PricewaterhouseCoopersChartered Institute of Personnel Development DEVELOPING PROFESSIONAL PRACTICE Student NameTatevik ManasyanStudent Number52261789 CourseCIPD Qualification Intermediate

PricewaterhouseCoopersChartered Institute of Personnel Development
DEVELOPING PROFESSIONAL PRACTICE
Student NameTatevik ManasyanStudent Number52261789
CourseCIPD Qualification
Intermediate (Level 5)
Certificate in HR Management (CHRM)
Date26.06.2018
Word count3841

EXECUTIVE SUMMERY
What is necessary to be an effective and efficient Human Resource Professional?
The CIPD has created an HR profession map that offers a comprehensive view of how HR professionals can provide insights and solutions to their businesses. This map is organized around how HR can provide leadership and insights in eight behaviours, ten HR professional areas and four bands of professional competence.

All these competencies are used to form a team.

Business is one big team.

So much is said about the fact that the team must have a shared goal, which can be achieved only together. But only goals are not enough, because after the formation of the team sociological effects come into play.
Bruce Tuckman formulated FSNP model that describes how the team members first come together, welcoming, polite and not a little wary, how they descend into conflict while establishing their positions, how the boundaries are eventually and sometime tortuously established and, if all goes well, how the team reaches a place of stability where it can perform to the best of its combined abilities.

In this report I will try to answer this question on the basis of world experience and my knowledge and skills.

CONTENTS
INTRODUCTION4
Activity 1  4
Activity 2  7
Activity 3  10
Activity 4  11
Development Plan13
Conclusion14
Appendix 115
Appendix 216
References17

INTRODUCTION
In this report outlines my understanding what is required to be an effective and efficient HR professional and apply CPD techniques to construct, implement and review a personal development plan.

In this report I am using an example from my company where I’m part of a project team.
As an acknowledged leader of the Russian market of commercial real estate development we are realized investment programs, management, development and exploitation of commercial real estate.
Activity 1
The CIPD has created an HR profession map that offers a comprehensive view of how HR professionals can provide insights and solutions to their businesses. This map is organized around how HR can provide leadership and insights in eight behaviours, ten HR professional areas and four bands of professional competence.

These professional areas and behaviours important for the following reasons:
The Profession Map in professional areas describes what need to do, what need to know and how need to do it within each professional area at four bands of professional competence, in behaviours area describes the behaviours and HR professional needs to carry out their activities across for bands and in bands and transitions area describes the four bands of professional competence and the transition challenges faced when moving from one band to the next.

The CIPD profession map consists of 2 core professional areas: Insights, strategy and solutions and Leading HR.

Insights, Strategy and Solutions is about developing understanding of organisation and its context, and using these insights to develop strategies and solutions which meet the needs of business in the short and long term. Working with business heads and directors, in this area HR professional will be accountable for the delivery of large, organisation-wide people programmes, and measuring the impact on the business through people and financial metrics.

Leading HR is about maximising the contribution that HR makes in organisation by supporting, developing and leading others across the business, and by acting as a role model. In this area HR leader need to demonstrate strong people management and leadership capability, bringing a commercial mindset to both HR and the business.

HR leader will translate the people strategy into operating and financial plans, ensuring that people services are delivered at best value. HR leader will continually seek out and act on feedback, building the professional, technical and commercial capability of the HR team.

I will now briefly outline the other 8 professional areas:
In Organisation Design HR professional configuring the structures, capabilities, systems and processes to align the organisation to its strategy and goals. In this area need to work with senior managers to understand what the organisational priorities are.

In Organisation Development, HR professional taking a systems based approach to aligning the organisation’s strategy, culture, people and processes to enable it to run as effectively as possible in pursuit of its goals. HR professional need to interpret business priorities to align the organisation’s structure, people capabilities, systems, process and culture in such a way that they support the business’s goals. There will be need to be aware of what’s going on in the business world.

In Resourcing and Talent Planning HR professional will work to make sure the right people – with the right talent and capability – are in the right place at the right time, to help the organisation achieve its goals.

In Learning and Development HR professional need to think about the future needs of the business and the people capability required, creating a learning culture. HR professional will work with senior managers to create L;D strategies that address key gaps in capability, and will lead the design of major programmes that form part of those strategies.

In Performance and Reward HR professional typically need to identify the reward requirements by reviewing the organisation’s strategy, demographic profile and market activity. In this area HR will work alongside key stakeholders to come up with reward plans that are tailored to the organisation.

