Development actions· Make sure you are an active part of the Free Essay Example

Development actions

· Make sure you are an active part of the budget development process for projects you’re involved in. Spend time with the finance team to build a good relationship with them, and demonstrate your commercial thinking through fully demonstrating a return on investment for all your projects.

· Ensure your development plan includes continuing development of your own knowledge and expertise. Make sure you remember to develop areas of expertise that interest you less, as well as those which you’re actively involved in – it will make you a more rounded professional.

· Seek out a mentor in the organisation who works in a different area to you. Spend time with them to discuss your development plan, and ask for feedback and coaching from them to support you.

· Undertake a learning needs analysis for your team – against the requirements of their roles, and also what they will need to deliver for the business in the next 12 months. Consider different ways of introducing new skills to the team which will make them more effective in the way they support the business on people issues.

· Take opportunities to coach members of the HR function outside of your direct team. Seek out relevant managers from within your organisation who could mentor and coach HR team members to provide a broader perspective.

· Identify metrics on your current business scorecard against which HR can be measured. Develop appropriate people metrics which can be used to assess the impact of your people strategy on the organisation’s performance and finances.

· Towards the end of each financial year, ask to be involved with the development of next year’s HR budget. Share your insights into the people priorities that your team needs to focus on for the next 12 months, and have ready some costed plans to support those budgets. Take responsibility for one or more budgetary areas for the for the HR team.

· Take the lead on overseeing people planning for your department to ensure they are not only integrated into the overall people strategy, but that they are integrated with each other.

· Reseach the latest thinking on motivation and engagement from the CIPD website. How could you adapt the approaches further to benefit your team?

· Share your approach to managing and evaluating team performance with your peers across the organisation. Can you develop a consistent approach across HR which demonstrates the impact of HR on the business?

· Spend time with the finance team to understand how to read and use budget sheets, P&L sheets and other financial information which is regularly shared in the organisation (don’t limit yourself to HR financial data – consider data around the organisation’s performance as well).

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Reading & Research

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Rees and French

BOOK: Leading managing and developing people

French

BOOK: Cross-cultural management in work organisations

Watson and Reissner

BOOK: Developing skills for business leadership

PODCAST: CIPD Podcast 57 – Using metrics to drive value through people

RESEARCH: The innovation imperative: the challenge for HR

RESEARCH: Understanding the business issues in partnering arrangements

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· Courses & Events

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QUALIFICATION: Advanced Certificate in Human Resources

QUALIFICATION: Advanced Diploma in Human Resource Management

QUALIFICATION: Advanced Diploma in Human Resource Development

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STUDENT ASSESSMENT

Your assessment results

Insights, strategy & solutions

Summary

Insights, Strategy and Solutions is about developing your understanding of your organisation and its context, and using these insights to develop strategies and solutions which meet the needs of your business in the short and long term. At your level you typically need to network widely and use your knowledge of HR and business trends, best practice and thought leadership to understand the organisation and its people capability. You’ll use information about the organisation’s financial performance and strategic goals to develop detailed and costed business cases for new HR projects which identify return on investment. You’ll work with the business to create and implement HR solutions and programmes, and will be able to demonstrate the impact on the organisation using HR and business metrics.

How prepared am I?

What you’ve told us indicates that your knowledge and skills in this core area are meeting expectations. This usually applies to someone who uses their strong experience and expertise in HR to meet the needs of the organisation, and who is contributing to sustained organisation performance at this level.

Below, we show you the areas where you’re particularly strong, areas where you’re competent and areas where you have skill and knowledge gaps. If you’re keen to increase your knowledge and improve your skills in Insights, Strategy and Solutions, you should consider the courses, reading materials and practical development actions that we’ve recommended for you. These recommendations reflect your individual strengths and development areas based on what you’ve told us in your assessment. Your score suggests you’re ready to assess yourself against the next level up. To do this, return to the home screen and select a different job level.

What’s it like applying Insights, Strategy and Solutions at a more senior level?

In order to be able to work at the next level up within the HR profession, you typically need to partner with senior colleagues to develop insights into the organisation’s strategy, and understand the commercial drivers which impact your business in the long term. You’ll stay ahead of the latest HR innovations, using them to inform the way you develop and cost business cases for significant people projects. Working with business heads and directors, you’ll be accountable for the delivery of large, organisation-wide people programmes, and measuring the impact on the business through people and financial metrics.

What are my strengths and gaps for my current level?

Where I am competent

• · Networking with specialist colleagues and experts to understand trends and innovations in HR
• · Bringing insights into the organisation to identify opportunities, risks and priorities
• · Developing business cases for HR solutions with appropriate costings
• · Implementing HR solutions that address organisational risks and opportunities
• · Up-to-date best practice and thought leadership in HR / specialist area
• · The organisation’s performance (including financial performance)
• · The capabilities and skills that are needed in the organisation to make it competitive
• · Relevant law for own role (or where to access legal information if required)

My Gaps

• · Developing HR solutions that address organisational risks and opportunities
• · Evaluating the impact of HR programmes and projects
• · Significant issues currently affecting the organisation, including external factors (eg, legal, financial, market factors)
• · Project management tools and approaches
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? Development actions

· Build your external network by attending events and conferences and getting to know experts in other organisations and HR specialisms.

· Spend time reading and researching the latest HR thinking using the CIPD website and other relevant people publications. Pick one or two insights that could improve the way things are done in your organisation, and share them with your peers and colleagues.

· Spend time with business managers to clearly understand issues which are causing problems in their department. Ask open, probing questions to find out what the people impacts are of these problems, and brainstorm different solutions with your colleagues.

· Share your approach to writing business cases (including cost-benefit analysis and evaluation metrics) with colleagues and your team. Ask them for feedback.

· Share your own approach to project implementation with others in the organisation, and develop them to take on aspects of implementation themselves.

· Continually ask ‘what’s the impact of this?’ at all stages of a programme or project – before, during and after. Develop people metrics which can be measured both quantitatively and qualitatively.

· Regularly read commercial and financial publications and reviews to ensure your business knowledge is up to date.

· With your team, review your department’s objectives and consider how they contribute to the organisation’s specific performance measures.

· Build your external network and make time in your week to read the major business and news publications and understand how external factors can impact your organisation.

· Review other organisations’ approach to recruiting, retaining and developing talented people. What elements of their approach could you successfully adopt in your organisation, or with your business area?

· Create an internal / external forum with your peers and network to share employment law concerns, and keep others up to date on new changes to legislation.

· Spend some time shadowing an expert in project management to understand the principles and practice of project management, and any specific approach to projects which is taken in your organisation. Update yourself on the most popular project approaches, such as PRINCE 2.

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Reading & Research

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Iles and Zhang

BOOK: International HRM

Roper, Prouska, and Ayudhya

BOOK: Critical issues in HRM

French

BOOK: Cross-cultural management in work organisations

Hughes

BOOK: Managing change

Muller-Camen, Croucher and Leigh

BOOK: HRM a case study approach

RESEARCH: Leadership: easier said than done

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Courses & Events

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QUALIFICATION: Advanced Certificate in Human Resources

QUALIFICATION: Advanced Diploma in Human Resource Management

QUALIFICATION: Advanced Diploma in Human Resource Development

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