New CIPD Profession Map-3

Analytics and creating value determines what HR professionals should know to create insight and measure value.

Core knowledge: Analytics and creating value

HR professionals should understand what data is important, and how to use it to make decisions, is increasingly important. Data is commonly used to inform change and challenge the way we think about people in organisations.

HR professionals can prove their value by measuring the impact of their work and the value organisations add, both for workers and society.

Questions to consider

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

  • What percentage of your strategic decisions are based on real time, accurate and predictive data?
  • When did you last use people data to make a long-term decision?
  • What people analytics and insights are you using in your organisation to create people solutions?

Required knowledge

The people practice requires the following body of knowledge:

  • How to build organisation capability and systems to enable evidence-based practice
  • How to use operational, financial and people insights and data to influence and shape the people and business strategy
  • How to build organisation capability in critical thinking to create value
  • How to integrate people analytics and insights with wider performance data to inform people and organisation strategy
  • How to create value measures and how to evaluate opportunity cost
  • The future risks in your organisation’s business model, how to maximise value, and ethical issues regarding the distribution of value
  • How people strategies create sustainable value for others, and the interdependencies and risks of those value creations

Core knowledge: Digital working

Digital working is about what HR professionals should understand in the digital environment and how to apply technology in a people context. HR professionals should know the latest technology offerings and understanding how they can improve productivity and help more collaborative work.

Two sides of technology

It's not a secret that not only Google, Facebook and Amazon collect the data on users. Modern technologies allow companies to have plethora of information employee produce.

The opposite side of technology is that employees also have power to impact the organisation, for example by posting on social media. HR professionals play an important role in managing the digital presence.

Questions to consider

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

  • How could technology be used to further improve people practices in your organisation?
  • When did you last review the impact of new technologies in your area of the people profession?
  • What is your approach to social media and how to do you assess its organisational value?
  • How does the organisation’s digital agenda impact the people strategy?

Required knowledge

The people practice requires the following body of knowledge:

  • Emerging technologies which can improve the people proposition, and how to integrate with wider organisation technologies.
  • How to maximise collaboration through technology, to improve performance and people outcomes.
  • How to integrate social media into the people strategy and use it to support and protect the employer brand.
  • How to review and shape the role of technology in organisations, and the impact on the people strategy.

Digital working is important and the second part of CIPD research "People Profession 2030: a collective view of future trends" is dedicated to it.

Core knowledge: Change

Change is the last part of the body of "Core" knowledge required by HR professionals. They should understand how to effectively enable change and take a structured and planned approach to change in order to ensure that change happens in a considered way.

The areas of knowledge also offers the tools and techniques for effective change – creating business cases, change readiness, methodologies, levers of change.

Questions to consider

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

  • What methodologies are in place to support change in your organisation?
  • When did you last carry out assessment to understand the people impact of change?
  • Which levers are most used in your organisation to deliver change? What others could you use?

Required knowledge

The people practice requires the following body of knowledge:

  • How to evidence the value of change for a range of stakeholder groups.
  • How change management methodologies and governance can create value for people and drive organisation performance.
  • How to paint a compelling vision of the future, and use psychology models to recognise the long term impact of change.
  • Capability issues that exist within your sector, and how to assess current and future organisation capability and readiness for change.
  • How to assess which levers will achieve and sustain change across an organisation, and create long term value.
  • How different project methodologies impact organisation culture and performance, and how to resource and manage risks for broad, complex programmes of work.

The People Profession Hackathon 2030 (CIPD)

In 2020 CIPD presented its new research "People Profession 2030: a collective view of future trends". We took a liberty to present the findings in short video below. What are the key takeaways?

Lead on strategic change and development

A key part of strategic HR will be to lead and influence organisational change and development strategy, rather than reacting to it – and balancing the needs of employees and the business in doing this.This means an increased need for people professionals across all specialisms to lead on organisational change and development…

HR leadership in strategic change

The key part of strategic HR management would be the leading role of HR professionals in organisational change and strategy development. This requires a new set of skills they need.

Core behaviours

New CIPD Profession Map offers HR professionals a solid framework for making decisions. It is important to know not only WHAT should be done, but also HOW it is done. Experts determined eight Core behaviours that allow HR professionals offer more value for employees, organisations and society:

  • Courage to challenge
  • Professional courage and influence
  • Valuing people
  • Working inclusively
  • Commercial drive
  • Passion for learning
  • Insights focused
  • Situational decision-making

There should be a consistent approach to solving all possible problems in new context. The core behaviours offer insights on what should be done by HR professionals to be effective in today's uncertain world.

Almost all eight Core behaviours in the New Profession Map CIPD are similar to Behaviours in the old model:

  • Role Model — Ethical practice
  • Courage to challengeние — Professional courage and influence
  • Collaborative — Valuing people
  • Personally credible — Working inclusively
  • Driven to Deliver — Commercial drives
  • Curious — Passion for learning
  • Skilled influencer — Insights focused
  • Decisive thinker — Situational decision-making

Comparison table of two competency models

More information on the new and old CIPD Profession man you can find here:

Intermediate conclusions-2

What is the main intermediate conclusion we can draw? The new CIPD Profession Map has clear requirements to have solid business knowledge, not just general and theoretical, but hands-on. HR professionals need to understand and add insights when working with people in Finance, Marketing or Operations.

We see many HR professionals hitting 'a glass ceiling' very often. Human Resource Directors work in their positions for les than 12 months, then become executive coaches or consultants. In other words they join the army of those in gig economy,where life (with a very few exceptions) is much harder.

Professionals in other fields face the same problems, but in our view, HR professionals have it much harder.

The idea presented on the illustration is just the idea, it doesn't reflect all situations.

On the other hand, HR professionals have the new CIPD Profession Map which can prevent them "hitting the glass ceiling". It actually offers something similar to T-shaped skills model, known for anybody working in information technology or consulting. Specialist knowledge is expert knowledge that allows to grow professionally. Core knowledge in the filed of management, technology and finance allows to step out of the HR role and work in other areas up to the CEO position.

HR professionals should have business knowledge for another important reason, we wil discuss it later.

Learning impact

Когда HR профессионалы говорят о необходимости проведения организационного обучения, они в качестве примера любят приводить известный диалог между CFO и CEO: — Что будет, если мы их обучим, и они

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