Simone de Freitas Santana Segatto

Cohort May 2019

5DVP - Developing professional practice

4655 words
Activity 1 – The Effective HR Professional

Introduce the CIPD Profession Map and explain how it is used by HR professionals and
organisations.

The Professional Map, presents the knowledge and behaviours defined and requested from
Human Resources and Learning & Development Professionals to meet the requirements for
a CIPD professional membership. It brings ten professional areas and eight behaviours,
running through 4 band levels, that will can be utilized as a base of good practices (CIPD,
2019).

It also brings standards, that were set out in the 2013, after being collaboratively developed
by HR and L&D professionals, senior business people, academics and organisations around
the world. The objective of the map is to set a higher standard as it has identified the best
practices from the best HR and L&D professionals and organisations that drive to a better
performance of the organisation (Cipd.co.uk, 2019).

Describe a range of knowledge, activities and behaviours (1 of each), from two selected
professional areas, at Band 1 or 2.

Skill/Activity Knowledge Behaviour

Service delivery and Continuously seek to identify Individual responses to Compares and contrasts
information (Band 1) ways to improve, challenging change, people as enablers options to highlight relative
current practice and suggesting and blockers. advantages and
a better way. disadvantages of
progressing along alternative
paths.
Learning & Recommend suitable learning The differences between and Addresses potential and
Development (Band 2) options to meet individual and potential benefits of a variety anticipated reactions and
team requirements, considering of learning delivery channels resistance by using a flexible
appropriate delivery channels (70/20/10 principles, for communication and
(for instance 70/20/10 example). influencing approach.
principles).

(The CIPD Profession Map - Our Professional Standards, 2015)

Why you have selected these skills, knowledge and behaviours why you feel they are
important.

The Human Resource (HR), acts in the backstage as the main support of an organization
(TheJobNetwork, 2019), being their responsibilities often essential for a business to operate
effectively. However, HR deliveries have typically been associated with administrative duties
(Ayers and Ayers, 2019).

Behind what may be seen as routine activities, there are manifoldness aspects and certain
traits that a professional must have to be a successful Human Resource Practitioner, such as,
expertise and knowledge in HR, good communication, as well as, the professional need to be
business savvy (Corporate Staffing Services, 2019).

The objective of the selection is to show that a strategic role can be performed by HR
professionals since the lower level of expertise, in the other words, all HR practitioner,
regardless their area or experience level can and shall support the HRM/HRD in its strategy
and consequently support the organisation to achieve its performance and goals.

Starting by talking about innovation, that can be understood as a collaborative process, that
involves people from different fields who contribute to implement new ideas, a survey
conducted by IBM in 2011, with global HR leaders, showed that driving creativity and
innovation was biggest challenge to the business, and only 50% of those HR executives were
effectively acting on it (Stanleigh, 2019).

As HR professional, working with service delivery and information there is a range of data
available, being it a resourceful tool that can be used as base for reflection and to propose
improvements in the processes. It is not only about giving an opinion: is about to have an
opinion backed up with reliable information available about the organization and HR area.

This ability, to propose new ideas, need to be supported by an acknowledgment about the
people who surround you, identifying those who could be, according each idea, new proposal
and situation, an enabler, which are those who may buy the idea and support to implement it
and change the scenario and who could be blockers, who will hinder the change process.

Knowing the characteristics of the people in HR and in the company, the HR practitioner will
be better prepared to listen different opinions, and consider the positive aspect of each of
them, comparing with the data he has and presenting different scenarios with their respective
vantages and disadvantages.

The professional working in this area can take opportunity of having access to the information,
to consider what could be improved and to open a space for discussions where the proposed
innovation might receive new inputs, suffer some changes and in the end, with participation of
different actors, result in an improvement of the HR or organisation performance.

