Table of Contents 1. Introduction2. The role and contribution of the HR professional (1.
1)· CIPD’sProfession Map· Ulrich’sHR Roles· StrategicPositioner· CredibleActivist· CapacityBuilder· ChangeChampion3. Project management (2.1)· Identifyingand analysing suitable vendors for a new recruitment system 4. Problem Solving · Creatinga more social interaction in the workplace · Designingand implementing a new interview format 5. Group Dynamics within the business · HighPerforming Teams · Intergroupdynamics 6. Conflict Resolution Methods · InvestigationTraining for Human Resources team · Anability to identify when Human Resources members should get involved in the conflict7. Influencing, Negotiating and Selling as an HRProfessional · InfluencingHiring Managers on interview outcomes · Negotiatingwith website providers/senior management for external job posting slots 8.
Conclusions 9. References List 1. IntroductionIam a HR Assistant at Deloitte Consultancy firm, reporting to the Senior HRManager and working alongside a strong HR team of twelve other employees. Myrole is to understand and construe strategies and policies regarding severaldifferent forms of employee absence and leaver processes, including most of therecruitment process. My role also includes administrative support to ourPartners. (Deloitte, 2016). However, my role responsibilities change is subjectto change at the discretion of management. My changing role has afforded me a broad experience across many HumanResources functions.
Iwas initially hired on a twelve-month contract basis in an administration capacity,before being successful in obtaining my current HR position. My administrationposition was very broad, and allowed me to interact with people of all levelswithin the firm. Thisreport is expected to demonstrate the extent of my work within theorganisation, the experience I have gained working within HR, which includes mybackground of recruitment and administration which has lead me to the positionI currently hold. I will also identify areas in which I need further educationin. (Morgan Hunt, 2015) 2. Role and impact of the HR Professional (1.1)CIPDResearch Associate Louisa Baczor states that there is a huge challenge when itcomes to defining the professionalism of HR.
It can be interpreted in a fewways either a result of credentials and experience or perhaps integrity andcredibility. (Baczor, 2015) CIPD’s Profession Map (1.1)TheCIPD’s professional map is split into four groups of professional aptitudewhich define the stages of professionals within every step of their HR career. Theseare four bands which include;· Deliveringfundamentals· Adviser,issues-led· Consultant,cooperative partner· Leadershipcolleague, client confidante and coach.Includedare the eight behaviors as well as ten professional areas below in figure 1. Figure 1: The CIPD Profession Map Ulrich’s HR Roles (1.1)DaveUlrich categorised Human Resources into four roles, ‘the Strategic Positioner’,’the Credible Activist’, ‘the Capacity Builder’ and the ‘Change Champion’.
They also explain that these roles aregoverned by two backing functions: ‘Innovation’ and ‘Technology’. Ulrich (2012) Strategic Positioner (1.1)Aswell as receiving CV’s from recruitment agents sourcing them followed by forwardingthem to management, I am also attentive in learning information on job markettrends from recruitment agents. As theyare dealing in the market constantly, they can provide insights which allowsour HR team (and sometimes the firm in general) to anticipate futurerecruitment trends. My engagement with recruitment consultants combined withregular studies of salary surveys, allows our HR team to be more strategic interms of future recruitment. Capacity Builder (1.
1)Acandidate can request to see interview notes written by interviewers during thehiring process. Presently, I am involved in the sorting and storage of thesenotes (both physical and digital copies). I am also involved in the destructionof the notes once the legal storage requirement has been filled.
I was involved in the original constructionof the physical cabinets/storage system, and the purchase of the recruitmentsystem which stores the notes digitally. Change Champion (1.1)Inmy role, my main interaction with change is through communications.
I am ofteninvolved in communicating changes in policy/practices to staff. An example ofthis can be seen below when the new interview format is discussed. Credible Activist (1.1)Iam often required to produce headcount reports in different formats, asrequired by the firm. Often, these reports are required when our firm issubmitting tenders for new business.
I must be adaptable, and arrange myreports as per the description required in the tender. 3. Provide examples of where you have used at least twoproject management techniques within an HR context (2.
1)TheBritish Standard for Project Management defined project management as:’Theplanning, monitoring and control of all aspects of a project and the motivationof all those involved in it to achieve the project objectives on time and tothe specified cost, quality and performance’ (British Standard, 1996) Identifying and analysingsuitable vendors for a new recruitment system (2.1)Shortlyafter I was successful in obtaining the HR role that I desired at Deloitte, mymanager gave me the opportunity to work on a project which involved identifyingand analysing the suitability of new recruitment systems. I was selected forthis project because of my previous experience working as a recruitmentconsultant, and my experience in scheduling and coordinating interview timeslots while working in the administration role at Deloitte. Mymanager explained the rationale behind purchasing a new recruitment system, thereason why I was selected for the group, and the rationale behind the projectoverall. She taught me the importance ofunderstanding ‘why’ I was going to engage in the work.
