Within the field of HR, practitioners operate at several different levels, tasks and responsibilities varying according to their level and status. For example people in senior roles such as – HR managers will be involved in departmental management corporate strategy and HR policy formulation. Those in the middle ranks may specialise in a particular field and have sectional responsibility. The lower levels such as HR officers and administrators carry out operational level tasks such as administrative activities.
To be an effective HR practitioner you need to posses particular skills have underpinning knowledge and posses certain behaviours.
The activities within these roles are wide & varied. Producing and maintaining secure and confidential records, monitoring absence, staff training, advertising vacancies are to name only a few. Liaising with colleagues and sharing information, producing data for such purposes, and the day to day running of the HR department. Supporting managers; on the implementation of HR policies and procedures, inline with the organisations values and all the relevant regulations. The HR function supports the improvement in processes and policies such as; employee development, performance and reward, recruitment and selection. With such changes HR help staff and managers understand the need for and benefit of change, their role in these processes and the expected outcomes. It’s about providing an efficient service to managers to help them run the business.
The CIPD HR Profession Map covers the technical elements of professional competence required in the HR profession as well as behaviours that an HR professional needs to carry out their activities.
It captures what HR people do, what you need to know & how you need to do it within each professional area at 4 bands of professional competence.
It also creates a clear & flexible framework for career progression, recognising both that HR roles and career progression vary.

CIPDs HR Profession Map The map covers 10 areas: * Strategy, insights and solutions * Leading & managing the human resources function * Organisation design * Organisation development * Resourcing & talent planning * Learning & talent development * Performance & reward * Employee engagement * Employee relations * Service delivery & information
There are four bands of professional competence that define the contribution that professionals make in the following key areas: 1. The relationship that professionals have with clients, such as support, advisor, consultant or leader 2. The focus of the activities performed by professionals, such as support, advising or leading 3. Where professionals spend their time, such as providing information, understanding issues, understanding the business or understanding organisational issues. 4. What services are provided to clients, such as information, handling issues, providing solutions or challenging hard issues. 5. How their contribution and success is measured.

Below is an expansion of three of the professional areas in more detail;
Strategy, Insights and Solutions
Even the order of listing the specialist areas is significant. The list starts with “strategy, insights and solutions” because this is about HR’s awareness of the business context and the wider organisational environment – from which, of course, everything else needs to flow.
Leading and managing the function
Leading and managing the function comes next because, having understood the business challenge, you then need to design an HR function to meet those needs and priorities. The other specialist areas all have perhaps more familiar labels. But – you might be wondering – aren’t the first two specialist areas the preserve of more senior HR managers? The answer is no, because for each specialist area, four bands of competence are identified, moving from what might reasonably be expected of an entry-level person (band 4) through to what is essential expertise for a board-level HR director (band 1).
Employee engagement is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and therefore will act in a way that furthers their organisations interests. Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation which profoundly influences their willingness to learn and perform at work. A well and engaged employee is efficient and effective and a valuable asset in the workplace.

The behaviours are as follows; * Curious shows an active interest in the internal & external environment & in continuous development and improvement of self and others around them. Open minded attitude with a willingness to learn & enquire. * Decisive thinker needs the ability to analyse & understand data & information quickly. Is able to extract the information and use any judgement wisely to identify options & make robust & defendable decisions. * Skilled influencer shows the ability to influence across a complex environment to gain necessary commitment & support from a wide range of diverse stakeholders in pursuit of organisation benefit. * Driven to deliver the need to be able to take account for delivery of results both personally and/or with others. Also plans to prioritise & monitors performance, holding others accountable for delivery. * Collaborative works effectively with colleagues, clients, stakeholders, customers, teams & individuals both from within & outside the organisation. * Personally credible builds a track record of reliable & valued delivery using their technical expertise & experience. * Courage to challenge to show courage & the confidence to speak up, challenge others even when resistance or unfamiliar circumstances. * Role model to consistently lead by example. Acts with integrity, impartiality & independence, applying sound personal judgement in all interactions.

The eight behaviours are important because this is what colleagues expect to see and desire to see within the HR practitioner. They are also visual attributes that are seen by users of the HR function both internal and external. Looking at the eight behaviours can also act as a self development tool in terms of your own career plan and future development needs to extend your knowledge and competence as an HR practitioner. Some of the eight behaviours will be natural strengths and others will be acquired skills.
Some believe that one reason behind the collapse of the banks was an insufficient degree of “courage to challenge” in their boardrooms, by HR professionals among others.
Continuous Professional Development
CPD is a combination of approaches, ideas and techniques to help manage individual learning and growth. Your CPD holds information on continuous professional development, self development, self managed learning, personal development and effectiveness, personal development plans, emotional intelligence and interpersonal skills.
As organisations shift the responsibility for personal development back to the individual, the ability and insight to manage your own professional growth is seen as a key strength. Maintaining their continuing professional development (CPD), setting their objectives for development within an HR role enhances their professional skills, knowledge and behaviours. The approach is based on reflection that focuses on outcomes and results.