While the innovation process and the implementation of changes and new models may not be
clearly observed in the daily basis by the HR customers, all the time is expected that HR gives
good advices to the employees, being it strongly correlated with the line managers and
employees satisfaction with HR, as found in a research by the Institute of Employment Studies
(Hirsh, 2008) (Anon, n.d.).

One of the functions of a HR professional in the Learning and Development area, is to advise
and guide line managers acting as ‘enablers of learning’. (CIPD, 2019). It demands a
knowledge about the different ways to learn, which means, the methodologies, resources and
models available that can be applied, according to the situation and people involved
(considering the position, hierarchy level, age, availability, so on and so forth), as well as, to
know the potential benefits and challenges of each option.

By performing the skill, that is to advice and knowing the differences among the options, and
potential benefits, the practitioner of L&D will be able to address properly the reactions,
surpassing resistances, by communicating and influencing the leaders and employees.

Show how the elements of the CIPD Profession Map are used to demonstrate what it
means to be an HR professional

By utilizing the CIPD Profession Map the organisations and HR professionals can assess the
people function in the organisation, allowing them to identify how good they are and if what is
being doing is enough. The answers of these questions will support the definition of action
plans for development of HR professionals and organisation’s workforce, for instance.

Besides that, the Map is helpful for HR professionals as it shows more than the activities from
each HR area: it reveals the value and impact created by each role. Also, helps in the decision-
making process even when uncertain scenarios as it can be used as a tool to develop
expertise, reaching a more confident, credible and decisive attitude supporting the company
though a sustainable change (CIPD Profession for the Future, 2019).

CIPD Profession Map shares what the most successful HR professionals know and do at
every stage of their career and the benchmark is helpful to build HR capability at different
levels, since individual, team, functional or organisational.

From an individual perspective, the Map can be used in the preparation for an interview, for
CIPD membership examination, can also be used for those who are looking for a new job, to
build a case for development, to get to know more about the profession, so on and so forth.

In an organisational level, the CIPD Profession Map will be helpful applied to identify skills
needed in the change implementation process, to develop career paths, to build job
descriptions, focusing on behaviours needed for success, as well as, to build cases for
development programmes, identify areas for development and so on (Anon, n.d.).

Activity 2 – Group dynamics and conflict resolution

a) Select a theory/model to describe the factors which influence group dynamics.

Apply this theory to an example of team development

The Belbin model is a team role theory developed by Meredith Belbin in 1981
(Ifm.eng.cam.ac.uk, 2019). According to this model, strong teams have a diversity of
characters and personality types and each person has a tendency to behave in a particular
way when working with other people (Anon, n.d.).

Belbin placed nine team roles, that were divided by him into three groups: Action Oriented,
People Oriented, and Thought Oriented. For each team role, there are typical behavioural and
interpersonal strengths associated. Also, were identified characteristic weaknesses linked to
each team role. By understanding each role, is possible to develop the strengths and manage
the weaknesses of the team members, improving the contribution of all to the team
(Mindtools.com, 2019).

Each team needs perform each of the nine Team Role behaviours to become a successful
team, but it doesn't mean that every team must be composed by at least nine people as people
usually have more than one Team Roles with which they are most comfortable, and the roles
may also change along the time (Belbin.com, 2019).

The nine roles are described in the following table:

Group Team Role Characteristic Strengths Weaknesses: Tends to
People Resource Investigator Explores outside Is enthusiastic and identify Loses interest after Forget to follow up on a lead

Oriented opportunities opportunities and stablish enthusiasm

contacts
Team worker Encourages cooperation Co-operative, and Might be indecisive in hard Hesitate to make unpopular
diplomatic, avoiding friction situations avoiding decisions
confrontation

Coordinator Acts as a chairperson Mature, confident, and Can be seen as manipulative Over-delegate, leaving
clarifies goals themselves little work to do

Thought Plant Presents new ideas and Creative, generates ideas Too preoccupied to Be absent-minded or forgetful

