How to be an Effective HR Professional: Discussion and Analysis

This report provides a comprehensive discussion on the roles and effectiveness of Human Resources (HR) professionals. It begins by referencing the CIPD HR profession map and its importance in defining global standards for HR. The report then explores the application of the David Ulrich HR Model, identifying four key roles: employee champion, administrative expert, change agent, and strategic partner. The author conducts a self-assessment focusing on resourcing and talent planning, and performance and reward, outlining the processes used, including psychometric assessments and employee reward programs. The report also delves into group dynamics, referencing Tuckman's stages of group development and Belbin's team roles, as well as conflict resolution methods using the Thomas-Kilmann model and the Johari Window. Finally, it presents a SWOT analysis and a personal development plan, highlighting strengths, weaknesses, opportunities, and threats, along with references to relevant literature. The report concludes with appendices including a personal SWOT analysis.

DVP assessment activity 1 template v 1.0 online
DVP assessment activity 1 template
How to be an effective and efficient HR professional – written discussion
Name: Galina Ratcliffe
Word count: 1600
The CIPD HR profession map is a wide view within an organization HR department
functions with value ads. This presents a role of a HR member with based levels
on the qualification of individuals with experience. This map supports the HR
professionals with each stage of their career with global standards for HR. This
flexible and clear framework has been developed for progression of career with the
fact that career progression and HR roles vary (Said, 2018).
a) In order to do that, I will follow the David Ulrich HR Model (See Fig. 1), that identified
four roles of HR professional such as employee champion, administrative expert, change
agent and strategic partner.
Fig. 1 David Ulrich HR Model
Source: https://www.efilecabinet.com/human-resources-dave-ulrich-model-and-
document-management/
For the purpose of evaluating HR role, I have completed self-assessment of My
CPD Map and have chosen to focus on “Resourcing and talent planning” (See Fig.
2) and “Performance and reward” (See Fig. 3).

DVP assessment activity 1 template v 1.0 online
Fi. 2 Resourcing and talent planning

DVP assessment activity 1 template v 1.0 online
Fig. 3 Performance and reward
Resourcing and talent planning aspect of the job is to make sure that the business
attracts the right people. Managing a workplace with the balance of skills needed
to meet short and long-term ambitions.
I have completed Saville online psychometric assessment training that allowed me
to put prospective candidates through an online assessment questionnaire. Upon
completion, I assessed suitability against measured parameters, such as
numerical, verbal, diagrammatical, special reasoning and highlights behavioural
and personality traits. During the interview process we were using three
competency interview questionnaires:
 Build Comment Vision, provides evidence of leadership
 Maximizes Opportunities identifies the commercial ability
 Relationship Building, how well you can interact, build a relationship and influence
those around you
These questionnaires are a great tool that helped to put together, helping us during
the interview process to understand and assess a person's skills and abilities.

DVP assessment activity 1 template v 1.0 online
Sharing these results with our managing team together with offers support during
the interview, and helped us to hire some great people.
Within my role, I was recently asked to prepare an Employee Reward Programme.
My first step was to review the existing company's reward and recognition policy, in
order to be able to identify existing rewards and to highlight potential new updates.
I have researched employment legislation around reward and pay, using ACAS
and CIPD websites. I have also participated in a number of HR online forums to
find out what other companies of similar size and industry have in place. My next
step was to sit down with different line managers to identify team requirements and
expectations and finally I have introduced an office survey, for employees being
able to vote on their preferred way of being rewarded.
 The company has introduced a new Employee Reward Programme. We have
introduced a number of new rewards.
 We will conduct a salary survey each year to ensure and maintain a sought after
salary and benefits package.
 Enhanced maternity pay
 Healthcare scheme
 Employee referral scheme
 Training support and career progression options
 Fun Friday - Every quarter we will bring everyone together for an
afternoon/evening. Outings will include Go Ape, Greyhound racing, Go-Karting,
Ten-pin Bowling and a day at the races in Chester.
 Support Your Personal Interests. Our people are our most valuable asset and we
are therefore keen to provide support for people to pursue their interests and
goals. This may include support or funding for an out of work course or activity e.g.
stopping smoking, learning sign language.
b) Using the self-assessment of the Profession Map (See Fig. 4) against my current
capabilities as an HR professional, I have updated and amended my Professional
Development Plan (DPD), to reflect the learning and skills that I need to gain. (See
Appendix 1).
The areas of interest, according to My CDP Map, are:
 Service Delivery and information
 Employee relations
 Performance and Reward
 Resourcing and talent planning
 Organization design
Fig. 4 My DPD Map

