Occupational Standard: Accounting & Finance Level V

Professional Practice of Accounting

Unit Title
Unit Code BUF ACB4 04 0812
Unit Descriptor This unit describes the performance outcomes, skills and knowledge
required to identify industry professional approaches to procedures,
guidelines, policies and standards, including ethical requirements and
model and meet expectations of these in all aspects of work.

Elements Performance Criteria

1. Identify the 1.1 External forces impacting on the financial services
scope, sectors industry are identified and considered in carrying out
and activities
responsibilities
of the industry 1.2 The main sectors of the financial services industry and
the interrelationship between sectors are identified and
considered in carrying out activities
1.3 The roles and responsibilities of other participants in the
financial services industry are identified and considered
in carrying out activities
2. Identify and 2.1 Information on relevant legislation, regulations and
apply financial codes of practice is collected, analyzed and effectively
services industry applied to the job role
guidelines,
procedures and 2.2 Own work practice is clarified and regularly refined in
legislation light of relevant legislation, regulations and codes of
practice and organization policies, guidelines and
procedures
2.3 Relevant codes of practice are used to guide an ethical
approach to workplace practice and decisions
3. Identify 3.1 Information on sustainability policies, strategies and
sustainability impacts on industry is obtained from a range of sources
issues for the and analyzed
financial
services 3.2 Environmental sustainability is identified as an integral part
industry of business planning and promoted as a business opportunity

3.3 Work planning incorporates and supports triple bottom line

principles
4. Manage 4.1 Relevant documents and reports that could impact on work
information effectiveness and compliance are read and understood, and
any implications discussed with
appropriate persons

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 4.2 Documents, reports, data and numerical calculations are
analyzed, checked, evaluated and organized to meet customer
and organization requirements
4.3 Information is presented in a format appropriate for the
audience
5. Participate in 5.1 Provide feedback to team members to encourage, value and
and facilitate reward individual and team efforts and contributions
work team
activities 5.2 Actively encourage team members to participate in and take
responsibility for team activities and communication
processes
5.3 Give the team support to identify and resolve problems which
impede its performance
5.4 Ensure own contribution to work team serves as a role model for
others and enhances the organization’s image within the work
group the organization and with
clients/customers
6. Plan work to be
6.1 Tasks to be done and relevant conditions are determined and
completed
work planned either for working autonomously or with others
taking into
in a team environment
consideration
time, resources 6.2 Work is planned for a given period managing resources,
and other time and priorities
constraints 6.3 Contributions are made to organization planning process as
required to achieve service improvement
6.4 Changes in technology and work organization are adapted to in
a timely manner
7. Develop and
7.1 Professional development needs and goals are identified and
maintain reviewed on a regular basis
personal
competency 7.2 Competency, authorization and licensing requirements are
clarified and complied with
7.3 Professional development opportunities that reflect
needs and goals are sought and completed in an agreed upon
timeframe

Variable Range
External forces may  economic climate
include:  interest rates
 media, press and public relations reports
 political climate
 exchange rate
Main sectors may  Accounting
include:  banking
 credit and lending services

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  credit management
 finance and mortgage broking
 financial markets
 financial planning
 insurance
 loss adjusting
 mercantile management
 retail financial services
 risk management
 personal injury management
Legislation,  Business Names legislation
regulations and  Credit directives
codes of practice  Electronic Funds Transfer code of conduct
may include:  finance law
 Financial Services Reform manuals
 Financial Transaction Reports manuals
 industry codes of practice
 legislation covering competition, prudential regulation
 occupational health and safety (OHS) legislation
Policies, guidelines  best practice guidelines
and procedures may  organisation and customer charters
include:  organisation codes of practice
 complaint and grievance procedures
 customer services statements
 franchise agreements
 induction program
 industry policy documents
 industry procedures manuals
 operating manuals
Ethical approach to  conflict of interest
workplace practice  duty of care
and decisions may  full disclosure of remuneration and fees and other conflicts of
include: interest which may influence recommendations
 good faith
 guidance from supervisor
 maintaining confidentiality
 mission statements
 non-discriminatory practices
 correct use of organisation:
 property
 resources
 authority

