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Professional Identity and Practices

   

Added on  2023-01-12

14 Pages3710 Words89 Views
Leadership Management
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Professional Identity
and Practices
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Table of Contents
INTRODUCTION...........................................................................................................................1
PART A...........................................................................................................................................1
Section 1: Key benefits of on-going professional and personal development.............................1
Section 2: General skills and competencies.................................................................................3
Section 3: Own skills and competencies.....................................................................................4
Section 4: Learning theories and approaches..............................................................................6
Section 5: Development Plan.......................................................................................................7
PART B...........................................................................................................................................9
Section 6: Job Interview..............................................................................................................9
Section 7: Reflection..................................................................................................................10
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11
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INTRODUCTION
Professional identity can be defined as an identity that describes a person’s ability as per
work. It describes competencies and knowledge that an individual should have, to become expert
in a particular profession. In this regard, for building personal identity the present paper
describes ways that helps a person in establishing as well consistently reinforcing, to enhance
professionalism (Harden and Loving, 2019). For this purpose, to develop career River Island is
chosen, that deals in fashion brand and operates business at worldwide level. This case study
based report is conducted within five sections, which describes key benefits of on-going
professional and personal development. General skills and competencies, with development plan
required to become an effective general manager in a big retail firm are also explained. In
addition to this, a review of different learning approaches with job interview analysis for a
described job position is highlighted in further part.
PART A
Section 1: Key benefits of on-going professional and personal development
Overview of organisation:
River Island is the high street brand in fashion industry, which is headquartered in
London in 1948 by Bernard Lewis. It offers trendy wear of fashionable products and accessories
to all group of population including men, women and children of all age (Afanasyev and et. al.,
2019). Currently, it has more than 350 stores and has online presence also, which helps in
offering its products in worldwide market. In order to gain competitive advantage, top
management team of this firm mainly concerns on attracting, hiring and retaining highly skilled
candidates who have sharp knowledge about different-different industries like fashion, textiles,
clothing and retail, because it operates business in all these field (Bhansing, Wijngaarden and
Hitters, 2020). Having such knowledge, they can contribute better efforts to enhance shopping
experiences of customers at stores, that brings their feet again and again over. Through this
process, high benefits can be earned for operating business successfully.
Ongoing personal and professional development
Continuous professional development refers to a process of developing and maintaining
the skills at workplace, by giving opportunity to people to enhance their organisational
knowledge through engagement with others at workplace (O’Shea and McGrath, 2019). In River
1
Professional Identity and Practices_4

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