1.0 Introduction and Background Information
In the modern business environment, the core-function of leadership is to achieve a collective role in organization operations. According to CIPD (2019a), the most successful human resource (HR) professionals have distinct approaches to their roles, sharing a diverse range of personality traits, attributes, and beliefs. As noted by Cohen (2015), these skills are developed over time despite being critical determinants of an individual manager’s effectiveness with their development depends on being aware of differing cultural contexts and operating environments. In CIPD (2018a), this practice is identified as a continuous professional development (CPD), which includes an integration of approaches, ideas, and techniques that are critical in assisting an HR practitioner in managing their individual learning and growth. This development plan is characterized by the view that there is no leadership skill that can be described as one-size-fit-all, but it is a continuous process. Based on this background information, this portfolio intends to provide guidance on developing a strong sense of self-awareness. Also, a range of definable skills critical for successful management practice and effective leadership has been established. These include decision-making skills, management of financial information, budget management, team working, and interpersonal skills. In the end, continuous professional development is developed.
1.1 CV used in Applying for a Post in HR
In job applications, CV is an ultimate selling tool. According to CIPD (2018b), to be selected in an interview, a CV is used in showcasing the skills and experiences with this step being critical as employers receive hundreds of applications in every job advertisement. The contents included in a CV, including contact details, personal statements, career history and qualifications, training, and education. A detailed CV is shown in appendix 1.
1.2 Slides for Individual Introduction during Interview for a Post in HR
See appendix 2
1.3 Evidence of Development and Effectiveness in Five Skills
In order to appreciate the different skills development and effectiveness, the CIPD professional map can be taken into consideration. According to CIPD (2017), the CIPD Profession Map is used in setting distinct standards for the HR professionals globally in regard to activities, knowledge, and behaviours essential for their success. This map is adopted in distinct organisations in benchmarking and building HR capabilities from an individual, team, and function and entity levels. These skills in the map represented by decision thinker, skilled influencer, personally credible, collaborative, and driven to deliver, the courage to challenge, and role model demonstrate a successful management practice and an effective leadership process. In this report, different skills are evaluated, which include management of interpersonal relationships, decision-making, and problem-solving, leading and influencing, interpreting financial information, and managing finance and demonstrating people management skills.
1.3.1 Management of Interpersonal Skills
From individual experience managing employees, I have noted that it is possible to be a knowledgeable HR practitioner with well-developed personal plans but be ineffective in their roles. To solve this, CIPD (2020) suggested the need to have effective relationships with other people working together. In order to achieve this skill, I have to purpose in creating effective teams and team-building, assertiveness, interpersonal communication, and effective negotiation. For instance, I need to understand and practice the Tuckman et al. (1997) team’s development phases (forming, storming, and norming, performing, and adjourning. This is on top of appreciating team dynamics, team norms, team size, team style and effective teams. Additionally, my intention is to engage myself with activities that present me to opportunities to handle emotions and conflicts, networking issues, negotiations and acting in a politically astute and ethical manner to secure the HR objectives by collaborating more with all stakeholders.
From the HR Profession Map 2013, I believe that I am best positioned to move from band 1 to 2 which is the first transition. This is through building and testing a range of interpersonal skills, which include communication, listening, relationship management, and influencing (CIPD, 2017). From a previous review I have received in the past from my managers, they noted that I am yet to master partnering, consulting, influencing, engaging and communication skills. Hence, I cannot move from band 2 to 3 or band 3 to 4. Nevertheless, they have noted that I positively focus on a broader team agenda rather than individual agenda and manage performance and delivery of others on whom the performance is dependent and sufficient time offered in coaching and support. Hence, from their feedback, I must focus more on the need to build and test a host of interpersonal skills which include communication, listening to others, relationship management, and influence. In summary, others areas of focus are as shown in figure 1;
Figure 1: Management of interpersonal skills
The CV provided in appendix 1 provides a detailed management of interpersonal relationships.
1.3.2 Decision-Making and Problem Solving
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