIQUES FOR HR PROFESSIONALS
In future, it would be helpful to determine the elements that would be important than individuals.
The PDP must record the course of actions. Penning down the PDP would be useful to recognize the
dreams and goals (Pritchard and Fear 2015). Moreover, it would be helpful to track the
performances. This is useful to change the failures to success and conduct needed changes to PDP,
such that the long terms aims get accomplished.
Conclusion:
The above study has shown that the CPID as an independent and non-profit organization has
been committed to championing full advantages for broader society, economy business and
individuals. The above discussion has been bringing together extensive research with guidance,
practical bits of advice and leadership. This has also brought high professional standards for leading
tremendous abilities and discuss how HRs can perform and operate. This is also helpful for HR
professionals to enhance and control the people of the organization. It must be reminded that the HR
profession is changing. Here, more is needed for HR professional of future and current practitioners
required to be well equipped and abilities for meeting the demands. Their roles are more diverse and
their career paths are much more complicated. Further, it is also seen that the ability to effect on
strategic future of the business is more excellent than before. Besides, HR Profession Map, the
members of CIPD can also gain benefits from the tool of free career development. This is useful to
provide people with different ratings against every core competencies and offering feedbacks reports
that have outlined various sectors of advice and developments.
References:
Anderson, V., 2017. HRD standards and standardization: where now for human resource
development?. Human Resource Development International, 20(4), pp.327-345.

15CPID TECHNIQUES FOR HR PROFESSIONALS
Bailey, M., 2015. Professional development of HR practitioners–a phenomenographic study.
European Journal of Training and Development, 39(3), pp.220-238.
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December 2018.
Coetzer, A., Ryan, M.M., Susomrith, P. and Suseno, Y., 2017. Challenges in addressing professional
competence expectations in human resource management courses. Asia Pacific Journal of Human
Resources, 55(4), pp.454-475.
Davies, J., 2017. CIPD's profession for the future project and its implications for the HRD
curriculum in UK universities.
Evans, C., 2016. Job Design: From Top-Down Managerial Control to Bottom-Up ‘Job Crafting’. Re-
Tayloring Management: Scientific Management a Century On, p.167.
Gillon, A.C., 2018. The Nature of Contemporary Organization Development. Routledge.
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