Continuing to carry out their activities. The map

Continuing Professional Development (CPD) is a combination of approaches, ideas and techniques that will help you manage your own learning and growth. The focus of CPD is firmly on results Chartered Institute of Personnel and Development; CIPD 2018.

It is a cycle of continuous improvement for personal development as part of career progression. The aim is to improve and broaden knowledge, skills and behaviors to stay relevant and gain knowledge to stay ahead. The process can take many forms – attending seminars, taking up academic courses, undertaking work-based activities and project management or reading books and journals.

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CIPD Profession Map (as shown below) is a model to identify knowledge, skills and behaviors required by HR profession to drive the performance to the organisation. It describes the behaviors that an HR practitioner needs to carry out their activities.

The map is made up of 3 key elements
(1) 10 Professional Area where HR professionals need to know and do
• The 2 core areas sitting at the heart of the map are applicable to all HR professionals.
i. Insights, strategy & solutions – understanding the organisation to develop strategy and solutions to meet organisational mission and vision.
ii. Leading HR – supporting, developing and leading others in the organisations by being a role model.
• The 8 professional areas surrounding the core areas describes the knowledge, skills and behaviours required to increase the performance of the organisations.
i. Organisation Design – using the right strategic choices to ensure the organisational change is a success.
ii. Organisation Development – ensuring the negative change management is minimized.
iii. Resourcing and Talent Planning – ensuring that the organisation has the right resource, capability and talent to achieve goals.
iv. Learning and Development – having the knowledge to stay relevant.
v. Performance and Reward – rewards and recognises staff’s capabilities, skills, behaviours, experience and performance. Ensuring the reward system is market-relevant, fair and cost-effective.
vi. Employee Engagement – ensuring that all staff stay connected to make contribution towards organisational mission and vision.
vii. Employee Relations – understanding the relationships between the organisational culture, leadership behaviour and job satisfaction of employees.
viii. Service Delivery and Information – ensuring the efficiency and effectiveness of the HR service to the service users.

(2) 8 behaviours at the outer circle that describes the behaviours that needs to carry out to make the organisation a success
• Curious – inquisitive and seeking creative ways to add value to the organisation.
• Decisive thinker – assessing the information quickly and concurrently, ensuring the details are consistent, correct and complete.
• Skilled influencer – ability to influence others to gain support and commitment.
• Personally Credible – being trustworthy so that one can be effective in leading.
• Collaborative – ability to work effectively and inclusively with people to achieve goals.
• Driven to deliver – having the determination, resourcefulness and purpose to deliver the best results for the organisation.
• Courage to Challenge – ability to contest the norms even when confronted with resistance.
• Role Model – ability to lead by example with integrity, independence and impartially.

(3) 4 bands of transitions to develop from one role to another
• The bands of competence are split into 4 to illustrates the hierarchy of the profession – Band 1 being the supporting staff to the organisation while Band 4 is the most senior who manages the organisation. The transitions from one band to another defines the contribution and responsibilities that is required at every career stages.


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