Havard Sample Developing Professional Practice

Developing Professional Practice 1

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Developing professional practice

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Developing Professional Practice 2

Executive summary

This paper provides a brief description of what is entailed to be an HR professional. It

also gives a range of skills, knowledge, and behaviors the HR professionals require. Their

importance is also stated. The paper also lists examples from the professional areas and CIPD

Profession Map.

Group dynamic elements are discussed by use of a model of group processes as an

illustration. Tuckman is a good example to be used as an illustration. Interaction analysis tool

is also highlighted as a way of capturing group dynamics. Active listening and problem-

solving skills are some of the examples listed as conflict resolution methods.

A summary of the project is highlighted in this paper. The project management

techniques are listed and discussed on how useful they were in the project. Lastly, self-

assessment outcome in one area of the HR professional practice is undertaken, and one more

development option is identified.

Developing Professional Practice 3

Introduction

The HR professionals design the HR Profession Map framework. Its purpose is to aid

the practitioners of HR to determine the skills and knowledge demanded by that occupation

(Currie et al., 2015, p.798). The Map gives a description of what is supposed to be done and

what is needed. The map also provides an overview on how the HR department functions

within an organization (Burke, 2013, p.13). The role of an HR practitioner is also shown

according to experience and qualification of an individual. The HR professionals are

supported by the design of the map. It supports them at every stage of their career. The HR

standards are also set by plan’s design globally. The development of a clear framework that is

flexible has helped in recognizing the progress of careers. It has also assisted in realizing the

roles of the HR that progression of career can vary (Kerzner, 2013, p.15).

The three key elements of the maps are: ten Professional areas- these areas entails

what theHR practitioners need to know and do, eight behaviors – this portion shows how

activities are carried out, bands and transitions – the development from one role to another is

shown in this element. It is divided into four groups (Mase et al., 2016, p.892). These bands

are of high competence. The groups show the profession ladder. There are two primary

purposes of the Map design. These include highlighting the ten areas of occupation.These ten

areas are at four different bands of competency. The eight behaviors which determine the

area that an HR professional should operate in.

The ten set areas of professionalism are shown below. They show what a practitioner

needs to do and know for each area of the profession (Currie et al., 2015, p.797). These

include Employee Engagement, Learning and talent development, Service, strategy and

solutions, delivery and information, Employee Relations, Organisation development,

Performance and reward Organisation design, Resourcing and talent planning, and Leading

Developing Professional Practice 4

HR and Insights. The professional map has two professional areas that are considered as the

core areas strategy and solutions, leading HR and ideas (Burke, 2013, p.13). Regardless of

their roles, the two professional areas apply to all HR professionals. They are explained

further below. The two core areas entailInsights, solutions, and strategy.

These core areas are used by the HR professionals within Human Resources to

optimize the organization’s performance.Use of insights creates the HR strategies. They also

deliver solutions that stick and stay even if they are agile and innovative. An understanding of

the organization’s goals is developed by an HR specialist(Currie et al., 2015, p.798). The HR

Specialist contributes to their delivery by knowing the structure of the organization and

teamwork is promoted.They understand the organization’s products and services that they

provide(Burke, 2013, p.13). They also know who their customers are.

Group dynamics

Groups dynamics is a term that refers to people talking and interacting in a group

setting. There are many different kinds of settings that group dynamics can be studied in.

These include volunteer setting, business setting or social setting (Mase et al., 2016, p.878).

If three or more individuals are chatting, there is group dynamics. These can be learned

through observation.

People’s personality and experience determine the role they will play in a group

setting. There is the likelihood of a shy person to sit back and relax in a group. An impatient

person will push a group’s discussion ahead.A confident person will offer more opinions in

that group. It will be much difficult if such roles are not predetermined in a group setting.

Conflict resolution methods

Groups can be formed to accomplish a certain mission or for celebration purposes.

The team can face some challenges due to misunderstanding among the members. Lack of

Developing Professional Practice 5

time and resources can lead to misunderstanding. These can be caused by a member not

accomplishing a given task (Egolf & Chester, 2013, p.206). A group must come with

solutions to counter this drawback to carrying out their mission.

The broken square is a straightforward and simple method. It can help the group to

bring together their skills and styles that are varying to reach a common goal. These can

make a group much efficient and cohesive. It also makes the members of the group learn

what helps and what hinders the team in solving problems.

Excellent communication among team members is also a real factor in solving

problems. It 's hard to understand a silent person. You can not know if the quiet person has

approved or rejected what has been discussed. Here are some practical methods for solving

conflicts in a group. All team members must know the problem-size.The group chairperson

must summarize and clarify the task to be undertaken. It is the chair’s responsibilities to ask

if all the group members have understood the work (Kerzner, 2013, p.15).

