developing professional practice and using information in hr · developing professional practice...
TRANSCRIPT
Developing Professional
Practice
and Using Information in HR
Module Code: MOD001181
Ms.Ananthalakshmi
The Concept- Thinking performer
The thinking performer continuously
update their professional knowledge and
‘add-value’ to the businesses by which
they are employed
a conceptual device for focussing new
entrants to the profession on both
thinking and reflecting on the one hand,
and performing and doing on the other
The concept- ‘thinking performer, a breed of
professional who can, through acquiring a
topto-toe, thorough knowledge of their
business, have a tangible influence on
corporate strategy’ (Whittaker and Johns
2004: 32-33).
The framing of the concept by the CIPD
is tightly bound with expressions like
‘strategic’, ‘value added’, ‘customer
advantage’, and ‘doing things cheaper,
better or faster’
The matrix-
Lifetime Liability - the employee who neither
performs nor thinks
Wish-List Dreamer - the thinking non-
performer who, if he has ideas, keeps them to
himself
Automated Bureaucrat - the non-thinking
performer who does what he's told and no
more
Thinking Performer - the ‘strategic activist’
employee who adds value through continuous
challenge and self-imposed improvement goals
What it means?
The Thinking Performer paradigm reflects a
behavioural model of people at work which is
characterised by the following patterns of
action:
The efficient delivery of expected results and
performance of required processes – the
'performance' element.
Periodic reflection on the way things are
currently done in order to seek ways of doing
them better, cheaper (at lower costs) or faster
(with improved response time).
What it means? Challenges about the things that are currently
done, the procedures followed, the systems
already in place, in order to check whether
these systems genuinely add value and make a
positive difference to the desired outcomes.
Clear understanding of and commitment to the
purposes behind tasks and activities, so that the
'means' never gets in the way of the 'ends'.
Assimilation of appropriate, defensible and
consistent ethical attitudes, plus a preparedness
to articulate concerns when the circumstances
are justified.
The characteristics- The Automated Bureaucrat is the person who
carries out instructions blindly, without
necessarily knowing (or caring) about their
purpose. This individual believes it to be
acceptable to be told that a procedure is
justified ‘because it has always been done that
way’ and will take refuge in plausible arguments
about, say, the legal justification for certain HR
actions without bothering to check the
evidence. The non-Thinking Performer
considers that he or she 'adds value' through
enforcing legal and ethical compliance,.
Wish-list dreamer
Wish-List Dreamer will privately regard many
of the things he or she is required to do as
absurd, indefensible, inefficient, even immoral or
corrupt, but will say nothing about these
concerns even when invited to do so . The
Thinking non-Performer often knows a better
way yet does not share it with others (apart,
perhaps, from those outside the organisation),
and therefore cannot demonstrate any
opportunity to 'add value' to the organisation.
Lifetime liability
The non-Thinking non-Performer is a Lifetime
Liability to the organisation. This individual
neither delivers task performance, nor results,
nor improvements, yet devote a good deal of
time and energy to the development of
'reasons' why agreed outputs are unattainable
and tasks unfulfilled. The Lifetime Liability is a
poisonous influence in the enterprise,
subverting its goals and its values, always
interpreting its vision cynically, seeking to infect
others with similar attitudes.
The Thinking Performer 1. Consciously seeks to contribute to underlying
organisational purposes
2. Reinforces the compliance role of the
HR/personnel function (both legally and ethically)
3. Challenges the way in which things are done, to
find solutions that are better, cheaper or faster
4. Keeps in touch with their 'customers' through
networking in order to understand the business
better, reacts to feedback and proactively
develops.
Characteristics of Thinking
performer Personal drive and effectiveness
People management and leadership
Business understanding
Professional and ethical competence
Added value
Continuing learning
Analytical and intuitive/creative thinking
Customer focus
Strategic capabilities
Good interpersonal skills.
The prototype-
The competent release of ordinary
outcome and presentation of necessary
method - the 'performance' ingredient.
Interrupted evidence of how the work is
done currently, so that there are ways of
enhancing it ,affordable or quicker.
Questioning the work that has been done
recently, in which all the measures are
considered, that organisation is in the
right position,
Why in HR?
The contribution of human resource
professionals falls in three categories:
creating an organizational environment that
is supportive to learning and development
developing and sustaining in employees an
individual orientation towards learning and
skill growth
providing staff with the direct skills and
knowledge required for working in the
changed environment.
Why in HR?
HR as a strategic function
Proactive people management
Change agent role aiming better
performance
Crisis prevention
Continuous improvement
HR deals with 3 people set-
The engaged employees - loyal, productive, task-
effective, more inclined to recommend their company
to friends and family. These constituted a mere 17 %
The non-engaged employees - productive (they do what
is asked of them) yet not psychologically bonded to the
organisation, capable of being tempted opportunistically
by job vacancies elsewhere, instrumentally motivated.
This group made up 63 per cent
3. The actively disengaged employees - physically present
but psychologically absent,characterised by negative, un
co-operative attitudes, hostile behaviour or a refusal to
become involved. These employees form 20%
Is it a reality?
Senior management is authoritative
Little employee participation
Expected to do as they are told
Concept applies at higher levels
Could not work in strict production
environment
WHAT IS THE REMEDY TO PRACTICE?
Discuss?..........
Does it matter?
“We've gone from telling
people, “Come in and build
cars” to having a group of
people that are thinking.”
Marin Burela, Manufacturing Director.
Land Rover's Solihull plant,
Next Generation of
HR
Service Driven
Process Driven
Insight Driven
Business Savvy
Understanding the business model at
depth
Generating insight and impact
through evidence and data
Connecting and collaborating with curiosity, purpose
and impact
Leading with integrity,
consideration and challenge
CIPD (2012) Business savvy: giving HR the edge
Objectives for session
Identify how the HR Practitioner adds
value to an organisation
Recognise the CIPD ‘Thinking Performer’
Examine the Next Generation of HR
Understand what the CIPD refers to as
being ‘business savvy’