CIPD Candidate Assessment Activity

Title of unit/s : Developing professional practice

Unit No/s : 5DVP
Level : 5
Credit value : 4
Assessment method(s) : Log entries in a personal and professional e-portfolio
(PPP)

Activity 1:
The new Profession Map includes areas relevant to all people professionals (purpose and
values, knowledge and behaviors), and optional areas dependent upon the role (specialist
knowledge).
The map gives a spotlight to new experiences to develop and ensure the people on the
right way of creating value and getting knowledges.

In a constantly and fast-developing business world, organizations are exploring how they
can develop and expand themselves, their activities, and their employees. Therefore, the
Human Resources (HR) function is vital and responsible for ensuring that the organization
can count on effective, qualified, and committed individuals. HR professionals have an
important and crucial role in the success of the organization and this role has expanded
and become more complex and diverse within these last years and in some cases, it has

1|Page
radically changed, putting the employees/individuals and their well-being in the center of
the organization concerns.
It doesn't matter the size of the organizations SMEs or corporate and type whether public
or private, the organizations recognize and focus more on the importance of their
employees in order to achieve the business objectives and success in front of the huge
competition in the local and international markets. In order to develop efficiently their
teamwork, the organizations need innovative strategies, policies, procedures, processes,
and management programs that are perfectly and ideally adapted to their requirements.
To achieve and meet the organization's requirements and needs, the role of the HR
professional team is now increasingly strategic: planning and implementing agile
strategies and processes is now an important part of HR tasks. HR professional team
contributes to the achievements of the company objectives and goals. HR professional
team is able to suggest the appropriate actions and changes needed to deliver the
expected results.
In the last few years, the HR mission has become more complex and more difficult,
especially because of the adaptation needs generated by restructuring, mergers,
acquisitions. The growing importance of training, the introduction of new concepts of HR
management, the emergence of new ways of work organization, the quantity and
complexity of regulations and policies related to employment require specialized
knowledge, behavior, and experience.
The HR tasks have many and various dimensions. It is a real asset within the organization.
The HR professional teamwork designs and implements HR policies, programs,
procedures, and processes. He assesses the needs of manpower, coordinates the
recruitment and the reception, and deals with benefit and compensation plans. He is also
in charge of Health and Safety at work, implements programs, negotiates collective
agreements, manages labor disputes, and acts as mediator and coordinator between the
whole parties.
In addition, the HR team has very important tasks for working team development which
includes all aspects of career assessment, orientation, coaching, motivation and
engagement, training, functional and geographical mobility, and rewarding.
The CIPD Map focuses on the key knowledge (professional areas) and behaviors that an
HR professional needs to obtain and develop in order to provide value to the organization
and its key stakeholders. This Map shows how an HR function works and adds value to
any organization. It has the objective to support any HR professional all over their career.

2|Page
We can shorten the word "HR Professional" means that a man of rules and regulations
who gives services to achieve organizational objectives with (6) main points as follow:
1) A person who is HR qualified has dual responsibilities for both the organization and
for the employees as well. He is the person who works as a bridge between
employer and employees.
2) Being an HR professional, a person should never compromise on policy matters.
HR policies are designed in such a way that protects both the organizational image
and objectives as well. HR policies also help to provide learning and development
opportunities for employees.
3) HR professionals know how the policy works and how it can be made more
effective to achieve organizational goals.
4) HR professionals should keep an eye on all organizational and administrative
activities to maintain discipline in the organization.
5) HR professionals are specialized in managing the human resources of the
organization. They must be active, sharp-minded, intelligent, and to the point in
attitude.
6) In terms of working HR professionals must follow the HR functions in the true
sense.
The effect of the previous answer is related to the following levels:
 Culture and behavior at: Chartered fellow level (How to create the right
environment to engage workers, and drive organization effectiveness through
engagement).
 Business acumen at: Associated by (The role and purpose of governance, its
structure in your area of work, and the broader regulatory environment you work
in), Chartered member by (The role and purpose of governance, its structure in
your area of work, and the broader regulatory environment you work in), and
chartered fellow levels by (How to influence and shape governance, its structure
in your area of work, and the broader regulatory environment you work in).
 Digital working at: foundation, Associated, Chartered member and chartered fellow
levels.
 Situational decision-making at: Chartered member by (Adapt your decisions and
practices to take account of changes to the business environment), and chartered
fellow levels by (Create an environment where others are empowered to make
decisions, whilst overseeing risk and Anticipate and identify key changes in the
organization environment, and evolve people strategy to take account of these).

