Learning outcomes:
1 Understand what is required to be an effective and efficient HR professional.
2 Be able to perform efficiently and effectively as an HR professional.
Assessment brief/activity
You are asked to develop an electronic portfolio of evidence which includes four sections that respond to the following tasks:
Activity 1
• Evaluate what it means to be an HR professional, making reference to the current CIPD Profession Map.
Activity 2
• Briefly describe the elements of group dynamics and give at least two examples of conflict resolution methods within an HR context.
Activity 3
With reference to a recent or current project (large or small) which you have led (or been part of a project team):
• Provide evidence of using project management and problem-solving techniques in the course of the project.
• Explain how you successfully influenced, persuaded and negotiated with others in the course of the project (or other related activity).
• Assessment Criteria
1.1
1.2
2.1, 2.2
2.3
Evidence to be produced/required
You should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other
publications and by using organisational examples for illustration.
All reference sources should be acknowledged correctly and a bibliography provided where appropriate (these should be excluded from the word count).
You are asked to develop an electronic portfolio of evidence which includes four sections that respond to the following tasks:
Important information (please add the number below in red colour before each paragraph and don’t’ but subtitle before it just the number and also the activity number
Note: Please make sure that the plagiarism do not exceed 6% of the total assignment, if it exceeds please make sure to paraphrase.
LO1: Understand what is required to be an effective and efficient HR professional.
Activity 1
1.1 Evaluate what it means to be an HR professional, making reference to the current CIPD Profession Map.
Here we talk about what I means to be an HR professional in a general way and what it means in Riyad bank and what CIPD profession map see the HR (just summarize the map and what it means to be an
HR professional, In the last page you will find the professional map as CIPD view )
We can make a compare between this and David Ulrich 2016 Competency Model
Candidates should identify a range of the knowledge, skills and behaviours required by HR professionals and state why these are important. They may include examples from any of the professional
areas and behaviours in the CIPD Profession Map
Activity 2
1.2 Briefly describe the elements of group dynamics and give at least TWO examples of conflict (HR Conflict) resolution methods within an HR context.
Candidates should describe the elements of group dynamics. They may illustrate this by referring to a model of group processes e.g. Tuckman, or ways of capturing group dynamics e.g. interaction
analysis tools.
They should go on to provide a few examples of conflict resolution methods e.g. they could include: using active listening to understand the nature of the conflict from the perspectives of the
different parties and then using problem-solving skills to try and seek a ‘win-win’ situation; using compromise; using accommodating to provide temporary relief from the conflict.
LO2: Be able to perform efficiently and effectively as an HR professional
Activity 3
With reference to a recent or current project (large or small) which you have led (or been part of a project team): (provide brief)
Provide evidence of using project management and problem-solving techniques in the course of the project.
2.1 Candidates should summarise the project they are (or have been) working on (this can be a small project) and give some examples of how they used project management techniques e.g. setting
objectives, defining deliverables, identifying resources, setting timelines, costing the project, using risk management, monitoring and evaluation.
Using project management framework
Initiation
Planning and design
Execution
Monitoring and controlling
Completion
Evaluation
This is a brief about the project (when we conduct the exit interview and analysis the finding from the feedback and the survey from the employee we find high turnover in one department which we
see it as an important department in the bank with key position in it and the rezone for the turnover was (some employee didn’t get enough on job training, some employee salary not matching with
the market, some employee have KPI’s not related to their job profile) so we do an action plan as below:
• We ask recruitment department to hire according to the job profile
• We ask reward department to review the salary
• We ask performance department to review the KPI’s and compare it with the job profile
• We implement a on job training form to be singed it by the employee and the line manager and department manager to confirm what they will teach him and to be followed by training department
• In the end we follow and evaluate the result
I need to talk what I learn from the project and what I can do differently
2.2 They should also give an example of how they analysed and resolved any problems encountered with a justification of the solution used.
2.3 Explain how you successfully influenced, persuaded and negotiated with others in the course of the project (or other related activity).
