The generalist need to know and do

The CIPD Profession Map as it is seen from its name is the guide to HR specialists all over the world to determine their current stage and realize what is needed to do next in order to develop themselves as an HR professional. The CIPD Profession Map includes in itself what does the professional HR generalist need to know and do in every stage of his career. At the same time the CIPD profession map gives tips for organization to define areas of success and improvement.
Every HR generalist can develop and plan his career using this tool no matter of sector or place in the world he is operating. The map is kept up to date by its creators based on research results of HR professionals and academics. So, you be assured that you will always have the latest thinking and standards for your profession.
The CIPD Profession Map explains what kind of skills, knowledge and behaviors needs an HR professional now and in future to develop himself. It divides professional areas into four main bands / stages, starting from juniors to senior leaders and is applicable to all professionals working in any HR spheres (in learning and development, talent management, reward management, employee relations and engagement, resourcing or organizational development).
CIPD Profession MAP consists of three key elements:
– 10 professional areas two of which are core professional areas,
– 8 behaviors,
– bands and transitions. (hierarchy of profession)
These elements as a whole explain what an HR professional need to know and do, how to carry out activities, how to develop from one role into another.
The two professional areas are Insights, Strategy and Solutions and Leading HR. Insights, Strategy and Solutions area gives an understanding to an HR professional about his own organization’s strategy, its performance goals and sector in which they operate. The professional area of insights, strategy and solutions, explains a range of perspective, knowledge that HR practitioners with the highest level of professional competence need to know to perform effectively. Leading HR is a key to be a good example of a leader, rising the commitment of HR. It includes the activities and knowledges such as personal leadership and professional impact, delivering value and performance, evaluating impact etc.
• Comment on the activities and knowledge specified within any 1 professional area, at either band 1 or band 2, identifying those you consider most essential to your own (or other identified) HR/L;D role.
I will comment on resourcing and talent planning in this activity, because as I mentioned in my personal development plan I have a target to establish talent management tools in my company. Now I am mostly considering myself at band 1 of professional transitions of resourcing and talent management. Now my skills and activities does not go beyond collecting data, producing reliable and relevant management information by analyzing resource data such as turnover, retention, new hires, productivity and capability etc. I am aimed to develop my skills and activities at least in the level of band 3 of resourcing and talent planning in order to be able to design assessment and selection processes so, that they meet equality and legal requirements and best practice standards, work with managers to ensure that new starters and transitioning employees undergo appropriate and supportive induction. As the career development, increasing knowledge and skills, professionalism and competence of floating staff is one of the main priorities of the management board, as an HR representative I understand my responsibility and want to start a plan of actions to apply advanced methods in talent management.

Activity 2
• Understanding customer needs (include examples of 3 different customers and 1 need for each, and explain how you would prioritize conflicting needs)
As an HR specialist, our role is to provide the best option or product to our internal customer who are the whole organization. Though, we always face with difficulties or conflicting situations while serving to our clients, to preserve organization interests and goals matched with clients’ needs is our main role and responsibility. While glancing at CIPD profession map or talent management cycle my HR role in terms of responding clients’ needs is directly linked to resource planning and talent acquisition, learning and development and performance management, reward parts. Therefore, ensuring best services that responds to customer needs are in our best interest in terms of effectiveness and timeliness. To better describe understanding customer needs, I may give an example of the IT department’s case on “Raising information security awareness of emailing staff”.
