Developing Professional Practices - Intermediate Certificate in HRM

This portfolio discusses the effectiveness of Human Resource Professionals in an organisation with reference to the CIPD professional map. It also explains the elements of group dynamics and conflict resolution methods within an HR context. The project management techniques are explained with the case study of ZAP and Hilton Hotels. Self-assessment and identification of developmental acquisitions as a knowledgeable and responsible HR manager are also discussed.

Running head: DEVELOPING PROFESSIONAL PRACTICES
Intermediate Certificate in HRM
DEVELOPING PROFESSIONAL PRACTICES
Name of the Student:
CIPD number:
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Date of submission:
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1DEVELOPING PROFESSIONAL PRACTICES
Table of Contents
Introduction............................................................................................................................ 2
1.1 CIPD Profession Map: What it means to be an HR professional?....................................2
1.2 Elements of group dynamics and conflict resolution methods within an HR context.........3
2.1 The proposal (Project management): Hilton Hotels..........................................................5
2.2 Solving the problem: Hilton Hotels....................................................................................6
2.3 Influence, persuade and negotiate...................................................................................7
3.1 Self-Assessment.............................................................................................................. 7
3.2 Professional Development Plan........................................................................................9
3.3 Reflective summary........................................................................................................10
Reference............................................................................................................................. 13

2DEVELOPING PROFESSIONAL PRACTICES
Introduction
The portfolio frames the necessity of the effectiveness of Human Resource
Professionals in an organisation. With reference to the utility of CIPD professional map, its
effectiveness on HR practices will be discussed. The project management techniques will
explain the functions of each step in regards to case study of ZAP and Hilton Hotels. The
elements of group dynamics are to be explained along with self-assessment and
identification of developmental acquisitions as a knowledgeable and responsible HR
manager.
1.1 CIPD Profession Map: What it means to be an HR professional?
HRM professionals have the responsibility to operate the human capital in an
organisation. The functions of recruitment and selection is conducted by HR professionals.
The HR professional is responsible to look upon the benefits utilised by the employees in
terms of orientation, training and relative company benefits. Human resource is aimed to
plan, direct, execute, control and coordinate with the administrative functions creating a link
between the company objectives and employee performance (Mayo 2016).
With reference to the CIPD Profession map that refers to Chartered Institute of
Personnel and Development, Human resource practices have vivid significance. CIPD
professional map is a HR professional guide that represents the roles and functions of
employees at every level within an organisation. Apart from explaining the individual duties,
the map focuses on functions of teams. The map is used for planning and development at
different stages of the organisation that considers varying competencies and employee
behaviour (Wilson 2014).
The map architecture suggests ten professional areas, eight behaviours and four
bands and transitions of competence. The professional areas reflects activities to be done
and knowing the areas of HR at different professional competence bands. The following
figure is the dissection of the components of the HR professional CIPD map.

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Figure 1: HR Professional CIPD map
(Source: McConnell et al 2015)
The map is concerned with discussing the areas to be known and ways tom perform
them in regards to the ten areas of competencies at four different bands. The map guides
the basic as well as technicalities needed to be known by an HR in the company. The
progression from one band to the other is also explained with the map (Ifaei et al 2017).
1.2 Elements of group dynamics and conflict resolution methods within an HR
context
The basic elements of group dynamics as developed by Tuckman in his theory are
as follows:
Forming: This stage is associated with focusing on the preparation of making major
aims of the company. The group remains undecided and in a mode of confusion at this
stage. It can also be considered as an orientation stage of group performance. The group is
able to learn about the rules and policies of the group as well as the purpose.
Storming: This is the secondary stage where the group is likely to engage in high
level of conflict and disagreements by confronting challenges due to quarrel for power. The
members tend to acquire leadership position.

4DEVELOPING PROFESSIONAL PRACTICES
Norming: The stage defines differences recognition of individuals in the group. The
shared expectations are also identified where team members begin developing the group
identity and cohesion. Cooperation is the effort that needs to be implemented here for
getting the desired results and evaluate the gains henceforth (Saundry et al 2015).
Performing: This stage is achieved when the group is taking plight of maturity
beings cohesive in the developmental stage. This stage mitigates the conflict amongst the
group members and they accept to solve it together. The members focus on taking decisions
rationally (Sibila Lebe and Vrecko 2014).
Adjourning: It is not certain that every group will go through this phase and
therefore, this stage of development is featured as demobilising the group. There are certain
groups remaining permanent and some temporary focusing on short term goals of venturing.
The accomplishment of the group assignment leads to termination or adjourning of the
group.
Organisations face conflicting situations at different stages and even external factors
can be the cause of the conflict. Depending on the needs of the group, the reasons of
conflict can vary. As conflict is considered a common affair in organisations that necessarily
indicates differences in opinion. The degree of conflict deceptive to judge and depends on
the wealth of team target (El Haddad 2015).
According to Thomas and Ralph, there can be five ways or strategies to conflict
resolution. Avoidance and accommodation are on the lower panels of assertiveness that
certainly not fulfils the strategy of resolving a long-term conflict. The most appropriate and
used strategy is collaboration that settles with high assertiveness as well as cooperation
(Rahimi and Gunlu 2016).
For instances, collaboration is used when:
 The opinion of commitment and consensus of every party is significant
 When a long-term and trustable relationship is put on stake
 When there are multiple parties to addressed