The role of HR in any organisation is to serve its users. HR is, in essence, a service provider.
The HR department has many customers to serve, including potential employees, employees and their managers and directors. The importance of customer service with internal customers relates to the ability to recruit employees whose skills and abilities are associated with the job; to provide direction and training to ensure productivity and to manage turnover through ongoing coaching and counseling and the provision of a workplace that has effective reward and recognition systems. HR has a variety of external customers to serve. Among these are the legal and regulatory agencies that provide direction about how employees are to be treated during the hiring and employment relationship, including issues related to safety and security. HR's role in relation to customer service with external customers impacts the company in terms of the ability to minimize time spent on compliance activities and, ultimately, to minimize the risk associated with claims and lawsuits and tribunals.
3 key users of HR services are; employees, line managers, external training providers. * Employees (internal user)
Key needs are;
Personal data accuracy, the importance of keeping accurate data such as contact numbers of next of kin (in case of emergency). To keep up to date information for payroll payments such as correct banking details.
Also to provide advice to employee on current legislation such as, dependant care leave.

* Line Managers (internal user)
Key needs are;
Ensuring availability of accurate data such as; absence records and sickness absence.
Advice on how to implement policies; e.g. such as carry out a disciplinary.
Advice on dealing with difficult situations; e.g. a member of staff on long term sick leave.

* External training Provider (external user)
Key needs are;
Detail of training to be undertaken, budget constraints, numbers of staff taking part in the training plus any learning difficulties or special needs staff may have.
Details of any return on investment required. e.g. To train a member of staff to become a FLT trainer & assessor so you could train future staff members internally at a lower cost.

When we look at prioritizing the needs of the business we need to have an overview of requirements and any which would lead either to a legislative non-compliance or an immediate risk to health and safety would be addressed as a priority. Issues that would lead to the business breaking its own rules and regulations would have to be addressed promptly such as disciplinary procedures within the prescribed agreement.
However conflicts within the organisation on prioritising issues can still occur, these must be considered on a case by case basis.
The importance of communication in HR service excellence is paramount, listed below are methods that an HR function will use to communicate with its employees at different levels; * Intranet
Advantage; accessing the information in own time; can be re-visited on a timely basis. Disadvantage; NOT all staff have internet/PC access in all organisations. * Staff Handbook * Email
Advantage is cost/time effective form of communication, good for information.
Disadvantages can be, easy to misinterpret complex discussions, can be seen as quiet impersonal. * Notice Boards * Notes in Pay packets * Walking the floor * Staff meetings
Advantage; clear concise message given to all concerned.
Disadvantage; some staff will feel reluctant to speak freely in company of others. * Presentations/training sessions * One to Ones
Advantages are; personal, easy to discuss complex issues.
Disadvantages are; time consuming.

There are advantages and disadvantages to the communication methods listed above the need to adapt your methods of communication for different situations and individuals are key to the success of the HR function.
When it comes to HR service delivery, there are many aspects of quality that can impact the overall HR function success.

The day to day operation of the HR process and systems is the key component of effective service delivery. This service will require the need for consistency, and accuracy and fast first-time problem solving resolutions. The need to provide the HR services in a timely manner will ensure also that the staff know you are dealing with the task in hand promptly. The HR department must fully understand the needs of their users and how to drive a quality HR service delivery to best serve them. This can often mean being aware of any budget implications a department may have and how you can work with that department to ensure they stay within these budgets. This will build and maintain good relationships with all users of the HR function. Having the ability to think from the customer’s point of view when handling and resolving complaints will build and maintain good relationships. When dealing with difficult customers always listen to there side, but also state your policies and the procedures you have to work within, this will give them a clear understanding of elements of the HR function also.
Through making small continual improvements which requires close monitoring and control rather than the need for large changes more infrequently, means you are always aware, reviewing the department and its effectiveness and are open to improving any issues which occur within the HR function. These can be changes in Policies and Procedures through to changes in the Pay & Reward schemes. This positive outlook on constant change and improvement gives all people involved the sense of being a part of a bigger picture in striving for improvements that can have a positive effect on all staff.