Importance of the CIPD profession map for human resource management

Nowadays most organisations use technology to ease the workload and perform the tasks with efficiency. The process also involves the human mind to run them so that the functions are carried out in short time with ease. While the idea of replacing man power with technology is gaining in popularity, the machines, which use technology, also need proper maintenance. Only humans are capable of solving the technical problems. Thus, they are indispensable to innovate new technology, product and maintain them. When it comes to human resources management, the human brain gives a competitive edge over machines as machines do not possess artificial intelligence. Therefore, the demand for qualified personnel has witnessed a sharp increase in the various organisations in recent years. Human resources management is the management system for selecting and recruiting employees for a particular organisation. Alongside, the process provides orientation, training, evaluation of employee, development and motivation. Besides, HRM also helps maintain a host of other things –  proper relations with trade unions and with their employees, promotes employee safety,  and the welfare and healthy quantify in conformity with labour laws. Apart from improving the relationship between employees and the owners of an organisation, it also helps a business secure the right place in the market. In this context, the two best models – CIPD and Ulrich model of HRM have been discussed with a brief comparison. 

The vision of the CIPD is to define and constitute the global benchmark in human and organisation development, growth and management. The CIPD profession map has helped develop in conspiring with L & D and HR professionals, including the experienced business people. The map indicates the actions of the finest HR practitioners and companies, their knowledge and expertise, the variation and presentation regarding the operation of the organisation and so on. The structure of the map holds around four bands and ten professional sections of HR activities; it emphasises the behaviour and the desired knowledge in the profession, both at present and in the future (Brewster and Hegewisch 2017). 

Here, four behaviours of CIPD profession map has been described below.

• Decisive thinker

This behaviour demonstrates the capability to study or understand the information easily and immediately (Budhwar and Debrah 2013). Apart from data and information, it also uses perception and knowledge in a properly constructed way to mark options, make robust proposals to make the right decision. The behaviour indicates some factor which would help the HR management to have the following positive outcomes:

1. Avoid intricate or delicate issues
2. Focus on manifestation instead of the causes
3. Make essential faults in data analysis
4. Acknowledge analysis without assessing the sources or the meanings

The decisive thinker pays a limited or little attention while deciding the interest of their department. In the process, they fail to comprehend an organisation’s process of making the decision and the way in exercising their authority.

Therefore, this behaviour of the CIPD profession map can be effective for HR professional because it shows the way to make optimum use of the human resources management in an organisation. It constitutes one of the best ways for an organisation to make a good impact on the global market.

• Skilled influencer

Difference between the competencies identified by CIDP and Ulrich model

A skilled influencer is an important behaviour of CIPD profession map. It defines the capabilities to influence or to get the required commitment and help from various stakeholders in quest of the organisation value. It seeks to understand how to control or influence the culture, political and governance framework of the organisation, including the uses logical influencing, backed by statements to support their proposal or recommendation (Jackson et al. 2014). The indicators of the behaviours are as follows:

1. Influence to over rely on an individual, earlier definitive strategy for all possibilities.
2. Makes interaction or communicate at face value.

This behaviour mainly uses manipulation. As a result, it fails to comprehend or encourage the impact on others. Also, it neither considers the situation nor the point of view expressed by others.

The behaviour has more negatives than positives. Thus, the behaviour of CIDP map does not amount to an efficient growth of human resources management of an organisation.

• Collaborative

The collaborative behaviour of the CIPD profession map refers to the task performed by a series of people comprehensively and efficiently. They may or may not belong to a company directly. It makes the positive contribution to the employees’ team, thereby encouraging them to carry out their job role (Armstrong and Taylor 2014). It also helps build the collaborative relationship with the existing team of employees. Aside from ensuring the involvement of the personnel in an organisation it also encourages them to share their experience and expertise (Scott et al. 2016). One of the highlights of the behaviour is the instant e

1. xchange of information, coupled with appraising the employees with the updates.
2. Secure the correct people who are involved at the correct time within manoeuvre internal politics with ability.
3. Promote a different culture that supports and respects diversity.

 These behaviours sometimes do not contribute freely to the team by support a passive role and fail to identify the value of the diversity policy. Also, fail to build a good communication with people outside of the personal work area.

• Courage to challenge

This behaviour shows fortitude and confidence to articulate skillfully, confront others at the same time when challenged with unfamiliar situations. It stands by the personal proposal in front of tough questions and supplies supporting evidence (Lazazzara et al..2013).