Oriented approaches and solves difficult problems communicate effectively

Monitor Evaluator Analyses the options Strategic and discerning. Lacks the drive and ability to Be slow to come to decisions
Judges precisely inspire others

Specialist Provides specialized skills Self-starting and dedicated Limited contribution and Overload with information
focus on technicalities

Action Shaper Challenges the team to Drive and courage to Inclined to provocation, Become aggressive and bad-

Oriented improve overcome obstacles sometimes offend people's humoured

feelings

Implementer Puts ideas into action Practical, organises work Inflexible and slow to respond Slow to relinquish their plans
that needs to be done to new possibilities

Completer Finisher Ensures thorough, timely Conscientious, and searches Cares too much. Reluctant to Be accused of be extremely
completion out errors delegate perfectionist

(Belbin.com, 2019) (Mindtools.com, 2019)

Considering the theory (the model), it’s easy to understand why some issues arise during a
project design and its implementation, compromising it: it’s very likely that the tasks may not
be attributed considering the strengths of each team role played by the team members. An
example happened recently when the HR team was requested to develop a process for
recognition of the ‘employee of the year’, and in the end of this evaluation process, the
indicated employees would participate in an external ceremony with their families and
company leaders, where would be revealed the winner.

All the team was involved to think and design the recognition program, that internally, within
the company, involved different areas (HR, Communication, Procurement, Finance) and
externally some service providers (venue, buffet, appreciation token, etc). During the first
discussions, a senior employee brought significant ideas and contributions, approaching some
concepts about engagement and recognition that should have being considered, bring the
discussion for a more strategic level by connecting this type of program to the retention
strategy and its goals at the company. This person was nominated to be the leader of the
project, as he had deep knowledge in engagement and rewards, as well as, he was the one
thinking ‘out of the box’, presenting good ideas. He also should be the one managing the
deliveries from the other members, ensuring that all the milestones would be reached
respecting the deadlines defined.

As a team leader, he distributed other activities and a person who were knew as being good
in making analysis, considering different options and a good judger was indicated by the leader
to be the one responsible to identify the potential providers and select those that would be
indicated to the Procurement team starts the process to contract them.

After some weeks, the HR manager got some complaints from the Procurement manager,
saying that if the ceremony was still planned to happen on the date defined, the Procurement
team should already have received the information about the providers. Neither the team
leader or the person in charge were in the company on that day and when the HR managers
approached the other members to ask about the status, no one could say anything, as
according to them, there was a while since they have got meeting alignments or updated about
the whole action plan. Over the phone, the person in charge to select the vendors said, he
was not able to find the minimum number of options requested by Procurement to start the
bidding.

Observing this scenario, it is possible to identify that there the person appointed to chose the
external vendors was a good monitor and evaluator. He could have done a great job,
supporting the decision-making process, but someone more ‘resource investigator’ should
have being appointed to work with him to explores the alternatives.
Also, analysing the senior staff who has being appointed as a team leader, the HR manager
also noted that the person was very ‘thought oriented’ while he should also be ‘action oriented’
to ensuring schedule and action plan compliance and also ‘people oriented’ to encourage
cooperation, coordinating the responsibilities and updating the team on the progress of the
program.

By understand the Belbin model and knowing the team roles, it will be possibly making some
adjustments in the delegation of tasks, aiming to have a more cohesive team and achieve a
better performance.

b) Describe two examples of conflict resolution methods/models and apply these

methods/models to an example of conflict that did/may occur.
The Interest-based Relational (IBR) method to conflict resolution proposes a conflict resolution
maintaining a positive personal relationship at the same time. It applies active listening and
reasoning to resolve conflicts (Resource Performance Management - RPM, 2016).

When a conflict happens, the individuals involved adopt a position where change is very
difficult or unlikely to be accepted, becoming sometimes defensive or even aggressive. Taking
that into account, this model, developed by Roger Fisher and William Ury and published 1981,
demonstrates that conflicts can be solved by separating people and their emotions from the
problem, building mutual respect and understanding and resolving the conflict in a united,
cooperative way (Mindtools.com, n.d.).