This correlates withBrown et al. (2013) who maintain that if a person does not know why they aredoing a project, the chances of the project goals being accomplished arelessened. BeforeI met with representatives from different recruitment system providers, I wastasked with devising a plan of action. After I established the key functionsthat the ideal recruitment system should be able to do, I identified August Wysocki, R K’s ‘adaptive’project management framework as the most suitable to select the correct system.
Correlating with the theories presented by Wysocki: I identified what the keyusers would need from the system, and identified potential obstacles (Forexample some functions may be over-budget). (Wysocki’s, 2003) Theidentification of potential obstacles to be avoided, also correlates with workby Halvorson (2014) who include the importance of identifying these barriers.Tocomplete this project, we adapted a thought process similar to ‘Murphys Law’ aspresented by Forsyth (2010, p.9): “If something can go wrong or turn outinconveniently it will”.
Afterfees had been agreed, the new recruitment system was installed onto the ITsystems in Deloitte. This meant thatboth recruitment agencies and direct applicants could log into a portal, andsubmit CV’s directly to the internal recruiter who was looking after eachrespective role. Following a brief screening by the internal recruiter, the CVwould then be transferred (within the system) to the hiring manager. Asthe HR division that was tasked with introducing the system, we engaged inproject management methodology of ‘Waterfall’ (See Appendix 1).
This meant thata plan was devised, and one item had to be completed before another item began.I have listed the elements of this methodology presented by Winston W. Royce,below, along with items relevant to this project.1. Analysis – This was discussed within 2.
12. Design – The systems we chose was tailored to suit our needs.3. Implementation- Our IT system engineers installed therecruitment system on our machines.4. Testing – The system was tested with sample CV’s etc.5.
Deployment – All hiring managers were given login detailsand trained.6. Implementation – All CV’s were pushed through this newsystem. (Winston W.
Royce, 1970) 4. Problem Solving (2.2) Creating a more socialinteraction in the workplace (2.2)Afterapproximately one year in my current Human Resource role, I was part of a teamwhose goal was to create more social interaction in the office. HRwas tasked with solving the problem of workers not interacting with each otherin a social capacity. Many employees only knew the people they worked directlywith, and there were little opportunities to mingle with people on other teams.This was identified as a problem by senior management. Using the Sternberg (1994) model, we followed steps toattempt to rectify this problem.
1. Problem Identification: This problem was identified forus by management. HR then conducted surveys on employee’s perceptions of theproblem, to evaluate the scale of the issue.2. Definition of problem: This was defined prior to thisexercise. As discussed, the scale of the issue was identified at Stage.
13. Conducting a strategy for problem solving: We devised stepsand efforts to solve the issue. For example: More social nights.4.
Organising information about the problem: I was involvedin the administration5. Allocation of resources: We secured funding for more social events6. Monitoring problem solving: We made efforts to make surethat social events were run smoothly7. Evaluating problem solving: We conducted further surveysto see if employee’s perceptions of social interaction with peers hadincreased. Designing and implementing anew interview format (2.2)TheDeliotte office that I work in receives large quantities of applications eachyear. This means there are large numbersof interviews. One of the problems identified approximately a year ago, was theinability to give impartial and fair interviews to all candidates.
Differentinterviewers often asked different questions, which resulted in candidatesbeing marked on different parameters. Iwas part of a project team whose task was to harmonies the interview format,and harmonies the ‘interview feedback forms’ in order to increase fairnessbetween candidates. As I have some experience in recruitment, Ihad come across this problem before in a previous role.
Therefore, I was able to use the ‘Analogicalproblem solving’ technique presented by (Gick & Holyoak 1980). They explainthat ‘Analogical problem solving’ is the utilisation of information that aperson already knows, by applying it to a present problem to solve it. Icorrelated the similarities and the differences between the company, thecandidates and the roles respectively. Iwas able to come up with tailored questions and interview styles and presentthem to my manager. Some of mysuggestions were implemented.
Thenew interview format was communicated to staff, and justified with businessbenefits that are similar to those presented by CIPD (2015) (1). If I take CIPD(2015) (1) into consideration, I believe our communication was triumphant as ithad support from senior management and was justified with the strategy of thebusiness. 5. Group Dynamics within the business (1.2)Lewin(1947) used the term ‘group dynamics’ to describe both the potentially good andbad outcomes that can arise from groups of people. High Performing Teams (1.2)Althoughmost of my time as a HR Assistant has been pretty generalised (getting broadexperience in recruitment, learning and development, HR systems, Data andemployee relations), I was seconded to the Learning and Development divisionfor 3 months where I worked on a functionalised L project. Iworked with senior HR employees, to identify the steps that HR should take forHR to be conducive towards creating a high-performing workforce.