In Employee Engagement HR professional typically need to focus on the link between employee engagement and the organisation’s overall performance. HR professional will work with managers to make sure employees and other stakeholders understand and respect the organisation’s values and behaviours.

In Employee Relations HR professional typically need to focus on creating a culture of trust and fairness between employees and the organisation. HR professional will work with managers, senior leaders, unions and other bodies to maintain a positive working environment, and will deal with sensitive employee relations cases when they arise.

In Service Delivery and Information HR professional typically need to understand the HR service delivery needs of internal customers and make sure those needs are met. HR professional will lead the selection and management of HR suppliers, making sure that a quality service is provided at a reasonable cost.

I will now briefly outline the other 8 behavioural areas for HR professional: Curious, Decisive thinker, Skilled influencer, Personally credible, Collaborative, Driven to deliver, Courage to challenge, Role model:
HR professional displaying curiosity always future-focused, inquisitive and open-minded, seeking out evolving and innovative ways to add value to the organisation.HR professional displaying decisive thinking, demonstrating the ability to analyse and understand data and information quickly. Using information, insights and knowledge in a structured way to identify options, make recommendations and make robust, defendable decisions.

HR professional displaying skilled influencing, demonstrating the ability to influence others, and to gain the necessary commitment and support from a range of stakeholders to achieve the organisation’s goals.

HR professional displaying personal credibility, builts and delivering professionalism by combining commercial and HR expertise to bring value to the organisation, stakeholders and peers.

Demonstrating collaboration, HR professional works effectively and inclusively with a range of people, both within and outside the organisation.

Displaying a drive to deliver, HR professional demonstrates determination, resourcefulness and purpose to deliver the best results for the organisation.

Displaying courage to challenge, HR professional demonstrates the confidence to speak up skillfully and challenge others, even when confronted with resistance or unfamiliar circumstances.

When HR professional acting as a role model, acts with integrity, impartiality and independence, balancing personal, organisational and legal parameters.And finally I will briefly outline the Bands and transitions – how to develop from one role to another, split into four bands of competence which illustrate the hierarchy of the profession including eight behaviours and ten HR professional.

Band One Supports colleagues with administration and processes. Effectively manages information and data and is customer orientated.

Band Two Advises on and/or manages HR related issues relating to an individual or a team. Has a clear understanding of the evaluation process and the solutions available.

Band Three Leads a professional area acting as a consultant or partner, addresses key HR challenges at an organisational level for the medium and long-term.

Band Four Leads and manages professional areas and/or the organisation. Responsible for developing and delivering organisational and HR strategy.

For full and competent answer on the question what it means to be an HR professional, we also must consider David Ulrich’s model.
David Ulrich, in his book HR Champions, identified four roles that HR professional plays: employee champion, administrative expert, change agent and strategic partner.

This model is meant specifically to organize human resources functions. David Ulrich suggested that in large-scale businesses, HR functions should be compartmentalized into four segments.

At all times HR department is responsible for staying aware of employee interests and making sure they are protected. The employee champion is the role in charge of gauging employee morale and satisfaction and using that information to create a positive atmosphere in the company where people will want to work.

The employee champion also leads initiatives to improve morale and employee experience, helps the change agent with offering training and professional development opportunities.

The Administration Expert role within HR is responsible for numerous different types of tasks.
On one end the administration expert follows changes in legislation, regulation, occupational health and safety rules, helps the organization adapt in order to stay compliant with those laws and on the other end the administration expert is responsible for organizing personal employee information and making sure that it is up to date.
An administration expert is a key person in helping an organization adopt modern, paperless policies for storing information, securing and sharing personnel data.

The role of Change Agent includes identifying and framing problems, building relationships of trust and fairness, solving problems, creating, fulfilling action plans.
As change agents who initiate change, HR professionals help define why change matters, what should be changed, and who supports the change.

The Strategic Partner HR role focuses on aligning HR strategies and practices with business strategy.

Strategic Partners can make a huge difference in the effectiveness of a company.

As strategic partners, HR professionals help their organizations know where they fit in the context of business trends and stakeholders; how they can identify, anticipate, and identify customer expectations; and how they can facilitate the creation of strategy.

Activity 2
So much is said about the fact that the team must have a shared goal, which can be achieved only together. But only goals are not enough, because after the formation of the team sociological effects come into play.

And then Bruce Tuckman came to our aid, who was able to investigate thousands of teams commissioned by the US Department of Defense.

On the basis of these studies, Bruce Tuckman formulated his concept, which we now gratefully use.

This concept consists of four phases: Forming, Storming, Norming, Performing (FSNP model).

