HR report

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CIPD

Introductory Workshop

By the end of the workshop, you will be able to:

• explain the benefits of CIPD membership

• discuss the structure of the programme

• identify the requirements for the completion of assessments on the programme

• explain how to use the LMS, including the submission of assessments

• describe the key policies and regulations associated with the programme

Learning objectives

• Discuss with the person next to you their:

– name

– organisation and role

– experience in HR/L&D

– objectives for this course

– and something you have in common

• Introduce your partner to the rest of the group using these points above.

Activity 1 (10 min) Getting to know you

The Chartered Institute in Personnel Development (CIPD)

CIPD purpose

Championing better work and working lives ...

...by improving practices in people and organisation development...

...for the benefit of individuals, businesses, economies and society.

CIPD qualifications

Foundation

Human Resource Practice

(HRP)

Learning & Development

(LD)

Intermediate

Human Resource

Management

(HRM)

Learning and Development

(LD)

Advanced

Human Resource

Management

(e.g. PgDHRM)

Human Resource

Development

(e.g. PgDHRD)

Award, Certificate and Diploma

Three grades of professional membership

You’re typically…

Providing professional advice to managers across the

business and supporting the HR and L&D function

You’re typically…

Managing, developing and implementing HR

policies that support organisational objectives.

You’re typically…

Leading the development of strategic HR plans that drive sustained business

performance.

CHARTERED MEMBER Chartered

MCIPD

ASSOCIATE MEMBER

Assoc CIPD

CHARTERED FELLOW

Chartered FCIPD

• Join as student member (we will send you a step-by-step guide on how to join).

• Pay joining and membership fee.

• Successfully complete qualification to get Associate membership

• Annually renew your associate membership.

• Can use the letters Assoc CIPD next to your name then.

What do you get as a member?

• Professional badge of competence and recognition for HR professionals

• Recognised by employers, nationally and internationally

• Continuing professional development

• Access to extensive practitioner resources (http://www.cipd.co.uk/)

• GCC specific resources (http://www.cipd.ae )

• Discounted services and benefits

• Use of designatory letters (e.g. Assoc CIPD)

Your membership

http://www.cipd.co.uk/

http://www.cipd.ae/

Your programme

PwC PwC

PwC’s Level 5 programme structure

Developing professional practice

Business issues and the context of HR

Using information in HR

Resourcing and talent planning

Reward management

Improving organisational performance

Employee Engagement

Managing and coordinating the Human Resource function

DVP

CHR

UIN

RST

RMT

IVP

ENG

HRF

PwC PwC

CIPD Level 5 Programme

Unit Credits Face to face

hours

(class)

Guided

learning

(Wkbk,

Moodle)

Independent

learning

(Reading,

assignments)

Total

DVP 4 14 6 20 40

CHR 6 21 9 30 60

UIN 4 17 3 20 40

RST 6 21 9 30 60

RMT 6 21 9 30 60

IVP 6 21 9 30 60

ENG 6 21 9 30 60

HRF 6 14 16 30 60

Total 37 150 70 220 440

https://www.cipd.co.uk/knowledge

CIPD's wide range of resources, including factsheets, podcasts, guides and reports, grouped by topic

You can search the knowledge hub for any topic and for any of the CIPD resources listed on your workbooks and recommended reading

lists.

Online Journals

https://www.cipd.co.uk/knowledge/journals

You can search for articles from various online journals

CIPD knowledge hub

https://www.cipd.co.uk/knowledge

https://www.cipd.co.uk/knowledge/journals

Go to:

https://www.cipd.co.uk/knowledge/hr-learn-develop-database

Click “Access the database”

It will link you to http://cipd.soutron.net/Catalogues/Search.aspx

You can search for any HR/L&D topic here and find a whole range of

journals, articles, CIPD factsheets, etc that will be a very useful resource.

CIPD HR and L&D database

https://www.cipd.co.uk/knowledge/hr-learn-develop-database

http://cipd.soutron.net/Catalogues/Search.aspx

https://bslms.pwcacademy-me.com/d2l/login

• Online interactive resource

• Study calendar

• Unit assessment briefs and criteria

• Submission of all assessed work for grading and posting of grades and feedback

• Videos for guidance on assessments, study skills

• Announcements from facilitators, Programme Manager and Programme Co-ordinator

• Important policies and guidelines

LMS

https://bslms.pwcacademy-me.com/d2l/login

LMS homepage

Unit assessment and submission area

Assessments

• Plays an important role in achievement

• Encourages independent learning

• Enables you to demonstrate and apply new knowledge

• Measures the degree to which you have met the requirements of the course

• Allows you to have your learning accredited

• Helps you and your tutor to identify and review your progress

• Is the only way to achieve your Certificate!

Benefits of assessment

Assessment methods

Written Assessments

Skills Assessments Demonstrable Competence

• All assessment pieces must be submitted and passed in order to pass the certificate

• Assessments subject to independent internal and external verification

• Assessment must be submitted to the LMS for grading by the stated deadline on your study calendar

• If you are referred in one assessment, you will have one further opportunity to resubmit

• Remember to attach an assignment cover sheet for each assessment.