1. It remains composed and stands by arbitration in front of resistance and addressing challenges in the acquiring process.
2. It raises a question to clarify an issue to make it understandable.
3. It also holds personal position strictly and with fortitude, especially when it is the right thing to do.

Sometimes the contra-indicators of the behaviour affects the HR professional management system. It tends to share criticism and liability to others when something goes wrong. As this behaviour helps handle challenges, it proves useful to the HR professional management (Marchington et al. 2016)

• Ulrich model

The Ulrich model is primarily required for organising HRM functions. In this model, the functions of the human resource management can be divided into tree section of a large organisation. It focuses on the HR professionals and their role in an organisation. An HR manager handles a vital part of an organisation – recruiting new skilled and qualified employees plus maintaining their prospectus. Thus, the growth of the organisation will depend on the HR professionals. Therefore, the model gives stress on the process in which HR professionals work (Storey 2014).

• In case of a call centre, Shared services are of paramount importance in collaboration of a robust technology to support and executive actions that are related to the business.
• Business partners may either operate separately or as a team to do their job collaboratively with the organisation’s management to perform the tasks with regard to strategic management and key proposals.

In the mission for HR professional efficiency, many companies have spent heavily on HR professionals but the lack of skilled and talented management, this situation is very tuff for business or an organization. Thus the organizations must follow the Ulrich model as its standers but also has to try to make the creative or innovative way that can be appropriate to their personal, organizational structure and changes that they need (Reiche et al. 2016). 

• CIPD model
• CIDP model refers to the model that describes the tasks to be performed by the HR professionals along with the method to do it. In this model, four bands create a map. The initial band helps gain an insight into the strategy and find the solution to the problems (Sparrow et al.2016).
• The second band is referred the leading HR, that is how HR professional leads a team of an organization.
• The third band has eight factors that refer the HR jobs that what an HR professional would do for the organization.

The final band contains eight behaviours which indicate the efficiency of the HR’s job. 

• The architecture of the CIPD model

1. Professional areas describe what an HR manager needs to do and what they need to know about each section of the profession.
2. Behaviors describe the changes that an HR professional needs to make to their activities.
3. Bands and transitions describe the band of the map’s professional ability and passing challenges faced while moving to next band from the other band. Also, it also describes the manner in which their success and dedication of the contribution is measured.

The Ulrich model does not explain the method of that how HR can do their work efficiently. It just describes the way or field of the HR job.

Conclusion 

Human resources management plays a vital role in helping it securse the high position in the global market. In line with it, an HR professional handles some important jobs for an organisation. Any defect in this arrangement can make an organisation liable to face issues which will not only decrease the position of the company but also build a negative impression about the company. This explains why every organisation pays attention to build a good human resources management system. The strength of the human resources management of an organization always adds depth to its internal structure. Therefore, despite the importance of technology, machines or product at the present or in future, the human resource cannot be replaced by technology. The strong HRM system is the key to bring out advanced technology and product in the market. The CIPD model and the Ulrich model are used to ease the task of an HR manger and based on the analysis, it can be stated that while the CIPD model of HRM gives the details of how and which tasks are to be performed, the Ulrich model of HRM talks only about the activities. Thus, CIPD is much better to execute the management process. 

Reference List

Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

Brewster, C. and Hegewisch, A. eds., 2017. Policy and Practice in European Human Resource Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.

Budhwar, P.S. and Debrah, Y.A. eds., 2013. Human resource management in developing countries. Routledge.

Cooke, F.L., Saini, D.S. and Wang, J., 2014. Talent management in China and India: A comparison of management perceptions and human resource practices. Journal of World Business, 49(2), pp.225-235.

Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1), pp.1-56.

Lazazzara, A., Karpinska, K. and Henkens, K., 2013. What factors influence training opportunities for older workers? Three factorial surveys exploring the attitudes of HR professionals. The International Journal of Human Resource Management, 24(11), pp.2154-2172.

Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource management at work. Kogan Page Publishers.

Morgeson, F.P., Aguinis, H., Waldman, D.A. and Siegel, D.S., 2013. Extending corporate social responsibility research to the human resource management and organizational behavior domains: A look to the future. Personnel Psychology, 66(4), pp.805-824.

Reiche, B.S., Mendenhall, M.E. and Stahl, G.K. eds., 2016. Readings and cases in international human resource management. Taylor & Francis.

Scott, L. and Scott, L., 2016. Four ways HR can improve business productivity: Practical advice for HR professionals. Strategic HR Review, 15(6), pp.273-274.

Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management. Routledge.

Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals). Routledge.