AC 1.1
The HR industry’s core resource is its workforce, which is why it is sometimes referred to as a people profession. In fact, advancements like information and communication technology (ICT) have made it possible for employers to handle a variety of corporate operations. However, success and motivation are built on a competent personnel base and tackling problems like turnover and motivation. Today’s HRM practices are geared around addressing the requirements of the workforce, which is the cornerstone of employee happiness, loyalty, and improved performance (Armstrong & Taylor, 2020). There are several ways to define a professional person. Shared ideas, however, put an emphasis on the wants and preferences of the employees and create a friendly work atmosphere.
A person’s approach or behavior in the job might be described as professional. People are not professionals just because they are experts in one field or line of work. Additionally, it has to do with how people conduct themselves and interact with others as well as how they respond to challenges in the workplace. Professionalism is about how individuals conduct themselves, not what they do for a living. In order to prevent someone from acting in an unprofessional manner, certain norms and guidelines should be established. Professionalism is crucial for a worker’s well-being and self-confidence, and anyone who disregards this should be disciplined for disrupting the professional atmosphere and other people (Armstrong & Taylor, 2020). Regardless of the profession, people are required to act professionally.
AC 3.1
The concept of continuous professional development (CPD) refers to the several learning activities that professionals do to advance their knowledge and skills. Professional development classes, business conferences, training workshops, e-learning courses, and brainstorming sessions are just a few examples of CPD learning approaches. Through the inclusion of vocational and practical requirements in academic credentials, CPD makes learning intentional and proactive rather than passive and reactive. It is crucial to continue to develop personally even after formal schooling is complete.
It becomes more difficult to exaggerate the significance of continual professional development as the world’s sectors continue to change. CPD gives people a chance to improve their existing abilities and fill in any knowledge gaps, giving them a competitive advantage when they need it. CPD can help people stand out in the job market because many applicants share the same underlying educational background. Individuals may control their professional progress and objectives by using a planned CPD strategy. The sense of personal empowerment that comes with having professional autonomy may boost self-assurance in one’s competence and effectiveness, which immediately translates into better job output (Armstrong & Taylor, 2020). Employers profit from this because employees are more likely to be motivated and devoted to a firm that supports their growth and invests in them.
To assist professionals in choosing the learning opportunities and activities to take to increase their skills and knowledge and track their career success, CPD should include clear development goals. Professionals pursue these development objectives to advance in their jobs. The objectives created must be precise, quantifiable, doable, pertinent, and time-bound. To advance in their jobs, people must be sufficiently focused to offer the correct judgments and set the proper goals.
Opportunities for formal and informal learning should be provided via CPD. All learning activities, which serve as platforms for developing new abilities, should be undertaken by professionals. Employers should offer ways for employees to access a variety of learning opportunities. Learning is meaningful because it promotes the acquisition of new skills and information that are required to finish the tasks that have been allocated. Businesses that value learning has positive relationships with their workforce because they believe that chances for learning help employees grow in responsibility. They feel appreciated and significantly advance the organization.
AC 1.2
People in the workforce place an increased emphasis on guiding firms with moral principles. The moral tenets that guide a company’s operations are known as its ethical ideals. These values prioritize the needs of others over the organization’s own self-interest. Beyond upholding legal requirements, ethical business practices demonstrate solid moral character in managers and workers (Armstrong & Taylor, 2020). Businesses that do not set the bar high for ethical behavior and uphold a code of ethics run the danger of not being able to attract skilled team members, suffering from subpar employee performance, having trouble keeping employees on board, and coming under heightened public attention. Organizations must promote moral principles not only to benefit their businesses but also because it is the right thing to do.
Since working with people is a component of all activities, ethics and values are crucial in the people profession. The underlying values that affect how a company makes decisions are personal and business ethics. They are crucial for describing both organizational and personal behavior. One’s work ethic, objectives, and professionalism are all indicators of how important their values and ethics are (Armstrong & Taylor, 2020). Even while everyone has different values and ethical standards, there is confidence that we all share, including honesty and respect. One’s decision-making process depends heavily on their own ideals. They affect both group and individual behavior. For instance, everyone must abide by the rules and procedures of the organization. However, one’s own personal beliefs and ethics serve as a guide for exhibiting discretionary conduct, integrity, honesty, and the development of professional connections.