Assessment protocols

Assessment grading

Pass

Refer

Unmarked

Fail

• Deadlines will not be extended unless extraordinary circumstances are evident and only after

agreement has been provided by PwC (refer to Extension Request Form)

• Any assessments submitted which are outside the word count requested will be returned

“unmarked” and participants will have 3 days to resubmit their assessment.

• If they fail to resubmit within the time allowed they will have their first attempt “referred” or their

second attempt of a previously referred assessment marked as “failed”.

• Assessments will be graded and grades will be provided within 4 to 6 weeks of the assessment

deadline.

• Assessments marked as “refer” will need to be resubmitted by the participant within three weeks of

notification.

Deadlines and refers

Presenting your assessments

• Font size: 12

• Font type: Arial or Times New Roman.

• 1.5 line spacing

• Please submit with the following documents: (refer to the submission checklist for each module)

• Assignment cover sheet (only one needed for each unit)

• Assignment (try and keep all activities/parts of the main assignment in the same file)

• Appendices

• References/Bibliography

• Must be submitted as a Word document so the word count can be checked. Attach

PDFs/PowerPoints where unavoidable.

• Please DO NOT submit Zip folders.

• Document uploads cannot exceed 1MB

• Interpreting the brief:

− assessment criteria (AC)

− wording used in assessment briefs (glossary)

− reading it thoroughly

• Structuring and presenting your answers:

− format (essay, report, briefing note)

− use of headings/subheadings, page numbering, etc

− use of tables, charts, diagrams

− using an appendix

− word count parameters: +/- 10%

− labelling submitted assessment files (e.g.name/course/assessment’)

Completing the assessments

• Referencing to appropriate literature:

• avoiding plagiarism

• referencing in the main body of your answer

• including a reference list

• ‘Good Reference Guide’ on LMS

• Harvard style of referencing

• Answering holistically

• Confidentiality

Completing the assessments (continued)

Assessment feedback

Activity 2 Key words in assessment

Key word Activity

Describe A pen and pencil

Analyze Why we use a pen vs a pencil

Evaluate the best writing instrument

Compare and Contrast The two objects

Reflect on your strengths and development areas in this

activity

Reference: Meaning of Useful words in assessments can be found in PwC LMS portal

1. In pairs, study assessment 1 in detail

2. What is the purpose of this assessment? What is it asking you to do?

3. Draft a plan/structure as to how you will go about answering the assessment. Remember to look closely at:

– the assessment criteria

– the word count

– what you are being asked to do (e.g. explain, describe, etc)

4. What is the deadline for the assessment?

Activity 3 (15 min) Assessments

regulations

and

Policies

Full policies located on the LMS:

• Assessment policy

• Attendance policy

• Academic misconduct or plagiarism

• Confidentiality in assessments

• Appeals policy

• Guidance on extensions and deferments

• Complaints and feedback

Policies and regulations

Turnitin and Plagiarism

Software integrated with LMS that checks your document for unoriginal content and provides an

originality report.

Referencing is used to;

• support an argument, to make a claim or to provide 'evidence'

• acknowledge other peoples' ideas or work correctly.

• show evidence of the breadth and depth of your reading

• avoid plagiarism (taking other peoples' thoughts, ideas or writings and use them as your own) - see plagiarism policy for further details

• allow the reader of your work to locate the cited references easily, and so evaluate your interpretation of those ideas

• avoid losing marks

We suggest using the Harvard Referencing system.

Referencing

Reference: Good Reference guide can be found in PwC LMS portal

What is a bibliography and how does it differ from a list of references?

The reference list is all the sources which have been cited in the assignment. For every citation in your essay, there must be a

corresponding reference in the list at the end ordered alphabetically by author.

A bibliography follows the same layout as a reference list, but is used to list all the sources you consulted for your work but did not cite.

You must put a reference list in your submission and a bibliography would be useful as well.

Bibliography vs Reference list

Planner

Journey

CIPD

Your

In three groups, draw a vehicle which charts how you will complete your qualification.

Make sure you include:

1. Your destination (where you are going)

2. Supplies you will need to take on your journey (this can be tangible, intangible)

3. The fuel you will need (e.g. Motivation, attitude)

4. The exhaust (what will you leave behind)

5. Any passengers that might accompany you on your journey.

Activity 4 (10 min) Your CIPD journey

Developing Professional Practice (DVP)

www.pwc.com

PwC

Learning Outcomes and Assessment Criteria

1. Understand what is required to be an effective and efficient HR

professional

▪ 1.1 Evaluate what it means to be an HR professional with reference to the

CIPD’s most current Profession Map

▪ 1.2 Describe the elements of group dynamics and conflict resolution

methods

PwC

Learning Outcomes and Assessment Criteria

2. Be able to perform efficiently and effectively as an HR professional

▪ 2.1 Apply project management techniques

▪ 2.2 Apply problem-solving techniques

▪ 2.3 Apply a range of methods for influencing, persuading and negotiating

with others

PwC

Learning Outcomes and Assessment Criteria

3. Be able to apply CPD techniques to construct, implement and review a

personal development plan

▪ 3.1 Undertake a self-assessment of HR professional practice capabilities

to identify continuing professional development needs

▪ 3.2 Produce a plan to meet personal development objectives based on an

evaluation of different options

▪ 3.3 Reflect on performance against the plan, identify learning points for

the future and revise the plan accordingly

Assignment Briefing

PwC

Assessment (2,600 words)

