CIPD HRM Report: HR Professional Development and Team Dynamics

This report offers a comprehensive analysis of Human Resource Management (HRM) within an organizational context, focusing on the Chartered Institute of Personnel and Development (CIPD) professional map. The report explores the CIPD professional map, detailing the knowledge, skills, and behavi...Read More

Running head: CIPD-HUMAN RESOURCE MANAGEMENT
CIPD- HUMAN RESOURCE MANAGEMENT
Name of the Student:
Name of the University:
Author’s note:

1CIPD- HUMAN RESOPURCE MANAGEMENT
ABSTRACT
The following report focuses on the development of HR professionals in the organisation the
whole paper give a brief discussion of CIPD in the organisation and explains how it is used
by the HR professionals and organisation. A range of knowledge, activities and their
behaviours are demonstrated from two professionals’ areas. The paper also highlights the
models and theories that describes the factors which influence group dynamics. Conflict
resolution methods has also mentioned in the paper. The implementation of Project
Management has also been established in the report. The paper emphasises CPD and gives a
plan for professional developmental plan.

2CIPD- HUMAN RESOPURCE MANAGEMENT
Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................4
Activity-1...............................................................................................................................4
Activity-2...............................................................................................................................9
Activity-3.............................................................................................................................13
Activity-4.............................................................................................................................16
Conclusion................................................................................................................................17
Reference..................................................................................................................................18
Appendix..................................................................................................................................19

3CIPD- HUMAN RESOPURCE MANAGEMENT
Introduction
The field of human resource management is comprised of multidimensional concepts
and theories. The professional adapts many practices, process and strategies to attain effective
and efficiency human resource professional. The of paper emphasises on the CIPD
professional map which stands for Chartered Institute of Personnel and Development which
is a professional association for the professionals of human resource management. The
purpose of CIPD Professional Map is for comprehensive analysis on how HR would add
value to the organisational management. The map is used for the purpose of development of
professional’s growth amongst various resources. The paper also focuses on the various
behaviours, skills and knowledge that are important to a hr professional in each of the
domains.

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Discussion
Activity-1
The CIPD professional map is developed by incorporating the following design principles:
1. The map explains what the human resource professional needs to do, the competency
must be known to the professional and how the competency must be established
within the professional areas at four band levels of professional competency.
2. This theory covers the behaviours and the core technical elements of the professional
competence which is required in the human resource profession.
3. It mainly focuses on the areas concerned with professional competence not the job
levels and roles or the organisational structure.
4. The opportunity of the CIPD professional map covers the depth and the breadth of the
HR profession from small, medium to large organisation, from sophisticated to
fundamental practices, from local to global and traditional to progressive.
The Professional Map was created by the professionals for the human resource
profession. The map was developed by the generalist and the specialist working
internationally which involves the public sector, the private sector and the other sectors
(Armstrong and Brown 2019). The use of the standards in the CIPD Profession Map for the
professional and organisation depends upon the defining the human resource professional,
analysing the areas of improvement and success, building up the human resource capability,
recognising the achievement through professional membership and qualification (Thomas
2019).
The Bands and Transitions
The Profession map activities and knowledge in the professional areas and the statements
regarding the behaviour which is displayed in four bands. The four bands, band 1, band 2,

5CIPD- HUMAN RESOPURCE MANAGEMENT
band 3 and band 4 of professional competence depicts the contribution that professionals
made by them at each and every stage of their human resource career focusing the key areas:
 Relationship management built between the human resource professional has with the
clients.
 The activities performed by the HR professionals
 The total time spend by the HR professionals
 Services provided by to the clients
 Their contribution and success is measured
FIGURE-1
The bands help the human resource professionals to give a clear and transparent
pathway for the professionals and focuses on the developmental activities and planning. All
the professional areas and behaviours are set out the standards in these four bands or levels:

