4/23/2017 E-portfolio

Developing Professional Practice

Name: Kiran Sharan

Unit Title: Developing Professional Practice

Cohort: March 2017

Student Number: CC1607635

This e-portfolio outlines what is necessary to be

an effective and efficient Human Resource
Professional. The CIPD professional map is used
as guide to benchmark and evaluate good HR
practices. From this we outline the knowledge and
describe the behaviors HR professional should
have to be successful. The use of project
management techniques is described and how
elements of group dynamic can help to be a
cohesive team. How problem solving tools are
used. Finally, we explain how HR professionals
could do a self-assessment and identify personal
development needs/ plan to be a successful HR
professional at any level.
 Developing Professional Practice e-portfolio

Activity 1 Evaluate what it means to be an HR professional with reference to Page 1

the CIPDs most current Profession Map

Activity 2 Describe the elements of group dynamics and conflict resolution Page 3
methods

Activity 3 2.1 Apply project management techniques. Page 7

2.2 Apply problem solving techniques.
2.3 Apply a range of methods for Influencing, Persuading and
Negotiating with other.
Activity 4 3.1 Undertake a self-assessment of one area of HR professional Page 9
practice capabilities to identify continuing professional development
needs
3.2 Produce a plan to meet personal development objectives based
on an evaluation of different options
References Page 10

Gantt Chart Appendix 1

SMART Goals Appendix 2
Personal Development Plan Appendix 3
 Fig 1: CIPD Professional Map

I have chosen the professional area of Resourcing and Talent Planning and Employee
Relations from the CIPD Professional Map.

I believe below mentioned knowledge, skills and behaviors in reference to most recent CIPD
Professional Map are important for developing into the role of an effective and efficient HR
professional.

Professional Knowledge: Skills: Behaviors:

Area what the individual what the individual does how the
understands in order to carry individual carries
out the activities out the activities

Resourcing and o Laws governing resourcing, o Supporting managers to make right Collaborative
talent planning talent & exit. resourcing decisions, identifying right
(Band 2 - o Range of approaches to hire, current and future skills and capabilities Personally
Adviser & retain, develop, exit talent. required. Credible
issues-led) o Execution of recruitment plan o Internal and external talent identification.
as per agreed standard and o Supporting managers for succession
deadlines. planning
o Effective talent and o Use of right assessment tools and
succession solution. ensuring assessors are fully trained in a
o Induction and transition tools. chosen approach.
o Deliver, coach, train managers for
transition of new employees in induction
process, exit management.

1
Employee o Employment Laws propose Develop relevant ER documents. Skilled influencer
Relations changes to mitigate risk. Ensuring consistency in all ER activities.
(Band 2 o How to coach managers. Focus interventions on enhancing Decisive thinker
Adviser & Issue- o Gathering analysis and constructive & honest conversation between
led)) presenting ER related employees and managers.
feedback Lead to resolve ER issues.

Evaluation:

Resourcing and Talent Planning: It is a critical function in HR that involves coordination and
collaboration with HR Team and other stake holders in various aspects like resources, hiring strategy
and tools. HR professional would also support managers to identify current and future talent needs.
HR professional ensures identification, retention and attracting talent externally and internally. Use of
suitable assessment tools is as important as finding a right candidate. HR professional in this function
advises and supports managers to take right hiring and succession decisions.

Transition is very important for career management of the new joiner. We can use tools like 30, 60, 90,
150, 180 days review process. Process enables managers and new joiner or promoted employee to
have regular feedback and manage performance.

HR professional also supports managers to prepare honest and timely communication about the
performance concerns.

HR should regularly review the resourcing and talent policies and make the changes in line with the
industry standards and governing laws.

Behaviors that drives these activities are being collaborative and personally credible. Supported by
these two behaviors you build 'skill' and the 'will' to succeed in your job. Collaboration can drive to
solve issues.

Employee Relations: A healthy employee relation reduces absenteeism; it also discourages conflicts
and fight among individuals. HR function plays a vital role in binding the employees together.

HR professional should take a lead on investigating and resolving ER issues. Coach and support
managers to manage performance on an ongoing basis and communicate clearly to employees on
performance and reward matters.

Knowledge of local employment laws and knows what organization need to do to mitigate risks.
Gathering and doing meaningful analysis.