You are asked to develop a portfolio of evidence which includes four sections

that respond to the following tasks:

Activity 1 (AC 1.1)

Evaluate what it means to be an HR professional, making reference to at least

one professional area and one behaviour in the CIPD Profession Map.

Activity 2 (AC 1.2)

Briefly describe the elements of group dynamics and give at least two examples

of conflict resolution methods within an HR context.

PwC

Assessment (continued)

Activity 3 (AC 2.1, 2.2, 2.3)

With reference to a recent or current project which you have led (or been part of

a project team):

▪ Provide evidence of using project management and problem-solving

techniques in the course of the project

▪ Explain how you successfully influenced, persuaded and negotiated with

others in the course of the project (or other related activity)

PwC

Assessment (continued)

Activity 4 (AC 3.1, 3.2)

▪ Undertake a self-assessment of one area of your practice to identify your

professional development needs in that area and options to address these

▪ Produce a professional development plan (PDP) plan to meet your

professional development needs (No word count limit for PDP)

o A template can be found on the Moodle and this initial plan should

focus on the next 6 - 12 months and have 4-5 SMART objectives

o This will be a working document throughout the programme, which will

be explained as you go through the programme

▪ Justify the options chosen for self-development

PwC

Assignment Outline

▪ Activity 1 - What is required to be an effective and efficient HR professional;

▪ Activity 2 - Performing as a self-managing HR professional, both

independently & in a collaborative manner;

▪ Activity 3 - Utilising Project Management techniques effectively within HR

▪ Activity 4 - Apply CPD techniques to construct, implement and review a

personal development plan

PwC 46

Learning Outcome 1

Understand What is

Required to Be An Effective

and Efficient HR

Psrofessional

PwC

Key Business Trends …

▪ Economic issues - inflation, interest, Euro, borrowing, commodity price

fluctuations (e.g. Oil, gas), etc.

▪ Growth of emerging economies (e.g. China, Brazil, India)

▪ Globalisation - local vs global debate

▪ Virtual working across functions and geographies

▪ E-commerce, social media, ‘smarter’ working’ and wider technological

advancements

▪ Ethical practice and CSR

▪ Eco practice - carbon footprint, recycling, cutting waste

▪ Social attitudes (e.g. Senior management bonuses)

▪ Ageing population

PwC

Key Business Trends … (continued)

▪ Increasing intensity of work

▪ Managing cost vs. Retaining talent

▪ Shifting psychological contract - employee expectations

PwC

Today’s Effective and Efficient HR Professional

PwC

Discuss the following and write

your answers on flipchart:

What you think ‘professional’,

efficient’ and ‘effective’ mean in the

context of HR today?

Activity 1 (15mins) In Groups - The Professional HR Practitioner

PwC

Thinking Performer

Wish list dreamer

Thinking performer

Lifetime liability

Automated bureaucrat

CIPD (2002)

Efficiency

(doing right things)

Effectiveness

(doing thing right)

PwC

The Thinking Performer is The HR Professional Who:

▪ Seeks to contribute to underlying organisational purposes

▪ Reinforces the compliance role of the HR/personnel function (both legally

and ethically) when it is necessary

▪ Challenges the way in which things are done, to find solutions that are better,

cheaper or faster

▪ Keeps in touch with their 'customers' through networking in order to

understand the business better, reacts to feedback and proactively develops

(or contributes to the development of service innovations which yield

'customer' advantage).

PwC

In groups, divide your flip-chart in half

vertically and consider the following

questions.

▪ Current: What does ‘business’

currently want/expect from HR?

▪ Future: What will be the future

priorities?

Activity 2 (10mins) In Groups - What Does Business Want from HR?

PwC

Foundations of Business Savvy

Understanding the business model at depth

Generating insight through evidence & data

Connecting with curiosity, purpose and impact

Leading with integrity consideration and challenge

PwC

Activity 3 (20mins): In Groups - The Perceived Value of HR

Use the following questions to prompt discussion with regard to HR in your own

organisations:

1. How is HR currently perceived in the organisation - is it ‘proactive’, ‘bogged

down’ or ‘remote’? Why?

2. How ‘savvy’ is HR?

3. Is HR/are you effective as well as efficient?

4. Who are the key stakeholders of HR and how should HR manage their

different needs and priorities?