6CIPD- HUMAN RESOPURCE MANAGEMENT
Band-1 Band-2 Band-3 Band-4
Client
Relationship
management
Delivering the
fundamentals
Issue-led,
Advisor
Co-operative
partner,
consultant
Client
confidante and
leadership
colleague.
Focus of
activities
Client
processing
activity and
support.
Ongoing and
immediate
Managing and
advising the
team-based and
the individual
related to human
resource
problems and
issues.
Leading the HR
professional
areas
Addressing and
directing the
human resource
challenges at
each
organisational
level.
Longer and
medium term.
Leading the
professional
and the
functional
areas.
Leading the
organisation
Developing and
planning the
organisational
strategy.
Client
partnering.
Where time is
utilised
Providing the
information,
process
delivery and
managing data.
Analysing the
parameters and
the issues relate
to human
resource,
evaluating the
issue, the desired
solution and their
consequences.
Understanding
the business
and functional
realities,
providing
linkages and
insights,
innovative
solution and
flexibility and
risk analysis
Industry and
organisational
realities and the
need of the
clients, creating
plans and
strategies.
Service given
to the clients
Information and
facts
Delivering the
fundamentals
Recommendation
and flexible
option.
Challenges,
ideas, and
insights.
Being
transparent and
clear to the
clients
Measures Silent running,
flexibility,
efficiency
accuracy and
execution
excellence
Problems and
issues are
satisfactorily
resolved.
Trusted partners Leading the
team colleague
The two professional areas of consideration are Learning and Talent Development and Talent
and Resourcing Planning.
A. Learning and Talent development:

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Skill Assessment- The professional map of band one suggests addressing the training
needs as well as the data analysis. The band two mentioned is about working with the
individual resource which aims to decode their training needs as well as provides coaching
which is recommended by the courses and programs (Levi 2015).
Organisation Planning- The band one of the model aims to seek promotion of talent
development and learning which ultimately supports the resources by assisting the
professionals to acknowledge that learning and talent development. This is essential for the
professionals to gain the competitive advantage over the other domain. The band two of the
model working simultaneously with the managers for better understanding of the need
assessment of training and development and the importance of role of various resources in
provide in it.
B. Talent and Resource Planning:
Planning of the workforce is the primary key activity in this domain. The band one aims
at demographic profiling of the business needs which is need to be done to gain short-term
and long-term risk. The band two of the model of the process suggest planning of labour
force test the macro market in order to determine the talent availability and how to draw them
The use of systematic processes and judgements are necessary for the assessment for the
future desired resources and talent spanning, across the whole organisation.
Resourcing is assumed as the second professional area. The band one suggest analysis and
research for decisions made on the sources of talent diversity such as industries, universities
and geographical locations. The band two of the model promote the support of the human
resource workers and the managers for taking right decision with respect to resourcing which
would fill the needs.

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The two core professional map elements which are essential for a human resource
professional at each level of competence are “Strategy”, “Insights” and “Solution” the
professional areas of the CIPD Profession map (Beaven 2019). The map clearly states that
considerable amount of range of behaviours and knowledge is needed by the HR
professionals in order to explore and analyse the internal and external environment of the
business. A through and adequate knowledge of the organisation vision which defines the
strategy, customer, product and the organisation performance. New theories and concepts are
adapted in order to tackle the new challenges of business (Kasman et al. 2018).
The four major human resource professionalism factors:
 Managing self
 Managing team or groups
 Managing across the organisation
 Managing the challenges

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Activity-2
In organisations team work plays an important role and which is an essential part of
HR. Team based working is been more in a trend in companies and has become more general
in business. In organisation, the autonomous team are more sophisticated, quicker and cost
effective on the projecting on projects and services. Team is defined as more than 2 people or
2 people working together with different skills and knowledge to achieve the target. To
understand better the concept of team and groups various theories has been adapted one such
theory is group dynamics.
Group dynamics is defined as a set of attitudinal, behavioural and psychological
processes that tend to occur between the groups or within the social group. Group dynamics
is concerned with how the groups are formed, their process and structure and the way they
function. When a new group is formed the individual involved will have to adapt certain
behaviour and distinct roles and responsibilities. In 1940, Lewin gave the theory of group
dynamics. Later in the year 1965 Tuckman identified and established four stages or elements
of group development (Edwards and Edwards 2019).
FIGURE-2
Forming
Storming
Norming
Performing

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1. Forming- In this stage the members of the group are dependent on the group leader to
establish and develop the purpose of forming a group and the expectation of the
organisation. The individuals try to know each other better and work accordingly
(Forsyth 2018).
2. Storming- After the members are formed in the first stage here the members of the
group resist leadership and perceive themselves as working individually rather than
seeing themselves as a team. In this stage challenging others is what it is done.
3. Norming- The group does have clear goals with their own roles and responsibilities
and try to bring their skills and competence together to achieve their common goal.
They bond with their work and becomes more socially interactive. There is respect for
the group leader.
4. Performing- The last stage of group dynamics where the group gets acquainted with
the whole group and is clear about the objective and requires less assistance or
instruction from the leader. There may be conflicts and disagreements but eventually
it is resolved with understanding and time.
FIGURE-3