Above all I believe HR should harness curiosity. Having knowledge and being constantly interested in
knowing how each department operates, how each department is contributing to the organizational
goals. How competitors in similar business are operating, being up to date with all job requirements,
including law, HR processes.

2
 Activity 2 - Describe the elements of group dynamics and conflict resolution methods.

Describe two examples of conflict resolution methods.

Elements of Group Dynamics

Project Sample:

I work as Recruitment Manager with a Food & Beverages organization in Dubai, United Arab Emirates.
We have franchised restaurants all over United Arab Emirates and Kingdom of Saudi Arabia. We host
7 brands in Middle East and under these brands we have 30 restaurants. Company wanted to start a
new project in Riyadh, KSA. This region is very challenging in terms of talent resourcing, getting the
construction of the restaurant on time, staff training, procurement.

Following managers came together to accomplish the project of opening 3 stores in KSA at the same
time in the same mall:

Managers Their role in the project

Draft bill of quantity, sourcing fit-out vendor and monitor the fit-out of the store, site
Design & Construction Manager
inspection by relevant authorities and handing over to operations.
Propose restaurant budget starting from fit-out of the restaurant to daily, monthly and
Finance Manager
yearly sales. Monitor the budget etc
Source the right talent within the specified budget, planning and scheduling induction
Recruitment Manager
and training.
Government Relationship
Arrange visa and approvals. Site inspection and trade licenses.
Manager
Operations Manager Training schedule/ calendar. Support for the opening of the store

Team was led by a Head of Operations.

Stages of group dynamics:

I have related my example to Tuckman's five stages of group development.

Fig 2: Tuckman's forming storming norming performing model

Forming: We all were very excited about the project and to be part of the group. At the same time, few
members were anxious about fitting in the team. Members were very cautious about how and what we
say. We gained understanding of the group's purpose. We determined how the team will be organized

3
 Activity 2 - Describe the elements of group dynamics and conflict resolution methods.

Describe two examples of conflict resolution methods.

and who will be responsible for what. Also, we determined phases of the project, meeting schedules,
resources needed and the general norms of the group.

Storming: As we moved forward, we had a lot of disagreements about the roles as few amongst us
had some overlapping activities. There was conflict and competition. We discussed about the
constraints we had in Saudi market, which might slow down our progress. We had disagreements of
opinions. We were more frustrated and more clarity was needed about the responsibilities and
structure.

Norming: We re-defined our goals, roles and agreed on it to past frustrations and to re-focus on our
goal. All the group members were making conscious efforts to resolve problems and we were
communicating more frequently. Group members were open to ask for the help and increased the
sense of openness to share ideas, re-focusing on tasks.

Note: this stage also help the group to manage the expectation of the management.

Performing: We started feeling confident about the individual and team member's abilities. We made
significant progress towards the project. Team became high-performing and we assisted each other for
their tasks. Group members were more focused on task completion. Our objective was to successfully
accomplish the project.

Adjourning: We successfully delivered our project and there was sense of deep satisfaction.

Examples of conflict resolution methods.

Conflict Situation 1 - using Kenneth Thomas and Ralph Kilmann conflict modes: Ganesh
(Project Manager), Analee (Project Coordinator) & Nelia (Design Coordinator) interact on everyday
basis to discuss updates on the projects. Often during meetings Nelia and Analee start talking in their
language (Tagalog) and Ganesh starts feeling frustrated as he can't speak their language and he felt it
was rude on their part. Hence he stopped contributing to the meetings. Ganesh approached me to
help him resolve the problem. Whereas there was no written policy for the business language in office.
Problem was bigger because in my team also, two of my staffs communicate in their language.

As a mediator, I preferred Kenneth Thomas and Ralph Kilmann conflict modes to choose my conflict
handling style and I preferred "Collaborating". As the goals suggest in Fig 3, I took interest of both
parties into consideration. I listened to them and asked questions like:

What is your basic concern?

How can we fix it?

How else could you do?

4
 Activity 2 - Describe the elements of group dynamics and conflict resolution methods.

Describe two examples of conflict resolution methods.

A few examples of when collaborating may be appropriate:

When consensus and commitment of all parties is important.

When a high level of trust is present and long-term relationship is important

When it is required to address the interests of multiple parties (Personalityexplorer.com, 2017).

