...2014/2015 CIPD Certificate in Human Resources Practice Unit 3 – 3RAI Recording, Analysing and Using HR Information Diane Kubok Organisations need to collect data as a point of reference to be able to retrieve information whenever it is needed. There is also need for data as a legal requirement. Two examples of data collected:- Attendance – recording staff absences is essential to an organisation to identify true absences i.e. illness against identifying those who may choose to take time off for other reasons, i.e. dissatisfaction with role, dissatisfaction with management, lack of motivation and accountability. Many organisations use the Bradford Score to calculate frequent short term absences in order to monitor cost and reasoning behind each absence and identify those who may benefit from Occupational Health support. Medical Tests – many organisations may have a requirement for medical tests to be performed for compliance with health and safety, i.e. skin tests, eye site, and general fitness, for the roles including lifting and carrying, along with white finger tests for those using vibrations tools. Methods for storing record and the benefits:- Computerised HR information systems: Advantages – large data base capable of holding a large amount of information that can be separated by sections for easy analysis and retrieval. Information can easily be retrieved and reviewed in entirety or by section. Disadvantages are limited to protection of information...
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...quality, culture, values and commitment. It is necessarily dependent on the evolving nature of work itself. As mentioned by Stone (2013), because human resource management (HRM) seeks to strategically integrate the interests of an organisation and its employees, it is much more than a set of activities relating to the coordination of an organisation’s human resources. HRM is a major contributor to the success of an enterprise because it is in a key position ‘to affect customers, business results and ultimately shareholder value’. Stated by Gratton (2000), ‘The new sources of sustainable competitive advantage available to organisations have people at the centre – their creativity and talent, their inspirations and hopes, their dreams and excitement. The companies that flourish in this decade will do so because they are able to provide meaning and purpose, a context and frame that encourages individual potential to flourish and grow’. Stone (2013) mentioned that HRM is either part of the problem or part of the solution in gaining the productive contribution of people. Leading companies such as Blackmores, Coca-Cola Amatil, Google, General Electric, Johnson & Johnson and Microsoft recognise that human capital is their most important resource as well as take action to maximise it by: focusing on selecting, developing and rewarding top talent; encouraging open communication, teamwork and collaboration; and...
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...ASSIGNMENT COVERSHEET This form should be completed, and attached as the cover of each piece of assignment submitted. Please note without the cover sheet your assignment cannot be marked. STUDENT NAME: ATRINATH BHATTACHARYA PROGRAMME START DATE: 16/06/2013 PROGRAMME TITLE: 3HRC COURSE LOCATION: DUBAI PERSONAL TUTOR: MARK FIELDER ASSIGNMENT TITLE: 3HRC ( 1st Submission ) SUBMISSION: (delete) 1ST 2ND Extension DATE OF SUBMISSION: 24/07/2013 Before submitting your work to www.bradfield.co.uk please read the following statements and tick the appropriate box to show that you have understood and completed what is required. 1. I have read my work through and have checked it for spelling and grammatical errors using, where appropriate the spell and grammar checker on the computer. 2. I have written my name at the top of each page of my work and have numbered each page. 3. I have read the definition of plagiarism. I realise that plagiarism is cheating and can confirm that the assignment I am submitting is my own work. Y Y Y l ‘Plagiarism is the act of presenting the ideas or discoveries of another as one’s own. To copy sentences, phrases or even striking expressions without acknowledgement in a manner which may deceive the reader as to the source is plagiarism; to paraphrase in a manner which may deceive the reader is likewise plagiarism. Where such copying or close paraphrase has occurred the mere mention of the source in a bibliography...
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...Talent management is becoming more, not less important in the workplace despite the economic conditions, and organisations are directing resources more effectively to retaining and developing existing talent within the company. (PersonnelToday, 2009) This essay will look at the design and implementation of a talent management strategy for a SME. The company has a high labour turnover, the essay will consider the strategies and theories related to talent management, examples and a business case for a talent management strategy.“Talent management is the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their high potential for the future or because they are fulfilling business/operation critical roles”.(CIPD, 2012). This strategy aims to develop plans that attract high quality external candidates as well as the identifying and retention of the internal workforce, getting the optimum balance between external and internal candidates is difficult, some firms prefer to use their existing workforce as this helps drive individuals to increase their skills and increases work satisfaction, however concentrating on a narrow internal group of candidates alienates the possibility of high calibre external candidates who can inject new ideas into the organisation.(Beardwell & Claydon, 2010). The Company needs to have a clear talent management strategies and recognise...
