5co03 Assignment Example

This unit explores the application of core professional behaviours, such as ethical practice, courage, and inclusivity, in building positive working relationships and supporting employee voice and well-being. It examines how the development and mastery of new professional behaviours and practices can enhance performance.

Task 1

This task requires you to evaluate the importance of professional and ethical behaviours for a people practitioner and the values that underpin the people practice profession. To complete the task, provide a written response to each of the questions below, incorporating academic theory and practical examples to elaborate on your points and illustrate key concepts.

Assessment Questions

AC 1.1 With reference to the CIPD Profession Map, appraise what it means to be a people professional

A professional is someone with specialized skills, knowledge, and expertise in a particular field. They have the necessary education, experience, and qualifications to perform their tasks effectively and competently (Indeed Editorial Team, 2022).

A people professional, on the other hand, is an expert in human resource management. Their role involves managing an organization’s workforce efficiently, ensuring employee well-being, and contributing to the achievement of business objectives (CIPD, 2022).

People professionals uphold key values that guide their work. Fairness is one of these values, as they strive to ensure that workplace policies, procedures, and decisions are unbiased and equitable. They foster an inclusive environment where all employees are treated with respect and given equal opportunities (Indeed Editorial Team, 2022). Transparency is another core value, as people professionals prioritize honesty and openness in their interactions. They provide clear and accurate information, maintain open communication, and build trust through their actions (Indeed Editorial Team, 2022).

In addition to fairness and transparency, people professionals value diversity and inclusion. They recognize the importance of fostering a workplace that embraces employees from different backgrounds, cultures, and identities, ensuring that everyone feels valued and included (Boghani, n.d). Professional integrity is also fundamental to their role, as they uphold high ethical standards, handle sensitive information with discretion, and maintain confidentiality (Indeed Editorial Team, 2022). Closely related to integrity is honesty, which guides them in providing truthful feedback, advice, and information, ultimately strengthening trust with employees and stakeholders (iSmartRecruit, 2023).

In practice, people professionals apply these values in various ways. When faced with cases of employee misconduct, they conduct thorough investigations, follow due process, and make impartial decisions based on fairness and justice. When designing a performance management system, they research industry best practices, analyze relevant data, and ensure that the system is both effective and aligned with organizational goals. Similarly, when implementing a learning and development program, they clearly define objectives, establish performance indicators, and assess its impact on employees’ engagement, skills, and overall company performance. Through these actions, people professionals demonstrate a commitment to ethical decision-making and outcome-driven approaches that contribute to both employee well-being and organizational success.

AC 1.2 Discuss your personal and ethical values (one of each), with examples of how these are evident in your work. (If you have yet to work in people practice, explore how you believe your values would inform your work.)

Ethical values are the principles that guide individuals and societies in distinguishing between right and wrong (Indeed Editorial Team, 2022). These values form the foundation for ethical decision-making and behavior, providing a framework for evaluating choices and actions based on moral principles. As a people professional, my personal values fairness, valuing others, and equality play a significant role in shaping my approach to work.

Fairness is a key value that influences my professional decisions. I ensure that policies, procedures, and decision-making processes are impartial, consistent, and transparent. By fostering a fair workplace culture, I address grievances and conflicts promptly and objectively, helping to build trust among colleagues. Employees feel reassured knowing they will receive equal and fair treatment, which contributes to a positive work environment where their rights and concerns are respected (Indeed Editorial Team, 2022).

Valuing others is another important principle that guides my work. I recognize and appreciate the unique perspectives and contributions of employees. By actively listening, demonstrating empathy, and promoting a culture of respect and appreciation, I strengthen workplace relationships and create a collaborative and supportive atmosphere (Human Rights Careers, 2020). When colleagues feel valued, teamwork improves, and job satisfaction increases.