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Triple bottom line  social
principles  economic
encompass:  environmental
 goals of sustainability for:
➢ people
➢ planet
➢ profit
Calculations may  bank balances and reconciliations
be required for:  forecasts of capital growth
 income expected
 insurance premiums
 interest
 payments
 profits forecasts
 tax
Feedback may  formal/informal gatherings between team members where there
refer to: is communication on work related matters
 informal communication of ideas and thoughts on specific
tasks, outcomes, decisions, issues or behaviours
Format appropriate  Forms
for the audience  by telephone, facsimile or other electronic means
may include:  in person
 written documentation
Professional  coaching and mentoring
development  community courses
opportunities may  conferences
include:  e-learning
 in-house programs
 professional workshops

Evidence Guide
Critical aspects of Evidence of the ability to:
Competence  access, interpret and analyze product and service
information provided by industry sectors
 interpret and comply with relevant legislation, regulations and
industry codes of practice and ethics applicable to the
workplace
 recognise and implement sustainability principles and work
practices
 analyze, evaluate and organise relevant information
 plan work and maintain a team environment taking into
account any constraints and available resources
 identify and evaluate professional development
opportunities
Underpinning Demonstrates knowledge of:
Knowledge and  environmental or sustainability legislation, regulations and

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Attitudes codes of practice applicable to industry and organisations
 industry and organisation policies and procedures and
ethical behaviours in regard to customer service and
administration
 industry and organisation security practices and rationale
 internal administration systems such as accounting
systems and databases
 principles, practices and available tools and techniques of
sustainability management relevant to the industry context
 relevant legislation and statutory requirements and
industry codes of practice including:
➢ Credit directives
➢ Financial Transaction Reports manual
➢ Accounting Standards
➢ Financial Services Reform manuals
 the economic and political climate relating to the financial
industry
Underpinning Skills Demonstrates :
 well-developed communication skills to:
➢ determine and confirm work requirements, using
questioning and active listening as required
➢ relate to clients/customers and determine their needs
➢ liaise with others, share information, listen and
understand
➢ use language and concepts appropriate to cultural
differences
 well-developed numeracy and IT skills to:
➢ undertake a wide range of financial calculations
➢ use appropriate software for complex tasks such as
specialist industry information management systems,
word processors, spreadsheets and databases
➢ access, evaluate and use internet information
➢ research and analysis skills for accessing interpreting and
managing information
 well-developed literacy skills to read and interpret
documentation from a variety of sources and recording,
gathering and consolidating financial information
 teamwork skills to work effectively and cooperatively with
others and provide team leadership as required
 planning skills to implement environmental and energy
efficiency policies and procedures relevant to the
organisation
 organizational and time management skills to sequence tasks,
meet timelines and arrange meetings
 learning skills to:
➢ maintain knowledge of changes to organization and
industry requirements and expectations
➢ comply with the most current legislative, regulatory and

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 ethical requirements
 judgement skills for forming recommendations in
operational situations
 problem solving skills to identify any issues that have the
potential to impact on the work role or outcome and to
develop options to resolve these issues when they arise
 self-management skills for complying with ethical, legal and
procedural requirements
Resources Access is required to real or appropriately simulated
Implication situations, including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods  Interview / Written Test / Oral Questioning
 Observation / Demonstration
Context of Assessment Competency may be assessed in the work place or in a
simulated work place setting.