Integrity, selflessness, and accountability are three of my personal principles. Integrity entails being always devoted and upholding moral standards. I demonstrate different qualities, such as dependability, to guarantee integrity. I am putting others before oneself entails assisting others in achieving their goals. I try not to come out as conceited or egotistical when collaborating with others. In addition, accountability and duty serve as my compass. These qualities are significant because they encourage cooperation and improve performance and motivation.
AC 1.3
Since it enhances communication, makes people feel good at work, makes them better administrators or leaders, and helps individuals deal with conflict more effectively, confidence is crucial in business. Lack of confidence at work is a widespread issue that has a significant impact on professional growth. To achieve awareness and demonstrate how one approaches issues or challenges with optimism and respect, one must constantly project confidence in the workplace. At every stage of one’s profession, confidence and self-assurance are essential for success. An organization’s leaders are a great example of how conviction manifests itself throughout the phase of hurdles (Armstrong & Taylor, 2020). Every business has a culture and climate, and whether employees are inside or outside, they should be confident in both.
Workplace conversations have to be informed in order to create room for collaborative practice and wise decision-making. A culture of collaboration and innovation is supported by meaningful dialogue. Having evidence is the key to participating confidently in conversations. These provide evidence in support of the points made. Both qualitative and quantitative evidence is acceptable. Informed communication is another essential component that can help the responsible members of the team enlighten others and convey the necessary message properly.
Another crucial value that has to be considered by people professionals is how clear they tend to be when carrying out their organizational functions. For instance, the signals – both verbal and non-verbal – that the professional sends to the members of the team can be perceived as a source of interpersonal proficiency. By ensuring that the process of communication is multifaceted and makes it possible to pay attention to each person’s views and diversity, people professionals can realize their cultural competency and reduce the likelihood of conflict and misunderstanding.
Ultimately, the action taken by an experienced people professional should be engaging enough to become a source of confidence and high-level productivity. It means that there should be no inhibition or any other negative behavior displayed by both workers and management unit representatives. This task does not relate exclusively to the team leader, as every employee can benefit from confidence and empowerment. Accordingly, many professional accomplishments depend on the personal objectives of workers and their willingness to engage in organizational activities. In support of the above, a contextual example of confidence can be provided. I was once discussing in a meeting possible strategies for optimizing team performance. I was extremely confident in my opinion and proposed to introduce a reward system as part of a motivational project. I gave examples of how this could improve the current situation and did not doubt it. Confidence helped me to be heard and the members of the congregation heeded my words.
AC 1.4
Concerns regarding organizational policies and leadership should be raised when employees must choose between what is good and wrong according to their own views, morality, and values. When the dissonance between personal values and the situation at hand becomes too challenging, it means that there should be problem-solving applied to the scenario. Due to the diversity of beliefs in the workforce, forward-thinking businesses that establish workplace ethics codes are frequently well-prepared for possible corruption. If people cannot figure out the best answer to these conundrums in a professional context, it might have severe repercussions for companies and organizations. In businesses that place the most weight on performance, such circumstances can be predicted. Accordingly, action has to be taken when high ethical standards for the staff are not in place.
When pointing out how the aforementioned concerns should be raised, people professionals should apply a steady and circumspect response to situations that may lead to risky or unlawful outcomes. This is why employees and management are expected to follow the written code of conduct and consult it from time to time. It explains what actions are taken if an employee breaks the code of conduct, as well as what behaviors are inappropriate. For instance, if a corporation has a social media policy in place that forbids workplace talk, an employee who breaches the policy by complaining about a recent workplace effort may need to be disciplined or fired. Thus, business executives have to update their ethical rules despite encountering resistance from staff members who are unwilling to adapt. Even if employees do not familiarize themselves with the new ways of doing things quickly, it does not imply that they are entirely unable to adjust to the ever-changing workplace environment. It can be safe to conclude that policy changes can pave the way to reasonable instructional opportunities for leaders, managers, and employees.
