Professional Behaviors and Valuing People Research Paper

5CO03 –
Professional
Behaviours and
Valuing people
www.pwc.com
Contents of this unit
Professional
Behaviour
Collaborative
Working
Continuing
Professional
Development
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2
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Learning Outcome 1
Be able to demonstrate
professional and ethical
behaviours in the context of
people practice.
Learning Outcome 1
Being a People
professional
Personal and
ethical values
Contributing to
influence
Raising concerns
4
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Professional vs People
Professional
What does professional mean?
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What does People professional mean?
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People Profession
Multidisciplinary
Organisational design
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Human capability
Change &
transformation
Date
8
What is the difference between being professional and being
a professional?
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A Professional vs. Professional
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Being a professional
Being professional
Expertise through knowledge
Characteristics demonstrated
at work
Practitioner
How one practices
Committed to the area of
practice
Occupational identity & status
Committed to principles and
ethics
Personal attribute
Date
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What do you know about the CIPD Professional Map?
Why is this map important?
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CIPD Professional Map
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How can the professional map help you?
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Why Should I Bother with The Map?
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Insight into
whole people
profession
Highlights key
knowledge and
behaviours
Provides a
competency
framework for
development
Helps in building
a case for
development
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Group Discussion
Using the CIPD Professional
Map and your individual roles:
Identify knowledge, skills,
values and behaviours that
are essential for the people
professionals.
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Personal and Ethical Values
What are values?
What are ethical values?
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Ethical Practice
• The application of ethical values in organisational behaviour.
• It applies in all aspects of organisational conduct, including corporate governance,
employment practices, sales techniques, stakeholder relations, accounting practices, and
issues of product and corporate responsibility.
• It’s about the discretionary decisions that organisations and the people who work for them make,
and transparency with all stakeholders about those decisions.
Presentation Title
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Date
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What values are demonstrated by people practitioners?
Give some examples.
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Give some examples of times when you have had to live up to
your personal values.
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Professional Map | Core Behaviors
Presentation Title
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Date
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Breakout Session 2
In your groups, discuss:
• Why is it important to know one’s own
personal values?
• How your own personal values can be used
as a framework for behaviour and practice?
• Give examples of THREE personal values
integrate (or not) with organization and/or
professional values
• How does that impact colleagues?
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Contributing to influence
What is professional courage and influence?
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Professional Courage and Influence
One of the key behaviours people professionals need is the ability to
influence others, and the courage to challenge decisions and actions.
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Contribute to
discussions
confidently
Communicate
key information
clearly
Engage with key
stakeholders
regularly
Overcome
resistance and
get buy-in
Recognise and
rectify mistakes
Put things right
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25
Why do people professionals need courage and influence?
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Give examples of a time when you have had to influence
others?
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What are the different ways in which you can influence
others?
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Breakout Session 3
In your teams,
Think of 3 personal examples
when you, as people
professionals, contributed
confidently to discussions by:
– Being informed
– Being clear
– Being engaging.
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Date
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Raising concerns
How do you recognize situations where you need to raise
concerns?
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Conflict with ethical values
Legal
Conflict
Presentation Title
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Ethical
Conflict
Leadership
Conflict
Personal
relationship
Conflict
Date
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Whistle Blowing
An individual reports wrongdoing
in an organisation, for example
financial misconduct or
discrimination
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Date
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How can you raise concerns in your workplace?
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Taking personal responsibility
• Ongoing review and taking responsibility for
• Taking responsibility for mistakes, for example
own work, for example knowing and clarifying
recognising, admitting, acknowledging
work requirements and responsibility levels,
mistakes;
• Being clear about ethics and values,
• Ensuring own capability to meet requirements,
• Identifying options to correct, mitigate or
compensate for mistakes;
• Agreeing and taking best course of action;
• Time management and completing work within
agreed timescales,
• Learning from mistakes.
• Checking quality of work,
• Confirming client/recipient satisfaction with
work done.