5. Do you have the knowledge required? What will you need to add?

Present a summary of your ideas back on flipchart.

PwC

CIPD Professional Map

PwC

Briefly explain how the CIPD

HR Profession Map defines the

HR profession, including the

professional areas, the bands and the

behaviours.

Activity 3 (15mins) In Groups

PwC

The Bandings

Band one Band two Band three Band four

Delivering

fundamentals

Adviser,

issues led

Consultant,

co-operative

partner

Leadership

colleague,

coach

Client support and

processing activity,

Immediate /

Ongoing

Advising and

managing HR

issues, current /

near term

Addressing HR

challenges at

organizational level,

medium / longer

term

Developing the

organizational

strategy, and HR

strategy, partnering

the Client

PwC

Why Should I Bother with The Map?

▪ Gives insight into the profession as a whole;

▪ Highlights key knowledge and behaviours stakeholders expect from HR/L&D

Professionals;

▪ Enable HR/L&D Professionals to focus on development needs;

▪ Provides a framework through 4 bands of competences;

▪ Helps in building a case for development;

▪ Can be used when seeking a promotion or preparing for an appraisal review;

or looking for a new job or interview preparation;

Group, Teams, Conflict and

Problem Solving

PwC

Four Concentric Circles of HR Professionalism

Managing self

Managing across

the organisation

Managing

upwards

Managing

in groups

PwC

Working with Others Group Dynamics by Tuckman

Tuckman and Jensen (1977)

Forming

Storming

Norming

Performing

Adjourning

Task

PwC

Group Dynamics: Dysfunctional Roles

▪ The aggressor keeps everyone off balance by trying to control others

▪ The monopolist attempts control, talking so often that nobody else has a

chance to contribute

▪ Rescuer keeps things from getting too deep

▪ Withdrawn member says nothing at all, objective is to hide as long as

possible

PwC

Group Dynamics: Constructive Roles

▪ The facilitator works as a host to make people feel welcome and comfortable

▪ The gatekeeper keeps people on task, making sure that established norms

are honored

▪ The compromiser acts as a mediator during conflicts

▪ The energizer motivates people during times of boredom or when some

action is needed

▪ Information seekers work to collect relevant data and help members share

information

▪ The evaluator lets the group know how things are going, encouraging

adjustments for greater efficiency

PwC

Belbin Team Role Model

Team Roles:

9 distinct ways that people interact with each other and contribute to their team.

Coordinator

Resource

Investigator

Teamworker

Social Roles

Plant

Monitor Evaluator

Specialist

Thinking Roles

Implementer

Shaper

Completer

Finisher

Action Roles

PwC

Belbin Team Role Model

The right balance of team roles will lead to higher chances of team success!

Too many thinkers

All Brainstorming, no action

Too many shapers

Leads to conflict

PwC

Best Team Combination

▪ Creative genius

▪ Imagination

▪ Focus on major strategic

issues

▪ Providing direction in

discussions

▪ Objective setting

▪ Challenging inertia and

complacency

▪ Leadership

▪ Following through

▪ Quality control, attention to

detail

▪ Providing a sense of urgency

▪ Safety net, spotting omissions

▪ Clarifies goals

▪ Promotes effective decision

making

▪ Good chairman

▪ Good listener

▪ Delegates well

PwC

Benefits of Working in A Team

▪ Results - teams are effective, efficient, flexible & productive;

▪ Enhanced creativity - range of ideas, risk adverse, multi-skilled;

▪ Increased flexibility - helping each other to achieve aims, use of knowledge / skills,

unified purpose;

▪ Improved moral - authority and ownership over work processes, belonging an

recognition;

▪ Fosters learning - maximises knowledge sharing & enables learning of new skills;

▪ Blends complementary strengths - sharing abilities to become a stronger team;

▪ Encourages healthy risk taking - working with others spreads out the responsibility

for a failed assignment;

PwC

Effective Team Working

Effective team-working involves:

▪ Clear shared purpose

▪ Clear focus

▪ Leadership

▪ Effective use of competencies

▪ Team building activities

ogether

veryone

chieves

ore

PwC

Conflict Modes

MY NEEDS

Ignored

Met

YOUR NEEDS Met

Demand (I win : You lose)

Co-operate (I win : You win)

Avoid (I lose : You lose)

Concede (I lose : You win)

Compromise (Some gains and losses)

PwC

Preventing Conflict

▪ Deal with it immediately - don’t be tempted to avoid or ignore it

▪ Be open - if people have issues, they need to be expressed immediately - not fester

into bigger things

▪ Practice clear communication - articulate thoughts and ideas clearly

▪ Listen actively - paraphrase, clarifying & question to avoid misunderstanding

▪ Avoid assumptions - asking yourself "why" on a regular basis

▪ Its business not personal - stick to facts and issues, not personalities

▪ Focus on solutions - don't belabor what can't be changed

▪ Encourage different points of view - insist on honest dialogue and expressing

feelings

PwC

Preventing Conflict (continued)