I was in a situation where I was forced to raise the issue of intimidation of junior employees by project managers in front of the director of the company. The situation was in the first turn in the complexity of the project, which required maximum efforts in a short time. It should be said that this case was atypical, so some employees were initially lost in the number of tasks. If, in the opinion of project managers, we did not have time to fulfill obligations during working hours, we had to take work home and weekends. Workers opposed such a decision, but they began to be intimidated by dismissal or bonus lines. I went to the director of the firm with a collective complaint that this was contrary to the culture of the firm and the laws of the country. As a result, the project managers were fired and appropriate apologies were brought to the employees.
AC 2.1
Employee treatment at work affects their motivation, contentment, performance, and commitment. The factors that support an individual’s productivity, performance, and commitment are explained by Herzberg’s two-factor theory of motivation. Motivators and hygiene are two main categories into which the components are divided. Growth, progress, meaningful work, and recognition are some of the motivators. The key benefit for human resources is that staff members participate in decision-making, which makes them feel valued and included. The respective rewards for the business may include improved performance, motivation, and satisfaction that lead to enhanced returns on investment (Armstrong & Taylor, 2020). There is also a mutual benefit in higher retention rates, where employees preserve their jobs, and the organization maintains high-level performance.
Engagement, value and fair treatment bring significant benefits to both employees and the business. Pink’s theory considers autonomy as one of the most important factors for engagement. Accordingly, when applying this approach, it will become more interesting for the employee to learn the tasks themselves and participate in the discussion. In addition, the firm will receive fresh ideas that can improve the budget and turnover. Pink points to mastery as a reason for the satisfaction of personal achievement. Professional development and competence play a key role in this. It is important to note that this is a component of a fair treatment, where each comrade is given the same opportunity. Thus, training for career development and training can bring a more knowledgeable employee to the firm. On the other hand, subordinates will be able to satisfy their needs for new knowledge and view their place of work as a corporation that respects the workforce. In addition, the firm will receive fresh ideas that can improve the budget and turnover.
Finally, setting a goal will allow employees to show their worth. Entrepreneurs are often motivated not only by profit, but by improving the environment around them. For example, the goal of striving to comply with all corporate standards in relation to ethics will show employees how important they are. In this case, the benefit of employees is to work in a comfortable environment, and the company receives a higher performance, which affects the budget.
AC 2.2
The promotion of both individual and organizational success depends on people’s efforts. Leadership and management development were the most recent people’s endeavors in my business. These included giving managers and leaders the appropriate knowledge and abilities. An inclusive strategy should be based on the idea that both internal and external influences are perceived as a source of impact on the evolution of leadership and management across the organization. The performance management procedure and a culture that supported the practice were internal causes.
In order to ensure that the strategy meets the needs of the target population, it is crucial to address the gaps in people’s abilities and knowledge through leadership and management development efforts (Armstrong & Taylor, 2020). The efficacy of the proposed strategy can be evaluated based on how both the organization’s and the employees’ performance changed. Employees often get tired of constant work with short breaks and energy costs for travel to the office. An inclusive solution could be the introduction of flexible working hours and the offer of remote work. Thus, employees with different schedules of life and activity will have the opportunity to work as they like. In addition, this inclusive solution covers the disadvantaged segments of the population who will be able to get a job.
Activity 1
AC 2.3
The five areas of assessment that have to be included in the current discussion are as follows:
Ethical Practice: I tried to learn as much as possible about the ethical standards that could inform my practice and contribute to improved decision-making in the future. Thanks to this, I can explain my decision and why it was made. However, the area needs to be improved, as it is not always possible to clearly and quickly convey the necessary idea.
Professional Courage and Influence: This area was important for me because it allowed me to spend more time ensuring that I am confident enough to display leadership behaviors and back them up with positive attitudes. In this way, I was able to take into account the reaction of the people and raise discussions that were aimed at equality and fairness.