3|Page
  Diversity and inclusion at: foundation level by (What is meant by creating an
inclusive environment) and Associated level by ( Factors which can positively or
negatively impact inclusive environments).
 Reward at: Chartered fellow level by ( How to draw insights and intelligence about
the external reward environment, including competitor reward).
 Talen management at: Chartered member level by (How to design flexible
approaches to succession and contingency planning in a constantly changing
environment), and chartered fellow level by (The organization impact of succession
and contingency planning in a constantly changing environment).
Concluding these points, HR professionals are leaders, strategic partners, advisors, and
technical specialists in their job nature. They also support the whole organization through
its values, strategy, vision, and mission.

Activity 2:
All organizations are going to face conflicts situations at some phases and very often the
conflict is caused by/or with a third party. There are various reasons of those conflicts,
when the interests and needs, goals or values of involved parties interfere. The conflict
is a common phenomenon in any organization, for example different stakeholders may
have different priorities; conflicts may involve team members, departments, projects, the
whole organization; clients, boss and staff, organization needs and personal needs.
The conflict is a common phenomenon in any organization, for example different
stakeholders may have different priorities; conflicts may involve team members,
departments, projects, the whole organization; clients, boss and staff, organization needs
and personal needs.
In the following paragraph there is two examples of conflict resolution methods:
1) Collaboration: win/win situation requires conflict resolution skills based on
reciprocal respect, good intention, and willingness to listen to other parties,
besides creativity in finding acceptable solutions for whole parties. Some examples
of when collaborating may be appropriate:
 When consensus and commitment of all parties is duty.
 When it is required to address the interests of multiple parties.
2) Negotiation: means both sides get something but not everything. In terms of
timing negotiation takes less time than collaboration if you need a quick result, but
is likely to result in less commitment to the outcome. Examples of when negotiation
may be appropriate:

4|Page
  The first step when the involved parties do not know each other well or haven’t
yet developed a high level of mutual trust.
 To reach temporary settlement on complex issues.

Activity 3:
Some problems are small and can be resolved quickly. Other problems are large and may
require significant time and effort to solve. These larger problems are often tackled by
turning them into formal projects.
Whether the problem is small or large, using a systematic approach for solving it will help
with more effective. This approach defines five problem solving steps you can use for
most problems:
1) Defining the problem
2) Determining the causes
3) Generating ideas
4) Selecting the best solution
5) Taking action
Defining the problem:
The first and most important of the problem-solving steps is to define the problem
correctly. The way we define the problem will determine how we attempt to solve it.
For example, if we receive a complaint about one of our project team members from a
client, the solutions we come up with will be different based on the way we define the
problem.
If we define the problem as poor performance by the team member, we will develop
different solutions than if we define the problem as poor expectation setting with the
client.
Determining the causes:
The second step after defining the problem is dig deeper and start to determine what is
causing it. we can use a fishbone diagram to help us perform a cause-and-effect analysis.
If we consider the problem as a gap between where we are now and where we want to
be, the causes of the problem are the obstacles that are preventing us from closing that
gap immediately.

5|Page
This level of analysis is important to make sure our solutions address the actual causes
of the problem instead of the symptoms of the problem. If the solution fixes a symptom
instead of an actual cause, the problem is likely to reoccur since it was never truly solved.
Generating ideas:
Once the hard work of defining the problem and determining its causes has been
completed, it's time to get creative and develop possible solutions to the problem.
The two great problem-solving methods we can use for coming up with solutions are
brainstorming and mind mapping.
Selecting the best solution:
After we come up with several ideas that can solve the problem, one problem solving
technique we can use to decide which one is the best solution to our problem is a simple
trade-off analysis.
To perform the trade-off analysis, we have to define the critical criteria for the problem
that we can use to evaluate how each solution compares to each other. The evaluation
can be done using a simple matrix. The highest-ranking solution will be your best solution
for this problem.
Taking action:
Once we have determined which solution we will implement, it's time to take action. If
the solution involves several actions or requires actions from others teamwork members
or others parties, it is a good idea to create an action plan and treat it as a mini-project.
By using this simple five-step approach we can increase the effectiveness of any problem-
solving skills.
Implementation HR information system:
Our company has been growing and is ready for a new HR system to help maintain
employee records and facilitate some of the HR processes that occur. I have gone through
the selection process and are now in the final stages leading up to implementation of the
system. I know that it’s critical to get this last step correct in order to hit the ground
running. The program will mainly be used for HR purposes, but there is a manager self-
service portion as well that I expect to use to reduce time spent answering questions
from managerial staff.
I worked with the provider to learn the ins and outs of the system. I did the training for
other teamwork members instead of the provider, to make sure I went through the

6|Page
process of using the tool like one of the other staff. For instance, I log in as a manager
and use the self-service portion so I fully understand the capabilities.