Some group tasks such as writing and budgeting should be assigned to an individual

to work on it. A budget is prepared by a person and then amended by the panel. If there is any

change to be made, the team members can point out where the changes are supposed to be

done.It will save time in accomplishing the tasks of the group.

Team Building

A team is a group of people doing a given task either as volunteers or as paid

members. The strength of a team is found in how the group members relate to each other. The

team members are interdependent (Kerzner, 2013, p.15). They work together towards

achieving common objectives. The strengths of each member of the team is an added

advantage. They can make use of each member's power to meet their set goals.

Developing Professional Practice 6

A team that is ideal has some characteristics that are distinct. These features are

subdivided into three subcategories. These are feedback and communication behaviors,

behavior and conduct courtesies and ways of approaching problems and tasks. Feedback

communication behavior refers to how the members communicate and react to each other.

Behavior and conduct courtesies apply to protocols that member has agreed to adhere

to as members of that team (Egolf & Chester, 2013, p.205). These can include being open

minded to all ideologies of the group. Giving each member a chance to express his idea to the

group, encouraging all members to participate fully in the group and to avoid side

conversations during a group discussion.

Every member should adhere to the ways of approaching problems and tasks. They

include accepting all problems that arise as a problem of the team. It should not be an

individual problem. All information must be shared with the group. The failures must be

shared as a team. None of the members of the team should be blamed even if they are the one

which led to that failure.

Team Development

There are four phases of developing a group. These include forming, storming,

norming and performing (Mase et al., 2016, p.893). All these stages are inevitable for a group

to grow and be successful.

Forming

Forming is the first step in group development. The team members have got no idea

of what the group is about. Anxiety is depicted in some members. The members also tend to

be careful about what they say in that group (Egolf & Chester, 2013, p.256). Every member

tends to have the best behavior to avoid judgment from other team members. This stage can

be long so as the team members to know each other well (Mase et al., 2016, p.891).

Developing Professional Practice 7

Storming

In the storming phase, conflicts may arise as members will differ in purpose and ideas

of the group (Mase et al., 2016, p.878). They can also change in leadership and working

procedures of the group. Storming is the stage where some members will feel the group will

fall apart due to the misunderstandings among the group members. Frustrations may arise for

some members of the team due to rise in conflicts among them. This stage can be likened to

the the adolescent stage, a development stage in human beings. The members who stick to the

tasks they had earlier set will feel stressed because nobody seems to support them (Egolf &

Chester, 2013, p.243).

Norming

Norming is the third stage of group development. It results after all disagreements

among the members have been resolved. Members tend to be more cooperative than before.

All the team members now focus on the goals they had set to achieve (Harrison, 2015, p.9).

They share the responsibility and work towards a common goal. The members learn one

another’s strengths and weaknesses. Therefore they come up with ways how to work together

to achieve the set goals effectively.

Performing

At this stage, all the roles and norms of the group have been set. The members of the

group focus to achieve common goals. There are high trust and openness in communication

among the members (Harrison, 2015, p.9). The members are also full of knowledge hence

they are competent. They can also decide on their without anyone supervising them.

Transforming

Developing Professional Practice 8

At this stage, the aim of the group has been achieved. The members will come

together to redefine their and purpose of the group. Leadership is shared within the team.

There is openness in communication and high trust among the members.

The Win-win Approach

The win-win approach was evolved for interpersonal relationship. These are set of

principles which enable group members to focus on a set of shared commitments towards

achieving mutual satisfaction (win-win) (Currie et al., 2015, p.797). The intention of this

approach is to ensure negotiations are set towards reaching a satisfactory agreement. These

are the requirements for plans of the group. This method provides a structure that is well-

defined hence it reduces the work required.

Project management

A project is a unique and coordinated set of activities that have a start and an end

(Champoux, 2016, p.87). These activities can be done by an individual or as a team.

Project management is the process of monitoring a project by controlling and monitoring the

project’s plans till they are achieved.

As part of the organizing team for a wedding, some activities were performed

towards the success of the marriage. The manager in charge together with the organizing

committee ensured that all the activities to be performed had enough time. In this context, the

wedding is the project (Champoux, 2016, p.98). All the project management steps were

adhered to till the end of the marriage ceremony. Below are the stages of a project

management and how they relate with the wedding.

Initiation

Developing Professional Practice 9

Initiation is a crucial stage for any project that is going to be carried out. It serves as a

reference point for the whole project (Kerzner, 2013, p.15). The charter for the entire project

is defined. During the wedding arrangement, the committee members were selected. The

chosen members also prepared the schedule on how activities will be conducted. This marked

the start or the initiation of the wedding. If the initiation is done poorly, there is the likelihood

of a project to fail. Therefore time should be spent on initiation stage to ensure it’s done

successfully (Harrison, 2015, p.9).