Occupational Standard: Accounting and Finance

Unit of Competence: Professional Accounting Practice
LO1: Work Place Communication

Workplace communication is the process of exchanging information and wisdom, both verbal
and non-verbal between one person/group and another person/group within an organization. It
includes e-mails, text messages, notes, calls, etc. [1] Effective communication is critical in getting
the job done, as well as building a sense of trust and increasing the productivity of employees.
These may have different cultures and backgrounds, and can be used to different norms. To unite
activities of all employees and restrain from any missed deadline or activity that could affect the
company negatively, communication is crucial. Effective workplace communication ensures that
all the organizational objectives are achieved. Workplace communication is tremendously
important to organizations because it increases productivity and efficiency. Ineffective
workplace communication leads to communication gaps between employees, which causes
confusion, wastes time, and reduces productivity. Misunderstandings that cause friction between
people can be avoided by effective workplace communication. Effective communication, also
called open communication, prevents barriers from forming among individuals within companies
that might impede progress in striving to reach a common goal. For businesses to function as
desired, managers and lower-level employees must be able to interact clearly and effectively
with each other through verbal communication and non-verbal communication to achieve
specific business goals. Effective communication with clients plays a vital role in development
of an organization and success of any business. When communicating, nonverbal communication
must also be taken into consideration. How a person delivers a message has a lot of influence on
the meaning of this one.

Another important aspect to have effective workplace communication is taking into

consideration the different backgrounds of employees. "While diversity enriches the
environment, it can also cause communication barriers." [2] Difficulties arise when a coworker's
cultural background leads him or her to think differently than another. It is for this reason that
knowing about intercultural communication at work and learning how to treat others without
offending them can bring several benefits to the company.

Course Description: In this course, students will explore the importance of communication as a
foundation to practice as a health professional. They will examine how personal and cultural
factors, values and life experiences may influence professional communication as well as
developing communication skills for culturally safe and reflective practice as a health
professional. Students will study concepts of professionalism, ethics, inter-professional
collaborative practice and digital literacy. This course will enable students to develop an
understanding of teamwork involving individuals cooperating and collaborating towards a shared
goal.

Course Learning Outcomes

1 Reflect on, and appraise, personal communication practices as a health professional.
2 Demonstrate and use a range of communication skills relevant for culturally safe health
practice.
3 Explain and practice concepts of professionalism, ethics, cultural safety, interprofessional
collaborative practice, and digital health.
4 Collaborate and cooperate as a member of a team to achieve shared goals.
LO2: Work Ethics, Time Rest and other Work Place Skills
In order for a professional practice to grow and succeed, you must be pro active about ethics.
This course will help practitioners to deal with actual ethical dilemmas they face, regardless of
the size of the practice or the role they play within the practice. We do this by providing a step
by step approach that will help you navigate through complex and sensitive issues that arise in
any practice.

Our profession requires its members to protect the public interest, and this is done through the
robust requirements contained in our code of professional conduct. This is because third parties,
such as investors, lenders, regulators and the public rely on our work for their well being. This
places the practitioner between the requirements of laws, regulations, standards and rules
(including the code of professional conduct) and the demands our clients make as paying
customers. Often, these demands contradict the rules and regulations. Therefore, we see
professional practice as a balancing act between these two forces. Therefore, the key question is:
how can you build high-trust relationships with clients while staying at arms length, remaining
independent and still complying with all the rules?

Using an ethical lens is necessary to achieve this balance and to create sustainable success in
professional practices. We recommend taking a risk-based approach that considers the
probability and impact of ethics-related risks occurring. We examine three dimensions of these
risks: staff, client and practice management. We then consider prevention, detection and
mitigation strategies for all risks.

This is a workshop style course in which you will pause and apply the approach at each step to
your own practice. We share actual situations we have encountered and give you an opportunity
to consider how you would respond to them. We share resources that will help you gain new
insights and learn from others.
By being pro active about ethics, you can prevent code of conduct violations that can have
detrimental impact on your practice and your career. You will also protect your practice and
increase its long-term value. This will help you sleep better at night.

Learning Objectives

 Examine the complex role of the professional accountant from an ethics lens.
 Apply a risk-based approach to reduce ethics-related issues in professional practices.
 Identify and evaluate risks you are currently facing in your own practice.
 Identify steps to prevent, detect and mitigate ethics risks that have a high probability and
high impact.
LO3: Preparing and Giving Presentation
Good preparation is key to a good presentation. If you have considered your audience, know
what messages you want to communicate, and have thought about the clearest way of
communicating these messages, you can go into your presentation with confidence. Keeping
things simple and not including too much in either your presentation itself, or your visual
aids, means you will be able to pace your presentation well and your audience will appreciate the
information you wish to communicate. The advice on this page shows you how to prepare a
practically perfect presentation!

