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Managing People-Standard Expected Internationally
Human Resources » Certifications

Chrm Message From: madure Total Posts: 278 Join Date: 06/06/2006
Rank: Coach Post Date: 29/06/2006 18:20:37 Points: 1440 Location: Sri Lanka

The following high standards are expected by CIPD-London , of HR Practitioners in Managing people. They are reproduced below as a note to all who are currently following various Advanced studies in HR to incorporate into their own agenda of self-development .

It is a truism to claim that while people are a resource, they can (like all resources) be used wastefully, ignored and thrown away, or alternatively harvested fruitfully until they transform themselves from a resource into a capability - a major differentiating strength for the employing organisation.

These Standards are about these transformation processes: the people management and leadership practices that can nurture employees who are both able and willing to deliver commitment and performance in today's and tomorrow's employment scenarios. To that end, the Standards concentrate less on a spirit of academic detachment in the study of human and organisational behaviour, and focus more on the development of innovative solutions to the issues surrounding the need to maximise people's productivity and effectiveness.

Inspired by the IPD's own 1995 position paper, People Make the Difference, the underpinning philosophy for Managing People is directed towards the preparedness of people to make a positive contribution to the accomplishment of corporate and strategic goals, these goals themselves founded on the desire for survival, growth and profitability through customer satisfaction and competitive advantage.

It should be noted that although the terms 'leader' and 'leadership' appear periodically within the text for 'Performance Indicators' and 'Indicative Content', it is emphatically not expected that individuals undergoing the Core Management must subscribe to any 'grand' model of leadership. Within the Managing People module, 'leadership' simply signifies the ability to persuade others (whether colleagues, seniors, suppliers, subordinates or even 'customers') willingly to behave differently from the way they would have acted otherwise. Against this definition, and against the background of typical work patterns in contemporary organisations, 'leadership' is unquestionably a key competence for all aspirant managers and human resource professionals.

Performance indicators
Operational indicators
Practitioners must be able to
1. Examine their own learning processes analytically in order to apply relevant techniques intended to increase the ability to acquire, retain and apply information, skills and competencies related to personal and organisational effectiveness.
2. Function interpersonally with an enhanced level of self-awareness and with greater sensitivity to the behaviour of others.
3. Take account of the 'psychological contract' between organisations and employees, in order to sustain and promote employability within the organisation as well as access the emergent labour market generally.
4. Actively stimulate and encourage opportunities for the exercise of positive leadership within the organisation.
5. Effectively use influence and persuasion skills in the furtherance of corporate goals.
6. Advise on the merits, difficulties and appropriate implementation mechanisms associated with the installation of new and different forms of work pattern and job design aimed at enhancing performance and commitment.
7. Contribute to the implementation of effective performance management processes.
8. Plan and implement recruitment/selection systems for identified positions.
9. Contribute to action programmes aimed at resolving problems of poor performance, whether collective or individual.
10. Identify training needs and development activities in order to maximise the potential and corporate contribution of others.
Knowledge indicators
Practitioners must understand and be able to explain:
1. The principal ways in which human beings differ, the causes of these differences, and the ways in which such differences may be beneficial for both individual and organisational performance.
2. The full range of the linkages between attitudes and behaviour, including a recognition of the appropriate initiatives to be exercised in circumstances where the two do not coincide.
3. The learning process for both individuals and organisations.
4. The causes, symptoms, prevention and treatment of (work-related) stress in organisations.
5. The evolving nature of the 'psychological contract' between organisations and their employees.
6. The scenarios in which it may become appropriate for organisations to initiate new types of employment and work patterns, and the mechanisms for organising and implementing such innovations systematically.
7. Ethical considerations governing the management and leadership of people.
8. Methods and techniques for coping with power and conflict in an organisational setting.
9. The acquisition, practice and development of leadership skills for the furtherance of corporate/organisational purposes and the difference between 'management' and 'leadership'.
10. Practical frameworks for the exercise of influence and persuasion skills (especially for those lacking any significant degree of hierarchical/legitimised authority).
11. The major theories of motivation and their application through job design, reward/recognition systems, and performance management.
12. Systematic techniques for dealing with problems of poor performance.
13. The elements of the recruitment and selection process, with special reference to the production of job descriptions and/or accountability profiles.
14. The basic ingredients essential to the effective design and operation of performance review and appraisal systems.

Indicative content
1 The fundamental characteristics of people
1. Individual differences:
o ability and disability
o culture
o background
o gender
o ethnicity
o personality.

2. Attitudes and behaviour:
o causes, manifestations and implications
o economic, psychological and cultural influences
o linkages (or lack of them) between attitudes and behaviour.

3. Learning:
o how people learn
o the conditions appropriate to effective learning for both knowledge and skills/competences

2 The changing world of work
1. The psychological contract of employment:
o factors influencing the nature of work and jobs
o 'added-value' performance expectations
o the concept of employability.

2. People competencies for the newly emergent work roles
o 'customer' focus and corporate orientation
o interpersonal effectiveness through leadership and persuasion rather than legitimised authority.

3. New work patterns:
o features, benefits and difficulties
o effective implementation and review.

4. The management of (work-related) stress in organisations:
o causes
o symptoms
o alleviation through prevention and 'treatment'.

Optimising the people contribution

1. Overview - the drive for leadership in organisations:
o from 'management' to 'leadership': factors prompting the move from 'compliance' to 'commitment'
o the 'control/participation' dilemma - conflict, power, and the problems of securing acceptance for a partnership culture in organisations
o finding, selecting and nurturing people fitted for the needs of today's and tomorrow's organisations.

2. Mobilising commitment through effective leadership:
o the visionary and ethical constituents of leadership.
o criteria for effective leadership behaviour.
o leadership influence and persuasion in action: the practical application of leadership skills in workplace settings.

3. Maximising performance through effective motivation:
o motivational theory and its actual/potential relevance for 'live' organisational/corporate scenarios.
o stimulating improved performance through recognition and reward.
o coaching - purposes, processes and applications.
o the systematic approach to rectifying poor performance.
o an overview of performance management - the holistic route for integrating strategy, target-setting, incentives, rewards, appraisal, and focused employee behaviour.
o training and development needs diagnosis, processes and systems, relating individual competencies to organisational goals/purposes.

Prof. Lakshman Madurasinghe., MA.,MS(Psy)., PhD., Chartered Fellow CIPD-Lond., Consultant Psychologist/Attorney


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