• Cultural issues of face-saving and techniques
for apologising.
• Recognising and rectifying mistakes:
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How can conflict be managed?
What do you do to resolve conflicts?
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Conflict Thomas-Kilmann Model
Met
Demand
Co-operate
(I win : You lose)
(I win : You win)
Compromise (Some
gains and losses)
MY NEEDS
Ignored
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Avoid
Concede
(I lose : You lose)
(I lose : You win)
YOUR NEEDS
Met
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Preventing Conflict
▪ Deal with it immediately – don’t be tempted to avoid or ignore it
▪ Be open – if people have issues, they need to be expressed immediately – not fester
into bigger things
▪ Practice clear communication – articulate thoughts and ideas clearly
▪ Listen actively – paraphrase, clarifying & question to avoid misunderstanding
▪ Avoid assumptions – asking yourself “why” on a regular basis
▪ Its business not personal – stick to facts and issues, not personalities
▪ Focus on solutions – don’t belabor what can’t be changed
▪ Encourage different points of view – insist on honest dialogue and expressing
feelings
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Preventing Conflict (continued)
▪ Don’t blame – encourage ownership of the problem and solution
▪ Demonstrate respect – if the situation escalates, take a break and wait for emotions
to subside
▪ Keep team issues within the team – deal with things directly and don’t let it go into
the next day
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Managing and Resolving Conflicts
Healthy and unhealthy ways of managing and resolving conflict
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Unhealthy responses to conflict:
Healthy response to conflict
An inability to recognize and respond to
the things that matter to the other person
The capacity to recognize and respond to
the things matter to the other person
Explosive, angry, hurtful, and resentful reactions
Calm, non-defensive, and respectful reactions
The withdrawal of love, resulting in
rejection, isolation, shaming, and fear of
abandonment
A readiness to forgive and forget, and to move
past the conflict without holding resentments or
anger
An inability to compromise or see other person’s
side
The ability to seek compromise and
avoid punishing
The fear and avoidance of conflict; the
expectation of bad outcomes
A belief that facing conflict head on in the best
thing for both sides
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Learning Outcome 2
Be able to champion
inclusive and collaborative
strategies for building
positive working
relationships
Learning Outcome 1
Benefits of
inclusion
Designing inclusive
practices
Working inclusively
Building Positive
Relationships
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Benefits of inclusion
What is inclusion in the workplace?
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Why should organisations be ethical and inclusive?
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Importance of Ethical Practice
• An open culture improves morale.
• Good relations with customers lead to an enhanced reputation.
• Ethical companies outperform their peers financially in the long term.
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Date
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The role of People Professional
Actual
Practice
Ethical Gap
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Ethical
Practice
Date
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https://peopleprofession.cipd.org/profession-map/core-behaviours/ethical-practice#gref
What are the benefits of feeling included valued and fairly treated?
People
Presentation Title
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Business
Date
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What are some inclusive behaviours in the workplace?
What are the different ways in which you can be inclusive?
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Ethical Practice behaviors
Associate level
• Make responsible choices about your work, applying professional principles and values
• Consider the purpose and implications of actions, decisions and people practices for all
stakeholders
• Raise concerns about people practices and policies which are not consistent with values or
legislation
• Provide explanations and reasons for the choices you make and the advice you provide
• Demonstrate professionalism and consistency in what you say and do in order to build trust
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Designing inclusive practices
How can organisation design ethical and inclusive practices?
