Our latest research has revealed that we cannot expect ‘best practice’ or a static body of knowledge to act as a standard of professionalism in people management and development.
So what does being professional actually mean? Is it a behaviour, or a status?
Help us work through this challenge by reviewing the 6 key components we have identified. You can comment and vote whether you agree with the ideas. If there are new ideas you think should be considered, you can simply add your idea along with an explanation.
The ability to derive practical insight applicable to specific circumstances.
Updating specialist knowledge and skills based on progress within the field and learning through practice.
Demonstrate appreciation and understanding of business drivers to proactively support the delivery of
strategic goals through agile and adaptable HR interventions
The questions conflate two ideas, one about 'being a professional' and the other 'being professional' (unfortunately the word 'professionalism' is used to describe both). An exercise I carried out a few years ago with a group of mid-career doctoral candidates was to consider first what it means to be a professional, then secondly to be professional or act professionally. The difference in the two lists was revealing.
Being a professional suggests things such as being qualified (however defined) and practising in a definable area, having expertise based on a deep level of knowledge, and having a commitment to the area of practice - possibly (but not necessarily) through being a member of a relevant professional body. This is essentially about occupational identity and status.
Being professional on the other hand is about how one chooses to practise, and is about judgement, principles and ethics.
Ideally, but certainly not always, the two things coincide.
Using specialist, expert knowledge and skills to perform a particular type of work or role.
An HR professional must be a keen observer of the status quo. Understanding the context and then accurately contextualizing a situation is one of the most important characteristics that an HR professional must have.The ability to stay loyal towards pre agreed principles but switch lenses in looking at a situation is what makes the HR professional. While priorities within organisations may be competitively positioned to enable strong functional capability, an HR professional must enable the organisation to function with the least transactional cost in order to deliver the organisation's goal.
The profession ensures members are worthy of the trust of society, by setting standards of conduct and competence. This requires an identity both within the profession (through a community) and an external identity (recognition and trust in professional knowledge and integrity).
Emotional Intelligence Increases Individual Occupational Performance, Leadership and Organisational Productivity
Getting developing and retaining the right people with the right skills at the right time. Linked to achieving this aspiration are things such as reward and compensation strategies, training and talent management. The ultimate goal is to get people whose aspirations identify with the organisations goals.
Using knowledge for the good of society and making informed choices about actions, and a corresponding need to act. Is critical due to the ‘imbalance of power’ as a result of specialist knowledge and expertise.
Is it time to rethink the reward packages of executives to bring them closer in line with those of others in the workforce? Does the focus on Executive pay distort the reward equation in an organisation and lead to charges of inequity, double-standards and dimished staff engagement?
HR professionals should be a part of the conversation when it comes to how HRM contributes to business success.
HR professional is perceive by many people by have skills of problem solving to the expectation , being the leader in guiding the team in he right direction . And as well as setting a good example in handling some situation in accordance to the way you understand and with the involvement of the party concerned before taking decision.
We have seen the teaching profession diluted with the introduction of classroom assistants; traffic and general police replaced by community officers; specialist medical duties cascaded to paramedics, chemists and nursing staff etc. - a democratization of service provision that opens up employment opportunities at the expense of traditional areas of expertise that used to be the area for "experts". The CIPD wishes to research the profession of the future but will HR and the other professions survive this "mood music" of liberalising areas of expertise. Was Mr. Gove correct when he said that we had heard enough from "experts"?
We need to be evidence based practitioners. Implemention of practices need to be evidence based. Impacts of practices need to be understood as do different employee characteristics and experiences.
A commitment to something bigger than yourself through abandonment of self-interest.
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