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Later Tuckman added two more stages that is “Adjourning” or also known as the deforming
stage.
The 9 Belbin Team roles
When the team is formed it brings together the individuals with their strengths and weakness,
whose working style is different with specialised roles which is well described by Belbin in
1981. When diversified skills and great knowledge come together and work together in a
challenging and determined project the result is seen to be very innovative and creative. The
correct choice of the individuals depends on the task given to them, and the correct
combination of people will conclude in trust, communication, involvement, control, respect
and collaboration.
Thinking Team role
contribution
Allowable weakness
Plant Imaginative, free-
thinking, creative,
generate ideas,
problem-solving
capability
Ignoring the incidentals, pre-occupied to
communicate fully
Monitor Evaluator Applies strategies,
accurate judgements
are done.
The ability to inspire which can be overly
critical in nature
Specialist Dedicated, self-
staring, single-
minded. Provides
skills and knowledge
They depend on technicalities.
Action Team Role Contribution Allowable Weakness
Shaper Thrives pressure, The drive
to tackle the obstacles,
Challenging dynamics
Offends the feelings of
people
Implementer Efficient, reliable, practical.
It turns ideas and thoughts
into action
Slow respond, inflexible
Complete finisher Anxious, conscientiousness
and polishes
Reluctant to delegate

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People Team and role
Contribution
Allowable Weakness
Coordinator Confident, identifies talent,
clarifies goal, mature
actions, delegate effectively
Manipulative
Team work Perceptive, diplomatic, co-
operative
Indecisive
Resource Investigator Communicative, develop
contacts, enthusiastic,
outgoing, explore
opportunities
Over-optimistic
Ineffective group dynamics is seen when there is an implementation of weak
leadership or weak individual behaviour within the team that inhibits the positive and
effective communication within the group. Negative communication creates aggression,
domination, criticism and non-participation and this leads to conflicts in the group (Nollet, et.
al. 2017).
Conflicts is mainly provoked in storming and performing stage which is a result of
competition, compromises, and frustration (Lyng 2018). Rather than involving and going
deep in the problems the professionals try many methods and models to overcome the
challenges and obstacles. At the initial stage the leader has a strong and effective influence on
the team. The management must understand the main cause of the conflict which will
determine the strategy which has to be implemented to resolve the issues or conflict. The
progressive solution to the issue will give a better understanding and value of individual and
would built strong mutual respect.
1. The Peace Communication Model

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Effective communication is very much important to avoid conflicts for conflict
resolution rules are: finding out the correct strategy and planning accordingly, evaluate the
problem and creating option like mapping, discussing.
2. The Interest Based Relational Approach
This approach is developed by Fisher and Ury in 1981, introducing conflict
management, which suggest that resolution is done by segregating the people and their
associated emotions from the conflict or problem. Fisher and Ury states that building mutual
respect and better understanding solves the conflicts in a professional and cooperative way.
The IBR seeks everyone to:
 Courteous and Respectful
 Being more real and meaningful
 Building good communication skills
 Identifying the details which matters
 Being open-minded
Conciliation and Arbitration
Conciliation and arbitration are the two effective methods which helps to resolve
conflict which involves the negotiation and settlement between the conflicted parties resolved
by a third party. The arbitrator will bring a binding and negotiable decision which will be
confidential. If the disputes are not resolved through these methods, then the decision is
concluded by court litigation.

14CIPD- HUMAN RESOPURCE MANAGEMENT
Activity-3
The Project Management is an approach of planning, initiating, executing and controlling.
The key challenge of project management is to achieve all the project goals with the involved
constraints.
Understanding the problem of Cardiff site of Steak of the Art which is their cost that
is misaligned. The project management analyses the problem and points out possible option,
they are increase sale and restructuring the cost base. Critical thinking and data analysis is
used and was found out that it would be a difficult process to increase the sales but
restructuring the cost base would give a positive and quick result. The decision-making
process combines critical thinking with the help of scientific evidence-based management
and business information (Milosevic and Martinelli 2016).
The evaluation of the restructuring of the cost reflects three possible outcomes:
Deployment of general management is not a good option as there is no vacancy, by
removing the manger through dismissal there will be substantial savings in shorter period.
Looking further the redundancy the effects and consequences were appreciated and
considered the open views of the stakeholder. The involvement of the stakeholder their
immense support is gained. Later the decision was in favour of redundancy of general
manager.
The problem solving techniques which has been used and the redundancy became the project
for human resource. The project life cycle which has a beginning and an end with various
phases that will vary during stages and the Gantt chart.