This case started with initiating new online program by IT department for the staff in order to increase security awareness of the organization. The program cost was beyond HR budget when you consider more than 1600 office staff. It was an online platform where a user is required to complete certain selected modules on information security and IT stuff in order to increase their knowledge on security matters and hacker’s attacks. At the end of online program, user is required to have an obligatory assessment. in this case, there were two conflicting or pain points – one is overbudget out of the threshold, second is users’ reaction to the obligatory exam and excessive modules to be passed and as well as program’s usage ratio by majority considering the heavy workload of staff. Our communication first was with IT department head to persuade him our solution – which was to have a trial session for approx. 100 people and get their feedback on the program – by this suggestion, we don’t lose on budget, as well as we observe the reaction of the population. Obviously, this suggestion was not welcomed by IT department head, as he insisted to purchase more than 1500 accounts for users and put mandatory participation in the program to their development KPIs. The problem as HR department and as L&D practitioner I see, IT department’s approach to the employees. There is a lack of understanding of what IT department’s job is, though it doesn’t give them right to dictate on employees. As a L;D specialist me and my colleagues, we spent whole of several years to re-built HR status and position in the organization, we made it international out of traditional. We created the environment open to learning and development. And now, this conflicting situation first, puts HR role in threat and them employee’s expectations from the organization.
My second attempt to influence IT department head was the Chairman who is IT department head’s manager – which now, I think that was not the best option. So, I explained the situation and the case to our Chairman, introduced the program to him – everything seemed very fine, until our chairman fully supported our IT department head’s thoughts in terms of mandatory exam and passing all modules within a short period of time. So, that doesn’t work as well. Me and my colleagues decided to launch a survey which will give a chance to majority to express their thoughts freely – it’s a democratic way of doing things as always. Staff, of course, welcomed the initiative but, was not happy with the conclusion of mandatory exams and etc. Seemed that, everyone welcomed the idea of raising awareness, but it was necessary to do it in a democratic way.
As L&D specialist, I communicated the results with IT department head and our chairman as well. We made a few communication sessions, separately and together as well with IT department head, his team mates and our chairman, explained the results, give a several options how to proceed further faster and without burns out. Finally, our first idea welcomed by everyone – purchasing a trial session for approximately 100 people – they will have a chance to try the modules and examination part for about a month – and in case of effective and positive feedbacks, we agreed to go further. Though, purchasing the whole system was out of HR budget, we also agreed on covering the whole staff by dividing into 4 groups consisting each and every about 400 people. The project will continue till the end of 2019 and budget will be kept within threshold.
Case 2
Another case happened with procurement department on resourcing and talent planning part. Due to the changes and transformation happening in the organization, the scope and workload of certain departments – who were actively involved to change and transformation – was widening and increasing. As every year, HR does headcount planning, for 2018 we finalized it last year considering our organizational strategic initiatives, changes and all other projects. Though, the same is applicable to procurement department as well, head of procurement approached to HR claiming that he needs three more headcounts out of plan and budget for this year as the current staff is no longer able to drive workload and scope of it. The conflict here is that, company headcount of 2018 was already approved by Executive board and Supervisory board. Head of procurement insisted to raise the case and present in Executive Board, so we did as. Obviously, Executive Board rejected the new headcounts. On Board meeting, we suggested to do job analysis and job evaluation in order to help procurement department’s staff’s roles and responsibilities. Me and my colleagues, came to daily routine and started our job evaluation cycle. We interviewed every and each person, made focus group discussions in order to be able to compare written roles and responsibilities which were within scope and conducted job analysis part as well. Findings from interviews and discussions showed that roles and responsibilities amongst team members were not equally and job based distributed, delegation of certain heads under head of department was much lower than expected. Now, it was part of communicating findings to head of department and his team. I thought it was better to do it through Business partner of Procurement department. Starting from this point, situation went worse. As HR Business partner was not involved to the case from the beginning, all case led by me and my colleagues, L&D practitioners, communication was not smooth as I expected.
