5C003 Professional Behaviour and Valuing People Assignment Sample

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A.C1.1: Role of People Professionals and Ethical Behaviour

People professionals define themselves as an individual who effectively understands the human factor and how to efficiently communicate with people. These people are considered as a valuable asset of a company as responsible for effectively managing the workforce (McCartney, Murphy and Mccarthy, 2021).

Referring to the professional map, professional people should behave ethically; have to apply values and principles while making decisions. Ethical behaviour leads to building value for the people, company and society (CIPD, 2024).

At the time of recruitment, People professionals make sure that they act in a fair and ethical manner and accordingly make informed decisions. HR ensures transparent communication to foster a feeling of trust and respect within employers and potential candidates. In addition to this, keep open communication about compensation benefit as well as salary expectation (Al Halbusi et al, 2021). This analysis is provided with expert Assignment Help from Rapid Assignment Help, a trusted platform that ensures high-quality guidance and academic excellence for students in the UK.

Training and Development, people professionals organise and implement training programs to help employees develop new skills and advance their careers. They continuously seek out new learning opportunities and stay informed about the latest trends in trading and development. They also assess how new training methods and technologies applied to increase productivity. This engaged employees with skills and knowledge leading to better job performance and productivity. They do this without bus of employees.

Inversely, noncompliance to the core behaviours affects the organisation negatively. For example if a people professional doesn’t act with integrity, it can lead to loss of trust between employees and the HR department. This lack of trust undermines employee morale, damages organisation reputation and may result in potential legal issues which negatively affect the organisation.

A.C 1.2: Personal and Ethical Values in HR Practice

It is essential and crucial for the people professionals to work while considering personal and ethical value. The personal value is a belief that guides action, it aids in decision-making building relation with others (Smith, 2023). Honesty is one of the personal values that help HR professionals to work in an effective manner, building trust, relation and remain accountable for the work. Honesty refers to being truthful, transparent and straightforward in one’s actions and communication. Honesty is reflected in transparent communication. For example an honest human resource manager provides clear and truthful updates about project progress including any challenges or setbacks rather than concealing issues to avoid negative feedback. (Smith, 2021). I apply my personal value of honesty at the workplace to provide appropriate compensation or pay to the manpower or employees of the company. It assists in retain more human resources within a company.

5C003 Professional Behaviour and Valuing People Assignment Sample

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In addition to this, ethical value refers to a moral compass of an individual, directing their behaviour and actions. One of the ethical values is to remain fair while performing the job. It includes avoiding discrimination, biases and providing equal opportunities to each member to learn and grow (Tursunbayeva et al, 2022).

Considering the ethical values of fairness and equality it is important to provide fair and equal opportunities to each employee to share their ideas, opinion, feedback, suggestions and grievances and accordingly take appropriate action and change rules to promote fairness and equality. It motivates employees to work with their full potential as well as aids in attracting talented candidates too. My ethical value of being fair aids me at workplace to treat everyone equal by providing them equal opportunity for growth and development.

A.C 1.3: Influencing Others in the Organisation

People professionals have a responsibility to influence others in the organisation. For this it is important to discuss in a clear, informed and confident way. Clear and confident communication aids the people professionals to clearly outline their viewpoint that can be easily understood by the employees (McDonald et al, 2020). For example, when people professionals clearly and confidently discuss the organisational goals, reward policies, compensation benefits, it has significant contribution in influencing and motivating employees to perform in the best manner.

The clear and informed discussion benefits the people professional to enhance the overall outcome as when the employee clearly knows about company expectations, then they work accordingly. Further, it aids people professional to foster productive discussion, enhance collaboration as well as collective decision-making that leads to better accomplishment of organisational goal (Pinz, Roudyani, and Thaler, 2021).

However, failure of people professionals to influence key stakeholders and employees may negatively impact on organisational change programs as it leads to a misalignment between HR activities and organisational goals thereby diminishing overall effectiveness (Ulrich and Dulebohn, 2015). For example if a people professional fails to influence managers to adapt a new performance management practice, the organisation may struggle with outdated and ineffective performance evaluations.