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Figure 2: The Conflict Resolution Strategy Grid
(Source: Perrone-McGovern et al 2014)
Compromise is the middle way of persuading every side to get things done. Both the ends
get something but not everything desired. Compromising consume less time than
collaboration in terms of happening. It is an attempt to resolve conflict but complete
satisfaction is not achieved (Hornstein 2015).
For instances, compromising is used when:
 Times when conflict parties do not know each other well and have not been able to
develop mutual trust
 Collaboration fails to work
 Reaching a settlement temporarily regarding complicated issues (Rubens et al 2018)
2.1 The proposal (Project management): Hilton Hotels
With reference to Hilton Hotels, a current project is taken into consideration where the hotels
have been involved in hiring housekeeping staffs from an agency named ZAP Ltd. In the first
meeting of Hilton associates with ZAP officials, it is noted that their service consists of
providing time-slotted housekeeping services for hotels at a time. They have 10 teams until

6DEVELOPING PROFESSIONAL PRACTICES
now with potential workers providing services for 6 days a week. The time to be provided for
cleaning each room is an hour and depending on the size of suite and messiness, the time
can extend (Rauch et al 2016).
ZAP Ltd prepared to propose Hilton Hotels about the deal utilising the steps of
project management as in: initiation and planning the idea, executing the matter, monitoring
the actions and feedback and completing of the project by cracking the deal.
The initiation step of ZAP started with researching the Hilton’s background. The
entire information related to the specified branch of the company have been gathered.
The planning phase involves deciding and designing the service blueprint and cost
of the project. This phase takes a longer time than usual that involves deciding the team,
roles, cost, services, logistics, compensation and communication with staff (Griggs et al
2015). Assuring the staffs to represent the company in some other client company is a
challenge and that has to be sorted.
Execution is the phase of examining that reconciles the action of plan on client with
capabilities and test run the possibilities of success in gathering information about resource
allocation (Kerzner 2017). Assigning the roles of housekeeping- room cleaning, bathroom
cleaning, laundry, corridor cleaning, backhouse and basement in-charge.
Monitoring is keeping a follow-up session in assessing the performance rendered by
the assigned team as per schedule. ZAP followed up their employees to see if they are
meeting the objectives of Hilton.
Completion is the achievement of aimed target with feedback to either acknowledge
the success or make rectifications to any mistake.
2.2 Solving the problem: Hilton Hotels
During the planning of proposal for Hilton, ZAP Ltd had gone through delicate
challenges as in terms of coping up with Hilton workplace policies. The problem was being
tried to solve by quick grasping of the company rules and policies and adjusting with the
already employees of Hilton. Communication gap could have been a problem in between the
actual and hired staff but, as the employees of ZAP have reported about the problem in the
early end, sitting over a conversation and deciding collaboration approach amongst the
employees worked well for resolving the issue.

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The working schedule and identification proofs of the company were mitigated by
implementing a temporary attendance record with the help of biometric scanning systems for
the ZAP employees. This reduced the manual workload of the supervisors at Hilton and
encouraged a sense of belongingness for the externally hired candidates. Gradually, the
employees of both the firm started taking it easy and went into a collaborative form of
working to maintain the company reputation at each end.
2.3 Influence, persuade and negotiate
As the development of the project succeeded, there were other issues too that arose
apart from workplace comfort (Solnet et al 2015). The shift of timing was unmanageable by
ZAP and had to hire extra employees for giving proxy duty. The assigned employee who
cannot do shifts between 8 p.m. to 8 a.m. has been replaced by other employees hired by
the company. Though the necessity of housekeeping services occur very rare in the
situations but duty cannot be suppressed with a vague issue. There can be exceptions. The
week-off schedules were also sorted as per the roasters set and hence, persuading few of
the trusted employees of ZAP was possible and rest not. Due to cost implications, ZAP
managed to negotiate and resolved with an agreement to provide better accommodative
needs to the employees regarding work reschedule.
3.1 Self-Assessment
Professional Area- Employee
Engagement
Current Strengths Current Development Areas
 Specialist Knowledge- I am a
decisive thinker in the context of the
hospitality profession. I can make
choices that matter in the context of
the professional endeavours. I can
take choices that can create
effective improvement paths for my
team and organization.
 Collaborative- Managing more than
one functional areas with my team
 Need for developing more effective
leadership skills to lead the
subordinates. The creation of the
newer more innovative ideas that
can help to effectively lead the
people towards a better work
optimization environment.
 Facilitating the projects and group
meetings with the hotel
administration and other important