Equality is also central to my approach. I believe in treating all individuals fairly and without discrimination. This value shapes my decision-making processes, ensuring that recruitment, promotions, and disciplinary actions are based on merit and equal opportunity. By promoting inclusivity and fostering a diverse and respectful workplace, I help create an environment where everyone feels a sense of belonging and motivation to perform at their best (Human Rights Careers, 2020).

These values fairness, valuing others, and equality not only guide my professional conduct but also contribute to a positive and inclusive work culture where employees feel respected, supported, and motivated to succeed.

AC 1.3 Discuss reasons why this is important and the consequences of people practitioners not being willing or able to influence others.

Contextual Example

Our company was struggling with talent retention, and I actively contributed to discussions and strategies to address this challenge. I ensured my input was well-informed, clear, and engaging in several ways:

Being Informed

I conducted thorough research and analysis to understand the causes of high employee turnover. By gathering data from performance assessments, employee surveys, and exit interviews, I identified key trends and root causes. I also stayed updated on industry best practices for talent retention. With this knowledge, I contributed meaningfully to discussions, providing insights backed by data. For example, I presented statistical evidence linking retention rates to compensation and shared research on effective employee engagement strategies.

Being Clear

I communicated my insights and recommendations in a straightforward and concise manner. By breaking down complex talent management issues into easily understandable terms, I ensured that all stakeholders could follow the discussion. I also linked my suggestions to their potential impact on employee retention and overall business goals. For example, I proposed a structured career growth program to support employee development and improve retention. Presenting my ideas clearly helped align stakeholders and drive effective decision-making.

Being Engaging

I fostered an inclusive environment where different perspectives were valued. Actively listening to colleagues and encouraging open dialogue helped create a collaborative atmosphere. I facilitated brainstorming sessions and group discussions to generate creative solutions. By engaging colleagues in the decision-making process, I ensured commitment and ownership of the proposed strategies. For example, I organized focus groups to collect diverse employee feedback, ensuring that all voices were heard and considered.

Contribution Examples

I raised concerns about our compensation packages not being competitive with industry trends and highlighted the potential impact on retention. To support my argument, I presented benchmarking data and market analysis, advocating for a review and adjustment of our compensation structure. Addressing these sensitive topics with confidence helped drive meaningful discussions and actionable solutions.

 AC 1.4 Discuss, with examples, when and how you would react to both unethical and illegal matters (one of each).

At my company, I encountered a situation where an employee faced gender-based discrimination during a promotion. Recognizing that this violated both legal requirements and ethical values, I took action to address the issue. I identified how the discriminatory process directly conflicted with the company’s commitment to fairness, equality, and non-discrimination. To build a strong case, I gathered specific instances and supporting evidence to fully understand the situation and its impact on the affected employee.

When I initially raised the concern, both management and the supervisor failed to take immediate action. Given the lack of response, I decided to escalate the issue through the company’s whistleblowing mechanism. I formally reported the discriminatory practices to the appropriate internal authorities. Following the company’s designated whistleblowing process, I further escalated the matter to higher management and external regulatory bodies to ensure appropriate action was taken.

Leadership Approach

Throughout the process, I adhered to the CIPD Code of Conduct and core values, including fairness, professionalism, and integrity. I demonstrated integrity by speaking out against unethical behavior and ensuring compliance with legal requirements (CIPD, 2022). I maintained professionalism by approaching the issue in a well-informed and constructive manner. Additionally, I upheld fairness by advocating for equal opportunities and fair treatment for all employees.

AC 2.1 Demonstrate your ability to do this with a written argument, which poses different theoretical perspectives, as well as your own.

Treating employees fairly and creating an inclusive work environment benefits both individuals and organizations. When employees feel valued, supported, and treated with respect, their psychological well-being improves, leading to higher engagement, motivation, and productivity (Channell, 2023). Research by Maslow and Pink highlights that meeting employees’ fundamental needs not only enhances their personal fulfillment but also contributes to overall business success.

Maslow’s Hierarchy of Needs in the Workplace

Maslow’s Hierarchy of Needs explains how employees’ motivation and happiness are influenced by fulfilling their fundamental and psychological needs (Homs, 2022). Organizations that prioritize these needs can create a positive work environment that fosters stability, security, and growth.