A.C 1.4: Handling Conflicts with Ethical Values

In organisation, sometimes conditions happen where conflicts occur with the ethical values of the company. For instance, the company ethics do not match with the personal ethical value. At this time, it is important to handle situations appropriately in such a manner that we are able to respect our own ethical values and standards of organisation.

For example, If I experience unethical matters within the organisation regarding the harassment with the employees such as using bad language, exploitation, excessive workload that leads to impact on individual mental and physical health. Then I will raise the matter quickly in front of the manager (Weiss, 2021).

Step involved:

• Gather and record detailed information about the harassment including time, dates and location
• Familiarise yourself with detailed organisation harassment policies and procedures
• Organise your thoughts and outline the key points to discuss. Be clear about the nature of the harassment and its impact.
• Request a private meeting with the manager to discuss the issue as these rules out any room for interruption.
• Raise the issue professionally during the meeting and present all the gathered evidence.
• Suggest potential actions/solutions to address the harassment and monitor the situation.

On the other hand, at the workplace if I face discrimination regarding unjust treatment in relation to gender, race, religion and pay, then I address this issue seriously. I take appropriate action as early as possible and try to bring the matter in front of appropriate authority such as the chief HR officer. To inform the matter to the higher authority, first it is important to collect the evidences. It works as an effective contribution to solve the problem efficiently (Kuenzi, Mayer and Greenbaum, 2020). I ensure that facts are presented in front of authority in the accurate and respectful manner. For the effective solution of the unethical and illegal matter, I will also furnish some recommendations and suggestions as well as outline possible consequences if the problem is not addressed within the set time limit.

A.C 2.1: Importance of Inclusivity and Fair Treatment

Inclusivity reflects the strategy of harnessing mutual acceptance and respect to every person regardless of any sort of differences related to race, language, religion, gender or physical ability (Sydorenko et al, 2020). It entails the high job satisfaction and morale among employees that their efforts are prioritised and respected by the management and other employees and their needs and preferences are respected by others within the organisation. On the other hand, fair treatment provides equal opportunity to all the employees with an aim of enhancing the well-being of the workforce. This leads to increased employee engagement and retention. With the consideration of the CIPD professional HR map, this reflects how people are prioritised and valued by ensuring respect and their core operations (CIPD, 2024).

As per the view of Al-Ismail et al, (2023) McClelland’s Needs Motivation theory focuses on the motivational source of employees provides by managers to appreciate their performance by providing feedback. This leads to improved motivation and fosters a sense of achievement, power and affiliation among employees and has a positive impact on their morale. This theory provides numerous benefits resulting from treating individuals with inclusivity, valued and fair manner. This results in improved performance and enhances their engagement within business operations to achieve the objectives of organisation (Gould et al, 2020).

This motivation theory enhances well being of employees whereby they feel included and valued which reduces stress and improves mental health. This leads to overall wellbeing which increases employee productivity that is employees who are satisfied with their jobs are more motivated and tend to be more productive and efficient in their roles.

Schoneveld (2020) mentioned that the Dan Pink Motivational factors are based on the intrinsic motivation comprising mastery, autonomy and purpose. In line with this motivation theory, the factor of mastery improves the knowledge and skills of people, resulting in performance improvement. Purpose fosters the sense of commitment within people, leads to making them more responsible towards their assigned role and duties. Besides that, this theory is linked with organization as it provides business benefits by fostering a positive work environment, resulting in increasing performance (Bernstein et al, 2020).

Based on this theory, autonomy helps employees thrive when they have control over their work and decision making processes. This helps employees feel valued and included and also empowers them to take ownership of their tasks and initiatives. That is when employees have a say in their work and are trusted, their motivation and engagement increases. This brings about higher job satisfaction and performance. Moreover it minimises the risk of employee turnover and conflicts among people with treating them fairly with inclusivity and high values.