Fig 3 (CPP, 2017)

I ensured that both parties understood importance of mutual respect and willingness to listen to others.
Discussion took us to an agreement that being part of Dubai and working with different nationalities, it
is important we speak a common language which is English. I promised to convey it to my teams and
all the managers to address this issue with their teams as soon as possible. As a HR Professional, I
also ensured that the managers understand this conflict handling approach.

Conflict Situation 2 - using Interest-Based Relational Approach: Dimitrios is the Operations

Manager for TDB and Jonathan for CPK. During new year holidays, we were expecting more
business. We had new store opening scheduled for TDB after 15 days and we already had 40 staff on
board for training. Jonathan needed extra staff and he proposed to get outsourced staff from an
agency. The cost to bring the staff from the agency was higher. I proposed to Jonathan to take extra
staff from TDB for 3 days of new year holidays. When Jonathan asked for help, Dimitrios reached

5
 Activity 2 - Describe the elements of group dynamics and conflict resolution methods.

Describe two examples of conflict resolution methods.

rudely that I dont want my staff to suffer as your store is very far and their car lift wont drop them to
your store and he closed the conversation.

Jonathan was very furious and again asked for the casual staff. I explained him again that it would
increase your cost.

I invited them to sit down and look for a solution.

I used Interest Based Relational Approach to the situation. I made sure that both the managers feel
respected and understood. During the meeting, I behaved courteously and consensually and
suggested both the managers to do the same and make sure that the good relationship is a priority. I
advised them to separate people from the problem and listen carefully to understand each others
point of views. Encouraged everyone to use active listening skills.

I set out the facts about TDB having extra staff and CPK needs 15 staff for 3 days. Taking staff from
agency would cost us double.

For the transport of the staff, Jonathan agreed to give them extra transport allowance for 3 days, which
was a very small amount compared to the cost of staff from agency.

6
Activity 3 - Apply project management techniques. Apply problem solving techniques. Apply a range of
methods for Influencing, Persuading and Negotiating with others.

Project Sample: I would take the same example mentioned under elements of Group Dynamics on
page no. 3.

Project Management Techniques:

Gantt Chart: The most preferred project management technique for these kind of project is the Gantt
Chart. As demonstrated in the annexure 1 Gantt Chart, all the tasks are mentioned to track results.
By providing a visual overview of the milestones and key dates, this chart offered us a best method to
track our deliverables in daily/weekly/monthly/yearly basis. In a glace we can see the progress of the
project and the gaps. To develop the Gantt Chart, we had a brainstorming session using Work
Breakdown Structure, in which we detailed a list of activities and sub-activities. Below are the steps
we followed.

Project Work Input in the Project

Task
Objective & Breakdown template and Implementation
Relationshp
Strategy structure updation Review

Project Evaluation & review

Fig 4: Stages for project planning

SMART: Other way to plan and track performance of project is SMART objectives. As attached in
annexure 2 - SMART Goals. Specific, measurable, attainable, relevant and time bound targets are
identified and weekly updated with the team and expected problems to be discussed and solved.
Problems to be escalated if the risk is higher.

Problem Solving Tool: During this project, we had problem about the salary structure. Company
salary structure was Basic Salary plus accommodation, transport provided plus one duty meal.
Whereas, during the agency registration the salary structure must be mentioned as per POEA rules
Basic, HRA, Transport and Food Allowance of SAR 300. Adding additional food allowance would cross
the budget.

The method we used to solve the problem was De bono six thinking hats. Team involved in the
discussion adopted thinking style associated with each color.

Information Known company salary structure Basic plus accommodation, transport

provided plus one duty meal. Whereas salary structure as per POEA Basic salary plus benefits
plus food allowance SAR 300.

Sunshine The positive side of the problem is that we are aware that the salary structure as
per POEA is different.

7
Activity 3 - Apply project management techniques. Apply problem solving techniques. Apply a range of
methods for Influencing, Persuading and Negotiating with others.

Negative outcome using our salary structure might lead in rejection of the agency
registration and it can delay arrival of the staff in Saudi.

Intuition If we change the salary structure as per POEA, existing employees in UAE might
get upset as they dont get food allowance separately.

Creativity We would register the salary as per POEA rules and give two offer letters to the
candidates one only for POEA clearance and other one with a declaration saying that the
actual salary they would receive is as per company structure. The salary total remained same.
Hence there were no objections and we used the company salary structure and employees
agreed to it.
Process Control Person wearing this hat made sure guidelines of six thinking hats applied.
Because we got the solution so we didnt re-route our thinking process.