They should give an example of how they influenced, persuaded and negotiated with others e.g. they could include: using skills of analysis, risk assessment and options appraisal.
Productivity & cost saving about hiring and selection and training people
Think about short term impact and long term impact
References should include Search, books and CIPD study
Related to activity 1
The CIPD Professional Map
2of 2 Core Areas
Strategy insights and solutions – focuses on the effective practitioner’s understanding of the business, its activities / functions, future strategies, drivers for performance and change, and how
HR / L&D strategies can help support organisational aims and objectives
Leading and managing the human resources function – focuses on the effective practitioner’s leadership and management of the HR / L&D function in terms of ensuring that the function has the
capability to meet organisational and stakeholder needs
8 of 8 Professional Areas
Organisation design – focuses on the effective practitioner’s understanding of the need for effective organisational design in order to help deliver organisational objectives. The effective
practitioner will use their knowledge of job role and structural design
Organisation development – focuses on the effective practitioner’s understanding of how organisation culture, values and the environment support and enhance organisation performance and
adaptability to change
Resourcing and talent planning – focuses on the effective practitioner’s understanding of the need to attract, use and retain talent in order to meet organisational objectives and enhance
sustainable competitive advantage
Learning and talent development – focuses on the effective practitioner’s understanding of the need to develop skills, knowledge and abilities across the organisation in order to ensure it can
adapt and remain competitive within a changing environment
Performance and reward – focuses on the effective practitioner’s understanding of the need to build a high performance culture by facilitating and advising on the development of initiatives that
enhance performance, motivates staff through reward and ensures engagement
Employee engagement – focuses on the effective practitioner’s understanding of the need to ensure that employees have a positive emotional connection with their work, the organisation and its aims
and objectives. This can be enhanced through positive staff / management relationships, active involvement of staff in decision-making and effective communication that enhances employee
understanding of the organisation, its values, beliefs and future direction
Employee relations – focuses on the effective practitioner’s understanding of the need for ensuring that clear practices, processes and policies are in place that provide a framework for
transparency, openness and collaborative working
Service delivery and information – focuses on the effective practitioner’s understanding of the need for up-to-date, accurate, efficient, timely and valid information that can aid decision-making
and service delivery. The practitioner will ensure that this information (data) is managed professionally and legally.
8 of 8 HR Behaviours
Curious – effective practitioners are curious with regards to all aspects and functions of the organisations, how they operate and how they impact on organisational objectives. In addition
effective practitioners are curious with regards to developments that are occurring in the external environment and how these impact on both the organisation and the staff within it. Effective
professionals will advise on development need and other HR / L&D solutions that may ensure the organisation is able to adapt to changing internal and external environments
Decisive thinker – through wider and deeper knowledge and the ability to analyse and understand data the effective practitioner can make informed decisions quickly if needed
Skilled influencer – effective practitioners through their decisiveness and wider knowledge are able to influence on a range of issues using their persuasion and negotiation skills to gain
commitment and support. Wider understanding of the stakeholder needs and interests can aid this process
Driven to deliver – effective practitioners take accountability for their decisive actions and ensure they have clear targets that are monitored and reviewed. Practitioners will also holder others
to account regarding delivery of outcomes
Collaborative – effective practitioners are able to work effectively with other key stakeholders (e.g. colleagues, managers, executives, clients, teams, suppliers, etc). A wider appreciation of the
needs (and limitations) of stakeholders will further enhance effectiveness
Personally credible – effective practitioners use their expertise, knowledge and experience to build and maintain a reputation of delivering on objectives / tasks. These are undertaken ethically,
objectively and with integrity
Courage to challenge – effective practitioners are confident to make their voice heard (e.g. when legislation is not adhered to). Additionally, the effective practitioner will challenge ineffective
working practices and resistance to necessary change
Role model – effective practitioners lead by example, through acting ethically, impartially and within organisational / legislative frameworks. They also share and impart their good practice onto
others.

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