1.1 In a constantly changing business environment, companies are constantly looking for ways to grow and develop. Employees are an essential part of company activities that play an important role in the achievement in context to business activities. These workers have been introduced to the organization through HR professionals. These HR professionals are accountable for ensuring that the association has skilled, qualified, and capable employees. The designs of HR professional apply Human Resource-based policies, integrated programs as well as processes. Within an organization, they assess manpower needs, organize selection along with the recruitment process by taking care of the compensation plan. They are accountable for the reunification process as well as address training and staff development.
CIPD professional maps are used by HR professionals for understanding as well as developing individual, or team-based HR capabilities at different organizational levels gradually improving learning and leads to HR process development (Armstrong and Taylor 2020). This subjects global HR professional’s standards. In the context of this map, they are capable to strengthen human resource capacity by understanding areas of improvement and success, analyzing training needs. This is imperative as it allows HR to work on strategic issues and overcome challenges. The CIPD Professional map helps to recognize vital areas of human resources and help the organization grow and improve. CIPD helps HR professionals guide how to do their job. For instance, it helps them to find ways to develop innovative problem solutions by making difficult decisions with limited information and time-bound. In turn, it supports the organizational work and combines solidarity by influencing people to achieve overall goals by the demonstration of reliability in delivering professional results (Beatty and Queen’s 2019).
CIPD has a central goal in context to a professional map alongside it is instrumental in performing the HR work as a participant from a single department actively. It is accountable for subjecting the organization's objective and goal, including its strategies (Emmott 2016).
CPID has the qualifications of four professional bands that HR professionals decide on their careers by addressing below mentioned key areas (Parks-Leduc et al. 2018):
1.2. Group dynamics is the procedural study of group development. This is why the group is evolved and formed comprising of 5 group movement-based elements - training, storm, standardization, performance, and suspension (Katz et al. 2016).
Forming- The group is formed at this moment and the group's feelings can be subjected as uncertain. Each group member wants to be the choice of all group members. Since all members have just begun to form an idea and come to an agreement to form a team, conflicts and misunderstandings can be avoided. A leader is there who is responsible to cater to the responsibilities and roles of the team members.
Storming- Conflicts arise when members of the group understand their work. Group leadership, authority, responsibilities, objectives are questioned and answers are sought for them.
Norming- After all the conflict, when the group moves forward and builds confidence, the team becomes fun and pleasant. Assistants begin to understand each other, appreciate the power, resolve disputes, and respect the authority of the leader. The team begins to develop a strong positive commitment to achieving the team's goals. However, when new work comes, the team may return to the storming stage.
Performing - The group is not connected at this stage. The moral of the team is elevated and they enthusiastically recognize the skills, talents, and experience of the team members. At this point, the team members feel contented with each other, become flexible and interdependent.
Adjourning – the closure of the team is adjourning. It is where the team has been divided and suspended after the work is completed or due to the restructuring of the organization.
Management of Conflict in context to Human resource practices:
HR is instrumental in understanding the goals as well as finding the motivating reason for conflict between the employer as well as their employees. They listen to the employee’s concerns and finds ways to work in harmony with them. For instance, bosses' goals and motivations can be assessed based on their skills, if they do not match the development and training programs, it can be organized by HR against them to determine if employees are performing best. When a conflict arises between two colleagues, HR provides it with an optimistic attitude and subjects on resolving it without blaming any employee (Waller et al. 2016).
2.1 Steps occupied in the management of the project are:
Initiation - Initiation of the project is determined to analyze whether the cost and feasibility of the project need to be permitted or rejected.
Planning - After the project selection along with their approval, it is now imperative to generate a schedule. On this basis, resources must be intended to complete projects surrounded by the budget and approved time
Execution - The members of the team have been assigned responsibilities and they are responsible for the performance.
Monitoring and control – Monitoring the works are done for all probable reasons and delays or interruptions in the achievement of the project. These factors do not interfere much with the process of project implementation.
Closure – After the completion and achievement of project objectives, all agreements and documents must be created to ensure that the project is stopped and all contributions from all parties are paid for.
For example, we were given a classroom project and for that five groups were adhered to. We were given the case - we are part of a growing organization that needs to maintain employee records and implement a new HRIS to simplify the HR process whenever needed. We have subjected in context to the initial process of selection and are now in the concluding stages that lead to the completion of the system. In this regard, it is important to make sure that the final step is correct for HRMS implementation (Kerzner 2017). The problem-solving techniques used during project management and project are as follows:
With our workplace in mind, we first had our meeting with the supplier so that the supplier could integrate these points into a system format and learn more about entering and leaving the system. As the organization's training provider, we understand how to use the process and the system as one of its members, to identify any potential usage issues. A training plan has been developed to inform the team about the use, importance, and requirements of HRMS. It is been confirmed that the working is on the launch plan by a Gantt Chart implementation. The presence of suppliers is available at an early stage when the team is new and when support is needed for its use. Until the final deployment of the system, feedback forms were created so that users could ask a question or make a request (Kerzner 2017).