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...A report to identify, discuss and assess the nature of Talent Planning in organisations 1. Introduction 2. Attracting talent 3. Diverse workforce 4. Factors that affect recruitment and selection 5. Recruitment and selection methods 6. Induction 7. Concluding statement 1. Introduction This report aims to assesses factors that affects organisations' approaches towards: attracting talent; recruitment and selection (including an investigatory approach to specific methods used); obtaining a diverse workforce; the process of induction (including a model of an effective induction plan). 2. Attracting Talent 3.1 Brand Identity “‘Brand Identity’: How a business wants a brand’s name, communication style, logo and other visual elements to be perceived by consumers.” (www.investopedia.com 07/10/14) An organisation with positive image will find it easier to attract and retain employees than the organisation with the negative image, this is due to the aspiration qualities associated with a positive image (i.e. wealth, style, charitable nature etc). A business who hasn't been well established in its market will find it more difficult to attract new employees than business who is well know, because it’s perceived to be more economically stable. 3.2 Economic Environment The economic stability and funds available to expend on recruitment will have a direct impact on the quality of recruitment processes. One way in which this affects recruitment...
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...The CIPD Profession Map Our Professional Standards The CIPD Profession Map Our Professional Standards Contents Introduction The CIPD Profession Map The design principles and architecture of the Profession Map Bands and transitions Professional areas Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research...
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...The CIPD Profession Map Our Professional Standards Contents Introduction 2 The CIPD Profession Map 4–7 The design principles and architecture of the Profession Map 4 Bands and transitions 6 Professional areas 8–46 Professional area definitions 9 1 Insights, strategy and solutions 10 2 Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession ...
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...Introduction: This report will cover a brief description of the CIPD HR profession map, an evaluation of the two core professional areas , and why managers need to be able to manage themselves, manage teams, manage upwards and across the organization. A self-assessment against specification of HR professional practice capabilities will be undertaken and three development options will be evaluated to meet my personal needs. The report will be ended with a personal development plan of mine that includes my personal development objectives. CIPD HR Profession Map What is it? HR Profession map is a mechanism to assess HR professionals and evaluate their capabilities in HR profession. The map evaluates the behaviors, activities and knowledge of HR professionals and provides recommendations for further personal development. It is a very useful and effective tool for HR professional to keep track on their personal development on the go. It is a tool that supports HR practitioners all through their career life. It provides help and assistance at any stage for HR professionals’ career. Based on a certain verified standards, HR professionals can assess themselves and find gaps that require further developments. The map has 10 professional areas (two of which are core areas), and eight behaviors. The behaviors and professional areas are ranked into four bands which resembles levels or steps on the map ladder. The map is used for all HR personnel level, from generalists, through...
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...Certificate in Human Resources Practice 2013/14 Student; Jason Hal (21303364) Assignment 1 Developing Yourself as an Effective HR Practitioner Tutor; Sara McTrusty/Val Swales Submission date; 06th November 2013 Venue: Darlington College Contents 1. Introduction…………………………..............…………………………............3 2. Activity 1 Summarise The HRPM…………………………..…......................4 2.1 Insights, Strategy and Solutions............................................................5 2.2 Leading HR Resourcing Band 1.............................................................6 3. Activity 2 Timely and Effective Service……………………………………...6 3.1 Employees......................………………………………………................6 3.2 Managers..............................................................……………………....6 3.3 Recruitment Agencies............................……………………….............7 3.4 Communication..........................…………………………………………...8 3.5 Effective Service Delivery........................................................................8 3.6 Delivering Service.....................................…………..…………………….8 3.7 Difficult Customers…...............................................................................9 3.8 Resolving Complaints…..........................................................................9 4. Development....................
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...evaluating what impact any organisational development initiatives has had within certain areas. • Performance Appraisals - by reviewing the performance of an organisations employees, you can establish what personal development needs are required to improve the employees performance thereby improving the performance of the organisation as a whole. Through collating these personal development areas and analysing any particular skills or behaviour gaps, organisational development initiatives can be created to affect the performance of the businesses employees on a larger scale. • KPI evaluation - Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization (F. John Reh, 2013). If a company is not...
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...organisations? When is coaching the best development intervention? The role of HR and L&D in managing coaching activities CIPD viewpoint Useful contacts Further reading Guides Coaching and buying coaching services Developing resilience: an evidence-based guide for practitioners Survey reports The coaching climate Resourcing and talent planning 2013 Books Everyone Needs a Mentor Designing, Delivering and Evaluating L&D: Essentials for Practice What are coaching and mentoring? Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. It is possible to draw distinctions between coaching and mentoring (as discussed below) although in practice the two terms are often used interchangeably. While the focus of this factsheet is on coaching, much of the analysis presented here is also applicable to mentoring. Training courses Value-added Learning and Development - Short courses - Training - CIPD Using Neuroscience to Develop Your Coaching Practice - Short Courses - Training - CIPD Conference details Social Media in HR Conference Social Media in HR Conference 2013 What is coaching? Coaching targets high performance and improvement at work and usually focuses on specific skills and goals, although it may also have an impact on an individual’s personal attributes (such as social interaction or confidence). The process typically lasts for a relatively short defined period...