Bruce Tuckman created the model back in 1965 and a decade later added a fifth element, ADJOURNING, to describe the break up of a team after its project is completed.
The model describes how the team members first come together, welcoming, polite and not a little wary, how they descend into conflict while establishing their positions, how the boundaries are eventually and sometime tortuously established and, if all goes well, how the team reaches a place of stability where it can perform to the best of its combined abilities.

Forming
At this stage a team is formed.

Everyone wants his behavior to be accepted by others in the group and deliberately avoids disagreements and conflicts.
Feelings and other personal experiences are avoided and people focus on performing routine tasks. At this time, organizational tasks are being solved: who does what, when it is better to hold meetings, etc. Each participant accumulates information and impressions about each other, about the scale of tasks, the methods for solving them, and much more. It’s comfortable to be at this level but the fact that conflicts and all kinds of threats are avoided suggests that nothing essentially does not happen.

Storming
Each group goes to the next level when the participants take up various ideas for discussion.

Group members discuss important issues for example the tasks that are set before them, how they will function separately and together and about which leadership model they will adopt. Participants are open to each other and start a confrontation about ideas and prospects.

In some cases, this level is quickly replaced by the following. In others – the team and remain on it. The maturity of some team members usually determines whether the team is ready to move on. Some team members will focus on trivialities to avoid more serious issues. This level is necessary for the growth of the team. It can be prolonged, unpleasant and even painful for team members who are reluctant to go into conflict. Without patience and tolerance the team will not work out.

This phase of development can become destructive for the team and reduce the motivation of the participants. Some teams will not develop beyond this level but if the group survives this stage it will move on to the next – the normalizing stage, when agreement is reached on roles, status, norms and organizational procedures .At this stage, the team leaders should help the participants settle disputes and conflicts and remain guides for the company’s goals and professional behavior. If the conflict is stopped, it can lead to its hidden flow, which ultimately will destroy the process of the formation of the team. The team members will later accept each other taking into account the merits and demerits and this will allow them to interact more comfortably. Ideally they will not feel condemned and will continue to share their views.

NormingAt this level the team comes to the conclusion that a common goal is chosen and a common plan is created for the team. Some will have to abandon their own ideas and agree with other participants to act in command.

All members of the group take responsibility, are ambitious, ready to work to achieve the goals of the team. All easily go on a compromise, conflict and hostility in the team are reduced, there is cohesion.

Performing
At this level teams can function as one whole as they find methods to do the job smoothly and effectively without inappropriate confrontations or without external control.

Participants in this phase are motivated and knowledgeable. They are competent, autonomous and can make decisions. Disagreements can arise and be completely acceptable as long as they are acceptable to the team. Leaders in this phase are always sympathetic, their mission is to evaluate the effectiveness of the team, provide feedback, coordinate the individual aspirations of the participants with the goals of the team and promote to the rallying of participants. Even the most highly effective teams under certain circumstances can temporarily return to earlier stages of development.

Many teams go through these cycles of formation many times as they react to changing circumstances. For example changing the leader can return the team to the second level as well as the appearance of new members in the team, who need to understand the way and dynamics of the team.
In 1977, Bruce Tuckman, in co-authorship with Mary Ann C. Jensen, added to this theory the fifth stage: the stage of change or parting adjourning. This stage symbolizes the implementation of the tasks set, the achievement of common goals, and therefore the decline in the activity of the group, the stage of “interrupting the team work.”
As described above, any command during formation goes through the Storming stage.

At this stage there is a very high probability of conflicts.Every conflict is a clash, but not every clash is a conflict. Conflict occurs when negative emotions occur when a person ceases to control himself.

Participants in the conflict can choose a variety of behavior strategies.

R. Blake and J. Mouton distinguish the following strategies of behavior in a conflict situation, where the differentiating factors between them is where they are positioned on a two-dimensional scale with “Value of own goal” on its x-axis and “Value of relationship” on its y-axis, as outlined in the diagram below:

The strategies shown in the diagram assume:
• Avoiding – trying to give the situation as if there is no conflict at all ( I lose, You lose);
• Accommodating – recognition of defeat for the sake of preserving the relationship (I lose, You win);
• Competing – a direct clash and the use of force to resolve the conflict (I win, You lose);
• Collaborating – joint work of the parties for mutual satisfaction of interests (I win, You win).