▪ Don’t blame - encourage ownership of the problem and solution

▪ Demonstrate respect - if the situation escalates, take a break and wait for emotions

to subside

▪ Keep team issues within the team - deal with things directly and don’t let it go into

the next day

PwC

Managing and Resolving Conflicts

Healthy and unhealthy ways of managing and resolving conflict

Unhealthy responses to conflict: Healthy response to conflict

An inability to recognize and respond to the

things that matter to the other person

The capacity to recognize and respond to the

things matter to the other person

Explosive, angry, hurtful, and resentful reactions Calm, non-defensive, and respectful reactions

The withdrawal of love, resulting in rejection,

isolation, shaming, and fear of abandonment

A readiness to forgive and forget, and to move

past the conflict without holding resentments or

anger

An inability to compromise or see other person’s

side

The ability to seek compromise and avoid

punishing

The fear and avoidance of conflict; the

expectation of bad outcomes

A belief that facing conflict head on in the best

thing for both sides

Learning Outcome 2

Be Able to Perform

Efficiently and Effectively as

A Self-managing HR

Professional

PwC

What is a Project?

Project management is the application of processes and methods, coupled with the knowledge, skills and experience of the project team to achieve the project objectives

PwC

Project Management - PDCA

Plan

• Define problem - root cause analysis

• Outcome indicators and metrics

• Scope - activity list - resources

• Budget

• Quality standards, processes, metrics

• Implement the plan and measure its performance

• Execute the work under the plan

• Manage people

Check • Assess the measurements and report the results to decision makers

Act • Decide on changes needed to improve the process

• Risk analysis

• Stakeholders

• Procurement

• Change management

• Kick off meeting

PwC

Gantt Chart

PwC

Risk Assess and Develop Plans to Reduce/Eliminate Risk

MINIMUM: Tolerate

the risk, ie do nothing

Rare

Unlikely

Possible

Likely

Almost

certain

Catastrophic

High

Medium

Low

Insignificant

R is

k i m

p a

c t

Risk likelihood

MODERATE:Terminate the risk, eg

removing activities that would lead to

risk

HIGH: Treat the risk NOW by

identifying and implementing

mitigating actions, make plan

UNACCEPTABLE:Transfer

the risk to a third party (eg insurance)

LOW: Monitor the risk

PwC

Activity 4 (20mins)

Project plan for programme study

1. Look at your study planner - what are the key tasks/components of the qualification ie.

Workshops, assignments etc? Write these down

2. What are your milestones, key success criteria? For example, each unit, each assignment.?

Write these down

3. What activities or tasks are dependent on other activities/tasks? For example, you can’t start

an assignment until you have completed all of the other tasks such as workshop, reading and

research

4. Is there any spare capacity or movement/slack in your project plan if I gave you the following:-

o For the purpose of this activity, assume no reading or research can be conducted before

a workshop

o It takes on average 20 hours to write an assignment

PwC

Problem Solving Method

Define the real or root problem, not what is presented to you or what

appears to be a problem

Analyze the problem

Identify solutions

Pick a solution

Implement a solution

Review the solution, and confirm that the solution solved the problem

PwC

Problem Solving Methods

Various tools assist in effective situational analysis, problem solving and decision

making

▪ Ishakawa (Fishbone) Diagram

▪ Work Breakdown Structures

▪ RAM (Responsibility Assignment Matrix)

▪ Gantt Charts

▪ Critical Path Analysis

PwC

Fishbone Diagram

A simple way of showing a hierarchy, or tree. The standard use of the Fishbone

Diagram is to show causes of a known effect.

▪ Cause & Effect (CE) or Ishikawa diagram

▪ Named after Kaoru Ishikawa (Japanese Quality pioneer)

▪ Diagram resembles skeleton of a fish

▪ Emphasises group discussion and brainstorming

▪ Stimulates discussion

PwC

Critical Thinking Techniques

▪ 5Why method

▪ Ishikawa fishbone diagram

o Methods

o Machines (equipment)

o People (manpower)

o Materials

o Measurement

o Environment

PwC

Work Breakdown Structure

▪ Having generated a list of likely activities, next step is to convert them into some

form of hierarchy - WBS

▪ Fishbone diagram/Hierarchical planning provide the raw materials. WBS pulls

these together in an easy to understand diagram

▪ Each main activity broken down into its supporting activities, etc.

▪ No duration or time necessarily linked to this structure

PwC

Responsibility Assignment

Having established the various activities (Also known as WBS) the next step

involves identifying who does what. One way of doing this is to draw up a RAM

When drawing such a matrix you will need to consider two elements:

▪ What needs to be done - taken from the key activities

▪ Who will do it

A further useful refinement is to identify not only the person who has the main

responsibility of carrying out the activity (represented on the matrix by an M) but

also the individuals who will be supporting them (represented by an S)

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Influencing

Influencing - involves having the ability and the power, through informed

knowledge and collaborative behaviours, to sway or affect the stakeholders’ view on

an issue.