Valuing People: It was crucial for me to view practice through the interface of valuing people because it made me vigilant to an extent where I could predict certain attitudes or behaviors based on communication styles and previous decision-making trends.
Working Inclusively: This is one of my strongest suits because I never hesitate to engage everyone despite slightly lacking the confidence to lead the whole team toward common objectives. When selecting candidates, I pay attention only to their qualifications and experience, and I am always open to making the workplace more comfortable for people with disabilities. However, the problem still remains that I cannot explain to people that they do not fit the values ​​or the legislator.
Passion for Learning: I believe this to be one of the biggest factors that informed my practice since I have to update my knowledge base recurrently to remain well-versed in terms of organizational activities. As a result, I became more interested in new information and looked for new approaches to gaining knowledge.
AC 3.2
My biggest strengths are definitely in building relationships with people and passion for learning. I consider the value of the labor force as one of the main factors for the success of an enterprise. Due to this, I establish a comfortable working atmosphere where everyone has the right to their opinion. The craving for knowledge is of medium moderation, as I constantly want to improve my performance, but sometimes I do not have enough willpower for this. According to the results, ethics needs to be improved, as I am not always ready to accept the diversity of people’s opinions, but after understanding the situation, I usually change my mind. Inclusiveness is the weakest side due to the fact that I can not always create an atmosphere where all people, despite their abilities, can be equal.
At the same time, I received feedback on my qualities from stakeholders. One of them speaks of a lack of appreciation of people, as it requires more attention to detail and skills in resolving conflict situations. However, an admirable approach was noted regarding the craving for new information. The other side stated that inclusive work needs more attention, as a high level of equality is currently lacking. Among the best qualities, professional influence was named as a leader who is listened to by subordinates.
Activity 2
I think that one of the areas that should be addressed as soon as possible is effective internal communication because it may significantly boost my productivity. Effective communication may strengthen relationships in both the personal and professional spheres. They can aid me in understanding the people and events that occur in our daily lives more fully. Practical communication skills may aid in dispute resolution, compromise, and improved decision-making.
I will become better able to comprehend what is expected of me and what I have to do to maintain a solid corporate culture and positive relationships with others. I believe that stronger communication skills will make me contented, motivated, and loyal to the organization. This is why I think it is important to pay attention to communication standards and collaborate to improve professional skills. Hence, informed communication is going to help me blur the lines between direct decision-making and enhance overall productivity.
As for the learning process, I think I might need to acquire new information and abilities that will help me experience professional growth and adhere to the principles of lifelong learning. My commitment and happiness are going to revolve around how I make the best use of personal growth opportunities and find support. I also have to make an effort to understand the shared cultural variations between people in order to become able to build trust, enhance working relationships, and simplify organizational tasks. Additionally, this approach to learning will enhance communication practices. The lifelong learning process will also have to include effective conflict resolution techniques so that I can generate an improved capability of preventing conflicts or resolving them in an amicable manner. In terms of both professional and personal life, I think conflict resolution and commitment to organizational culture will bring me closer to becoming a well-versed people professional.
In addition, as an informal activity, I will include attending third-party lectures related to the topic of my development. For constant self-improvement, I set attendance at one or two classes a week. This will help me maintain a balance between work and personal life and gain new knowledge. I will try to do this constantly, so in this case it is difficult to give a time frame. They will depend on how deep I want to dig into the topic and whether I will have side classes. However, the purpose of these lectures is to broaden my horizons to apply new information in the work.
Thus, the main goals of development will be internal communication, the habit of acquiring new knowledge and the emotional sphere as completed PDP. All three are priority and should be achieved within six months. Opportunities for this are constant communication with colleagues, which improves communication and the emotional aspect. To learn new things, it is important to constantly look for sources of information where you can find a feed in that form. which will interest the reader. At the same time, to serve progress, you can use a chart that will show growth and decline in order to better understand the priority.