As found in (Mindtools.com, n.d.) and (Pathways Coaching, 2009), to resolve a conflict

applying this model there are six steps to follow:

1) Good relationships must be the priority: Ensuring the parts involved are calm and
making efforts to be courteous to one-another, remaining constructive under pressure,
in a way that the questions can be addressed treating the other with respect.
2) People and problem must be considered separately: Understanding that different
people might have different perceptions about the same issue, can open a space
allowing the debate about different positions without deteriorate working relationships.
3) Listen carefully to different interests: Paying attention to the interests that are being
presented, understanding why the person is adopting his point of view.
4) Listen first, talk second: listening what the other person says before defending your
own position, might changes your mind if the other person presents the facts that
support his position.
5) Set out the ‘facts’: establishing together the common objectives and elements that may
impact on the decision.
 6) Explore options together: accepting that some other different options might exist
(besides those already presented), and that they can be reached in partnership.

An example about the application of this model, can be observed during a discussion between
the corporate education representative and the HR manager about who should be responsible
to monitor the English training hours provided by the company to the expatriate employees.
Every expatriate has 100h of English according stablished in their contract. The employee can
either use the English teacher contracted by the company or attend an external training, pay
for it and later claim the amount via payroll. The corporate representative received a complaint
from one of the employees saying that he has asked to the local L&D representative to know
how many hours he had attended, but the local team didn’t have the information. When the
corporate representative approached the HR manager, the reaction was quite defensive,
saying that employees should control by themselves and HR wasn’t responsible to do it.
Observing the resistance from the HR manager, the corporate representative didn’t take the
reaction personally. Instead, asked to the manager if he could talk more about his positioning,
explaining the basement of his decision. And manager explained that in these specific cases
(for expatriates), he sees the hours offered as a benefit, as it is under mobilization benefits
clause in the contract, and being a benefit, each one should manage it. Also, he explained
that Local HR was with some depleted positions, being the current staff overloaded. Then,
after listen the HR managers reasons, the corporate representative asked to have some
opportunity to share his opinion and concerns. He explained that as some employees could
misuse the ‘benefit’ taking more classes than they should and, being some cases reimbursed
via payroll, HR should have some control about what is being paid. Besides that, in case of
an audit in the HR department, HR would be requested to present the documents that support
the payments and, in this case, might found some extra payments. After pointed the two ways
of thinking, both sides agreed that each side had reasonable arguments. However, both sides
couldn’t give up their position completely. Then, they discussed about what could be done to
ensure the compliance, as well as, to do not put all the responsibility on the HR’s hands. They
found together that, HR could first contact the English teacher and search in the payroll
records the reimbursements made regarding English classes, send to the employees an
update and develop a term of agreement to be signed by the employees, where the employees
take on the responsibility to monitor the hours from the date of the signature onwards till the
completion of the hundred hours.

A different approach about conflict resolution is called The Thomas-Kilmann Conflict Mode
Instrument (TKI®) that allows to identify the person’s conflict styles and potential challenges,
as well as, to focus and build their strengths, establishing goals to support handling conflict as
a group (Assessments, Tests and (TKI®), 2019).
According to what has been presented in the model, since it was developed in the 1970s, if
two people care about opposite things, then there is a conflict. Based on that, in conflict
situations occurrences, people behaviours can be classified in two basic dimensions:
assertiveness and cooperativeness. These two dimensions are represented by individual
attempts to satisfy his or her own concerns or attempts to satisfy the other person’s concerns,
respectively. Besides that, the two dimensions of behaviour can be used to define five
methods of dealing with conflict (Skillsone.com, 2019).
As per presented by (Ian, 2019) the methods are described below:

1) Avoiding = unassertive + uncooperative: try to sidestep the conflict

2) Accommodating = unassertive + cooperative: try to satisfy the other person’s
concerns at expense of your own
3) Compromising = moderation between assertiveness and cooperativeness: try to
find an acceptable settlement that partially satisfies both people’s concerns
4) Competing = assertive + uncooperative: try to satisfy own concerns at the expense
of others.
5) Collaborating = assertive + cooperative: try to find a win-win solution which fully
satisfies both people’s concerns.