A presentation is an act of communication between you and your audience. Tailor your
presentation to suit your audience and their levels of knowledge.

 Who will be in the audience? Students, lecturers, fellow researchers, experts in the field,
business people, general public, a mixture?
 Consider your purpose – to inform, show progress, persuade, sell, disseminate results,
teach, or introduce a new idea?
 Will your presentation be an overview, basic introduction, develop an existing idea, go
over old ground from a new perspective, summarise information, challenge beliefs, or
show something new?

It is difficult to take in a lot of detailed information when listening. Therefore, it is very

important that your presentation has a clear structure so your audience can follow it.

 In a 10-15 min presentation you will only have time to make 3 or 4 main points. You will
have more impact if your points are clear, simple, relevant, and direct.
 Beginning: Introduce yourself. Outline the aims of your talk and what you will cover in
the presentation. Start with an attention grabber, such as a picture, an everyday example,
or a rhetorical question.
 Middle: Your points should lead logically from each other. What does the audience need
to know first in order to understand your subject? Then what do they need to know? What
evidence will you use to support these points and convince the audience? Have clear
sections or headings to structure the middle section and lead from one point to another.
 End: Avoid introducing new information at this point. Summarise the main things you
want the audience to remember. End positively with a strong concluding sentence, not an
 apology. Leave time for questions. If you are presenting to an external audience, have
your contact details available for people.
 When preparing your material, think about what you will be comfortable saying – don't
include anything that you aren't happy with or don't have confidence in. Do your research
and check your facts so that you can feel secure in your knowledge. Steer clear of jokes
and humour if it doesn't come naturally to you.

LO4: Professionalism and Ethics

Professionalism and Work Ethic refers to a cluster of traits that people use to describe a person’s
character and behavior.

1. Professionalism refers to
o a cluster of competencies that experts possess. For instance, a mathematician can
work with mathematical formulae to solve real-world problems while a tennis pro
can hit the ball from anywhere on the court.
o a cluster of general competencies needed to achieve in the workforce. The
Department of Labor defines Professionalism as “conducting oneself with
responsibility, integrity, accountability, and excellence. It means communicating
effectively and appropriately and always finding a way to be productive.”
o a moral code or code of ethics. These codes may include explicit rules of conduct
codified by a community or professional society. For instance, the American
Medical Association or the American Bar Association have ethical codes that
doctors and lawyers are expected to follow when working with clients.
2. Work Ethic refers to a person’s commitment to self-discipline and commitment to the
daily grind. Examples of Work Ethic traits are attributes like showing up for work, being
punctual, meeting deadlines, focusing on the process while also being aware of the end
goal (winning a sports championship, getting a client’s business, evolving as a person).

Professionalism and Work Ethic are obviously tied to success in the workplace. They also play
leading roles in our personal lives and sports. In the psychological literature, Professionalism and
Work Ethic are associated with the personality construct called Conscientiousness, a cluster of
traits related to competence, order, dutifulness, achievement striving, self-discipline, and
deliberation.

Standards of Professionalism and Work Ethic are constantly evolving as a result of changes in
society, globalization, and technology. For instance, in the U.S. there has been a general move
toward more informal attire in business settings. Now it’s common place for a business to allow
for casual dress unless you are seeing clients regularly.

Yet there are a few behaviors that are persistently tied to success in the workplace. Promptness is
a big one. Employers expect you to show up on time. And of course they expect you to have
good hygiene, to listen, and to be respectful to colleagues. Employers also value people who
assume responsibility, people who do what it takes to get the task completed.
Having a strong work ethic–in personality life, sports, and work settings–doesn’t necessarily
equate with incessant hard work. While every culture needs worker bees, ideally Worth Ethic
involves more than effort, dedication, and a focus on hard work. Rather, a sound work ethic
invokes worker smarter and not necessarily harder.