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Implementing Ethical
Practices
1. Ethical climate in organisations
2. Developing and embedding codes
3. Fairness and organisational politics
4. Personality/mood
5. Job design
6. Targets and reward
7. Whistleblowing
8. Accountability
9. Communication
https://www.cipd.co.uk/knowledge/culture/ethics/ethics-work-guide
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Working inclusively
Discussion: What are some examples of:
Workplace Issues in your
organization
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Relevant People Practices solution
Date
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10 Costly Mistakes Your HR Department Should Avoid
1. Turning A blind eye to employee-reported issues
2. Relying solely on the interview for hiring
3. An unstructured salary increase plan
4. Subpar management training
5. Punishment-based disciplinary actions
6. Making bad hires
7. Not having A clearly defined onboarding process
8. A reactive, rather than proactive, approach to problems
9. Poor data management
10. Not embracing HR’s role as a true business partner
https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/04/13/10-costly-mistakes-your-hr-department-should-avoid/#652c6a0067ec
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Breakout session Part 6
Choose a workplace issue that requires
a people practice solution.
Answer the following questions:
1. Who are/were the stakeholders?
2. What were their needs and
requirements?
3. How did you find the needs of the
relevant stakeholders?
4. How did you consider the needs and
requirements of stakeholders BEFORE
implementing the people practice
Solution
5. How the stakeholders were involved in
the design of the solution?
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Date
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Building positive relationships
How can you built positive relationships in the workplace?
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Learning Outcome 3
Be able to demonstrate
personal commitment to
learning, professional
development and
performance improvement.
Learning Outcome 3
Evolving role of
People Profession
Self-Assessment
Continuing
Professional
Development
Reflective Practice
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Evolving role of people
professionals
How is the role of people professionals evolving?
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Evolution of the people profession
(Adapted from Kearns, 2001; based on Ulrich)
Personnel
Management
HRM
Service –
driven HR
Process –
driven HR
Minimum
Critical
Welfare Personn
el
admin
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Potential
added
value (£)
Strategic
HRM
Profession
ally
qualified
Qualified
– using
tools
systematic
ally
Next
Generation HR
Internal
consultant
Business
partner
Organisation
designer
Effective
personnel
managemen
t/HRM
Busines
s
person
in HRM
Helping
managers
make
decisions
Working with
managers
to achieve their
business
objectives
Total peoplebusiness
integration
Ensuring HR
strategy
is fully aligned
with
business
strategy
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Evolution of the role of people practices
Traditional touch point
perspectives
Modern touch point perspectives
• Attraction
• Employer branding
• Recruitment and selection
• Employer value proposition
• Onboarding and induction
• Diversity, Equity & Inclusion
• Learning and development
• Culture
• Performance management
• Coaching and mentoring
• Succession
• Continuous professional
development
• Exiting
• Reasons for leaving/ staying
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What does this mean for your professional development?
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Self assessment
How do you identify your developmental needs?
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How to Identify your Development Needs
For example:
▪
Performance review
▪
Personal SWOT analysis
▪
Peer appraisal/review
▪
Diagnostic self assessment tools (eg. ‘My CPD Map’)
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Sample self assessment table:
Profession Map Standard
ASSOCIATE LEVEL
1
Make responsible choices about your work,
applying professional principles and values
2
Consider the purpose and implications of
actions, decisions and people practices for
all stakeholders
3
Raise concerns about people practices and
policies which are not consistent with
values or legislation
4
Provide explanations and reasons for the
choices you make and the advice you
provide
Demonstrate professionalism and
consistency in what you say and do in
order to build trust
5
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Perform well
Score 30
Perform
satisfactorily
Score 20
Requires further
development
Score 10
Reason for
judgement
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Continuing professional
development
What is Continuing Professional Development?
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What is Continuing Professional Development?
Ongoing
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Related to
the career
Growth &
improvem
ent
CPD
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Continuing Professional Development (CPD)
According to the CIPD (2010), CPD is:
▪ ‘a question of setting yourself objectives for development and then charting
your progress towards achieving them. It’s about where you want to be, and
how you plan to get there. Our approach is based on reflection that focuses
on outcomes and results, rather than ‘time spent’ or ‘things done’
▪ ‘a combination of approaches, ideas and techniques that will help you
manage your own learning and growth. The focus of CPD is firmly on results’
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The Cycle of CPD
Development Plan
Learning/
development
method
Set objectives
Identify
new/additional
development
needs
E.g. Learn how to
deliver presentations
E.g. By asking
yourself a series
of questions
Development
record
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Record learning
Experience
learning/ ojectives
E.g. Attend a
presentations
skills course
Reflect on
learning/
experience
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Why is Continuing Professional Development important?