Influencing - In our office, we have different nationalities. Filipinas are comfortable talking in Tagalog,
Indians in Hindi, Arabs in Arabic. Few colleagues were not comfortable as they felt it very rude. Head
HR also noticed this discomfort among the teams. He emailed all the department heads to use English
as the business language. I made sure to talk in English only. If any colleague used any other
language to talk with me, I would respond only in English. Slowly and gradually the office environment
changed. I was influencing my colleagues with the role modeling behavior.

Persuaded - During the same project, a Site Engineer Arif travelled from Dubai to Saudi to review
progress of the projects. Head of Operations Erol wanted Arif to move Saudi permanently. Using his
Legitimate power, he ordered Arif to move to Saudi. Transferring Arif would also increase Erols Saudi
budget. Arif was not comfortable as he stayed with his family in Dubai. Arif mentioned to me about
resigning. Arif was a very good resource and his Department head didnt want to lose him. I intervened
in the situation explained to Erol that if you move Arif to Saudi, his salary will be added to your budget,
if you take him you wouldnt have budget to hire Area Manager which is a priority. Secondly Arif is not
happy moving to Saudi and he wants to resign. You need to ask for his willingness also. With the help
of the information I had on the budgets, I could persuade Erol to keep Arif in Dubai only. I used here
French and Raven theory of forms of power - Information.

Negotiated During the same project, we negotiated with the Recruitment agency which would help
us with sourcing of the candidates and medical and visa stamping of the candidates. Their initial
proposal was USD 250 per visa stamping. We wanted to hire 120 staff and it would have costed us a
fortune. During negotiating we sensed that the agency needed our business and after many
discussions negotiated them down to USD 100. I also agreed if their deliverables for Saudi are met,
we would give them business for Qatar location also. I used here The Persuasion Tools Model from
Andrea Reynolds using high intuition and low influence.

8
Activity 4 - 3.1 Undertake a self-assessment of HR professional practice capabilities to identify continuing
professional development needs. 3.2 Produce a plan to meet personal development objectives based on
an evaluation of different options.

3.1 Self-Assessment

After taking self-assessment on Employee Relations from the My CIPD Map I found that I am
competent in areas like taking lead to resolve employee relations issues and acting as facilitator. I
need to develop my skills to take a lead on compliance of ER policies across organization and
understanding risks by analyzing situations.

3.2 Plan to meet personal objectives:

In addition to the findings in My CIPD Map, I have also taken Coaching the team, Influencing skills and
cross functional knowledge for my annual personal development plan.

I spend 1 hour everyday day with my team for service delivery and helping them to deliver on time and
on agreed service level. I want to help my team to understand/ review their job
responsibilities/objectives and develop a personal developments plan. And help them for individual
development.

Also, I spend 2 hours every day managing employee relations. I want to make it more structured and
standard across the organization and have a meaningful analysis and better at making decisions.

I have also included Cross Functional knowledge and perspective. In my organization, all departments
meet once in a week to discuss progress of the projects. My understanding of other business functions
will help me integrate and deliver better results. Overall my PDP plan (attached annexure 3 PDP)
would help me to be more structured and influential at work.

9
References:

CIPD. (2017). CIPD Profession Map. Available: https://www.cipd.co.uk/learn/career/profession-map.

Last accessed 20th April 2017.

CIPD. (2017). My CPD Map. Available: https://www.cipd.co.uk/learn/cpd/map. Last accessed 20th

April 2017.

Ralph H. Kilmann. (2015). An Overview of the Thomas-Kilmann Conflict Mode Instrument

(TKI). Available:http://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-
instrument-tki. Last accessed 20th April 2017.

The de Bono Group. (2017). Six Thinking Hats. Available:

http://www.debonogroup.com/six_thinking_hats.php. Last accessed 20th April 2017.

University of Bradford. (2017). Reflective Writing. Available: http://www.bradford.ac.uk/wimba-

files/skill-space/Reflective_Writing_HTML/page_02.htm. Last accessed 20th April 2017.

William L. Ury, Roger Fisher, Bruce Patton (1991). Getting to YES. 2nd ed. London: Penguin Books.
15-81.

10