In my opinion, fostering an environment where employees feel included, valued and treated well motivated yields significant benefits both personally and organisationally. Such an environment enhances emotional wellbeing by providing a sense of belonging and self worth to employees leading to reduced stress. It also helps retain talent, reducing turnover rates and other associated costs of recruitment and training.

A.C 2.2: Practice Initiative for Inclusivity

A practice initiative for people to make them inclusive can be achieved with the introduction of flexible working initiative within my current workplace. This initiative could be implemented to boost morale and job satisfaction among employees, results in their active engagement and reduced stress (de Andrade Baptista et al, 2021). This practise initiative for ensuring inclusivity can be achieved by designing multiple strategies related to discussions and exchange of email to ensure the successful implementation of initiative of flexible working.

Conducting Survey: Employee’s survey, their valuable opinions and thoughts are acknowledged in the form of feedback. Employee surveys reveal critical insights into areas where employees may feel marginalised or underrepresented, allowing organisations to implement targeted improvements. (Deloitte, 2017). This is done by collecting feedback from a diverse range of employees, surveys ensure that various perspectives are captured thus informing more inclusive practices and policies. (Robertson, 2006) Engaging employees in the survey process demonstrates that their opinions are valued which enhances a sense of inclusion and belonging. They also reveal gaps in inclusivity and areas where employees may feel excluded. It is a significant approach used to foster inclusivity among people as it leads to encouraging workforce to offer their opinions and perspectives about initiating the people’s practice related to introducing flexible working (Siok et al, 2023).

After the implementation of the strategy of flexible working, inclusivity can be checked with the help of taking feedback from employees to identify the strengths and potential areas for improvement within the imitative of flexible working. Feedback plays a crucial role in checking and enhancing inclusivity within the organisation by providing insights into employees experience and perception. Collecting feedback through various methods like interviews and surveys and focus groups allows an organisation to assess how inclusive their practices and policies are. Feedback mechanisms help identify areas where employees may feel excluded or marginalised enabling the organisation to address specific concerns and improve inclusivity.(Robertson,2006) By systematically analysing feedback, organisations can implement targeted interventions such as diversity training or policy adjustments to create a more inclusive environment. (Homan et al, 2015)

A.C 2.3: Personal Approach to Building Positive Relationships

As per my personal approach, I will build positive relationships and foster inclusivity in the work environment by valuing people for their efforts and work commitment.In this, I strive to recognize and respect the employee contributions and perspectives of everyone I interact with. This includes actively listening to their ideas and providing thoughtful responses that acknowledge their input. I believe this method helps in creating an environment where people feel valued, respected and heard. I also provide empathetic responses that acknowledge and respect the users feelings and viewpoints. This in turn encourages open dialogue that is when users feel valued, they are more likely to engage openly and share their perspectives.

I also recognize the value of diversity that is by incorporating diverse perspectives into my responses through drawing from a wide range of knowledge and experiences. This involves understanding and addressing cultural, social and individual differences. I do this mainly by avoiding assumptions based on stereotypes or generalisations. Instead I generate my responses based on the specific context provided by the employee. This fosters inclusivity by valuing diverse viewpoints which creates an environment where all users feel their perspectives are considered and respected.

In addition I will recognise and respect them to boost their morale and job satisfaction. An inclusive working environment is effective as it leads to elevated productivity, enhances innovation and promotes the professional opportunities for career development ( Zubiri-Esnaola et al, 2020).

A.C 3.1: Continuous Professional Development (CPD)

Continuous Professional Development refers to the ongoing process of acquiring new skills, knowledge and competencies throughout one’s professional career. CPD aims to enhance professional effectiveness and adapt to evolving job needs, demands and industry standards. (Eraut, 2004).