DVP assessment activity 1 template v 1.0 online
My scores for skills and experience varied between one and three, which indicates
that my knowledge and skills in these areas are between emerging and
developing. I used this assessment as a base for my SWOT analysis and have
been able to identify my strengths and weaknesses (Appendix 1).
c) Teamwork is an essential part of every business. It is also a requirement of being
the CIPD member. A strong team is the foundation of high-performing business
and a good team ethic can be held largely accountable for the success and smooth
running of the organization. If employees do not interact and work well together,
problems can arise, such as poor organization, missed deadlines and conflict
within the workplace.
When a new group comes together, the people within the group will adopt distinct
roles and behaviors. The effect of these is known as the "Group Dynamics"
theorized by Kurt Lewin in the 1040s. Not long after Lewin's theory, Tuckman
(1965) has identified four stages of group development (see Fig. 4):
 Forming - The members are dependent on the leader to establish the purpose and
the expectations.
 Storming - The members resist leadership and still see themselves as individuals
rather than part of the team.
 Norming - The team have clear roles and responsibilities and bond in work and
socially. There is respect for the leader.
 Performing - The team knows the objective and doesn't need assistance or
instruction from the leader. Disagreements will happen but are resolved positively.
Fig. 4 Tuckman's 4 Stage Model

DVP assessment activity 1 template v 1.0 online
Later Tuckman has added a fifth “Adjourning” stage, where the group breaks up
having finished the project.
In any setting group dynamics are complex and individuals within the group with
different strengths and weaknesses. We not always being able to choose who you
work with. An individual has to manage the dynamics of relationships.
Belbin (1981) has defined 9 equally important roles that people play in team
situations.
Fig. 5 the 9 Belbin Team Roles
Group dynamics can be poorly affected by weak leadership or inadequate
communication within the group. Being an effective team leader requires you to
demonstrate key aspects of the CIPD HR Profession Map:
Insights and Influence
 Effective decision-maker
 Able to see the big picture – vision

DVP assessment activity 1 template v 1.0 online
Operational Excellence
 Good at doing things – task competence within specialist areas
 Ability to handle people through negotiation and conflict
Stewardship
 Accepts responsibility and remains calm under pressure
 Inspires and innovates
To understand team dynamics better, we can study K. Thomas and R. Kilmann,
group dynamics experts. In the 1970’s they have identified five main styles of
conflict resolution. They suggested that everyone has their own style and that
different styles were useful in different situations.
Fig. 6 Thomas- Kilmann the Five Conflict-Handling Modes
In addition to that, a reflective test of the balance of the group the Johari window
could be performed. It is a feedback model of self-awareness. The aim is to help
people better understand their relationship with themselves and others (see Fig. 7).
Fig. 7 the Johari Window

DVP assessment activity 1 template v 1.0 online
The Interest-Based Relational Approach (IBR), developed by Fisher and Ury
(1981) suggest trying to resolve conflicts by separating people’s emotions from the
problem. It also focuses on building mutual respect and understanding and
encourages to resolve conflict in a ‘cooperative’ way. IBR requires everyone
involved to:
 Good relationships are a priority
 Separate people from problems
 Listen carefully to different interests
 Listen first, talk second
 Set out the ‘facts’
Elements of group dynamics
 Group structure
It presents the underlying order of the group. This describes the communication,
boundaries and process of decision making (Johnson, 2014).
 Group communication
This reveals group approaches tasks with psychosocial functions. This consist
interpersonal communication, public communication, and manifest communication
(Johnson, 2014).
 Task roles
Solutions of problems with relevant information by pulling related ideas and
stimulates and prods the act of group and raise the level of actions (Johnson,
2014).
 Relationship roles
This resolve the conflicts with channels of communication with friendly ideas of
group with discussion and decisions (Johnson, 2014).

DVP assessment activity 1 template v 1.0 online
References
Anon., 2019. http://mycpdmap.cipd.co.uk. [Online]
Available at: http://mycpdmap.cipd.co.uk/results
[Accessed 6 July 2019].
Johnson, A., 2014. Group Dynamics-Stages, Theories and Elements. [Online]
Available at: http://www.nsgmed.com/management/group-dynamics-stages-theories-
elements/
[Accessed 16 07 2019].
Said, M., 2018. HR Professional Map. The Journal of Business Management, 26(01), p. 88.
https://www.cipd.co.uk/Images/RTP_tcm18-9643.pdf
Profession Map – Our Professional Standards V2.4

DVP assessment activity 1 template v 1.0 online
Appendix 1 (Anon., 2019) http://mycpdmap.cipd.co.uk/results
Personal SWOT Analysis
STRENGTHS
 I communicate well with team and
clients
 I am good at collating and
analyzing resource and talent data
 Good at assessments and
selection activities
 I am creative in undertaking
research for non-standard or
tailored packages
 The key issues around executive
remuneration
WEAKNESSES
 Providing support for resourcing
process
 Researching different
recruitment channels
 Identifying anomalies in reward
or salary packages
 Not always confident when
delivering my finding
 The principles of job leveling and
job evaluation
OPPORTUNITIES
 Talk to external talent specialist to
learn more about resourcing and
talent management process
 Research online and traditional
methods and identify potential
sources of external and internal
talent for a specific role
 Read guidance on how to ensure
recruitment and assessment
practices are fair and objective
 Ask managers what data our
organization collects to assess
team and individuals
 Attend different training courses
and events
THREATS
 No specific training qualifications
yet
 Potential noncompliance with
legislation
 Chance to overlook new updates
in legislation
 Loss of good employees
 Unable to deliver appropriate
training to those in need
 Often overworked and this can
impact the quality of my work