LO5: Team Work, Collaboration and the Work Environment

Teamwork is one of the most sought-after skills in the workplace, according to a survey by the
National Association of Colleges and Employers. Advancements in technology have allowed
companies to be more connected and collaborative than ever before, with a diverse workforce
dispersed around the world.

As a result, it’s even more important for employees to demonstrate strong teamwork skills, in
both face-to-face and virtual team interactions.

Here are seven teamwork skills that are essential for your academic and professional
success:
1. Communication

Communication is the foundation of effective teamwork. Whether you’re working on a

presentation with your classmates or spearheading a new project at work, it’s important to talk
openly and honestly with your group members about expectations, deadlines, and
responsibilities. Establishing open lines of communication promotes trust and makes for a
positive team environment. While disagreements might occur, being upfront and respectful in
your communication with other team members will help you resolve issues quickly.

2. Time management

Time management, accountability and responsibility are all equally important for your career as
they are in your academic life. Project managers, for example, must have strong organizational
skills in order to set manageable goals for their team and keep others on track to meet their
deadlines. Nurses must also demonstrate strong time management skills, prioritizing and
delegating tasks so that they can spend more time on the patients who need extra care.

Learning how to balance multiple deadlines and assignments while you are in school will make it
easier for you to adjust to a fast-paced and collaborative work environment in the future.

3. Problem-solving

Effective problem solvers are able to think outside the box when challenges or issues arise.
Rather than focusing on negative outcomes, they stay calm and help their team work towards a
solution. This approach helps uncover roadblocks or inefficiencies that are inhibiting the team’s
success, so you can work to improve those processes in the future.
4. Listening

When working in a group, it’s important to keep an open mind. Recognize that your team
members may see things from another perspective, and hear them out. Listening to other points
of view can help you see multiple sides of an issue, including ones that you have never
considered before. This allows you to be a better colleague and leader, to anticipate needs and
challenges before they arise and to respond effectively when they do.

5. Critical thinking

Critical thinking allows you to make better, more informed decisions. It can be tempting to
follow along with whatever the group decides, or what one team member believes is the best
course of action, but sometimes a different approach or a new idea can help achieve better
results. By thinking critically about the situation – examining all sides of an issue, reflecting on
past experiences, and listening to what other group members have to say – you could arrive at a
breakthrough that moves your team forward in new and exciting ways.

6. Collaboration

Working in a team can be challenging at times, but more often it is a great opportunity to
uncover creative ideas, share different perspectives and experiences, as well as enhance your
own skills. If you treat each group project as a learning experience, you can help foster a more
productive team environment. Your desire to learn and your willingness to explore new
approaches will make you a better contributor, manager, or leader.

7. Leadership

A leader who works well with others – both within his or her own department and across
departments – can help spread knowledge and resources, develop new leaders and contribute to
an organization’s success. Leaders can demonstrate strong teamwork skills by promoting
collaboration, acting as a mentor or coach for their employees and by empowering others to
learn, grow and advance.

At Herzing, we help you sharpen or develop the skills you need for career advancement through
group work, hands-on learning experiences, presentations and capstone projects. Additionally,
our P.R.I.C.E. of Success philosophy is focused on the core values of professionalism, respect,
integrity, caring and engagement, which are the foundation for a successful, meaningful career.

LO6: Negotiation and Assertiveness in the Work Place

If assertiveness is the act of calmly but confidently speaking our opinion and wishes, then
negotiation can be seen as a discussion to reach an agreement. Notice the use of the word
‘agreement’ – simply put, we are seeking an outcome where all parties are happy. Again, this is
not about putting anyone out or upsetting someone.
In this, people will learn Assertiveness and Negotiation Skills for the Workplace. These are
essential skills for thriving in the workplace. The course covers:

 Build self-confidence and assertiveness

 Develop responses to hot buttons
 Understand conflict resolution styles
 Cope with everyday putdowns
 Use 7 different types of assertion
 Be assertive upwards
 Contribute assertively to meetings

Assertiveness isn’t the same as aggression or passive aggression; indeed, the act of
conveying a message is rarely improved by being hostile. There is a world of difference
between antagonism and confidently speaking your opinion. So, how should we view
assertiveness, exactly?