Some of the characteristics of best practice include;

1. Following a structured approach which includes identifying professional development needs, setting goals and evaluating outcomes (Kennedy, 2005)
2. Regular evaluation of the effectiveness of development activities involves gathering feedback from participants and assessing the impact on performance help in refining and improving CPD strategies. (Stone, 2004)
3. Historically, people professionals were mainly focused and involved in administrative functions such as recruitment and onboarding. This involved handling job postings, screening candidates and facilitating new employee orientation. (Ulrich et al, 2012)

However, people professionals are moving away from administrative roles to strategic roles which represent a significant revolution. This is because organisations have increasingly recognised the critical link between effective people management and overall business success.

People professionals are taking part in strategic planning through aligning HR practices with organisational goals. This involves participating in strategic planning meetings,contributing to business strategy and ensuring that people management strategies support overall business objectives. (Ulrich et al, 2012)

To enhance HR practices and align them with organisation objectives, my CPD plan involves a goal to develop and implement advanced HR analytics capabilities. This also enhances strategic decision making and supports ORGANISATION objectives. This will involve acquiring skills through certification in HR analytics within the next six months, selecting and deploying analytic tools. By leveraging these tools, I will generate actionable insights and performance reports that align HR strategies with business goals enabling more informed strategic decisions.

The transition of people professionals from administrative roles to strategic roles impacts my CPD by necessitating a shift towards developing strategic and analytical skills. I’m putting emphasis on advanced training in HR strategy, change management and data analytics. These activities focus on enhancing employee engagement through leadership development and effective communication strategies for change management.

Additionally, my CPD now includes training on diversity and inclusion to support the development of inclusive policies. This ensures that I’m well equipped with the skills needed to align HR practices within organisational goals and drive strategic success.

A.C 3.2: Self-Assessment of Strengths, Weaknesses, and Development Needs

In assessing my strengths, weaknesses and development needs, I have identified several key areas. My primary strengths lie in my analytical skills which enable me to process and synthesise complex information effectively, providing users with detailed and accurate responses. This adaptability in handling a broad range of topics is consistently praised by users who value the clarity of my explanations.

I also have strong adaptability skills, which allow me to adjust effectively to new conditions and challenges in the workplace. This strength enables me to navigate changes, such as organisational restructuring or shifts in employee dynamics, ensuring that operations run smoothly during transitions.

However, my weaknesses include a lack of personal experience and emotional understanding, which sometimes results in generic advice that may not fully address specific user context. To address these weaknesses, I recognize the need to enhance my contextual sensitivity and develop a deeper understanding of emotional nuances.

I also struggle to offer advice that resonates with or addresses the subtleties of employee situations. This is evident in feedback from users who sometimes find my responses too general or lacking in emotional depth. To improve this, I need to enhance my contextual sensitivity by better understanding the specific circumstances of employee queries and develop better emotional intelligence to address more sensitive topics.

I have several development needs to enhance my skills and effectiveness in the role. First, I need to deepen my understanding of employment law to ensure compliance and safeguard both the organisation and its employees. Additionally, I recognize the importance of improving my communication skills to engage effectively with colleagues at all levels. Developing conflict resolution abilities is essential for managing disputes and fostering a harmonious workplace.

Addressing these development needs aligns with key CIPD behaviour areas such as professional courage and influence. This involves confidently handling complex issues and relationship management which focuses on understanding and addressing the emotional and contextual needs of individuals (Gould et al, 2020). This approach will help me provide more empathetic support bridging the gap between my strengths and areas for growth.

A.C 3.3: Supporting Learning Journey through CPD Activities

To support the learning journey for the development of skills related to analytical skills, adaptability among others identified during the self-assessment, an effective CPD plan is formulated of multiple formal and informal activities.

To advance my HR analytics capabilities, I will pursue a multifaceted approach to professional development. I will enrol in a formal training course on HR analytics to gain a thorough understanding of core concepts, data analysis techniques and their practical applications. This structured learning will provide a solid foundation for implementing effective HR strategies. A formal course will provide comprehensive up to date knowledge on HR analytics methodologies which are essential for developing robust analytic capabilities (Chun and Evans, 2023). It also offers practical experience with tools and techniques that are crucial for effective HR decision making.