Influencing can take the form of

▪ Gaining support;

▪ Inspiring others;

▪ Persuading other people to become your champions;

▪ Engaging someone's imagination;

▪ Creating relationships;

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Influencing (continued)

Truly excellent influencing skills require a healthy combination of interpersonal,

communication, presentation and assertiveness techniques.

It is about;

▪ Adapting and modifying your personal style when you become aware of the affect

you are having on other people;

▪ While still being true to yourself

▪ Behaviour and attitude change are what's important, not changing who you are or

how you feel and think

PwC

Push/Pull Influencing

Convincing

Offering insights

Making suggestions

Giving reasons

Requiring

Expressing feelings

Saying what you need

Describing the consequences

Connecting

Actively listening

Questioning and exploring

Reflecting and summarizing

Building common ground

Inspiring

Creating a vision

Personal disclosure

Supporting

Mutual benefit and value

PUSH

My agenda

PULL

Your agenda

Lower energy High energy

PwC

Persuading

To persuade you need to….

▪ Focus on the needs of the other party

▪ Argue your case with logic

▪ Avoid hesitant language

▪ Use positive rather than negative language:

▪ Subtly compliment the other party

▪ Mirror the other person's mannerisms (e.g. hand and body movements)

▪ Try to remember the names of everyone you meet

PwC

Through insights of the other

stakeholder(s) needs an agreement or

compromise will be reached through

collaborative discussions.

1. Separate the people from the

problem

2. Focus on interests, not positions

3. Invent options for mutual gain

4. Insist on objective criteria

5. Develop a BATNA (‘best alternative

to a negotiated agreement’)

Negotiation

PwC

Negotiation Styles and Conflict Resolution Techniques

Smooth,

Accommodate

Cooperate/

Collaborate

Escape/

Withdraw/Avoid

Defeat/

Compete

Compromise

M a in

ta in

in g R

e la

ti o n s h ip

Achieving Your Goal

PwC

The Characteristics of Written Communication

▪ Conciseness - less explanation and repetition than in oral communication

▪ Permanence - what is written remains permanent and can be checked at any

time, hence the expected accuracy

▪ Discretion- it takes more care when it comes to the content as we do not have

control over who reads the document

▪ Physical detachment from the reader - more chance for a misinterpretation

▪ More formal style - in terms of the structure and the terms used

PwC

Finding the Appropriate Communication Channel

Writing

▪ The answer is not urgent

▪ Written record is important in case of a dispute

▪ A written document can be used as a reminder

▪ The content of communication is complex and lengthy

▪ If writing to more people, everyone gets the same information

PwC

Finding the Appropriate Communication Channel (continued)

Phone

▪ When a quick response is needed

▪ Simple question / information

Live conversation

▪ It is necessary to hear and see the response

▪ Sensitive and confidential information

PwC

Who is The Reader, and What are His/Her Needs?

▪ Who will read my text?

▪ How much does the reader know about the topic I write about? Is he an expert in

this area, or perhaps only superficially informed about it ?

▪ How much does he/she know about the context - is he/she involved from the

beginning or is this the first information he/she receives?

▪ How will the reader use this information - to make a decision, to collect and

compile information, etc?

▪ What data presentation does the reader prefer- text, tables, diagrams?

▪ What is the best time to submit a document? Does the reader like to have a lot of

time for reading and analyzing?

Learning Outcome 3:

Be Able to Apply CPD

Techniques to Construct,

Implement and Review a

Personal Development Plan

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Please Note!!

The attachment and upload of your CPD and/or PDP is NOT the answer to the

question

These documents support your answer and should be included in your assignment

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Continuing Professional Development (CPD)

According to the CIPD (2010), CPD is:

▪ ‘a question of setting yourself objectives for development and then charting

your progress towards achieving them. It's about where you want to be, and

how you plan to get there. Our approach is based on reflection that focuses

on outcomes and results, rather than ‘time spent’ or ‘things done’

▪ ‘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’

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The Cycle of CPD

100

Set objectives

Experience learning/ ojectives

Reflect on learning/

experience Record learning

Identify new/additional development

needs

E.g. Learn how to

deliver presentations

Learning/

development

method

E.g. By asking

yourself a series

of questions

Development

record

Development Plan

E.g. Attend a

presentations

skills course

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Why is CPD Important?

101

▪ Identifies areas for development and improvement

▪ Planned and structured approach to career development

▪ Develops existing skills, knowledge and behaviours and promotes development

of additional knowledge and skills

▪ Reflection enhances future development choices

▪ Supports and promotes continuous improvement within the organisation

▪ Keeps you up to date with developments in your professional area

▪ Requirement for membership in many professional bodies (e.g. CIPD)

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Key Questions for Your CPD

102

1. What am I trying to achieve?

2. What are the requirements of my role?

3. What is the gap between what I need to know and do in the future compared to

what I already know and do now?