• Physiological Needs: Employees need fair wages, a safe working environment, and access to essential resources such as healthcare. Providing these ensures financial security and overall well-being.
• Safety Needs: A workplace should be free from harassment and provide physical and emotional security. Clear policies and procedures should protect employees’ rights and ensure a supportive atmosphere.
• Social Needs: Employees thrive in workplaces that encourage teamwork, respect, and inclusion. Open communication and collaboration create a sense of belonging and strengthen workplace relationships.
• Self-Esteem: Recognizing achievements, providing opportunities for professional development, and offering constructive feedback help employees feel valued and confident in their roles.
• Self-Actualization: Employees reach their full potential when given challenging tasks, opportunities for innovation, and continuous learning. Encouraging creativity and career growth helps them achieve personal and professional fulfillment.

When employees feel included, respected, and fairly treated, both individuals and businesses benefit. These principles align with Daniel Pink’s research on motivation, emphasizing that intrinsic factors like purpose, mastery, and autonomy drive long-term engagement.

The Business Benefits of Fair Treatment

• Improved Employee Well-being and Job Satisfaction: Employees who feel valued experience higher job satisfaction, reduced stress, and improved mental health, leading to increased commitment and engagement (Ulusoy, 2023).
• Higher Retention and Lower Absenteeism: An inclusive and supportive work environment reduces employee burnout and absenteeism. Employees who feel appreciated are more likely to stay with the company and contribute to its success.

Studies, including the CIPD Insight Report, support the importance of workplace equality and inclusion. Daniel Pink’s research further reinforces that long-term motivation comes from intrinsic factors like autonomy, mastery, and purpose rather than external rewards alone (Nasrudin, 2022). By fostering a fair and inclusive workplace, organizations can ensure sustained employee motivation and long-term success.

 AC 2.2 Discuss, with examples, how you have, or would, achieve both of these

To promote diversity and inclusion in the workplace, I proposed establishing Employee Resource Groups (ERGs) as a structured approach to fostering a supportive and inclusive environment.

Recognizing the Need

The company recognized the importance of creating a workplace where employees from diverse backgrounds, experiences, and identities feel valued and supported. This need was highlighted by employee feedback, market research showing the benefits of diversity, and company initiatives to improve inclusion.

Developing an Inclusive Strategy

Encouraging Leadership and Representation
To ensure broad participation, I advocated for diverse representation within ERG leadership. Employees from various backgrounds were encouraged to take on leadership roles, and ERG leaders were provided with the necessary resources to build an inclusive culture and address the needs of their members.

Creating Inclusive Policies
I developed guidelines to ensure that ERGs remained open and welcoming to all employees. These policies emphasized respect, inclusivity, and collaboration, fostering a culture of allyship and cooperation among different ERGs. The framework also outlined clear goals and actions to support the company’s broader diversity and inclusion objectives.

Evaluating Effectiveness and Making Improvements

Gathering Feedback
To assess the impact and inclusivity of ERGs, I implemented a structured feedback system. This included surveys, focus groups, and regular check-ins with members to understand their experiences, concerns, and suggestions. The collected feedback helped identify areas for improvement and guided necessary adjustments.

Regular Reviews and Adjustments
I conducted periodic reviews of ERG activities, events, and initiatives to ensure they remained relevant, meaningful, and aligned with the company’s diversity goals. These evaluations helped refine strategies, enhance participation, and ensure continued support for employees from all backgrounds.

AC 2.3 Using a combination of your own reflections and feedback from at least one other person, discuss your ability to work inclusively and positively with others.

Reflection on Inclusive Work and Building Positive Relationships

As a people professional, fostering inclusiveness and strong relationships is essential to creating a respectful and supportive workplace. Through personal reflection and colleague feedback, I have identified both my strengths and areas for improvement.