15CIPD- HUMAN RESOPURCE MANAGEMENT
During the project planning the HR identifies the individual involved at each and every step
of the process. At the stages a compromise agreement was initiated with a fair settlement
figure that reflects the salary, the employment time, the notice period and the terms of
acceptance which was hoped to bring a quicker conclusion to the project. The redundancy
project timeline.
 A letter and memo was sent to the employees which informs them that their job is at
risk.
 A relevant fact base was provided to support the decision of the redundancy which
involves relevant and appropriate salary data and sales data and research analysis of
internal and external environment of the company using SWOT analysis.
 Interacting with the organisation employees and legal advisor were commenced.
 Compromise agreement was sent to the legal advisor of the employees.
 Negotiation was done with the employee as well as the lawyer who is concerned with
the settlement.

16CIPD- HUMAN RESOPURCE MANAGEMENT
 The employees lawyer demanded for an increased amount as an addition for a
compensatory payment.
 The management denied to increase the settlement figure, the employee was fine with
the original agreement and the project showed an early result.
 The result of the decision taken were monitored in staff moral financial result and
performance with regards to the profit margin and fixed cost.
The role of influence, persuasion and negotiating with others during the project.
The following team or group negotiation to analyse and understand the facts, the
professional had to persuade the managing director to give emphasis on the momentary
employment time and a notice period of the staff those who are concerned in the “pool of
one” the option of redundancy while calculating the compromise agreement package. At the
early stage of the professional had to persuade the managing director that an alternative
position must be offered to another site during the consultation with the acknowledgement
that it is unlikely to be accepted by the head. The professional influenced the timing, wording
and communication with the employee and their legal representatives, and hence delivering a
negotiable and agreeable settlement between the organisation and the employee by
communicating with the legal representatives. At the latter stage of the process the HR
influenced a transparent focus on the pay structure management and also persuaded to for an
enhanced redundancy policy (Kerzner and Kerzner 2017).
Activity-4
The self-assessment against the CIPD Profession MAP which includes the effective
behaviour and action in the map. For the purpose of various activities “Service Deliver has
been chosen and “Information”. It is the field of self-development which is of current interest
for the business as a necessity. This is reviewed in the appendix section in appendix-1.

17CIPD- HUMAN RESOPURCE MANAGEMENT
The chosen area will provide broader view of skills and knowledge which must be
adapted during the course. It helps to seek out the role models who can deliver the service in
excellence and also demonstrate a strong and effective customer service ethos. Building up
expertise and knowledge in the organisation’s procurement procedure and policy, contracting
and managing service providers which involves need identification, appraisal and provider
selection and it also includes external practices in this particular area (Pilkington 2016). The
CPD techniques and map is the best way to identify the strengths, skills and knowledge
which is required to be a great HR professional.
After proper analysis of the self-assessment the Professional Development plan reflects the
skills and learning that is needed to be gained. The professional Development Plan is
demonstrated below:
Proffesional Developmental Plan
Objective Assessment Evidence of the
objectives
Developmental
Action Plan
Complete CIPD Self-assessed HR
professional’s levels
emerging
Usage of
information
Understanding the
research approaches
and processes.
Critical analysis,
information source
and draw the
conclusion.
Context of HR and
business issue
Understanding the
basic issues,
analysing the
external factors and
the impact of human
resource strategy
and their practices.
Developing the
professional Practice
The CPD techniques
for developing
professionalism

18CIPD- HUMAN RESOPURCE MANAGEMENT
Employee Relation The nature and the
context of legislation
and employee
relation, resolving
the conflicts and
disputes.
Coordinating and
managing the HR
functions
Understanding the
key objective of the
HR. The relationship
between the human
resource
management and the
performance and
their development.

19CIPD- HUMAN RESOPURCE MANAGEMENT
Conclusion
It is inferred from the above discussion that CIPD is an important factor to become an
effective and efficient HR professional and CIPD techniques enable to construct and
implement personal development plan. The wide variety of knowledge and behaviour helps
the professional to understand and implement the strategies to attain the organisational goal.
The models and theories mentioned in the discussion describes the factors which influence
group dynamics and help to successfully execute the group. Demonstration of conflicts
resolution methods helps the organisation to overcome the conflicts and disputes. The project
management presented shows the critical thinking and implementation of the models. The
CPD map demonstrated the HR professional practices and their capabilities for continuing the
professional development needs. The overall study of the paper signifies the development of
the human resource professional.

20CIPD- HUMAN RESOPURCE MANAGEMENT
Reference and Bibliography
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23CIPD- HUMAN RESOPURCE MANAGEMENT
Appendix
Appendix-1

24CIPD- HUMAN RESOPURCE MANAGEMENT
.