Activity 3
I want to be able to recognize and adjust to the many techniques of resolving disputes as I interact and work with diverse people who have varied beliefs and work styles. My primary intention is to find ways to boost employee engagement and offer all workers learning opportunities so they may learn things that can advance their careers. Among other benefits, ensuring employee happiness encourages them to do more and better work, lowers staff turnover, boosts team engagement, makes the workplace more enjoyable, and draws fresh talent to the business. Thus, I believe that a motivated workforce makes a significant contribution to the organizational structure of a constantly evolving business environment.
Interdepartmental Relations
I discovered that interdepartmental relations tend to improve employee abilities, self-awareness, and trust, all of which are crucial for the expansion and improvement of a company. I took this action so that employees from different areas could exchange experiences, ideas and have the opportunity to look at the work of other departments, which increased their interest and communication. I will be able to utilize this information to plan meetings and weekly interagency exchange initiatives to support interaction. On the other hand, this activity allowed me to expand my accountabilities and see how various tasks could be linked to risk-taking opportunities and an improved level of authority. I tracked my progress by means of ensuring that I could take on varied grades of responsibility and perform different tasks that go beyond my original set of skills.
Over the course of three months, I observed the progress of my qualification and the result was a better performance as a responsible manager. Within the next three months, it is necessary to establish an interdepartmental communication to improve team work within the enterprise. Thus, the time frame is approximately from six months to eight months. During this time, the process of information exchange should stabilize, which will allow faster data exchange. Thus, I will be able to more effectively organize the time management of departments, which will affect the success of the organization.
Knowledge-sharing Activities
Another development task for me was to attend and get involved in various staff and departmental meetings revolving around knowledge-sharing activities. I was engaged in this activity for 4 months and it helped me to expand the horizon of my knowledge. These professional events were essential for me because they provided all participants with multiple opportunities to interact with like-minded individuals. I have updated all my knowledge in line with the professional requirements and explored the best ways of expanding my familiarity with the industry. It was a great opportunity for me to engage in networking activities and test my decision-making abilities while making vital connections. For example, I am now able to highlight several organizational areas where broadening is required (e.g., lifelong learning and exposure to real-life scenarios). This development activity was carried out successfully because I focused on the anticipated results and got myself involved in every meeting.
For the next six months, I plan to independently develop my knowledge base and exchange experience with colleagues. Ultimately, this will allow me to become a more competent and versatile employee, which will lead to higher and higher profits. At the same time, whenever possible, I will organize events for less experienced and new colleagues throughout the year. For me, this can be a great chance to develop leadership and public speaking skills and systematize my knowledge.
Mentor
In order to participate in career development activities, I also partnered with a mentor whom I had been contacting for two months. My goal was to engage in more learning so that my knowledge and skills might be improved. I have acquired a fresh perspective on organizational proceedings and got a chance to enhance my competencies under professional guidance. I think that I might work with a mentor in the future to promote professionalism, job advancement, and personal improvement among other employees as well. The biggest idea behind collaborating with a mentor was to encourage networking and the exchange of ideas and proposals in order to make sure that professional and personal development goals are achieved successfully. To my mind, mentorship is a crucial instrument that can be utilized to promote dedication, intensive efforts at work, and contentment while helping the administration make sure that everyone is fully involved in the decision-making process about matters that affect them. With constant improvement, it will benefit me in the future and I can become a mentor myself. I will transfer knowledge and experience to my team, which will significantly increase their working efficiency and help them gain new experience.
I think that the ability to have an open conversation with staff from other departments and the mentor became the best opportunity for me to learn the cultural backgrounds of the personnel and the values and opinions that can drive organizational performance. I discovered that certain groups are open to embracing the many cultures and worldviews held by various employee groups. Through this, I hope to unite many communities and inspire people to value variety. Information is transmitted via communication, and the recipient must act on it and be sure to give proper feedback. In an organization, communication and collaboration offer everyone the chance to express their problems. They are given the opportunity to respond to the information in this way. I try to hold such discussions at least once a week, which in the future will reduce the difficulties of the organization in matters of mutual claims of employees and their dissatisfaction with their position. Quick response to the opinion of the team allows you to maintain a friendly environment and reduce staff turnover.
Reference
Armstrong, M., & Taylor, S. (2020). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.