Colleague Feedback

Sarah, a senior HR advisor, shared her insights on my inclusive work approach. She noted that I actively engage with diverse perspectives and encourage open discussions where all voices are heard. Employees appreciate my supportive nature and the safe space I create for them to express concerns. However, she suggested that I could further improve by proactively engaging quieter team members to ensure their participation.

How I Promote Inclusivity and Build Relationships

Encouraging Open Communication
I strive to create a workplace culture where employees feel comfortable sharing ideas and concerns. For example, I organized focus groups across different team levels to gather input on a new employee well-being initiative. This approach ensured that solutions were shaped by employees rather than imposed from above.

Adapting My Communication Style
Recognizing that people absorb information differently, I tailor my communication approach. During a recent diversity and inclusion training, I incorporated a mix of written guides, videos, and interactive discussions to accommodate various learning preferences.

Proactively Supporting Team Members
Following Sarah’s feedback, I started scheduling one-on-one meetings with quieter team members. These sessions have helped them feel more confident in contributing to group discussions, ensuring that every voice is valued.

AC 3.1 Demonstrate your understanding of this with a written response and related entries in your CPD Plan.

Organisations are becoming more aware of mental health challenges in the workplace, increasing the expectations of professionals to support employee well-being (ThoughtFull World, 2024). The impact of COVID-19 and the rise of remote work have highlighted the need to focus not just on physical health but also on mental and emotional wellness. Today, people professionals play a key role in developing health initiatives, offering employee support programs, and promoting a healthy work-life balance (ThoughtFull World, 2024).

Implications for CPD
To meet these demands, professionals should develop skills in mental health first aid and well-being program management. Engaging in well-being certification programs and attending training sessions on workplace support systems will help build these essential competencies.

Data-driven HR and Analytics

Data-driven decision-making is a major trend shaping the people profession. HR teams now rely on data analytics to guide decisions on recruitment, performance management, employee engagement, and retention (Visier Team, 2024). Understanding HR metrics and data interpretation is becoming a critical skill, helping professionals align workforce strategies with business goals.

Implications for CPD
HR professionals should develop strong data analysis skills and become proficient in HR technology and software applications. Enrolling in courses on data-driven decision-making and attending seminars on HR analytics will enhance their ability to interpret organisational metrics effectively.

Strategic Leadership and Change Management

HR professionals are now taking on more strategic roles, driving organisational change, diversity initiatives, and workforce planning (Runtime, 2024). This shift requires strong leadership and change management skills, as HR teams must collaborate with senior leaders to guide structural transformations.

Implications for CPD
To succeed in these evolving roles, HR professionals should focus on leadership development and change management training. Enrolling in strategic HR programs and obtaining certifications in organisational development will help advance their careers.

AC 3.2 Using a combination of your own conclusions and feedback from at least one other person, assess yourself against a specification of your choice (such as a role/job description or any two of the core behaviour areas of the CIPD Profession Map (associate level). Briefly explain the outcome of your assessment (strengths, weaknesses and development areas) and the information that informed your conclusions.

In this self-assessment, I reflect on two key behaviours from the CIPD Profession Map: Working Inclusively and Ethical Practice. My colleague Sarah, a senior HR advisor, provided feedback on my strengths and areas for improvement.

Strengths

Working Inclusively
I am committed to creating an inclusive work environment where diverse perspectives are valued in decision-making. When developing policies, I seek input from employees with different backgrounds to ensure fairness. Sarah noted that I excel at helping quieter colleagues express themselves, fostering a sense of belonging and contributing to team success.

Ethical Practice
Ethical integrity is at the core of my work, particularly when handling employee grievances and disciplinary matters. I always ensure my decisions align with both legal and ethical standards. Sarah highlighted my strong commitment to ethical practices, noting that I remain transparent and set a positive example for the team.

Areas for Improvement

Working Inclusively
While I actively promote inclusivity, I need to engage more with employees who tend to stay quiet during team activities or discussions. Sarah suggested that I make a greater effort to connect with these individuals to ensure that everyone’s voice is heard.

