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L3 CIPD Certificate in HR Practice

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Emma Baker

on 27 November 2014

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Transcript of L3 CIPD Certificate in HR Practice

L3 CIPD Certificate in HR Practice
We're starting here... right at the start!
Thank you!
Small private limited company
Public Limited Company – plc
Public sector
The Third Sector
Regulated organisations

Types of organisation

Decline of collective workplace institutions
Greater diversity in employment relationships and how we work
Social attitudes in an age of austerity (2013 report)
Trends shaping the workplace through time...
Getting to know you!
Identify key factors influencing organisations from the outside
Identify and discuss different types of organisation
Analyse the external environment in relation to own or another organisation
Understand expectations for next session

Aims for today’s workshop

Identify and brief student representative
Discuss format for files (workshop and portfolio)

Read newspapers and bring in items of interest
Sort out files and read outstanding paperwork

Bring a structure chart of your organisation
Before next time…

"Understand the purpose of an organisation..."
Understand the purpose of an organisation, its operating environment and the role of HR
Understand the structure, culture and functions of an organisation

Unit aims

Understanding Organisations and the Role of Human Resources:
Unit 3HRC - tonight and next week we will cover

Reference: CIPD (2013) cipd.co.uk/megatrends

Job turnover slowed down?
The end of the pay rise?
Employers losing the trust of their workers?
Working harder than ever?
The role of HR…?

Future trends?
Demographic change: an ageing population and migration
Increased female participation in the workplace
Increased educational participation
Trends shaping the workforce
A brief look back
De industrialisation and the rise of knowledge based services
Technological change and globalisation
3 learning aims and a foundation for your 2000 word assignment...
Understand the purpose of an organisation and its operating environment
Understand the structure, culture and functions of an organisation
Understand how HR/L&D activities support an organisation
Write a briefing note for a new manager who is joining the organisation to give them an overview of the organisation... (full brief on Moodle)
In 10 minutes time I will ask you to introduce your partner:
Their name
Where they work and what they do
How much HR exposure (how long doing what?)
3 "interesting things"
Decorated name card symbolising your person
3 essential components:

1. Who is your target client/customer?
2. What product or service do you provide?
3. What makes the product/ service unique, so that the client would choose you?

BART, CHRISTOPHER K “Industrial Firms and the Power of Mission”
Industrial Marketing Management. Volume 26, No. 4, July 1997, pp 371 – 383 (13)

Examples of mission statements include:

“We aspire to be a dynamic, global, enterprising university. We will work in partnership with external organisations through our research and engage our students as partners in a community of learning”.
Coventry University

“To contribute to society through the pursuit of education, learning, and research at the highest international levels of excellence”.
University of Cambridge

“To advance and diffuse knowledge, wisdom and understanding by teaching and research and by the example and influence of its corporate life”
University of Dundee (still as first written in 1967)

We have a simple mission, “Success for our Students”, and do everything possible to ensure that you receive the very best education and training.
Herefordshire College of Technology

“Inspiring learners to succeed in life and in work”
Calderdale College

“It describes the way an organisation is
configured into work groups and the
reporting and authority relationships
that connect individuals and groups
together.” Brooks (2009, p191)

Aims for today’s workshop
Identify key factors influencing organisations from the outside

Identify and discuss different types of organisation

Analyse the external environment in relation to own or another organisation

Understand expectations for next session

What is your organisations Mission?
How do external factors impact your organisation?
External factors analysis PESTLE
Organisational context: the wider environment
Gender, age, discrimination, ethnicity, pregnancy, unions, technology, location, skills, education, wealth/class...
Definition of structure
Understanding organisations, their structures and the roles of HR
Organisational structures
Key terminology:
Levels or layers
Dotted line responsibility
Span of control
Areas of specialisation
Vertical and horizontal (or lateral) integration
Considerations.... Child (1998)
Degree of specialisation: impact on communication
Tall vs. flat: spans of control
Function vs. service/product
Level of integration
Degree of management control eg. decision making

6 units will be covered:

Understanding organisations and the role of HR (HRC)
Developing yourself as an effective HR/L&D practitioner (DEP)
Recording, analysing and using HR information (RAI)
Resourcing Talent (RTO)
Supporting Good Practice in performance and reward management (PRM)
Delivering L&D activities DLA)

Each unit will have a set assignment, briefs introduced as we go along
The ever changing world
Culture... what is culture and how is it defined?
Harrison (1972) 4 orgnaisational Ideologies...
Handy (1981) based on Harrison but looks at "culture" over "ideology"
Shein (1985) four cultures
Williams, Walters and Dowbson (1989) redefined Harrison and Handy...
Cooke and Lafferty (1989)
In two's/three's: time to research - using HE room or tablets
Measures of culture: At the surface level, culture can present itself as visible symbols, slogans, languages, behaviours, histories and stories, dress codes, heroes, legends, rituals and ceremonies.