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members and superiors. Working in
close coordination with the other
members of my team and making
effective choices along with them.
people of the hospitality area.
Discussion of effective plans and
proposals to help in the
management of the hotels. The
group projects help to sustain the
development.
Professional Area- Employee Engagement
Development
Option
Advantage Disadvantage Fitting with career
aspirations and
learning styles
Trainings ‘in house’/
presentation/
meetings/
discussions with
people
Gaining more
confidence in all the
major areas related
to hotel
management. I can
gain further
advantage with
regards to the self-
development that I
can witness.
Additionally, more
training would help
me to develop my
skills in better ways.
The training that I
receive from the
superior hotel
managers can even
help me to know
about the real time
issues rather than
The training I
receive might not be
beneficial towards
my optimal
development. The
hospitality industry is
dependent on real
time customer
services. Hence, it is
important that real
time learning is
given more
importance for me.
I need to present
and facilitate skills
that are much
important for my role
in the hotel
management areas.
Skills development
would be facilitated
by engaging more in
the professional
functions. The skills
will be developed in
accordance of the
job roles in the
hotel.

9DEVELOPING PROFESSIONAL PRACTICES
the highly idealized
situations.
3.2 Professional Development Plan
The areas from the CIPD map that I choose are ‘Principles led’ and ‘Outcome Driven’.
Additionally, specialist knowledge is one of the most important knowledge areas that need to
be focused.
Principles Led Outcome Driven Specialist Knowledge
What do I need to
learn
I want to learn more
about how people
matter and
professionalism
matters.
I want to learn more
about how a positive
difference can be
made. This is
concerning personal,
social and
professional levels.
I want to develop
higher level of
experience, employee
behaviour, learning
and development. I
want to use this
knowledge towards
the betterment of the
professional areas.
What will I do to
Achieve this?
I will engage in
training and
development
exercises. I will
engage effectively
with both my peers
and superiors.
To achieve this I
would require to
optimally integrate
my professional,
personal and social
aspects of work. I
would need better
engagement with
work. I would need to
work on work life
balance.
In order to achieve
this I would need to
develop a strong
value oriented
learning system.
Effective engagement
with peers and
subordinates are
important (Akiba and
Liang 2016).
What resources
are required to
For this I would
require trainings, real
In order to achieve
this the resources
The resources
required are self-

10DEVELOPING PROFESSIONAL PRACTICES
support me? time exercises and
other important value
oriented learning
programs.
that are mostly
required are effective
mentorship, need to
develop higher levels
of professionalism.
The training sessions
are important.
monitoring tool,
effective evaluation
tools for the
development
behaviours. On job
trainings and
managerial and peer
feedback.
What will be my
criteria for
success?
My criteria for
success would be to
develop higher form
of management
learning. Additionally,
I would like to
develop essential
relationships with
people. I would need
to develop higher
levels of
professionalism.
My criteria for
success would be to
better understand the
success factors.
Developing higher
levels of
understandings of
various aspects
related to work
functions. Achieving
complete balance
between personal,
professional and
social life.
To achieve success I
would require to be
effectively
understanding of the
various situations that
can affect me in my
work endeavours. I
would need to
achieve higher level
of understanding.
Target Dates: 10th September 25th September 20th October
3.3 Reflective summary
Name: (to be provided by the student) Membership No:
Covering Period From: September 2019 To: August 2020
Key dates What did I do? Why? What did I learn How I will use

11DEVELOPING PROFESSIONAL PRACTICES
from this? this? Further
actions?
8th September
2019
I received
induction
briefing from
my managers
I was about to
start my primary
training
I got the outline
of the entire
process I would
endure in the
organization
I would use this
to create a
stronger
framework for
the entirety for
my
organizational
learning
process. In the
future I want to
use this to grow
further in
professional life.
4th December
2019
I went through
the practical on
job training for
the 1st time.
I completed my
training and
needed to hit
the hotel
production floor.
I got the first-
hand
experience of
working for the
hotel industry.
The lesson I
received on this
very first day
actually
prepared me for
my further
professional
endeavours.
5th February
2020
This was the
last day of my
on job training
The last day
served to
improve my
work functions
as I would be
going on full-
fledged duties
in regards to the
hotel areas.
This day was
I learnt the
various values
related to the
hotel industry. I
took my first
steps towards
developing
actual
professional
standards in
This was the
day when I
became more
experienced in
the hotel
industry.

12DEVELOPING PROFESSIONAL PRACTICES
when I turned
into a complete
professional.
hotel customer
services.
10th March
2020
I received first
feedback from
the manager.
I worked for a
long time and
my performance
assessment
occurred for the
first time.
The feedback
process helped
me in self-
assessment of
my skills.
I will use this
feedback to
grow further in
life. I would
need this
expertise to
develop myself
further in future
11th June 2020 I attended
managers
meeting.
I met the
managers and
got a first time
experience.
The meeting
helped me in
learning the
hotel processes
better.
In future I would
use this to
create a better
knowledge base
for my
subordinates.

13DEVELOPING PROFESSIONAL PRACTICES
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