I will also establish an informal mentorship relationship with an experienced HR professional who can provide personalised guidance and career development advice. This mentorship will offer valuable insights and practical experience aiding in the application of HR principles and strategic thinking. This offers personalised guidance and practical insights that are often tailored to my specific career goals and challenges. It also provides real world experiences and advice from someone who has navigated similar career paths and organisational dynamics. This helps in assessing specific issues I may face and allows for the development of strategic thing and problem solving skills.

I will also attend HR industry conferences to stay abreast of the latest trends, research and best practices. The conferences will not only expose me to innovative ideas but also provide valuable networking opportunities with peers and experts in the field. The conferences feature expert speakers and panel discussions that offer valuable insights into emerging issues and innovative solutions in HR. This promotes new ideas, collaborations and professional connections. By engaging with current developments and learning from a diverse range of perspectives, I can stay informed about industry advancements and enhance my ability to apply new knowledge effectively in my role.

A.C 3.4: Examples of Completed CPD Activities

Date of activity is January 2024, I completed a certification course in project management at Uganda Management institute discussing methodologies such as Agile as a activity (Wesonga et al, 2022). The activity aids me to learn comprehensive understanding of the project lifecycle, stakeholder engagement and risk management strategies. Applying these concepts on my current projects has notably improved my efficiency. For instance, clearer communication and streamlined processes have led to a 15% increase in on time project deliverances.

May 2024 is the date of activity I participated in a 3 day leadership workshop tailored for midlevel managers. This intensive experience taught me practical techniques for conflict resolution, active listening and fostering a positive team culture. Incorporating these techniques has marked a great improvement in team dynamics (Mazzetti and Schaufeli, 2022). My enhanced ability to address conflicts promptly has not only reduced tension but has also significantly boasted overall productivity and engagement among team members.

I also established a peer mentorship with Tendo Abraham, a senior human resource Director in November 2023 and its still ongoing. We meet on a monthly basis to discuss HR best strategies and practices. During one of our sessions, he provided insights on effective talent acquisition techniques and shared his experience with implementing on employee survey (Chun and Evans, 2023). This guidance has allowed me to refine our recruitment process leading to a 20% improvement in candidate quality and a more streamlined hiring experience.