4. What do I need to do to achieve my goals?

5. How can I make a contribution to the organisation?

6. How can I increase my effectiveness?

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How to Identify your Development Needs

103

For example:

▪ Performance review

▪ Personal SWOT analysis

▪ Peer appraisal/review

▪ Diagnostic self assessment tools (eg. ‘My CPD Map’)

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It is a method of assessing our own

thoughts and actions, for the purpose

of personal learning and

development.

What is Reflective Practice?

104

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Why is It Important to Us for The Course?

105

Enables more

objectivity

Increases self-

awareness and

personal growth

The importance of

Reflective Practice

Develops problem

solving skills

Increases insight

for self-

development

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How Do You Reflect?

106

Based on:

▪ Any learning you have acquired

▪ Further development needs identified

Questions

▪ Did the course meet my learning objective(s)?

▪ What went particularly well?

▪ What areas have been identified for further development?

▪ What areas have been identified as strengths?

▪ How will I use my learning in the workplace?

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Reflective Models

107

Description

Feelings

Evaluation

Analysis

Conclusion

Action Plan

Gibbs Reflective Cycle (1988)

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Reflective Models (continued)

108

Lawrence Wilks Reflect Model (2014)

R • Remember

E • Experience

F • Focus on the detail

L • Learn

E • Evaluate

C • Consider

T • Trial

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How as HR can We be Effective Reflectors?

109

▪ Find appropriate time and space

▪ Gather evidence (how)

▪ Actively seek feedback from others

▪ Reflection - both subjective and objective

▪ Ask yourself powerful questions and answer them with honesty and integrity

The quality of a question is not judged by its complexity but by the complexity of thinking it provokes.

- Joseph O’Connor

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How as HR can We be Effective Reflectors? (continued)

110

▪ Use reflective tools on an on-going basis and develop the skills and attributes to

be an effective practitioner and gain greater personal credibility. (planned and

structured)

You can’t talk your way out of something you behaved your way into

Assessment Briefing - DVP

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Assessment (2,600 words)

112

You are asked to develop a portfolio of evidence which includes four sections

that respond to the following tasks:

Activity 1 (AC 1.1)

Evaluate what it means to be an HR professional, making reference to at least

one professional area and one behaviour in the CIPD Profession Map.

Activity 2 (AC 1.2)

Briefly describe the elements of group dynamics and give at least two examples

of conflict resolution methods within an HR context.

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Assessment (continued)

113

Activity 3 (AC 2.1, 2.2, 2.3)

With reference to a recent or current project which you have led (or been part of

a project team):

▪ Provide evidence of using project management and problem-solving

techniques in the course of the project

▪ Explain how you successfully influenced, persuaded and negotiated with

others in the course of the project (or other related activity)

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Assessment (continued)

114

Activity 4 (AC 3.1, 3.2)

▪ Undertake a self-assessment of one area of your practice to identify your

professional development needs in that area and options to address these

▪ Produce a professional development plan (PDP) plan to meet your

professional development needs (No word count limit for PDP)

o A template can be found on the Moodle and this initial plan should

focus on the next 6 - 12 months and have 4-5 SMART objectives

o This will be a working document throughout the programme, which will

be explained as you go through the programme

▪ Justify the options chosen for self-development

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Self Assessment Using MyCPD Map (for Assignment)

115

1. Log onto http://www2.cipd.co.uk/cipd-hr-profession/cipd-hr-profession-

map/default.html

Familiarise yourself with the idea of the professional areas, behaviours and

bands. You should be clear on the difference between knowledge, skills, and

behaviours.

2. Access MyCPD Map (you will need to have logged in using your CIPD

username and password) http://mycpdmap.cipd.co.uk/dashboard

3. Undertake an assessment for yourself in the professional areas in relation to

your own current role (or if you are not in HR, an HR role you aspire to)

4. Undertake an assessment against the behavioural areas for yourself in relation

to your own current role (or if you are not in HR, an HR role you aspire to)

PwC

This record sheet is for your guidance only - you may present your development

plan in any other format

Development Plan (Setting Objectives)

116

Development Plan

Name: Membership

number:

Covering the

period from:

To:

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Planned outcome

Where do I want to be the end of this period? What do I want to be doing? (This

may be evolutionary or “more of the same”.)

Development Plan (Setting Objectives) (continued)

117

What do I want /

need to learn?

What will I do to

achieve this?

What resources or

support will I

need?

What will my

success criteria

be?

Target dates for

review and

completion

PwC

This record sheet is for your guidance only - you may present your development

record in any other format

Development Record (Record learning)

118

Development Record

Name: Membership

number:

Covering the

period from:

To:

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Development Record (Record learning) (continued)

119

Key dates What will you do? Why? What did you

learn from this?

How have / will

you use this? Any

further action?

