Professional Behaviour And Valuing People Learner Assignment

C 003 Professional Behaviour And Valuing People Learner Assignment

5c 003 Professional Behaviour And Valuing People Learner Assignment

Analyze the responsibilities and behaviors of a 'people professional' based on typical activities, ethical values, inclusion theories, communication techniques, and personal reflection on working inclusively and evolving roles. Discuss how these elements influence professional practice, decision-making, and ongoing development within HR contexts, supported by relevant models, frameworks, and academic references.

Sample Paper For Above instruction

Introduction

The role of a 'people professional' encompasses a wide range of responsibilities, including ethical conduct, promoting inclusivity, effective communication, and continuous personal development. These aspects are vital for fostering a positive workplace climate, ensuring legal compliance, and enhancing organizational effectiveness. This paper explores the qualities and characteristics of a 'people professional', the ethical principles guiding their practice, the importance of inclusive strategies, and the evolving nature of HR roles, supported by relevant academic models and frameworks.

Defining a Professional and a People Professional

Being a professional entails adhering to established standards of competence, ethical conduct, and integrity within one’s field (Fleder, 2017). A credible definition from the International Labour Organization emphasizes professionalism as possessing technical skills, ethical behavior, and a commitment to continuous improvement (ILO, 2019). A 'people professional' specifically refers to individuals working within Human Resources (HR), Learning & Development (L&D), or Organizational Development (OD), committed to fostering a productive, inclusive, and ethically sound workplace environment (CIPD, 2022).

According to the CIPD Profession Map (2022), a 'people professional' demonstrates core knowledge of employment law, organizational behavior, and talent management; embodies values such as fairness, honesty, and inclusivity; and exhibits behaviors like ethical decision-making, empathy, and strategic thinking. These qualities foster trust, integrity, and credibility, which are fundamental to effective HR practice.

Ethical Values and Their Role in HR Practice

Ethical values underpin the decision-making and actions of people professionals, guiding them to act in the best interests of both employees and organizations (Bowen, 2018). Ethical considerations include fairness, confidentiality, integrity, and respect for diversity. For example, ensuring unbiased recruitment practices or maintaining employee confidentiality demonstrates adherence to ethical principles (CIPD, 2022).

Two personal ethical values I hold are fairness and honesty. Fairness influences my practice by ensuring equitable treatment of all employees and transparency in processes. Honesty fosters open communication and trust with colleagues, which is essential for collaborative decision-making. Upholding these values aligns with professional integrity and enhances organizational credibility (Trevino & Nelson, 2021).

The Significance of Ethical Values in HR Work

Ethical values are central in maintaining organizational reputation, employee engagement, and legal compliance. They create a moral compass that guides practitioners through complex dilemmas, such as balancing organizational interests with employee rights (Hartman & DesJardins, 2020). Recognizing personal values and aligning them with professional standards reduces bias and promotes consistency (CIPD, 2022).

Demonstrating professional courage involves speaking up for ethical concerns, even when they challenge authority or organizational norms. For instance, addressing discriminatory behavior or unethical management practices exemplifies this courage. Supporting others to do the same strengthens an ethical workplace culture (Kidder, 2017).

The Role of Communication and Influencing in HR Practice

Effective communication enables HR professionals to influence organizational strategies and advocate for employees. Well-informed, clear, and engaging communication helps ensure that people issues are understood and addressed effectively (Miller & Gildea, 2021). Techniques such as active listening, evidence-based arguments, and tailoring messages to audiences enhance the impact of HR interventions.

Contributing confidently in discussions is crucial for representing the HR voice. For example, presenting data-backed insights on employee engagement can persuade leadership to implement supportive policies. Knowing when and how to speak up, coupled with savvy communication methods, ensures that HR’s strategic role is recognized (Drollinger et al., 2016).

Circumstances for Raising Ethical and Legal Concerns

An ethical concern might involve discovering discriminatory recruitment practices that favor certain groups over others, which I would raise to a manager through a formal report, clearly detailing the observed issue and its impact. The process involves gathering evidence, consulting policies, and requesting a review, ensuring confidentiality and professional judgment (Frankel & McKee, 2020).

Legislation breaches may involve witnessed violations of employment law, such as unsafe working conditions. In this case, I would escalate the matter via the appropriate channels, including reporting to a Health & Safety officer or HR manager, following organizational protocols and legal reporting requirements (Silverstein et al., 2021).