(Kilmann, 2019) says that, whether because of temperament or practice, certain people use
some methods better than others, tending to rely on those methods more heavily than
others. However, no one can be characterized as having only one style of dealing with
conflict. This is why, to identify the pattern of behaviour is vital to learning how to manage
conflict more effectively.

Once applied, this methodology helps to understand the following scenario: the interaction
between a local HR team with the regional Talent team, where commonly, the Talent team
comes with guidelines and orientations that are defined to be applied globally. Some of the
guidelines bring changes to the local routine and it is where the conflict happens. However,
even when the situations are conflicting, after the first minutes of discussions the local HR
team just accepts the orientation and new guidelines with no further questions or discussions
(adopting an accommodation behaviour). Later, when some aspect of the new guideline brings
any issues (sometimes related to the local legislation, or conflict with the employee handbook
or questions from the employees) the local HR blames the Talent team, saying that the new
guideline or policy cannot be applied at all, calling for cancelling the new policy, adopting a
competing behaviour.

Using the method to manage this kind of situation properly and effectively in the future, the
Talent team should encourage the local HR team to present possible challenges and issues
that the new policy could bring, allowing them to present suggestions to customize the policy
in a way to have some global standards applied and also, considering the particularities of the
locality. Then, together they will be able to find a common ground behaving a compromising
or collaborating, getting results that will meet their expectations either partially or totally,
respectively.

Activity 3 - Project Management

Summarise a recent or current business project (large or small) which you are familiar
with (leading or as part of a project team). (Brief context).

Considering the shortage of local skilled manpower, as well as, the high turnover index in the
organisation, it is was developed a project to attract, develop and retain operational level
employees from the local communities, which was at the same time an employment and social
project.

Describe how you have applied two project management/planning techniques during
this project (show examples of their application).

The internal team responsible to implement this type of project usually is a small one, being
the classic technique ideal for running it, as it is not necessary the implementation of a complex
process.

As per Actitime.com, 2019, this technique requires a preparation of a plan of upcoming work,
the estimation for tasks to be perform, allocation of resources, provision and feedback among
the team, and finally the monitoring of quality and deadlines.

As the project was going to involve external agents, such as government intuitions,
educational institutions and community, before proceed with the design of the strategy, we
have done a PESTLE analysis to understand the external factors that would impact the project
and its results to the organization. Though this analysis, we could identify, for example, that a
huge amount could be save, if the organisation joined a government program that incentives
the technical development of young people, as well as, that, besides that, would be important
for the relationship between the organisation and government that a representative from this
last would be invited to the inaugural class of the project. Also, to understand what could add
value to the program, it was necessary to understand the sociocultural aspect of the local
community to define the best strategy to attract the target audience. For example: if we only
had offered the sponsorship for the studies, they won’t be attracted as most of them, due
social and financial situation had to work to support the family. Based on that, besides the
sponsorship for the studies, the organisation also offered a monthly allowance to keep them
in project. Other aspects such as the inexistence of pubic transportation was evaluated what
allowed us to define that the company should also offer the shuttle to the school. All the legal
aspects were analysed (in terms of employment, responsibility for the student’s safety, etc.).

We have also applied a SWOT to the organisation in terms of what could be attractive to the
target audience, what could be the company’s weakness, where could we focus to have a
good project in place. We focused the project communication campaign on the results of the
SWOT, calling attention to the strengths of the company, and developing standard answers to
prepare the team to answer some questions related to the weaknesses identified.

b. Describe how you have applied a technique(s) to analyse and resolve a problem
during this project (relate a model/theory to your example).