Thefact that our roles consisted in identifying these suitable tasks, correlateswith Macaulay and Cook’s (2013) view that there is no consensus on how L&Dshould operate to create a high performing organisation. Theinfluence that our HR department had on creating a high performing organisationmay have been strong. · Weidentified that employees valued updates on company performance. This correlates with the importance ofregular communication to stakeholders from HR as identified by Macaulay andCook (2013).· Teamdiscussions were also deemed important in our office, as also identified byMacaulay and Cook (2013).
· Integrationbetween staff members was identified in our office as being conducive towardsemployee performance, and further included by Macaulay and Cook (2013). Intergroup dynamics (1.2)Thebenefits of ‘open plan offices’ have been highlighted within the literature(Kim and de Dear, 2013). These offices allow different teams to mix, as theywalk past different teams on the way to their desks. It is evident that the idea of introducingsuch initiatives would be intertwined with the ideology of ‘intergroupdynamics’.
Theprincipal of ‘open plan offices’ coupled with ‘intergroup dynamics’ wassuggested as we were trying to solve the ‘social interaction’ problem discussedearlier. Unfortunately, changing thephysical office layout was not feasible at that time. 6. Conflict Resolution Methods (1.2) Investigation Training for Human Resources team (1.
2)Theimportance of re-training Human Resources at different periods has beenhighlighted within the literature (Wexley, K.N. and Latham, 1991). Ibeccan provide training to Human Resources professionals on how best toinvestigate issues before they arise. Other institutions can also provide similar courses. Inmy experience, I have spoken with managers who have attended the Ibec courseand then conducted investigations at work. They maintained that the course wasbeneficial. An ability to identify when Human Resources membersshould get involved in the conflict (1.
2)Frommy professional experience, I have grown a recognition for the importance of aHR person knowing when to step in to resolve a situation. From my experience:HR getting involved at the correct time (not too early or too late), can bepivotal in resolving conflict as it arises.Thiscorrelates with SHRM (2015) who also recognise this importance, and include thebelow three steps of when HR should get involved in conflict:· “Employeesare threatening to quit”· “Disagreementsare getting personal” · “Conflictsare affecting morale and organizational success” 7. Influencing, Negotiating and Selling as an HRProfessional (2.3, 1.
2) Influencing Hiring Managers on interview outcomes (2.3, 1.2)Itis company policy that a member of the HR team interviews a candidate at somestage before they are offered a role.
Recently, I have been allowed theopportunity to attend interviews along with the various managers from eachrespective team.Ihave been able to influence Hiring Managers with my opinions on the candidatesbeing interviewed, and have been able to use the interviews to assist me infurther recruiting for the role. Frommy experience in influencing hiring managers in this context, I have realisedthe importance of effective communication skills as explained by Barker (2010).It is paramount that I can express my opinion clearly, so managers canunderstand my thought. Negotiating with website providers/senior management forexternal job posting slots (2.3, 1.
2)Iam lucky enough to be given the authority to liaise with our account managersin our various job-posting advert sites that our firm uses. Basically, we are givena number of slots on each website that we can update with different roles asmany times as we like. Thisresponsibility I have been given, correlates with opinions expressed byBenfield (2012): who include that correctly allocating increased responsibility,can lead to creating a ‘winning team’. Aspayments are paid by annual subscription, renewal time can be a busyoccasion. Strategically, we havearranged that all our annual website subscriptions expire at around the sametime.
This enables HR to get new fees approved by senior management quitequickly, compared to having to meet with senior management on separateoccasions for different websites throughout the year. Therehave been occasions where I have had to sit down with the sales representativesfrom the sites, and obtain as many slots as I can from the funds I have beengiven. My strategy towards obtaining thebest deal correlates with work included in the preface of (Templar 2012):”It is better to negotiate a longer delivery time, than to let peopledown”. With external vendors,sometimes it is cheaper to negotiate deals at times when job applicationnumbers are traditionally lower: For example: when the time for bonus paymentsis approaching.
8. ConclusionMyrole varies week by week, there is one common denominator: I must serve’customers’ daily. I enjoy learning how to please these customers, and fulfillingtheir needs while behaving in line with the overall strategy of the firm (Hirshet al.
2008)Iam to continue to learn different Human Resources functions, and to stay in ageneralist capacity for as long as I can. Later in my career, I aim to focus onan area within Human Resources. Ihave included my development plan within this document. This plan takes my futurecareer aspirations into consideration, while discussing my rationale for thoseaspirations in line with reference to CIPD (2017).