With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’. (AC 1.1)

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Task One –Professional and ethical behaviours

This task requires you to consider the significance of professional and ethical behaviours for a people practitioner and the values that underpin the people practice profession.

To complete the task, you should provide a written response to each of questions below, making appropriate use of academic theory and practical examples to expand your response and illustrate key points. 

1. With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’. (AC 1.1)
2. Discuss how ethical values underpin the work of a people professional, including two examples of how ethical values might be applied in a people practice context. (AC 1.2)
3. Consider the importance of people professionals being able to influence others and ensure that the ‘people practice voice’ is heard in an organisation, through informed, clear and confident communication. (AC 1.3)
4. For each of the situations below (a & b), provide an example of an issue that would cause you to raise the matter to a manager (or other authority) - and describe how you would do this.

a) where you consider something to be unethical (whether or not it is illegal),

b) where you believe something contravenes legislation. (AC 1.4)

5. Discuss two theories or models relating to the human and business benefits of people at work feeling included, valued, and fairly treated, concluding your discussion with a summary of your own view of these benefits. (AC 2.1)

6. Discuss two ways in which a people professional can build inclusivity into a people practice initiative at the design stage, and two ways of checking inclusivity after a people practice initiative is implemented. (AC 2.2)

TASK ONE

Your evidence must consist of:

1. Written responses to each of the 6 instructions above.

(Approximately 2250 words in total, refer to CIPD word count policy)

Task Two – Professional Review

This task requires you to demonstrate your commitment to professional development and performance improvement.

To complete the task, you are asked to undertake some reflection, self-assessment, and consideration of other’s feedback, leading to an identification of your strengths, weaknesses, and development areas.  Following this identification, you will formulate a range of formal and/or informal activities to address your development needs and support your continuous development. 

The task then shifts to a retrospective stance, where you are asked to reflect on the impact of development activities already undertaken, in the last 12 months. 

All five activities below must be completed.

1. Reflect on your own approach to working inclusively and building positive working relationships with others. (AC 2.3)
2. Explore how the role of a people professional (specialist or generalist) is evolving and the implications this has for your CPD. (AC 3.1)
3. With reference to your responses for Q1 & Q2, and feedback on your behaviours or performance obtained from (at least) one other person, assess your current strengths, weaknesses, and development needs.  Your response should include an explanation of the feedback received and how it has informed your self- assessment. (AC 3.2)
4. In follow-up to your self-assessment, identify a range of formal or informal development activities you will undertake to support your ongoing professional development. Your response should include a brief description of your chosen activities and your reasons for selecting them. (AC 3.3)

(Note: If using the CIPD ‘My Learning Plan’, you may find it useful to self-assess against the behaviours: ‘Working Inclusively’ and ‘Passion for Learning’ (along with other relevant areas) as this will stimulate development ideas around the areas at Q1 and Q2 above. (However, there is no requirement to provide copies of these self-assessment pages.) Your Learning Plan activities can be ‘copied and pasted’ into your assignment document, and edited so that you are not adding unnecessarily to your word count.)

5. Reflect on the impact of three previous learning activities (i.e., not the activities planned at Q4 above) on your behaviour and performance.  The selected activities may be any formal/planned or informal/unplanned activities undertaken in the last 12 months, which you consider to have impacted your behaviour and performance.  (AC 3.4)

Present your reflections, attached to your assignment, as either:

1. your own format CPD record, edited to include just the three selected activities, or
2. a report (or reports) from the CIPD ‘My CPD Reflections’ tool.

TASK TWO

Your evidence must consist of:

3. Written responses to questions 1-4,

(Approximately 1000 words in total, refer to CIPD word count policy)

1. Either:
2. an own-format CPD record, edited to include just the three selected activities, or
3. a report (or reports) covering the three selected activities, from the CIPD My CPD Reflections tool.

(Not included in word count.)

ASSESSMENT BRIEF

With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’. (AC 1.1)                                         

AC 1.1 With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’.

Being a "people professional" refers to someone who works in roles dedicated to managing, developing, and supporting the human resources (HR) of an organisation. This term encompasses a variety of professions, including HR managers, learning and development specialists, talent acquisition experts, and employee relations advisors, among others. In the context of British English, and with reference to typical activities and behaviours, here`s a detailed appraisal of what it means to be a people professional:

1. Strategic Partnering

• Activities: People professionals often act as strategic partners to the business, aligning HR initiatives with organisational goals. This involves contributing to business planning, understanding the broader market and industry context, and ensuring that the workforce is prepared to meet future challenges.
• Behaviours: A strategic mindset, proactive engagement with senior leadership, and the ability to translate business needs into HR strategies are key behaviours. This means being forward-thinking, understanding the business`s financials, and being able to predict how trends in the external environment will affect the organisation.

2. Employee Advocacy and Relations

• Activities: Managing employee relations is a critical part of the role. This includes handling grievances, disputes, and ensuring fair treatment. People professionals work to foster a positive working environment by promoting engagement, wellbeing, and inclusive practices.
• Behaviours: Integrity, empathy, and fairness are vital behaviours. A people professional must be a trustworthy confidant who employees feel comfortable approaching with their concerns. They should demonstrate active listening skills, show genuine concern for employees` wellbeing, and advocate for fair policies.

3. Talent Management and Development

• Activities: This involves attracting, retaining, and developing talent within the organisation. Key activities include recruitment, onboarding, performance management, succession planning, and facilitating continuous learning and development.
• Behaviours: Being detail-oriented, nurturing, and motivational are essential behaviours. A people professional should have a keen eye for identifying potential, be committed to employees` growth, and inspire them to reach their full potential. This includes supporting career development and creating pathways for progression.

4. Compliance and Risk Management

• Activities: People professionals ensure that the organisation complies with employment laws and regulations, such as those related to health and safety, equality, and data protection. They are responsible for maintaining accurate records and implementing policies that mitigate risk.
• Behaviours: Diligence, ethical judgement, and attention to detail are crucial. A people professional must be well-versed in legal requirements and ensure that the organisation not only meets these standards but also anticipates changes in legislation. They should uphold the highest ethical standards, promoting a culture of integrity.

5. Change Management

• Activities: Facilitating and managing change within an organisation is a key responsibility. People professionals lead initiatives to support organisational transformation, whether through restructuring, culture change, or the implementation of new technologies.
• Behaviours: Flexibility, resilience, and leadership are important behaviours. A people professional should be able to manage resistance to change, communicate effectively about the reasons for change, and support employees through transitions. They should model adaptability and encourage others to embrace new ways of working.