One of the problems that arose was related to the communication we had made to the
community (“a 12 months project”) versus a constriction of time we faced (had to complete the
project by November/19) versus the existent institutions existents in the locality versus the
minimum requirements to enter in the company .

In summary, it was a must that in the end, the project results the social aspects (giving
opportunity to the young school leavers to retake the studies, as most of the target audience
had to leave abandon their studies to supporting the family working in subemployments,
increasing the employability of local young people, the family income, for instance) and at the
same time, it should be a source where the company could find candidates prepared to entry
in the operational levels of the company.

Initially, HR and CSR area, had proposed a type of qualification called “SQM Level III” what
would take eight months of classroom and be a significant qualification to the participants,
considering that in the end, it would give a diploma to those who complete the studies. The
communication with the local community’s representatives was already started when HR
identified that there was no time enough to provide that type of qualification and the on-the-
job training during five months, before the end of the following year. To finish the program by
November/19 was a mandatory requirement from the business to do not impact the headcount
in December. Also, the budget available needed to be used within 2019. However, the
Institutions intake would not occur in the next 6 months (and in this case, it would be already
April/19).

Then, it was applied the method of rational decision making, defined by (Study.com, 2019)), as
a precise, analytical process that can be used to come up with a fact-based decision. Following
this methodology, the group:
 1. Defined the problem: the company could not follow as first planned offering the “SKM
Level III” to the students plus five months of on-the-job training as it was already
informed to the community (“a development program with 12 months of length”).
2. Identified the decision criteria: It was a must that the project was finished by
November/19 and it should have 12 months of duration; The project should prepare
candidates to join in the entry level of the company, obeying the minimum
requirements; The institution should be in the locality; The company should have the
support from the community representatives.
3. Allocated weights to the criteria: The priority followed the same sequence as
presented in the topic above.
4. Developed the alternatives: Among the alternatives discussed, there were two that
came to the final decision:
- Postponed the beginning of the program to 2019, so, company would have time
to better plan the headcount
- Offer a different qualification, called “SKM Level II” what would take 06 months
and for what there was a local Institution that could offer, starting in the
following month (November/18)
5. Evaluate the alternatives
- It was a consensus that to postpone the beginning of the program in about six
months, after have contacted the community would be an issue to the company
brand, what should be being positively promoted with such kind of program;
- If offering the “SKM Level II” with in the end would give to the participants a
Certificate rather than a Diploma, HR needed to check the entry level
requirements for the operational level to make sure in the end the participants
would be absorbed by the company.
6. Select the best alternative – Among what the group had as options, the best one was
the second (to offer a “SKM Level II), but there was an issue, considering that for the
entry levels as mechanic and electrician, the “SKM Level II” syllabus didn’t approach
these matters. Then, the solution was to offer the “SKM Level II” during six months,
and later offer a technical training related to the topics not covered for 2 months,
reducing the on-the-job training from six to four months, keeping the “12 months of
paid development project” to the community.

c. Explain how you successfully applied each of the three following techniques -
possibly during the course of this project

i. Influencing
I acted with professionalism and integrity when I recognized that was a mistake I made, as
part of the group, to have missed the detail about the time constriction and institution schedule
before talk to the community representatives.

When talking to the Institution representative, that we could not follow as previously planned,
I focused on listen their complaints and concerns and I identified that their main objective with
the partnership was to promote their brand to the community too (more than the monetary
aspect. Then, I suggest a solution that was keep them in the project, providing the technical
training after students complete the “SKM Level II”. In this way, their brand would be advertised
in the community as partner in the program as previously planned.

ii. Persuading

To the CEO of the company, I showed the benefits to change the program, focusing on the
financial advantages, as with the change, in the end of the project we would still have people
prepared to join the entry levels and at a lower cost (as SKM Level II was partially sponsored
by the Government, because in 2018 they had such kind of incentive).

