New CIPD Profession Map-2

The biggest change in HR competencies of CIPD are in Core Knowledge (in the previous model they were called Core Professional Areas) and there were two of them:

  1. Insights, strategy and solutions
  2. Leading HR

To our opinion, almost all core knowledge areas (beside strategy) were defined very vague: insights, leadership etc. Not very measurable. In the new model, everything is more actionable.

Six core areas of knowldge

There are six core areas of knowledge required to drive change, create value and make a positive impact in the world of work:

  1. People practice.
  2. Culture and behaviour.
  3. Business acumen
  4. Analytics and creating value.
  5. Digital working.
  6. Change

CIPD as professional body insists that Core knowledge is something HR professionals need to know regardless of their role, sector or specialism to consider themselves experts on people, work and change.

Core knowledge: People practice

People practice as a part of the Core knowledge of all HR professionals requires understanding of formal and informal tools in working with people and how those tools are interconnected.

Questions to consider

When working with this standard, try to find answers to the following questions:

  • How does your activities impact other HR areas?
  • How do policy, regulation and law inform people practices in your area of work?
  • What consulting, coaching and mentoring models and tools do you use in your work?

Required knowledge

The people practice requires the following body of knowledge:

  • employee lifecycle and HR practices that support it,
  • regulation and law,
  • workforce planning,
  • performance management,
  • well-being,
  • diversity and inclusion,
  • team working,
  • stakeholder management,
  • facilitation, consulting, coaching and mentoring,
  • employer brand.

Core knowledge: Culture and behaviour

People work with other people. They also work within and with organisations.

Culture and behaviour as part of the Core Knowledge in CIPD is about understanding people's behaviour and creating the right organisation culture.

Changing perspective

For HR professionals it has become increasingly important for all people professionals to have a good understanding of organisation culture and behaviour. And this knowledge should not be held only by Organisational Development (OD) specialists. All HR professionals need to understand the way culture and behaviour impact on people practice, and vice versa.

Questions to consider

When working with this standard, try to find answers to the following questions:

  • How different leadership practices, along with ethical perspectives, impact on behaviour and culture?
  • How do you use people knowledge in your work?
  • How do you work on organisational culture?
  • How HR professionals can positively influence behaviour, unlock potential and shape organisational culture?

Required knowledge

The people practice requires the following body of knowledge:

  • Corporate culture and various approaches to it.
  • Organisation systems, how it impacts operational performance.
  • Organisation behaviour models.
  • Models and theories of human behaviour.
  • Different ethical perspectives and how they impact corporate culture.
  • Emerging learning trends and theories, and how they apply to the ongoing development of people.
  • Motivation theories and how they impact engagement.
  • Tools and methods to give a diverse range of people the opportunity to be heard.

Core knowledge: Business acumen

We consider Business acumen as one of the most important parts of Core knowledge for all HR professionals. Every HR professional should understand their your organisation, the commercial context and the wider world of work.

HR should have T-shaped skillset

HR professionals always operate in context, and the value they add to their organisations can only be delivered in the business context. So HR should understand business.

Understanding business is crucial

HR should be able to understand how their organisations operate - both internal processes and external factors that can have an impact on it.

HR should also understand more wider context - what impact their organisations have not only on lives of employees or stakeholders but also on communities and society. This understanding helps to minimise risks, increase value and provide sustainable development.

Essential knowledge blocks

Today's organisations are complex and HR are required to have understanding in key fields: finance, marketing and sales. This allows to the most value – and, therefore, contribute to the sustained success and development of organisations

Knowledge of how to use business skills is critical to operating successfully as a people professional within different types of organisations and environments.

Questions to consider

When working with this standard, try to find answers to the following questions:

  • What steps do you take to fully understand the organisation - its strategy, product/services, and its customers?
  • What factors drive organisational performance, and when did you review the HR strategy to ensure its contribution to this performance?
  • When and how do you use financial and commercial information to inform your work?
  • How does the organisation’s success contribute to the wider community/society?

Required knowledge

The people practice requires the following body of knowledge:

  • Organisational strategy and its linkes to HR strategy.
  • Organisational ecosystems and factors that influence them.
  • External factors that impact performance.
  • What is best practice and how to use it.
  • The competitive landscape of your organisation and how to compete better.
  • The different external trends - such as social, economic, technological - which impact the organisation
  • How external factors and the people strategy can make a difference to the organisation's performance
  • What good people practice looks like in a range of organisations, and how to test new people practices

HR and L&D: next step in digitalisation is efficiency

«Августовские тезисы»: Что? — Как? — Почему именно сейчас? — Выводы Что? Любой бизнес-план начинается с анализа рынка. Любой стартап начинается с описания цели, какую часть этого рынка он собирается

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