Activity 4:
After undertaking a self-assessment on “organization development” from the CIPD my
map I found it interesting to explore in more detail further development in this
professional area: “organization development” in conjunction with the core areas:
“Insights, strategy and solutions”, “Leading HR” and “Collaboration on the Behaviors”. My
knowledge and skills in this area are meeting expectations according to my map,
however, this would be typical for someone who has strong experience in HR and
organization development at this level. In the following paragraphs, there are the areas
where I am particularly strong, areas where I am competent, and highlight areas where
I have skill and knowledge gaps.
What are my strengths and gaps for my current level?
 Identifying appropriate data requirements and sources of data to support
capability audits and diagnostic activity.
 Using OD tools to assess the capability and capacity of a team to deliver their
function’s objectives
 Analyzing data relating to culture and capability, and proposing potential OD
initiatives
The initiatives are:
 Developing organization development initiatives to address specific aspects of
structure, capability, systems, process, or culture.
 Leading the implementation of organizational development initiatives,
programs, and plans.
 OD theory including diagnostic tools and how OD theory affects the design of
OD interventions.
 The concepts of values and behaviors, and how they support the organization’s
objectives.
To increase my knowledge, experiences and improve my skills in organization
development, the CIPD my map suggested that I should consider doing a course like:
supporting changes in organizations. Also reading some Books on change management.
The main practical development and take actions will be:

7|Page
 • Critically I consider the data available within my organization to support diagnosis
or auditing activity.
• I have to identify the team that is having some issues with meeting their collective
objectives, facilitate an assessment of the contingent elements of a team, and
propose suggestions on how they can develop their capability or capacity further.
• By analyzing the results of a culture or engagement survey for one or more areas
of the business. Which area is rated lower compared to external benchmarks or
previous trends?
If I want to analyze the development methods suggested by my map could have some
impact on day-to-day duties. Let’s briefly look at the strength and weaknesses of those
methods:
Books:
 Strength: versatile; I can take anywhere; a quick way to learn or get information.
 Weakness: time-consuming; easy to get lost in irrelevant details.
Course:
 Strength: fun; discussions with other people; good feedback; comprehensible
explanations.
 Weakness: organization's management may not adequately support my
development; I can be overloaded with day-to-day work operations; fees can be
a challenge if the organization doesn't pay.
Actions:
 Strength: Might help my organization to grow; I can engage other staff members.
 Weakness: Could be difficult to gain support from my line manager; I might not
be sufficiently experienced to deliver those actions.

Development Plan
Name :
Period :
What do I What will I do What resources What will my Target dates
want/need to to achieve this? or support will success criteria for review and
learn? I need? be? completion
Improve my I have Approval of my The ability and April – June
presentation requested the line manager. confidence to
skills and opportunity to Support from stand up and
become support the Learning deliver
confident in the corporate and effective

8|Page
delivery of recruitment Development presentations. I
training. and selection team both in will measure
courses. providing this by
Design and training analyzing the
deliver techniques to feedback given
presentations me as a on training
to the HR team delegate and evaluation
relating to allowing me to forms.
employment be involved in Comprehensive
law/policy presenting knowledge and
issues. corporate understanding
courses. of the subject
being
presented.
Gain more in- Attend a Support from To have Review in next
depth hearing as an more senior HR provided advice July – if not
knowledge of observer to staff in and guidance achieved
Capability ensure I am reviewing to manager and through my
hearings. clear on the previous cases employee own workload
Achieve a process. and their throughout a actively seek to
greater Participate in a outcomes and capability case take on a case
understanding Capability case interpreting and to be from another
of the policy from start to corporate satisfied with area.
and its practical finish, including policy. Possible the outcome of
application. sitting on a support from the final
hearing panel my HR hearing.
and advising colleagues in
the manager allowing me to
involved. lead on a case
outside my own
area. Access
up-to-date
policies and
procedures.

Conclusion:
My report aims to demonstrate the importance of using the CIPD map as a benchmark
and guide to evaluating the professional HR position. Understand how people behave
when they work in a group, and give examples of conflict resolution methods.

9|Page
Finally undertaking the CIPD self-assessment helped me to clarify my role and outlined
further development needs to deliver an effective job as HR.

10 | P a g e