Case 3
I faced my most critic case during a structural change happened in several units of my previous company. I faced with demotions, promotions and even terminations. This structural changed effected cross-functionally HR department as well in terms of timely and effective communication as well as managing employee relations very carefully. One of them happened in Marketing and external communication department. A new department head was appointed by Chairman. Upon this news, we had to communicate or negotiate with the current head on his demotion to a lower level role or dismission from his job. The hard task was not to let the situation escalated to upper level or chairman. With the participation of Business partner of marketing department, I reviewed current head’s performance and Chairman’s appointment letter about his new role. The new hire was a younger and fresh experienced person that current head. A demotion for the current head meant a lower job grade, lower supervision and decreased compensation as well. And according to the labor code, the demotion or dismissal cannot be done until there are reasons required by law. Me and my teammates thought that proper communication would help to solve the issue faster and without hurting anybody. Unexpectedly, current head refused his new job offer claiming to give him tangible feedback about performance and his leadership role. As a result, his demotion didn’t happen. After advising with Chairman and board of members, we decided to create a new expert role for him, which much like is as advisory role to chairman in order to keep his compensation unchanged. Though, the direct advisory role to Chairman explicated many deficiencies in his capabilities of delivering things as an individual and after a month he resigned from his position and left the company.
• Effective communication (include examples of 3 different communication methods and the advantages and disadvantages of each)
In the first case, first priority was to communicate the decision to the staff properly in order not to create perceptions on minds again. Emailing the whole happened things and involvement of IT department’s role was not the best option. It has more disadvantages than advantages, as the tone of voice and long listed emails are now welcomed by everyone, majority ignores long and boring mails. Second it would create a big perception on staff, when the issue was directly linked to KPIs and performance results. Second priority was to proper communication and feedback with IT department as they are considered our internal customer in learning and development process. First, chatting on emails was not effective till some point. We lost connection and kept talking on phone, and phone calls followed summary of our talks. Usually, those emails following phone calls missed main pain points and sharp messages to each other. This way of communication delayed our progress a lot and obviously we lost in timing. Therefore, I decided to conduct focus group discussion with clear planning and roadmap. After a two-effective meeting, we could see the result and had a map on mind to proceed further. This also helped us to build proper way of communication with company staff as well, therefore survey launched to listen to majority’s thoughts and bear them in mind as well.
In second case, the main missing point of communication was that as L;D practitioner I led the whole process of job evaluation and analysis without participation of business partner, who is considered as strategic partner of marketing department. Therefore, in that part, we had more cons than pros and handling complaints, delivering service on time was much challenging than any other cases. I would even say that, we missed a lot of parts of puzzle here. A furious client even not responding to job analysis and work done by me, L;D, claimed only to his business partner faster recruitment of his headcounts.
• Effective service delivery (include: delivering service on time, delivering service on budget, dealing with difficult customers, handling and resolving complaints)
In IT department’s case, our wrong way of communication in the first phase – long emails and phone calls discussions – was an obstacle to us in terms of delivering service on time. Though, we successfully closed the case on time, with choosing right way of communication with each other would made us faster and more effective than we were. As a result, we delivered the service within budget as well. in the first phase, we had many quarrels, and complaints from IT department head and team as well regarding that HR is being a problem rather than partner, our face-to-face discussions, carefully listening to each other feedback and comments and responding back to each other smoothed the situation a lot and made us to come to compromise.
In headcount issue of procurement department, the fastest and most effective way of solving all programs of the department and team to define their clear roles and responsibilities and distribute job accountabilities according to their roles. Though the communication part delayed a bit finalize the case, first decision was made right in terms of re-doing job analysis and helping department head. in that role, HR was a strategic partner and consultant to the department head. As a result, we were within budget, even cost saved from one employee’s cost to company and handled impatient customer by directing him to the right way.
In case three, to create an extra new job for the marketing department’s former head under chairman’s supervision was a cross-functional solution. As a result, a younger, fresh and well experienced new leader will not be dealing with a toxic team member. To keep the former head out from the team will definitely help him adapt faster and prepare the team for the upcoming changes. Furthermore, transferring the former head to the position under Chairman’s supervision let the chairman directly observe him, evaluate his skills, capabilities and performance in terms of delivery tasks timely and effectively. And chairman’s observations and open feedbacks was enough to enable former head to resign from his position. In this case, HR role was a suggestion of creating new position and enable chairman’s direct supervision for the former head. Such an act, enables us as well to reduce complains and toxic behavior of a person spreading to the staff members.