• Compromising – the exchange of concessions to reach an acceptable agreement (I win some, You win some);
Here is two example of conflict resolution methods from the five;
Competing
This choice in each outcome reduces to the choice: either the gain or the stability of the relationship. Each of the participants defends only their interests, regardless of the interests of the other.
Thus it is possible to resolve the conflict situation if the subject of the dispute is really important for one of the participants and for this it is worth taking risks. However in most cases even if the issue is resolved the losing party is still in a state of hidden conflict and this will necessarily manifest itself in another situation.

Collaborating
The strategy of collaborating is characterized by a high level of orientation both for one’s own interests and for the interests of the opponent. This approach is based on satisfying the interests of both sides and maintaining interpersonal relations. A special place in the choice of this strategy is the subject of conflict. If the subject of the conflict is of vital importance to one or both sides that collaboration is not be out of the question.

Collaboration is the most difficult but also the most beneficial way to resolve the conflict. Only in this case there is full satisfaction of the parties and confidence that the conflict is really resolved and not hidden.
Activity 3
I am using an example from my company where we had to carefully prepare and deliver a project proposal for a management, development and exploitation of commercial real estate, illustrating the various stages of the project development where I was part of a project team.
As an acknowledged leader of the Russian market of commercial real estate development we are realized investment programs, management, development and exploitation of commercial real estate.

When our company won the tender for a management, development and exploitation of Super-regional mall (GLA exceeds 85,000 sqm , owner P Estate, OJSC) we arrange a face-to-face meeting, take a look at the mall and understand the client’s needs.
Once both parties have agreed to go ahead, we start tailoring a proposal, estimating our cost and matching the client needs with our capacity. When we are shaping our proposal several important factors need to be considered, for example: the Estimate Costs and Estimate Project Timeline need to be in the comfort zone for both sides.
The graph in Appendix 1 highlights some factors that we consider when shaping a proposal for P Estate, OJSC.
In this report, I am going to use PMBOK project management tools to explain a recent project.

Following from a first meeting with both managers we noted that their setup involves very brief terms of promotion.
Their business consists of the construction of commercial real estate and renting to a single tenant, who subsequently must promote and provide exploitation.
Our company’s procedure to tailor a proposal is following the five steps used in project management: initiation, planning, execution, monitoring and completion.
Initiation:
In this step we start with a background research on the P Estate, OJSC, collection of source data, this research helps to find out who they are, the size of the company, which sector they are in, definition of goals and objectives and what our major challenges would be.
Then, the next step is a meeting. During the meeting, we review and approval of the concept, we take a careful look at the Mall and clarify their needs.
Planning:
This phase is key to successful project management and focuses on developing a roadmap that everyone will follow.
This part usually takes long because of the many important factors that we need to consider, for example the cost and benefit, how many of our staff we will need to deliver the job and within budget, communicate with staff; find out who is available to do the job.

To implement this project, we need to recruit and staffing a new engineering staff about 60 positions to exploitation of mall.

We need to supply Title Insurance, assurances about staff and bank garantee.
Execution:
This is the phase where deliverables are developed and completed. A lot is happening during this time, status reports and meetings, development updates, and performance reports, we do a test run if possible to gather more information and explore how to allocate staff, resources and logistics.
Monitoring:
In this phase we should identify measuring of project progression and performance and ensuring that everything happening aligns with the project management plan.
We should use key performance indicators (KPIs) to determine if the project is on track, think about an alternative plan in case anything goes wrong, use milestones with start date, check schedules and rearrange the proposal as needed.

Completion:
In this phase we represents the completed project. Finally, we need to collect all project documents and deliverables and store them in a single place.

To visualise the stages of proposal we attach in Appendix 2 a Gantt chart used to monitoring schedules for complex project delivery.
During the project planning, company faced a delicate issue namely the remote location of the mall and setup a supervisor of exploitation to oversee the job at the premises which required additional costs.

We needed to temporarily relocate our leading engineers to a new shopping center to train a new staff.

We tried to resolve this problem using the creative thinking: The mall is situating on the outskirts of Moscow making relocation challenging. We tried to solve this problem by providing transport to our staff using a company car for 16 people.

Subsequently, one of our leading engineers was appointed as a supervisor of exploitation thereby solving the recruiting problem and additional costs.

As the project development, we came across some other issues: one of them is the problem of connecting the mall to the city’s heating networks and obtaining permits, which the owner of the mall had to do at his own expense.

For the full operation of the shopping center, connection to heat networks is a vital factor and this will require additional costs and staff.

We had several conversations with the owners of the mall to explain our costing. Because of the cost implications, we were in better position to negotiate, and found agreement that the owner pay these costs and we will provide an additional staff to conduct communications to heat networks as required by law.

