The Human Resources Profession Map (HRPM) sets out the skills, activities, behaviours and knowledge (professional competence) which is essential for any successful HR role.
The HRPM helps a HR professionals to assess which level they are currently working at, to think where they would like to progress, gives advice on what they need to do to get to their progress plan professional area or band and helps you reflex on what you have done.
There are four bands in the HRPM bands one up to four, here is a breakdown of these bands:
Band one is delivering fundamentals, this is the level you would be at if you are a HR Administrator.
Band two is adviser, issue-led, you are likely to be at this level if you are a HR advisor or manages a small team. This is what band I am currently at as I am an Assistant HR Manager in my organisation, I am advising and managing a team, I handle HR issues and give flexible options and recommendations.
Band three is Consultant, co-operative partner, this is the band I was working towards do currently do parts of this band like address the HR challenges, I give solutions to these challenges and I have a seat an management meetings.
Band four is Leadership colleague, client confidante and coach, this bank is more if you are a partner or HR Manager/director.
There are ten professional areas in the HRPM at the centre or the ‘core’ of the HRPM; you have the core professional areas which are made up of ‘Insights, strategy and Solutions’ in the very core then around this you have ‘Leading HR’.
Insights, strategy and Solutions part of the core is about the understanding of the organisation and using the your insights into the organisation so you can best work out what strategy or solutions are needed to meet the needs of the organisation in the current day and going forward.
When I did my personal HRPM some of the recommendations for me to be able to move through my bands were:
Make sure you regularly share ‘my insights and ideas’ with your manager and key clients/team members.
Ask for feedback on your contribution to business strategy forums.
Communicate, communicate, communicate! Set the tone for your team and make sure you are proactive with your communications regarding the change.
Leading HR is about being a role model leader, maximising the contribution that HR provides to the organisation through your own or your teams efforts.
The other eight professional areas are:
Resourcing and talent planning.
Learning and development.
Performance and reward.
Service delivery and information.
Out of these eight professional areas in my current job the last six areas in the above list are relevant to me in my current job. For example ‘employee relations at band two ‘9.15.2 Coach managers to communicate clearly to employees on performance and reward matters, seeking to avoid conflict.’ And ‘9.5.2 Support and coach HR colleagues and managers in understanding and complying with ER policies and practices’ (http://www.cipd.co.uk/binaries/profession-map-2.4-Oct-2013.pdf page 36 and page 37). The last month in my organisation we had an issue between two employees in which a grievance was raised.
I worked with the direct line manager and advised him on the process to follow in accordance with the organisations grievance procedure and making sure it was dealt with lawfully. I advised him to hold a grievance meeting with the employee who had put the complaint in and the correct process of doing such a meeting, which he did. After this meeting we looked at the minutes together and decided this seemed to be a clash of personalities so we decided that instead of taking this to disciplinary we would hold a few mediation sessions. The outcome of this has been very successful so far.
The final part of the HRPM which is the outside ring is the behaviours which are:
Driven to deliver.
Courage to challenge.
Looking at the behaviour curious which is ‘being future-focused, inquisitive and open minded; seeks out ways of evolving.’ When I did this part of my HRPM this one really stuck out for me as the main part of my CIPD course which I have struggled with is the continuous development and mainly reflection. I really have to push myself to do this and some of my recommendations directly state this:
Introduce a more disciplined approach to reflecting on work and non work activities in terms of ‘What have I learned from this?’
How often do you ask someone directly for feedback? Incorporate these requests into your weekly if not daily operating mode as a matter of course.
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