Planning

Planning is the next stage after the initiating of the project. Planning is the key to any

project to be successful. The committee arranged on where the wedding should take place,

the amount to be spent and when it should be held. Planning of a project is also essential

because it saves and time money (Burke, 2013, p.13). It also avoids other problems that

might arise due to poor planning. The way the wedding was planned saved time and avoided

inconveniences.

Execution

In this stage, the planned activities start to take place. People and other resources are

integrated to produce the desired outcome as per the plans of the events (Champoux, 2016,

p.88). The activities that every individual was assigned is done within the scheduled time.

The chart containing event program is monitored to see how the activities are progressing.

The wedding activities were carried out as planned. The members did the activities they were

assigned on time. The chairperson of the marriage committee monitored the progress of the

activities by referring to the event schedule.

Validation and control

Developing Professional Practice 10

This technique will ensure that the protocols and project plans are executed according

to the project schedule (Currie et al., 2015, p.800). The chairperson of the wedding ensured

all the activities were in control. Every activity has criteria of validation. The validation

technique provides the way a particular activity is supposed to be done has adhered to that

criteria. A group that is assigned to cater for quality assurance ensures all activities are done

and are of high quality.

Closing

Closing is the last project management process. Project management process takes

place when all the assigned activities are done. The project manager then hands the project to

another leader for project implementation (Champoux, 2016, p.88). All the wedding activities

were carried out. The next phase was the actual wedding day. It was done, and therefore it

marked the end of the project and subsequent closeout. The client accepts and pays for the

project after it has been completed.

Skills for Persuading, Negotiating and Influencing

Persuading is a way that makes one convince other members to take a given action.

Negotiating is a term that refers to the ability of two parties being able to reach a mutual

agreement regarding an individual issue (Burke, 2013, p.13). Influencing entails both

persuading and negotiating.

Persuading

Use of positive language in backing a conversation with the logic argument is a short

team impact. Emphasizing on positive discussion will also make a different in persuasion

(Mase et al., 2016, p.888). The way people handle objection regarding their arguments

influences belief. During the wedding ceremony, the above methods were applicable in

persuasion.

Developing Professional Practice 11

Negotiating

Developing listening skills to other project members helps in reaching a consensus.

The win-win criterion shall also apply here by both sides accepting an agreement. Apart from

that, compromising at certain points also boost negotiation concession. During the wedding

ceremony, the above negotiation methods were applied during the project execution.

Self-Assessment

Self–assessment is an opportunity that employees have to narrate about their

significant achievements in elements of performance.

Personal development plan

A Personal Development Plan serves as a guide in self-analysis. It focuses on one’s

strengths and weaknesses.

Area of competence

addressed

Development

goal

Activities

Resource

needed

Ways to

measure

progress

Support needed

Good in decision

making

Current:

chairperson in

drama club

Development

goal: to enhance

the skills of

drama club

members in the

following year.

Having a

one-on-

one

meetings

with each

member

Drama club files

and all staff

members

Completi

on of the

meeting

and

assessing

each

member’

s ability

Telling each

member the

weakness and

strengths they

have.

Developing Professional Practice 12

Conclusion

In conclusion, the study of HR profession can make one improve skills in career

development. It can also enable an individual to realize his talent in a given field. Learning

about the CIPD map will serve as a guide towards the achievement of goals of an individual.

The study of project management process helps people to manage their projects to

completion well. They also ensure project activities are of high quality. What they study of

team development is also essential information for units that will last for long. The steps

given provides a selection of potential group members.

Developing Professional Practice 13

References

Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.

32(4), p.13.

Champoux, J.E., 2016. Organizational behavior: Integrating individuals, groups, and

organizations. Routledge. 24(5), pp.87-98.

Currie, G., Burgess, N. and Hayton, J.C., 2015. HR practices and knowledge brokering by

hybrid middle managers in hospital settings: the influence of professional hierarchy.

Human Resource Management, 54(5), pp.793-812.

Egolf, D. and Chester, S., 2013. Forming storming norming performing: Successful

communication in groups and teams, 37(5), pp.103-257.

Harrison, L., 2015. Professionalism in human resource management: Evolution of a standard.

People and Strategy, 38(4), p.9.

Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and

controlling. John Wiley & Sons. 47(4), p.15.

Mase, W.A., Adeyeye, S., Amarie, O., Cornejo Happel, C., Hamilton, E., Jones, S.D., Orvis,

J. and Romero, N., 2016. Forming, Storming, Norming, and Performing–

Multidisciplinary Team Development and Operations 57(7), pp.871-898.

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