Activity 4
After undertaking a self-assessment on “Leading HR” from the My CPD Map I found it interesting to explore in more detail further development in this professional area: “Leading HR” in conjunction with the core areas: “Organisation Design”, “Organisation Development” and Behaviours.
Below, are the areas where I am particularly strong, areas where I am competent and highlight areas where I have gaps.
Where I am competent:
Demonstrating a commercial mindset in own approach to HR and the business
Confidently challenging leaders and managers
Continually seeking out and acting on feedback to develop as a leader of HR
Building the professional, technical and commercial capability of HR teams to meet the needs of the organisationTranslating the strategic goals for HR into HR operating and financial plans
Developing and monitoring viable financial plans for HR
Developing measures to ensure the focus of HR activity on delivering benefits for the organisationReviewing the performance of HR teams against business and HR metrics
Ensuring HR plans and services are delivered at best value and cost
To increase my knowledge and improve my skills in Leading HR, the My CPD Map suggested that I should consider perfection of skills in the following spheres:
Demonstrating strong people management and leadership capability
Creating flexible, fit-for-purpose teams and programmesTo increase my knowledge and improve my skills in Organisation Design, Organisation Development I should consider the courses, reading materials and practical development actions.

I shall focus on practical development actions supported by appropriate reading and CIPD course activities and assessments.
I chose this option of development, since for me it is very important daily implementation of knowledge which can benefit my company.
CPD Plan/Personal development plan
NAME: Tatevik ManasyanMEMBERSHIP NUMBER: 52261789
COVERING THE PERIOD FROM: 17.05.2018 TO: 15.01.2019
What do I want/need to learn and why? What will I do to achieve this? What resources or support will I need? What will my success criteria be? how have I implemented my learning and what impact has this had (at work/outside of work)? Target dates for review and completion
I want to complete my CHRP course successful. Understand and gain the knowledge
Attending classes and participate in class discussions Use class materials, online resources
Time to read and implementation Successfully finish course
Implementation the knowledge I gained in my business
Use CIPD as an information source for my further progress At the end of course
I want to learn and understand how to demonstrating strong people management and leadership capability Read books and CIPD materials
Attending conferences and workshops Books, magazines, online resources
Attending classes and participate in class discussions Successful completion of a new project In a 8 months
I want to get new knowledge about creating flexible, fit-for-purpose teams and programmes. Read books and CIPD materials
Attending conferences and workshops Attending classes and participate in class discussions Successful completion of a new project In a 8 months
Conclusion
This report demonstrate what it means to be an HR professional, making reference to the CIPD Profession Map and David Ulrich’s model.

Understand the stages of team formation, group dynamics and give two examples of conflict resolution methods use Blake and Mouton model.

Then, using the example of my company, we see how you can benefit from project management, problem-solving techniques and find the right people for company.

Finally I have undertaken a self-assessment of one area of my practice to identify my professional development needs in that area and options to address these.

Appendix 1
PROPOSAL FOR P ESTATE, OJSC – management, development and exploitation of Super-regional mall     4 5 6 7 8 9
1 Macroeconomic Analysis           
2 Evaluate Capital Markets           
3 Local Supply ; Demand Analysis           
4 Evaluate Zoning/Planning           
5 Evaluate Local Politics           
6 Estimate Rents           
7 Estimate Costs           
8 Identify Land Opportunities           
9 Evaluate Land Control Options           
10 Evaluate Investment Threshold           
11 Evaluate Organization Strategy           
12 Estimate Project Timeline           
13 Estimate Project Scope           
14 Evaluate Programmatic Options           
15 Financial Underwriting – Draft           
Appendix 2

References
BLAKE, R.R., MOUTON, J.S. (1994) The Managerial Grid, Gulf Publishing Company, Houston, Texas
PROJECT MANAGEMENT INSTITUTE, INC. (2013) A guide to the project management body of knowledge (PMBOK® guide). — Fifth edition, 14 Campus Boulevard Newtown Square, Pennsylvania 19073-3299 USA
TUCKMAN, BRUCE W. Psychological Bulletin, Vol 63(6), Jun 1965, 384-399
ULRICH, D. (1977) Human Resource Champions, Harvard Business school press, Boston
ULRICH, D., YOUNGER,J, BROCKBANK, W, ULRICH, M (2012) HR from the outside in,USA
Other useful websites:
https://www.cipd.co.uk/learn/cpd/maphttps://www.cipd.co.uk/knowledge/journalshttp://search.ebscohost.com/login.aspx?profile=bsi;authtype=uid;user=cipdtraining;password=l34rn1ng%21