I heard his points and concerns and after our alignments, I double checked about the
agreements and next steps, ensuring that no mistakes would be made anymore.

iii. Negotiating with others

Considering the changes, we had to contract two institutions and according to the company’s
internal policy, the program could not start before all the Procurement process be concluded
(register the vendor, stablish the contract, etc). Usually this process takes around 3 months,
and we didn’t have that time. Then, I had a meeting with the Procurement supervisor to
negotiate with him aiming to get a solution that allowed us to have the process speeded up
without jeopardize the other process and the department’s routine.

Before meet with the supervisor, I identified all the other HR requests that were in Procurement
to process, the phase of each process and the SLA and previous deadline agreed.

In the beginning of the meeting I didn’t tell about the other process, I just presented what was
my need. Once his answer was the one I was expecting (that there were many other process
ongoing and that he didn’t have manpower to process all of them), I showed him the list of HR
process that were pending and I suggested a change in the priorities: HR would agree to
postponed the deadline of the other process (several training purchases, for instance), frozen
all of them till the completion of this priority. He checked the list and agreed. We confirm the
agreement and the program could start on the day we were planning.

Activity 4 – CPD
Undertake a self-assessment of HR professional practice capabilities to identify your
continuing professional development needs. (You could access ‘my CPD map’ and
undertake the self-assessment to produce the evidence - copy and paste your results
into an appendix) and discuss findings in your own words. Justify why your CPD
options will best meet your needs.

Taking CPD assessment for the Learning and Development and Employee Engagement
areas, it showed that I’m in right level for my skills and experience. But, considering that in
some of the question I’ve chosen the option “emerging”, I believe that there is a large space
to develop myself and so, reach the following levels in my HR career.

b. Produce a Professional Development Plan (PDP) which sets out your professional
development options – as outlined in 3.2. You must include a minimum of three
objectives. (your table/plan will not be counted within the word count).
Appendices
Professional development plan
NAME:
COVERING THE
PERIOD FROM:
What do I want/ need to
learn?
Adult Learning Theories
How to be a better
influencer
About the Organization
itself, its goals, its strategy
and positioning in the
market
Simone de Freitas Santana Segatto MEMBERSHIP NUMBER:
54783679
TO:
June/2019 December/2019
What will I do to achieve this? What resources or support What will my success criteria be? Target dates for review and
will I need? completion
Online researches and development of a mind map to Internet Access To explain it to someone who is not September/2019
help me to remember about it familiar with L&D and check if I was
well understood. December/2019
Take at least 1 online course about L&D and adult
learning Apply at least 2 different
methodologies in the next projects
of L&D
Take an influencing styles questionnaire Internet Access Develop a communication plan for a September/2019
project identifying the key messages,
Take at least 1 online course about L&D and adult key audiences and reasons for the December/2019
learning choices made.
To take 1 meeting per month with a manager to Manager’s availability Be confident to have deeper September/2019
understand better the business discussions with my peers and
Internet Access managers about the company December/2019
To understand the current
Go through the intranet and read at least 1 article per
week about company’s performance
References

• Study.com. (2019). [online] Available at: https://study.com/academy/lesson/the-

rational-decision-making-model-steps-and-purpose-in-organizations.html [Accessed
23 Jun. 2019].

• Corporate Staffing Services. (2019). 10 Traits Of A Successful Human Resource

Practitioner. [online] Available at: https://www.corporatestaffing.co.ke/2018/07/10-
traits-of-a-successful-human-resource-practitioner/ [Accessed 15 Jun. 2019].

• Skillsone.com. (2019). [online] Available at:

https://www.skillsone.com/Pdfs/smp248248.pdf [Accessed 23 Jun. 2019].

• Anon, (n.d.). [ebook] Available at:

https://www.businesscoaching.co.uk/files/belbin_team_role_theories.pdf [Accessed
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