The HR Professional map (HRPM) describes the knowledge, skills and behaviours required by all human resources professionals (HRP) to carry out their role effectively. In essence the map is a framework for people in the HR sector as it gives a clear, flexible approach in how they can recognise their HR role and career progression and identify what skills and behaviours that will make them the most successful in their role. Helen Hartshore, a group resourcing manager describes the map ‘particularly useful in providing an external benchmark. It helps to clarify what we need to know, how to behave and what is needed to be recognised as credible experts within the businesses.’ (Hartshore, 2012). Thus, the professional map sets HR as a business discipline. This report will summaries the CIPD Professional Map and will include an example how it is most relevant to my own HR role.
The map consists of 10 professional areas, 8 behaviours and 4 bands. The professional areas describe what you need to do and know for each area of the HR profession. It is further divided into 2 core areas and 8 specialised areas. The 2 core areas ‘Insights, strategy and solution’ and ‘Leading HR’ sit at the heart of the map and it is applicable to all HR professionals, regardless of their role. Insights, strategy and solutions is defined to help HR individuals to understand their organisation, and to come up with strategies to meet the needs of the business. Moreover, the core areas ‘Leading HR’ directs HRP to act as a role model and support others across the organisations. Complementing the core areas are 8 specialised areas. These are organisation design, organisational development, resourcing and talent planning, learning and development, resourcing and talent planning, learning and development, performance and reward, employee engagement, employee relations, service delivery and information. All these specialised areas identify the activities and knowledge that are required to provide support to HR practitioners.
Furthermore, the map covers 8 behaviours. These are ‘Curiosity’ (to seek out innovative ways to add value), ‘Decisive thinker’ (ability to analyse and understand date and information quickly), ‘Skilled influencer’ (the ability to influence diverse stakeholders in order to pursuit organisational value), ‘Personally credible’ (builds and delivers professionalism), ‘Collaborative’ (works effectively with a rage of people within and outside the organisation), ‘Driven to deliver’ (someone who is determined to deliver the best results for the organisation), ‘Courage to challenge’ (shows courage and confidence to speak up when confronted with resistance or unfamiliar circumstances), and ‘Role model’ (consistently leading by example). These behaviours also have negative manifestations. They are called contra-indicators (CI), i.e. if we look at the behaviour ‘Curious’, one CI will be someone who fails to ask questions when things are unclear. A HR professional should strive to stay away from these CI so they can develop themselves to be an effective HR practitioner.
Each behaviour is then described at four bands, each representing their own set of criteria’s. For a HR professional to transition from one band to the next depends on how they measure their success and contribution. For example, ‘Band one’ is where they will deliver the fundamentals and effectively manage information and data. When this is accomplished, they will move onto ‘Band two’ the focus is on advising on HR related issues and having a clear understanding of the process and solutions that will be available. ‘Band 3’ involves acting as a lead consultant or partner. Finally, onto ‘Band four’ is where they will be responsible for developing and delivering HR organisational strategy.
In essence HRP can use the HR map to complete self-assessments, as it can help to identify what skills are needed to achieve HR career goals, i.e. the professional area most essential to my role is ‘Service delivery and information.’ It is my duty to be the first point of contact for employees with any queries that they may have and then signpost them to the right direction. I do this by asking the right questions and try to understand their needs.
After completing an evaluation of my HR map, I am currently working at band one where I am customer oriented and I have the ability to effectively manage information and data. In order for me boost my ability to be a better effective HR practitioner and move onto the next band, I identified areas for my development. This includes having a clear understanding of the policies and the process in which solutions are available for customers and being able to recognise my own accountability and the level in which I can handle inquiries.
In conclusion this report has summarised the HRPM which includes the 10 professional areas, the 8 behaviours. Reflecting the professional areas and behaviours are the four bands, where HR practitioners should transition through the bands. This report has shown how the HRPM can be used as a tool to monitor progression in roles as a HR professional for example it helped me identify which band I am working on and my strengths. It also highlighted areas in which development is needed for me to be an affective HR practitioner.