Underlying these visible signs of culture, are the core values, beliefs and shared assumptions of each employee that help define the organization’s culture
What structure does your organisation have?

What key factors have helped you establish this?

Where are you in the organisation structure?
What impact may structure have on culture?
Recap of last week... using mind mapping
We looked at:
organisation Mission statements and how these connected to their customers
Links between Mission statements and an organisations purpose and goals
PESTLE analysis and impact since 1900 on UK business
"mind map" factors impacting on your organisation/an organisation you are familiar with

Table group work:
Thinking of the future, discuss your organisations and add to your mind maps "possible future PESTLE implications"
Able to describe different organisation structures; recognising key attributes, pros and cons
Identify your organisations structure
Understand organisation "culture". What defines culture and why it is important
Explore the links between structure, culture and how an organisation operates
Learning aims:
Group exercise:
In the envelope on the table match the definitions and descriptions of different organisation structures
Defining culture
Where does HR fit in?
Five minute reflection - individually make notes:
Take a look at a famous organisation - looks at its values and see if you can find links to culture

Bring one back to share with the group
Hand-out: Cultural indicator exercise
Reflection - take five minutes to make personal notes:

For next time:
Bring in a HR job description

Bring in a document which explains services that a HR function delivers

Continue with assignment
Understand the knowledge, skills and behaviours required to be an effective HR Practitioner

Know how to deliver timely and effective HR services to meet users’ needs

Be able to reflect on own practice and development needs and maintain a plan for personal development

Unit 4DEP:
Developing yourself as an effective HR/L&D practitioner
Aims of unit:
Recap culture

Reflect on own practice and development needs - start a reflective log and personal development plan

To understand key concepts in relation to stakeholders and customer care within own organisation

To understand a range of actions an HR Practitioner can take
Aims for today:
Visual, Auditory and Kinesthetic Learning (Garner, 1983)
Multiple Intelligences (Garner, 1983)
Activist, Pragmatist, Theorist, Reflector (Honey and Mumford, 1986)
Index of Learning Styles (Felder and Silverman, 1988)
Myers Briggs...
Learning - preferred styles and analysis
“It is difficult to define overall culture since it is an elusive concept. Culture is a dichotomy in the sense that it constitutes, first, visible and tangible factors, and second, abstract and intangible characteristics.” Leatherbrow et al (2010, p24)
“The way things get done around here” Deal and Kennedy (1982)

Definitions of corporate culture
Key concepts: various authors
Tylor (1871): beliefs, morals, law, custom, capabilities, habits and behaviours
Handy (1977): power, role, task and person cultures
Deal and Kennedy (1982): work – hard, play – hard, tough – guy macho
Johnson (1988): cultural web including control systems, power structures, symbols, rituals, stories and myths
Giddens (1989): values, norms and sanctions
Dennison (1990): mission, adaptability, involvement and consistency
Schein (1992): culture is the most difficult organisational attribute to change
Kotter and Heskett (1992): “Adaptive” cultures are a sign of healthy and successful companies

Definition of customer service
“Customer service is a series of activities designed to
enhance the level of customer satisfaction – that is, the
feeling that a product or service has met the customer

TURBAN, EFRAIM (2002). Electronic Commerce: A Managerial
Perspective. Prentice Hall.

So why do it?
“Higher levels of service quality produce higher
levels of customer satisfaction, which leads to
increased customer loyalty and increased sales”

SCHNEIDER B. (2004) Welcome to the world of service
management. Academy of Management Executive. Vol 18, No 2.
pp 144 - 150

peers and employees
Who are our customers?
Strategic planning - part II (PESTLE was part I!)
SWOT an example...
Typical HR customer expectations...
Finding employees
Training employees
Arranging payments
Explaining the expectations of managers
Justifying the actions of managers
Satisfying employees’ work related needs
Dealing with employees’ problems
Seeking to modify the actions of managers
Understanding and articulating employees’ aspirations and views

The focus, structure and culture of your organisation
The focus, structure and culture of your HR function
The amount of formal authority you have
Your influencing skills
Your credibility
Your knowledge and skills….
…Confidence, emotional resilience and risk tolerance

Factors which influence the HR style of service delivery
Types of HR action...
Administrative: maintaining procedures and operating systems
Advisory: providing advice and interpreting the law, including pay negotiations or use of e – systems,
Executive: taking full responsibility, making decisions including dismissal, implementing changes to working practices

Administrative, operational, strategic
Transactional vs transformational
Choose the best method of communication carefully every time, considering potential for misinterpretation
Understand customer needs and drives - what are they key motivations?
Timing: Decide if you will “walk the floor” or “open door”
Think wide - consequences of a +ve vs. -ve HR experience
Judge how good your relationships are with union representatives
Negotiate a “seat at the table”
Building relationships with customers: 121 considerations
Reflect size of organisation
Reflect corporate objectives
Specialised roles?
Management structure?
Shared Services
Business Partners
Centres of Expertise