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Key Learning Summary

120

Reflecting on, and identify below, what you have learnt since last submitted

development plan (if this is the first development plan you have submitted for the

programme, then ignore this box on this occasion). Your learning might encompass

both what you have taken from your study on the programme as well as wider learning

from work-related activities. Your reflection could reflect all or some of these

suggestions: What I have learnt and understand better; What I knew already that has

been reinforced; What I need to reflect on further or think more about; What I can do

now or better; What I’m going to do differently in future back at the workplace.

We recommend that you maintain a full development record (learning log) for CPD

purposes as you go through the programme (this does not have to be submitted with

your assessments). The box below simply asks you to reflect on your key learning

drown from that and how you are submitting with your unit assessment

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Assessment - AC 3.5

121

(To be submitted at the end of the programme) (AC 3.3)

During your programme, provide a reflective summary of your performance

against the plan. You should also identify any future development needs and

record these in your PDP.

PwC

This record sheet is for your guidance only - you may present your development

plan in any other format.

Sample Updated Development Plan

122

Name: Xxxxx Membership

number:

Covering the

period from:

October 2015 To: October 2016

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Planned outcome

Where do I want to be the end of this period? What do I want to be doing? (This

may be evolutionary or “more of the same”.)

Sample Updated Development Plan (continued)

123

What do I want / need

to learn?

What will I do to

achieve this?

What resources or

support will I need?

What will my success

criteria be?

I want to learn which

functions and

processes of payroll

and HR crossover and

identify areas where

we can streamline and

improve.

Monthly meeting with

payroll to discuss

processes and solve

any problem as well as

time on the desk with

payroll during the

working day.

I will need support of

my payroll colleague

as well as my line

manager. I will need to

be able to take time off

my desk to sit in a

meeting with payroll or

to sit on the desk with

payroll.

I will know what payroll

does and which

processes crossover

with HR. I will have

identified ways to

streamline processes

and there will be

increased efficiency.

PwC

Sample Updated Development Plan (continued)

124

Target dates for review and completion

Complete June 2016

Review monthly (in the monthly meetings) The last couple of months have been extremely busy

and our meetings have been cancelled. I have been spending time on the desk with payroll during

the working day. I need to make time for these meetings. We have had a couple of these meetings

and they have been productive, we have decided to review our pension provider due to realizing

there are problems on both sides. These meetings are becoming more important because the

payroll lady will soon be going on maternity leave - we are sharing more information to help bridge

any gaps in the near future. I have achieved this and given a report to the finance team

demonstrating the crossover and to help increase efficiency, they are looking into a new

HR/Payroll system

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RAI

I was always aware of data protection and ensured that the data I worked with was held

and processed in line with our policies which ensure we are in line with data protection

legislation. Further to this awareness, the RAI session really highlighted to me the

importance of data protection across all organisations and how much legislation

surrounded it. While the work I do is in line with legislation, I have learnt that there is

best practice guidance which I should begin to take into account, such as removing the

data which has an ‘expiry date’ from files. In terms of the use of HR data within the

organisation, I will no longer just send reports (such as sickness days) to senior

management without an explanation of what that data means to them. I will send the

reports with an analysis and any suggestions for improvement my manager and I might

have. To make these suggestions relevant to management, I will keep in mind the

organisations objectives and link it back to them.

Key Learning Summary Example

125

PwC

HRC

Looking at PESTLEE gave me an interesting insight into how directors have formed

business objectives around this analysis. It made me think on a more strategic level and

gave me a better understanding of the factors affecting the company I work for. After

talking through different factors in the workshop, I appreciate the wide range of factors

facing different companies in different sectors. Some of the factors discussed were

familiar to me because they were the same factors which affect my company, such as

unemployment level and consumer confidence, however I found it really interesting to

hear discussion about factors which don’t affect my company such as government

budget cuts which affect public sector. I came to the conclusion that a lot of factors will

affect the company I work for in one way or another because our business depends on

the recruitment needs of our client businesses (which changes according to the factors

affecting each client) however there are some key factors which have a direct effect on

my organisation and these are the ones which the strategy is built around.

Key Learning Summary Example (continued)

126

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RTO

I really enjoyed this session and was pleased to learn that my experience as a

recruitment consultant was relevant for the short listing and interviewing processes. I

feel that I learnt a much more formal structure to interviews with the WASP model,

listening for SMART answers and probing in any section that the SMART answer is

lacking. I think I have always interviewed in this way, but its helpful to have a structure

to help me plan interviews better and ensure I get the best out of them. For the skills

assessment, I found it challenging working with someone whose experience of

interviewing is very different to mine but I know that this will happen throughout my

career. They did teach me how to score during interview because they do it in their job

which is helpful - I can now see the benefits of scoring as it makes it easy to compare

notes after interview rather than relying just on notes.

Key Learning Summary Example (continued)

127

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Submission Checklist

128

1. Assignment cover sheet

2. Main task (2600 words)

3. HR Summary Report from chosen area of practice

4. Personal Development Plan

5. References/Bibliography

6. Appendices (if any others)

pwc.com

Thank you

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agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its

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