Identity

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).


  • The CIPD Code of Conduct is something I am proud to share.


  • The CIPD code of conduct provides this.


  • Although I would say that in my experience extremely poor HR professionals who are in fact bullies and whose behaviour and conduct is not in keeping the the CIPD code of practice have continued to practice.  There needs to be some detrimental penalty for people who bring the profession in to disrepute.  I actually worked with a HR Director who was a Fellow of the CIPD who thought it was acceptable to shout at her team and who reduced every member of her team to tears.  She had no understanding of operational HR and basic concepts like attendance management, performance management, she didn't even understand Flexible working rights and did nothing to challenge the business when they made decisions that placed them at risk. Whilst you may argue to put together a strategy you don't need to know how operational HR works but I would fundamentally disagree.  It was ridiculous that this woman was allowed to be a Fellow of the CIPD. She was a disgrace to our profession!


  • This is perhaps the greatest challenge in a business environment where there are many people in business who hold the title 'HR Professional' who do not display the knowledge, skills and behaviours worthy of the name. They all have an impact on the identity of the profession, particularly externally.


  • Like any other profession, the CIPD has a code of conduct to which all affiliated members must adhere to. Sonia makes a clear case that the profession's code of conduct did nothing to address the issues she highlighted. Perhaps the CIPD should start looking at assessing professionals fitness to practice through a scheme similar to doctors' revalidation or something similar to that.


  • I fully agree with Sonia's comment. I have been unfortunate enough to  experience not one but two senior HR professionals in two entirely different organisations whose behaviour and conduct, both in business and towards their team was poor and opposed to the guiding principles of the CIPD code of conduct. It appears to me that the code means little if there is no mechanism as part of it which ensures that HR professionals affiliated to the CIPD are living their working lives by the code. I wholeheardly accept that as HR professionals we are expected to conduct ourselves with integrity, neutrality & respect for others, which the vast majority do. But a small number do not and outside of the standard internal company processes for handling such issues, some facility for reporting/monitoring by the CIPD would make it really mean something in concrete terms.


  • For me the CIPD code of conduct is the back bone of the industry and I think of it whenever I am under duress in order to compose myself. There will be exceptions where poor practice violates this. It depends how serious CIPD want to take it. The Police force has a code of conduct and it is enforced, line managers have codes of professional conduct as do employees. Ultimately everyone has a line manager  who deals with conduct and the question to ask is, is it for the CIPD to police? I dont think it should as that would demean the larger body of professionals who do follow the code. If  we see poor practice amongst our own kind within the same organisation, then as HR professionals we should report it, after all is that not part of our role to ensure professional conduct in the workplace? A few comments on here about seeing poor practice, my question would be what did you do about it if the CIPD code of conduct was so important to you? It may seem daunting to take on a senior HR professional in your organisation but they are just an employee like everyone else. Whistle blowing policy is protected as we all know.