Ethical Practice
Although I uphold high ethical standards, I sometimes hesitate to challenge unethical behaviour among senior leaders. For instance, I witnessed potential promotional discrimination but did not address it as assertively as I should have.

Development Plan

To improve my inclusive practices, I will focus on engaging less vocal employees by scheduling one-on-one meetings and encouraging feedback in a way that makes them feel comfortable.

To strengthen my ethical confidence, I will work on developing my assertiveness and communication skills to address unethical behaviours, even when they involve senior leaders.

AC 3.3 Following on from your self-assessment, identify a range of formal or informal development activities and add these to your CPD Plan/document. Provide a brief explanation as to why you have selected these activities.

• Formulate three continuing professional development (CPD) activities, which can be either formal or informal, to support your learning journey based on your self-assessment.
• Provide a rationale for each development activity chosen. For example, if one of your identified needs is to enhance communication skills, your development activities might include watching a Ted Talk on effective communication and participating in coaching sessions.

Example:

I need to improve my communication skills. As a result, I will attend a communication training course provided by my organisation. In addition, I will need the organisation’s facilitation to attend the course through a flexible working schedule and access to the communication training. After attending the training, the success criteria will be the ability to express myself with clarity, confidence in my communication, conciseness, and use of appropriate tone and styles. I plan to achieve this by the end of December 2024.

I need to remain up-to-date with new trends in people’s practices. Due to changes in trends, technologies and business practices, I must keep myself knowledgeable about new developments in the profession, such as the use of technologies, diversity and inclusion and the use of artificial intelligence to improve human resource practice. I plan to achieve this need by attending workshops, career fairs, and seminars relevant to the human resource profession. I will also conduct personal research in human resource databases, journals, and online websites and consult with experts continuously. My success criteria will be implementing proactive solutions to new people’s practice problems. My target for completion and reflection this year is the end of December 2024.

AC 3.4 Reflect on three development activities, already undertaken, that have had an impact on your work behaviour or performance, explaining how they have impacted you. (Your reflections should be presented within your CPD Record document.)

This AC involves reflecting on your CPD and its impact on you and those around you. Consider and document both the positive and negative effects. How did it influence you, your team, your colleagues, your customers, your stakeholders, the organisation, or your department?

Provide a reflective summary of three development activities undertaken over the past 12 months. Include the following details for each activity:

• Date of the activity
• Description of the activity completed
• Key learnings from the activity
• Impact of the activity on your behaviour and performance

Present your reflections in a format such as your own CPD record template (available in the resources area), edited to focus on the three selected activities, or utilise a report (or reports) from the CIPD ‘My CPD Reflections’ tool.

Example:

In January 2024, I attended a workshop on the impact of flexible working policies on employee wellbeing. I attended the workshop to learn how employee wellbeing is impacted by flexible working schedules and how I can implement the policy in my organisation. I learnt that employee wellbeing Transcends physical health and includes emotional, social, mental and financial health. I also learned that providing employees with flexible working schedules has a positive impact on their work life balance, reduces commute stress and provides them with increased job autonomy. Ultimately the aforementioned improves job satisfaction, motivation and retention. I will use this knowledge to implement a flexible working policy in my organisation particularly a remote working policy. This will ensure employees experience a greater balance between their personal and professional responsibilities hence improved wellbeing.

In June 2024, I implemented an employee boarding program. This followed a successful recruitment drive in 2022 and I was tasked with ensuring new employees are acclimated to the organisation’s culture and team and understand their roles, responsibilities and expectations. I began by explaining the organisation’s values, mission and culture to the new employees.  This is important in ensuring they align their efforts with organisational goals. I also introduced the new employees to other team members in the organisation. This experience positively impacted not only my active listening, leadership and mentorship skills but also employee engagement and motivation. This is because the new hires had a positive job experience. 