Assertiveness could be best described as standing up for yourself, or the rights of others, whilst
remaining positive and calm. Importantly, assertiveness is not about upsetting others, or
becoming upset yourself in the process. That sounds more inspiring, right?

LO7: Choosing a Position

Your career has a big impact on your future. It will shape your identity, personal fulfilment,
lifestyle, income, family and retirement. Don’t let the opinions or expectations of others sway
your decision making. Ultimately, deciding on a career is solely down to you. In this article we
explain how to decide on a future job, what questions to ask yourself when choosing a career and
what factors to consider when weighing up the options so that you make the best informed
decision for your future.
Here are some tips.

1. Find the Best Fit.

2. Stay in Job Search Mode.
3. Create a Profile of Your Ideal Job and Employer.
4. Know What You're Worth.
5. Decide If You Want Higher Pay.
6. Assess the Skills Needed for Your Ideal Job.
7. Help Recruiters Find You.
8. Turn Down Lesser Job Offers.

LO8: Marketing Your Self

It’s not easy to market yourself to others. It requires grit, confidence, and above all, an
understanding of who you are at your core. When you know your self-worth, it’s easy to stand
out. But even a fully self-assured networking pro will market themselves poorly without
guidance.
Marketing Yourself Step-by-Step

1. Step 1 – Find Something That You Love. ...

 2. Step 2 – Improve Your Expertise. ...
3. Step 3 – Find Your Audience. ...
4. Step 4 – Share What You Learned. ...
5. Step 5 – Build A Community Online. ...
6. Step 6 – Don't Be Afraid To Speak In Public. ...
7. Step 7 – Share Your Stage With Others. ...
8. Step 8 – Network, Network, Network.

LO9: The Interview, Preparation, and Feedback

Before the Interview
Research the company and industry

Employers gauge your interest and motivation by how much you know about their organization.
Do your research on the position, company, and industry.

 Reread the job description and think how you can communicate why you would be a
good fit for the position.
 Review the organization’s website and social media activity.
 Learn about current trends and events that might impact your future employer.
 Try to get insider knowledge of the organization by speaking with LinkedIn contacts,
alumni, peers, faculty, family, or other contacts who may have a deeper understanding of
the organization.

prepare the key points you want to communicate during the interview

Prepare responses around these themes so that you will be ready for a wide variety of questions.

 Why are you interested in this position? Evaluate how your past experiences
(academic, professional, co-curricular, personal) have contributed to your interest in this
role. Think about why you want to do this kind of work at this particular organization.

 Why are you a good candidate for this position? Assess for how your work
experience, personal qualities, academic accomplishments, and co-curricular activities
make you qualified for the position. Identify the transferable skills and knowledge that
you would bring to the position. Be prepared to demonstrate your skills with
examples using the SARA method (Situation, Action, Result, Application).

Practice your interviewing skills

Many people practice for an interview by writing answers to common interview questions. While
organizing your thoughts on paper is helpful, you should supplement it with verbal practice,
alone, or with a friend, mentor, or career counselor. You can schedule a practice interview with a
career counselor to get feedback on your interview responses and presentation. We also host a
Practice Interview Program each semester that allows you to practice and get feedback from a
Columbia alum.
For independent practice in a virtual format, we recommend Big Interview, which you have
access to for free through our office. You can practice answering interview questions by industry
or job function, record yourself, and use their tool for self-assessment or share any video with a
mentor for feedback.

The interview is also a chance to learn more about the employer and the position. Think about
what you’d like to learn more about the role, division, organization, and industry. Identify
questions to ask the employer that will help you determine if this is the right position for you.

Before the interview begins

 Be on time! Aim to arrive at least 10–15 minutes early.

 Bring the supplies you prepared the night before your interview.
 Be considerate and polite to all staff members.
 Put mobile devices on silent.
 Avoid any scents that may be distracting to the employer.
 Enter with a positive attitude.