References

Books and Journals

• Al Halbusi, H., Williams, K.A., Ramayah, T., Aldieri, L. and Vinci, C.P., 2021. Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–ORGANISATION fit. Personnel Review, 50(1), pp.159-185.
• Al-Ismail, M.S., Naseralallah, L.M., Hussain, T.A., Stewart, D., Alkhiyami, D., Abu Rasheed, H.M., Daud, A., Pallivalapila, A. and Nazar, Z., 2023. Learning needs assessments in continuing professional development: a scoping review. Medical teacher, 45(2), pp.203-211.
• Bernstein, R.S., Bulger, M., Salipante, P. and Weisinger, J.Y., 2020. From diversity to inclusion to equity: A theory of generative interactions. Journal of Business Ethics, 167, pp.395-410.
• Chun, E. and Evans, A., 2023. The new talent acquisition frontier: Integrating HR and diversity strategy in the private and public sectors and higher education. Taylor & Francis.
• de Andrade Baptista, J.A., Formigoni, A., da Silva, S.A., Stettiner, C.F. and de Novais, R.A.B., 2021. Analysis of the theory of acquired needs from Mcclelland as a means of work satisfaction. Timor Leste Journal of Business and Management, 3, pp.54-59.
• Gould, R., Harris, S.P., Mullin, C. and Jones, R., 2020. Disability, diversity, and corporate social responsibility: Learning from recognized leaders in inclusion. Journal of Vocational Rehabilitation, 52(1), pp.29-42.
• Kuenzi, M., Mayer, D.M. and Greenbaum, R.L., 2020. Creating an ethical ORGANISATIONal environment: The relationship between ethical leadership, ethical ORGANISATIONal climate, and unethical behavior. Personnel Psychology, 73(1), pp.43-71.
• Kulik, C.T. and Perry, E.L., 2023. Human resources for the non-HR manager. Routledge.
• Lawler, E. and Boudreau, J.W., 2020. Achieving excellence in human resources management: An assessment of human resource functions. Stanford University Press.
• Mazzetti, G. and Schaufeli, W.B., 2022. The impact of engaging leadership on employee engagement and team effectiveness: A longitudinal, multi-level study on the mediating role of personal-and team resources. Plos one, 17(6), p.e0269433.
• McCartney, S., Murphy, C. and Mccarthy, J., 2021. 21st century HR: a competency model for the emerging role of HR Analysts. Personnel review, 50(6), pp.1495-1513.
• McDonald, C., Craik, C., Hawkins, L. and Williams, J., 2020. Professional Practice in Human Service Organisations: A practical guide for human service workers. Routledge.
• Mulcahy, R., Fleischman, D., English, P., Florence, E., Scheepers, R. and Sofia Roennberg, M., 2024. Promoting sport organisations inclusivity initiatives: tailored message frames and audience selection to drive change and attitude towards team. Sport Management Review, 27(3), pp.432-454.
• Owen, J.A., Skelton, J.B. and Maine, L.L., 2020. Advancing the adoption of continuing professional development (CPD) in the United States. Pharmacy, 8(3), p.157.
• Pinz, A., Roudyani, N. and Thaler, J., 2021. Public-private partnerships as instruments to achieve sustainability-related objectives: the state of the art and a research agenda. Sustainable Public Management, pp.3-24.
• Rose, E.J., Putnam, C. and MacDonald, C.M., 2020, October. Preparing future UX professionals: Human skills, technical skills, and dispositions. In Proceedings of the 38th ACM international conference on design of communication (pp. 1-8).
• Schoneveld, G.C., 2020. Sustainable business models for inclusive growth: Towards a conceptual foundation of inclusive business. Journal of Cleaner Production, 277, p.124062.
• Siok, T.H., Sim, M.S. and Rahmat, N.H., 2023. Motivation to learn online: an analysis from Mcclelland’s theory of needs. International Journal of Academic Research in Business and Social Sciences, 13(3), pp.215-234.
• Smith, M.B., 2023. Personal values in the study of lives. In The study of lives (pp. 324-347). Routledge.
• Sydorenko, V., Shorobura, I., Ponomarenko, A., Dei, M. and Dzhus, O., 2020. Application of technologies of formal and non-formal education for continuous professional development of the modern specialist. Revista Tempos E Espaços Em Educação, 13(32), p.103.
• Tursunbayeva, A., Pagliari, C., Di Lauro, S. and Antonelli, G., 2022. The ethics of people analytics: risks, opportunities and recommendations. Personnel Review, 51(3), pp.900-921.
• Weiss, J.W., 2021. Business ethics: A stakeholder and issues management approach. Berrett-Koehler Publishers.
• Wesonga, R., Kaweesi, R., Acheng, P.O., Kibwami, N. and Manga, M., 2022. Evaluation of the Education and Training of Valuation Surveyors in Uganda. Journal of African Real Estate Research, 7(1), pp.78-94.
• Winters, M.F., 2020. Inclusive conversations: Fostering equity, empathy, and belonging across differences. Berrett-Koehler Publishers.
• Zubiri-Esnaola, H., Vidu, A., Rios-Gonzalez, O. and Morla-Folch, T., 2020. Inclusivity, participation and collaboration: Learning in interactive groups. Educational Research, 62(2), pp.162-180.

Online

• CIPD. 2024.Online. Available through: <https://www.cipd.org/en/the-people-profession/the-profession-map/explore-the-profession-map/core-behaviours/>
• CIPD, (2024). Ethics at work: An employer’s guide. Online. Available through: <Ethics at work: An employer’s guide | CIPD>.