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...per day of oil, gas and natural gas liquids from its operations in Egypt and the Kurdistan Region of Iraq. Dana Gas Egypt We are 100% operator of production, exploration and developments in the Nile Delta and 50% joint operator in Upper Egypt. Dana Gas, via its subsidiary Dana Gas Egypt, owns a 100% interest in three concessions onshore Nile Delta, the El Manzala, West El Manzala and West El Qantara concessions. And 50% in Komombo ------------------------------------------------- Dana Gas Egypt Manpower Resourcing, Attraction and Retention Philosophies Our success derives from the competence and dedication of our Employees. Dana Gas was able to continue its success in building capacity and capability at all levels, combining global and regional searches to identify and attract skilled people. It is part of our evolving culture to value expertise in a way that will generate the necessary proficiency that we require across the Group now and for the future. Talent Development Developing our people and helping them to reach their full potential are key elements to deliver our Group’s business strategy. This continues to be one of our main priorities. We recognize that the success of our strategy depends on the success of our Employees, and we therefore provide individual attention and team training. In 2012 we spent 265 days in learning and development activities across all disciplines. Dana Gas believes in training, coaching, mentoring and encouraging employees to develop...
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...Introduction This report will aim to evaluate and explain what it means to be an HR Professional with using the CIPD HR Professional Map (HRPM) as the basis for the evaluation. A - Briefly explain how the CIPD HR Professional map defines the HR profession, including gthe professional areas, the bands and the behaviours. B – Evaluate how the 2 core professional areas, and any 2 selected behaviours uphold the concept of ‘HR professionalism’ give examples from the knowledge and activities @ band C- Explain with related examples, why the HR professional needs to be able to manage themselves, manage groups or teams, manage upwards and manage across the organisation CIPD Professional Map – The CIPD HR Profession Map (HRPM) is an accurate tool that guides an HR practitioner’s learning and development through becoming an effective HR professional. HR professionals can use the map for many reasons such as identifying skills and team capability, building role profiles and identify areas that need development (HRPM, CIPD, 2012). Professionalism is defined as a continuous development of outcomes anticipated through appropriate behaviors and conduct that are needed in order to have beneficial business relationships (Gian Fiero, 2008). The principles of professionalism among others commit professionals to have some values such as be customer focused, have proper ethical standards, accountability and reliability, be proactive, responsive and have the willingness to learn and study...
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...its traditional on-premise to a cloud-based delivery model. The implications are that the business unit must expand the breadth of its offering beyond traditional implementation services to advisory services, covering architecture, road-mapping and cloud transitions. Considering this significant change and the resultant skills shift required across roles and content areas, learning and development (L&D) is identified as a focus area. L&D reinforces multiple elements of human resource management (HRM), including talent retention, rewards and personal development (McBain, 2010). Considering its broad reach, it is necessary to assess its effectiveness using a framework that incorporates multiple HRM elements. The Harvard framework for HRM(Figure 1) is thus used as a reference throughout this essay. It allows for assessing HRM policy-fit with the organisation’s strategy, stakeholder interests and recognises the situational factors influencing HR strategy (Wilton N, 2013, cited in Parkinson&McBain, 2014:125). Situational factors Business strategy and conditions: external context The external context will be explored using Farnham’s PESTLE framework (2010, cited in Henley, 2016), which provides an array of factors influencing the organization's operating environment. Political The Broad-Based Black Economic Empowerment Act is aimed at advancing economic transformation and participation of previously disadvantaged individuals (PDIs). It mandates employers to implement measures...
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...| Leadership and Strategic Thinking | Assignment 1 | | Name: Ramya Gopalakrishnan | Student ID: 12663642 | Table of Contents 1. Executive Summary 3 2. Overview of the UK Oil and Gas Industry 4 2.1 Discussion on the current state of the industry 4 3. UK Oil and Gas Industry Leadership Outlook 5 3.1 Current Leadership Issues and Practices 5 4. Current Global and National Crises Issues 8 4.1 Issues and Impact on the Industry and Practices 8 5. Future Leadership Outlook 10 5.1 Leadership Aims for the Future 10 5.2 Leadership practice: Challenges, Impacts and Recommendations 10 Works Cited 13 1. Executive Summary This report is focused on the current leadership and development in the United Kingdom’s (UK) Oil and Gas industry. The first section highlights and describes the current external and internal environment, along with the challenges posed to the industry. The second section describes the issues faced by the industry in the short-term and long-term process and the measures taken by leaders to curb these issues and minimize the potential of risks and high costs to the industry. The third section gives an analysis of the global issues and problems posed to the UK oil and gas industry, their effects and practices undertaken to resolves these issues. The last section gives an analysis of the future outlook of the industry and its leadership capabilities. It also focuses on recommendations for the leaders to face the challenges that...
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