During the interview

 Listen carefully to the interviewer and make sure you answer the question your
interviewer is asking.
 Relate your skills, accomplishments, and objectives to the needs of the company.
 Provide specific examples when possible using the SARA method (Situation, Action,
Result, Application).
 Focus on the positive aspects of your training and experience. You don’t have to
apologize for any perceived lack of experience or background.
 Use clear and direct language. Avoid using filler words such as “um” or “like.” Make
your point and don’t ramble.
 Maintain eye contact with your interviewer(s). If there are multiple interviewers,
remember to engage with all of them.
 Be aware of your body language. Convey confidence and engagement with your posture.
 Observe the people and office space to get a sense of the company’s culture.
 If you do not have the interviewer’s contact information, request a business card so that
you can send a thank you note.

LO10: Mapping Career Development Needs

The career development process can be complex and overwhelming—whether you’re just
starting in your field or looking to make a change.

To simplify the process, we’ve broken it down into five key steps: self-assessment, goal setting,
action planning, implementation, and refinement. By following these steps, you can develop a
road map for achieving your career goals.

Career development can take different forms, but people generally take two paths: through an
organization or independently.

Professionals who develop their careers through an organization tend to have more resources
available. Their company may offer development programs, as well as a support network of
employees.

Independent professionals often must look for career development opportunities on their own.
They might use online resources like social media and online classes, attend conferences or
networking events, meet with a career counselor, or join professional organizations and read
trade publications.

Because independent professionals don’t have the same resources as those who work within
organizations, they may need to be more proactive in their career growth.

For successful career development, you'll want to follow some best practices:

 Improve your communication skills. Communication is crucial in the workplace. ...

 Invest in your education. ...
 Be intentional. ...
 Build a strong network. ...
 Take the initiative. ...
 Find the right mentor. ...
 Explore what interests you.

LO11: Career Mentors

A career mentor is someone who uses their experience to guide and help you grow your career.
They offer their advice and expertise to help you make decisions, overcome challenges, and
progress in your career.

Having a career mentor is a valuable way to gain insights, knowledge and advice from someone
with extensive experience in their field. Learning from their guidance can help you avoid
mistakes, and they can offer support during times of transition or challenge.

A good mentor relationship can be transformational, helping you chart a career path that will
take you to the next level.

LO12: Linking Theory and Practice in the Work Environment

Those who say theory and practice are two unrelated realms are fools in one and scoundrels in
the other. It reminded me of an issue that has taken up quite a bit of my psychological space over
the last decade – that of integrating theory and practice in the domain of Human Resources (HR).
Now, let's see what a theory is and how it is different from a law and a model. A scientific law is
the generalized (often mathematical) description of an observed phenomenon (e.g., Newton’s
Law of Universal Gravitation). It doesn't explain why the phenomenon exists or what causes it.
The explanation of a phenomenon is called a scientific theory (e.g., Einstein’s theory of
relativity). To be useful in the context of our discussion here, a theory should provide predictions
that can inform actions, and to be scientific a theory should be falsifiable (i.e., the predictions of
the theory can be empirically tested, and the results of the testing can strengthen/weaken the
theory or even lead to modification/discarding of the theory).
We must be wary of the seductive charm of ‘best practices. Of course, we can leverage best
practices as a source of ideas. Knowledge of ‘best practices can easily give us an illusion of
expertise (and even that we are applying theory to practice). We must remember that a best
practice is a best practice in a particular context and that unless we can figure out what made it a
best practice in that context (our knowledge of the applicable theories can help us in figuring this
out) we can’t deduce what is ‘transferable’ to our context. Casual benchmarking, like casual sex,
is easy but dangerous! Similarly, having a strong understanding of the fundamental theories
governing a particular domain, allows us to make better sense of the large number of ‘research
findings’ (which are often about some relationship that has been 'found' between two variables)
that we come across professional magazines, so that we can make more informed decisions on
their applicability to our context (as the theories can explain the ‘’why’ of the relationships
between the variables).