Theories Supporting Inclusion and Fair Treatment

Two relevant models are Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory. Maslow’s model emphasizes psychological needs for safety and belonging, which organizations can meet through inclusive practices (Maslow, 1943). Herzberg explains that factors like recognition and meaningful work foster job satisfaction, motivation, and retention (Herzberg, 1966).

Implementing these theories demonstrates that inclusive workplaces reduce conflicts, improve engagement, and enhance overall well-being. For example, inclusive policies that address diverse needs promote a sense of belonging, which correlates with increased productivity and reduced turnover (Klein, 2020).

Building and Maintaining Inclusivity in HR Practice

During the design of people initiatives, methods such as conducting surveys and focus groups engage diverse voices, ensuring inclusivity from the outset. Post-implementation, monitoring through feedback mechanisms and inclusivity audits assesses whether practices meet diverse needs (Smith, 2019).

Ensuring inclusivity throughout involves continuous dialogue, adapting policies based on feedback, and fostering a culture where all employees feel valued and heard. These strategies support sustainable inclusive practices and organizational resilience (CIPD, 2022).

Working Inclusively and Building Relationships

My approach includes active listening, valuing individual contributions, and fostering trust by providing support and recognition. Collaborating across departments and seeking diverse perspectives enriches decision-making and builds positive relationships (Johnson & Johnson, 2019).

The Evolving Role of a People Professional and CPD Implications

The digital transformation, remote working, and emphasis on diversity are transforming HR functions. Skills such as digital literacy, data analysis, and remote communication are now vital (CIPD, 2022). This evolution requires continuous development through courses, webinars, and peer learning to stay relevant (Brewster et al., 2017).

Self-Assessment: Strengths, Weaknesses, and Development Needs

Feedback from colleagues highlights my strength in ethical reasoning and communication. However, I recognize a need to improve my data analysis skills to support evidence-based decision-making. This insight informs my development plan, prioritizing advanced HR analytics training and networking with experts (CIPD, 2022).

Development Activities and Reflection

I plan to undertake a formal course in HR analytics, participate in peer mentoring, and attend seminars on diversity and inclusion. Reflecting on past learning, I found that engaging in HR projects enhanced my confidence and strategic thinking, leading to more impactful contributions at work, consistent with Kolb’s experiential learning theory (Kolb, 1984). This ongoing process fosters continuous growth aligned with evolving HR roles.

Conclusion

In summary, being a 'people professional' demands ethical integrity, inclusive practices, and effective communication, all underpinned by continuous professional development. Recognizing personal values and leveraging relevant theories enhances practice, ensuring that HR professionals meet both organizational and employee needs effectively in the evolving workplace landscape.

References

  • Brewster, C., Chung, C., & Sparrow, P. (2017). Global HRM: Managing People in a Multinational Context. Routledge.
  • Bowen, S. A. (2018). Ethics and HR: Building a Culture of Integrity. HR Journal, 34(2), 45–53.
  • CIPD. (2022). Professional Standards and the CIPD Profession Map. Chartered Institute of Personnel and Development.
  • Drollinger, R., Comer, L., & Koff, R. (2016). Enhancing communication skills for HR professionals. Journal of Business Communication, 53(2), 183–204.
  • Frankel, T. & McKee, B. (2020). Reporting and addressing unethical behavior in organizations. Business Ethics Quarterly, 30(4), 557–578.
  • Hartman, L. P., & DesJardins, J. R. (2020). Business Ethics: Decision making for moral and ethical choices. McGraw-Hill Education.
  • Herzberg, F. (1966). Work and the Nature of Man. World Publishing.
  • ILO. (2019). Decent Work and Ethical Standards. International Labour Organization.
  • Johnson, D. W., & Johnson, R. T. (2019). Joining Together: Group Theory and Group Skills. Pearson.
  • Klein, K. J. (2020). Organizational inclusion strategies for greater employee engagement. Organizational Dynamics, 49(3), 100744.
  • Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Prentice Hall.
  • Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
  • Miller, H., & Gildea, M. (2021). Communication techniques for HR professionals. International Journal of Human Resource Management, 32(5), 1136–1155.
  • Siedman, E., et al. (2019). Assessing inclusion in workplace initiatives. HR Management Journal, 29(4), 245–263.
  • Silverstein, M., et al. (2021). Legal compliance in HR practices. Labour Law Journal, 72(1), 33–48.
  • Smith, A. (2019). Measuring inclusivity in HR policies. Equality, Diversity and Inclusion: An International Journal, 38(7), 711–725.
  • Trevino, L. K., & Nelson, K. A. (2021). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.

Related Assignments