 References

Chuster, D. (2023). The New HR Manager: Moving From Administrative To Strategic. Forbes. Retrieved May 12, 2023, from https://www.forbes.com/sites/microsoftdynamics/2013/02/11/the-new-hr-manager-moving-from-administrative-to-strategic/?sh=1baf88545994

CIPD. (2022). Contracts of employment | Factsheets | CIPD. Retrieved May 12, 2023, from https://www.cipd.co.uk/knowledge/fundamentals/emp-law/terms-conditions/contracts-factsheet#gref

CIPD. (2022). Inclusion and diversity in the workplace | Factsheets | CIPD. Retrieved May 12, 2023, from https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet#gref

CIPD. 2023. Why work in the people professional. |CIPD Factsheet|. Retrieved May 12, 2023, from https://www.cipd.org/uk/the-people-profession/careers/why-work/#:~:text=People%20professionals%20support%20the%20vision,thrive%20%2D%20both%20individually%20and%20collectively.

CPD. (2020). What is CPD continuing professional development explained | The CPD certification service. The CPD Certification Service – CPD Accreditation | Continuing Professional Development | The CPD Certification Service. Retrieved May 12, 2023, from https://cpduk.co.uk/explained

Homs, J. (2023). Maslow’s hierarchy & ethics. Small Business – Chron.com. Retrieved May 12, 2023, from https://smallbusiness.chron.com/maslows-hierarchy-ethics-73086.html

Human Rights Careers. (2020, April 17). Equality in the workplace: What does it mean? Retrieved May 12, 2023, from https://www.humanrightscareers.com/issues/equality-in-the-workplace-what-does-it-mean/

Indeed Editorial Team. (2022). What is a human resource (HR) professional? (with roles). indeed. Retrieved May 12, 2023, from https://uk.indeed.com/career-advice/career-development/what-is-a-hr-professional

Lehmann, O. F. (2018, July 19). Project business management | Oliver F. Lehmann, ginger Levin, PMP, PG. Taylor & Francis. Retrieved May 12, 2023 from https://www.taylorfrancis.com/books/mono/10.1201/9781315277387/project-business-management-oliver-lehmann-ginger-levin-pmp-pgmp

Mayne, T. (2021, March 11). CIPD profession map. DPG. Retrieved May 12, 2023, from https://dpglearn.co.uk/blog/human-resources/cipd-profession-map/

Nasrudin, A. (2022, April 17). Pink’s theory of motivation: Elements and a brief explanation. Penpoin. Retrieved May 12, 2023, from https://penpoin.com/pinks-theory-of-motivation/

Peters, R. (2020). Why we call it the people profession. CIPD People Profession. Retrieved May 12, 2023, from https://peopleprofession.cipd.org/insights/articles/why-people-profession#gref

Pick, J. (2020, January 21). Impact of information technology on human resource management. Profiles Asia Pacific, Inc. Retrieved May 12, 2023, from https://www.profilesasiapacific.com/2020/01/21/information-technology-hrm/https://www.profilesasiapacific.com/2020/01/21/information-technology-hrm/

SkillsYouNeed.com. (2023). Reflective practice. Skills You Need – Helping You Develop Life Skills. Retrieved April May 12, 2023, from https://www.skillsyouneed.com/ps/reflective-practice.html

Ulusoy, B. (2023, April 12). Belonging at work: What it is and why it’s important | Zavvy. The People Enablement Platform | Zavvy. Retrieved May 12, 2023, from https://www.zavvy.io/blog/belonging-at-work

Runtime, O. (2024). Navigating Change: The Crucial Role of Strategic Leadership. [online] Jaro Education. Available at: https://www.jaroeducation.com/blog/the-role-of-strategic-leadership-and-change-management/ [Accessed 29 Jan. 2025].

ThoughtFull World (2024). The Role of HR in Employee Mental Health. [online] Thoughtfull.world. Available at: https://www.thoughtfull.world/resources/blog/the-role-of-hr-in-employee-mental-health-8f061 [Accessed 29 Jan. 2025].

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