2.2 There are a variety of tools and strategies to help solve effective problems in the HR context, like, Gantt charts, WBS, critical path analysis, fishbone diagrams, and others (Factor et al. 2019).
WBS- This is a deliverable - distribution of small project tasks that makes team members easier to manage. It is usually subjected when the tasks occupied in the project are multipart and easier to complete by dividing it into more managerial tasks within specific management.
Gantt chart - This is a list that shows the project chronology. It is instrumental in allowing project managers to comprehend the project by ensuring on-time operation and delivery.
Critical Path Analysis - It maps all the work. This includes the amount needed to complete each task and the dependence of every task on other tasks that preceded it.
Ishikawa Fishbone Diagram – It refers to a functional diagram that shows the causes of a particular event. Each of the factors recognized is a source of variation.
2.3 In addition to the effective completion of the project, HR policy has subjected an important role in influencing policy management, planning, consulting, and critical decision making. In the context of the model of Belbin’s team inventory, I have been competent to take on several roles, leading and advising the team. I played the role of coordinator focusing on the team's objectives. I assigned the task amongst team members following their strengths as well as abilities besides taking certain steps to track the repetitive progress making sure of the fact that the project stays on the right track forever without gaps. In context to the team conflict, I acted as a mediator between them by subjecting the KPIs and intervening to the end, I also made sure that the standards and requirements of the project were met (Kashani-Vahid et al. 2017).
3.1 Since I was the HR manager, the present band is two and I want to go into band three. The position in context to the HR department was seen as the technical department. Nevertheless, with the changing attitude of people towards HR, it has to turn out to be important for me to have the potential to become strategic partners who will help organizations to effectively achieve their goals by resolving issues related to people. I need to expand to be a strategic partner, based on strategic planning as well as skills related to problem-solving. By studying 5 diplomas at the CIPD level as well as applying theories into practice, I will move from a technical role to a more strategic role. So, I will be able to hire, train, and assist HR professionals. I need to advance as well as develop my skills by staying up to date with trending HR practices as well as market inclination. Some of the ways to stay current in HR practice are to attend HR workshops along with seminars, listen to TED discussions and podcasts, attend HR courses, and be an active reader (Warren et al. 2017).
3.3 During my practice of professional development, I have moved toward many areas like time management, conflict resolution, team management, where I think I require working more to become a flourishing HR professional. I have chosen workshops, training courses, and seminars to work on personal development and skills. The main reason for their choice is that they will face practice in the field and help me improve further. These are some of the skills that are important for any HR professional to be a booming strategic component of any organization. In context to the additional courses, if I feel the need to add myself to a new course as the existing courses are not satisfied, I will also register for other specific courses. I think as an HR professional I will be involved in continuing education and development, as it is extremely important for HR professionals in today’s active and changing business environment to integrate and become familiar with changing trends and practices (Todd 2020).
Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management practice. Kogan Page Publishers.
Beatty, C.A. and Queen’s, I.R.C., 2019. From HR Practitioner to HR Leader: Competencies Required.
Emmott, M., 2016. CIPD. In Encyclopedia of Human Resource Management. Edward Elgar Publishing Limited.
Factor, R.S., Swain, D.M., Elias, R., Smith, I.C., Capriola-Hall, N.N., Waldron, K. and Clum, G., 2019. Feasibility of a Brief Problem-Solving Training for 4-H Center Summer Staff: Linking Needs to Implementation. Collaborations: A Journal of Community-Based Research and Practice, 2(2).
Kashani-Vahid, L., Afrooz, G., Shokoohi-Yekta, M., Kharrazi, K. and Ghobari, B., 2017. Can a creative interpersonal problem solving program improve creative thinking in gifted elementary students?. Thinking skills and creativity, 24, pp.175-185.
Katz, N.H., Sosa, K.J. and Harriott, S.A., 2016. Overt and covert group dynamics: An innovative approach for conflict resolution preparation. Conflict Resolution Quarterly, 33(3), pp.313-348.
Kerzner, H., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Parks-Leduc, L., Rutherford, M.A., Becker, K.L. and Shahzad, A.M., 2018. The professionalization of human resource management: Examining undergraduate curricula and the influence of professional organizations. Journal of Management Education, 42(2), pp.211-238.
Todd, F. ed., 2020. Planning continuing professional development. Routledge.
Waller, M.J., Okhuysen, G.A. and Saghafian, M., 2016. Conceptualizing emergent states: A strategy to advance the study of group dynamics. The Academy of Management Annals, 10(1), pp.561-598.
Warren, C., Becken, S. and Coghlan, A., 2017. Using persuasive communication to co-create behavioural change–engaging with guests to save resources at tourist accommodation facilities. Journal of Sustainable Tourism, 25(7), pp.935-954.
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