What impacts on the size and structure of a HR department/team?
The makeup of a HR team...
Decide on location, layout of department, other ways for customers to communicate with you eg Intranet
Work with operational managers to build the HR strategy, goals and objectives
Decide on types of HR action to be delivered and to be avoided
Ensure that the team have the knowledge, skills, motivation and authority to deliver
Improve the profile of the department eg. implementing quality standards, communication quality and tone, measuring and communicating outcomes linked to business success

Other representative structures:

Designed to represent the interests of staff
Recognition and collective agreements
Industrial action
Legislative constraints


Advisory, Conciliation and Arbitration Service
Designed to act impartially to promote good industrial relations
Mediating disputes


For the next hour...
Complete a reflective log for the two sessions to date (4DEP)

Look at Learning Style analysis tools and handouts - complete at least two of the analysis tools for yourself

start a reflective log for today's session
We will come back to discuss results before the break...
Looking at your HR JDs and documents - draw a spider diagram/mind map of HR services
Add on who your customers are for each service

Further discuss and add expectations of HR customers
CIPD HR Profession map
Here we will look at the CPD profession map and online CPD recording
Today's aims
Review 3HRC (feedback forms)

Look in detail at the CIPD profession map

Start to create personal development plans

Look at the next unit and whats coming in the next few weeks
Log in and "start an assessment"
CIPD Profession Map
Looks at three things:



.... required for successful HR practice
What has it been designed for?
1. To be clear on what "Great HR" is

2. As an form of analysis to diagnose areas
for success and improvement

3. Assist in the building of HR capability

4. Recognise achievement through
professional qualifications and
How has the CIPD profession map been out together and who is it for?
Launched in 2009

Culmination of research by the CIPD and worldwide organisation input

Individuals, teams, functions, organisation levels (depending on size of organisation)
professional areas
bands 1-4
• It describes what you need to do, what you need to know and how you
need to do it within each professional area at four bands of professional

• It covers behaviours as well as the technical elements of professional
competence required in the HR profession.

• It is organised around areas of professional competence, not organisation
structures, job levels or roles.

• The scope of the Map covers the breadth and depth of the HR profession,
from small to large organisations, from fundamental to sophisticated
practice, local to global, corporate to consulting, charity to public sector,
traditional to progressive.

• It has the versatility to be used in part, or viewed as a whole, with the core
professional areas acting as the key or centre that is relevant to all.
The Profession Map was developed using the following design principles:
The map...
Professional areas (10)
• Describes what you need to do (activities) and what you need to know for each area of the HR profession at four bands of professional competence.

Behaviours (8)
• Describes the behaviours and HR professional needs to carry out their activities. Each behaviour is described across four bands of professional competence.

Bands and transitions (4)
• Describes the four bands of professional competence and the transition challenges faced when moving from one band to the next. How their contribution and success is measured.
Preparing to use the online assessment tool:
Bands - P6.

Bands describe level of contribution and specifically look at:

relationship between the HR professional and clients
focus of activities performed
where HR professionals spend time
what services are provided to clients
how their contribution and success is measured

Use the "My HR Map - User Guide" to start an assessment
Determining your band:
Using the handout and page 6 of the "Profession Map" work through each of the professional areas
Look at if you currently contribute with this aspect of HR and at what band level you contribute
Once completed discuss your current HR exposure and contributions and help each other agree on current band
When you are logged in the Map will give you a progress summary.

On the left hand side will be two lists:
Assess my professional areas
Assess my behaviours
For each there is an assessment you will be required to undertake - initially look at an aspect of each which may best help you in your current role
What do you get out of this?
The overview
will provide you with a summary of your results, indicating which band you predominately chose throughout the assessment and providing you with an average score for each professional area and behaviour.

s for development
These link to where you did not score yourself highly.
These may be practical suggestions, resources and reading lists, or products and services.

What to do next
Guidance on what to do next provides you with suggestions for future assessments.

Your results will provide you with further insights into your development opportunities and how to make the transition to the next band

Study buddy, and development support buddy
Someone who can collect notes for you if you are absent

Someone you are comfortable sharing your PDP with and can talk to when reflecting on activities related to your PDP
Forming a personal development plan
See also the handout example and design the format of your own Personal Development Plan
Files and file organisation
Tutorials and tutorial support format
What's coming up:
4DEP hand in dates - Activity 1 and 3

Thursday 11th December 2014
Activity 2 - 15th January 2015

Activity 1 -
18th December 2014
Activity 2 -
8th January 2015

Complete pro forma RAI 1 (Moodle RAI tab) and bring to next session
Full transcript