1.1 
Human
Resource Professional Map (HRPM)

The architecture of the CIPD map is simple and flexible. It
includes often professional areas, eight behaviors, and four bands.

1-     
Core
Professional Areas

Two professional areas sit at the heart of the HR profession and
apply to all HR specialties without regard to role, location, or career stage.
The main areas of professionalism entail leading human resource (HR) as well as
insight, strategy, and solutions.

a)                 
Insights,
Strategy, and Solutions

This area recommends HR personnel to develop knowledge of the organization
and its business environment. An HR professional can use this knowledge of the
organization and its external environment to meet the immediate and strategic
goals of the company.

b)                 
Leading
HR

This core professional area outlines the role of the top HR
manager. The map calls on HR practitioner to act as a role model leader by
perfecting the contribution that the specialist function makes in the entire
organization through individual efforts and by developing, supporting, and
assessing others.

c)                 
Organizational
Development

The practitioner is recommended to ensure proper design of the
organization to deliver largest effect in
the short- and long-term.

d)                
Organizational
development

The HR practitioner is recommended to find competencies to align
with strategy, personnel, and procedures to maximize effectiveness and reach
the goals of the organization. The practitioner should also design
interventions to mobilize the relevant culture, skills, and performances
besides giving leadership and insight on the change management, including its
strategy, planning, and execution.

e)                 
Resourcing
and Talent Planning

Under this professional area, the map calls for an HR to ensure
that the firm has the relevant talent, sources, and capabilities to do
ambitions in the present and in the future.

f)                  
Learning
and Development

Here, the map calls for an HR leader to develop employees and
organizational competencies and knowledge to achieve immediate and future
requirements. It also recommends the practitioner to develop a learning culture
to embed development of various capabilities.

g)                 
Performance
and Reward

Under this area, the map tells HR practitioners to help creation
and sustenance of an effective organizational culture through the delivery of a
program that recognizes and reward crucial capabilities, behaviors, skills,
performance, and experiences. The practitioner should offer a reasonable,
relevant, and cost-effective reward system as per the market trend.

h)                 
Employee
engagement

An HR leader should work to reinforce the connections that workers
have with their tasks, colleagues, and the firm to help them experience
fulfillment and contribute towards the firms’ goals. This approach will help
employees give special attention to effective management and leadership.

i)                   
Employee
relations

Under this area, an HR leader must guarantee that the individual
and the collective relationship between the company and its employees are
managed properly within a framework defined by the organizational culture,
policies, practices, and laws.

j)                   
Service
delivery and information

An HR practitioner should ensure customer-centered delivery of HR
services across the whole employee lifecycle, employing exceptional management
of processes and projects to achieve effective service delivery. The HR lead must also supply useful analytics to help
business improvement (Chartered Institute of
Personnel and Development .

Behaviors

This part of CIPD map outlines 8 behaviors and professional needs
of HR practitioner. Each of the behaviors is explain in all the four bands of
competence.

k)                 
Curious

An HR focuses on the future, is inquisitive and keeps his mind open
to ideas and options to add value to the company.

l)                   
Decisive
thinker

This corresponds to the ability to evaluate and understand data and
information easily. This behavior means that the HR professional can determine options, give recommendations, and
makes a strong decision based on
available information.

m)               
Skilled
Influencer

It describes the ability to mobilize the commitment and support of
others to further the mission and vision of the organization.

n)                 
Personally
Credible

This behavior describes an HR to
achieve professionalism by applying relevant skills to deliver value to the
firm.

o)                 
Collaborative

It describes the ability to work effectively and inclusively with
people inside and outside of the organization.

p)                 
Driven
to Deliver

An HR practitioner should express determination, creativity, and
purpose to achieve the best for the firm.

q)                 
Courage
to Challenge

The HR specialist approaches any challenge with courage. Speaks
courageously and confidently to challenge those resisting

r)                  
Role
Model

This behavior means leading by examples always. The HR
professional’s express integrity, fairness, and
autonomy in all them do.

s)                  
Bands

The understanding and practices enshrined in the ten professional
areas above are displayed in 4 bands together with behavioral statements. These
bands are described as follows: 

t)                  
Band
1

The HR responsibility under this band is delivering fundamentals.
It is client support and processing activity that can be immediate or
continuing.

u)                 
Band
2

It includes adviser and issues led. The HR roles include
recommending and managing HR problems, whether current or near-term.

v)                 
Band
3

It denotes consultant and co-operative partner roles. The HR
responsibilities involve addressing challenges at organizational levels, medium
or longer.

w)               
Band
4

It is the role of a coach. The responsibilities involve developing
the organizational strategy, and HR strategy, and collaborating with the customer.

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