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Why is CPD Important?
▪ Identifies areas for development and improvement
▪ Planned and structured approach to career development
▪ Develops existing skills, knowledge and behaviours and promotes development
of additional knowledge and skills
▪ Reflection enhances future development choices
▪ Supports and promotes continuous improvement within the organisation
▪ Keeps you up to date with developments in your professional area
▪ Requirement for membership in many professional bodies (e.g. CIPD)
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What CPD options are available to you?
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What CPD options are available to you?
70% on the job
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
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▪
Managing a special project
Deputising
Double-hatting
Temporary work
Leading a major process or strategic initiative
Participating on a working group or special
project
Stretch Assignments
Job-shadowing / rotation
Assignment to another team
Project lead
People manager exposure / developing a new
employee
Chair a meeting
Prepare presentations
Delivery a presentation
Give a public speak
Deliver lunch and learns
20% exposure / feedback and learning
from others
10% formal development
▪
▪
▪
▪
▪
▪
▪
Finding a mentor, career coach or
sponsor
Seeking feedback from a
colleague/manager
Networking events
Expertise Exchange
Peer / Reverse Mentoring
External / Internal Networking
▪
▪
▪
▪
Attend a formal training
program
Attend online learning /
zoom training
Tertiary education –postgraduate degree
Professional Qualification
Accreditation Programs
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How do you choose CPD activities?
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Factors that impact choice of CPD method
Learner
requirements
Cost
Learning style
Mode of
instruction
Previous
Knowledge
Location /
space
Interest level
Time
constraints
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Key Questions for Your CPD
1. What am I trying to achieve?
2. What are the requirements of my role?
3. What is the gap between what I need to know and do in the future compared to
what I already know and do now?
4. What do I need to do to achieve my goals?
5. How can I make a contribution to the organisation?
6. How can I increase my effectiveness?
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Sample Personal Development Plan
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Reflective practice
What is reflective practice?
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What is Reflective Practice?
It is a method of assessing our own
thoughts and actions, for the purpose
of personal learning and
development.
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Why is reflective practice important?
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Why is it important?
Develops problem
solving skills
Enables more
objectivity
The importance of
Reflective Practice
Increases selfawareness and
personal growth
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Increases insight
for selfdevelopment
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How do you reflect?
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How Do You Reflect?
Based on:
▪ Any learning you have acquired
▪ Further development needs identified
Questions
▪ Did the course meet my learning objective(s)?
▪ What went particularly well?
▪ What areas have been identified for further development?
▪ What areas have been identified as strengths?
▪ How will I use my learning in the workplace?
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Reflective Models
Gibbs Reflective Cycle (1988)
Description
Action Plan
Feelings
Conclusion
Evaluation
Analysis
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Reflective Models (continued)
Lawrence Wilkes REFLECT Model (2014)
R
E
F
L
E
C
T
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• Remember
• Experience
• Focus on the detail
• Learn
• Evaluate
• Consider
• Trial
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How can people practitioners be more reflective?
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How as HR can We be Effective Reflectors?
▪ Find appropriate time and space
▪ Gather evidence (how)
▪ Actively seek feedback from others
▪ Reflection – both subjective and objective
▪ Ask yourself powerful questions and answer them with honesty and integrity
The quality of a question is not judged by its complexity but by the
complexity of thinking it provokes.
– Joseph O’Connor
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How as HR can We be Effective Reflectors? (continued)
▪ Use reflective tools on an on-going basis and develop the skills and attributes to
be an effective practitioner and gain greater personal credibility. (planned and
structured)
You can’t talk your way out of something you behaved your way into
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Sample Development Record
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Thank you
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