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INTRODUCTION
My HR Map is an online self-assessment tool that allows CIPD members to engage interactively with
the CIPD HR Profession Map to support their own professional development.
This report is based on the assessments that you've completed in My HR Map.
This report includes:
1. an overview of your results
2. recommendations for development
3. guidance on next steps
Detailed results for your assessments are included in the appendices and if appropriate, guidance on
how you make the transition to the next band.
The assessment process
As a reminder, you've completed the following steps:
1. You identified the band where you spent the majority of your time.
2. My HR Map then recommended how you can transition to the next band.
3. You chose to conduct an assessment against the professional areas and/or the behaviours.
4. My HR Map provided you with your results and development recommendations for the areas where you
did not score yourself highly.
How to read this report
Guidance for how you interpret your results and recommendations is provided throughout the report.
Overview of results
The overview will provide you with a summary of your results, indicating which band you predominately chose
throughout the assessment and providing you with an average score for each professional area and behaviour.
Recommendations for development
Based on your results, recommendations have been provided where you did not score yourself highly.
The recommendations may be presented as practical suggestions, resources and reading lists, or products and
services.
Development recommendations have been provided for each professional area and behaviour you chose in your
assessment.
What do I do next
Guidance on what to do next provides you with suggestions for future assessments.
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Your detailed results
Detailed results have been given for each professional area and behaviour that you chose as part of your
assessment.
Your detailed results will provide you with further insights into your development opportunities.
Making the transition to the next band
This information provides you with how you can progress to the next band, if appropriate.
Disclaimer
These Reports are for reference only. They must not be substituted for professional or legal advice. The Reports
are provided “as is” and without warranties of any kind either express or implied. The Reports are based on
information supplied by you. CIPD does not warrant or make any representations regarding their correctness,
accuracy or reliability. CIPD shall not be liable to you or any other third parties for any loss or damage (whether
direct or indirect, loss of opportunity or any consequential loss) resulting from the use or interpretation of the
Reports.
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OVERVIEW OF RESULTS
Your overview will give you a summary of how you performed against each of the Professional areas and
Behaviours that you have assessed.
Summary of your results
Each of Professional areas and Behaviours listed will be classified into a band between one and four, indicating
the predominant band you chose throughout that assessment. For example, if you see band three in the bar chart
below, it is because you chose a greater number of band three statements throughout the assessment, than
bands one, two or four.
The chart shows your average performance rating for each of the professional areas and behaviours against
which you assessed yourself. This is marked on a scale of one-seven, one indicating I do not perform well, to
seven being I perform very well. Your average score for each assessment is available to the right hand side of
the chart.
Bands . Professional areas and behaviours . Performance rating
1 2 3 4 5 6 7
. .. .. .. . Professional Areas ..
. 2 . . . Organisation design . 3.77
. .. .. .. . Behaviours ..
. . 3 . . Curious . 4.67
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RECOMMENDATIONS FOR DEVELOPMENT
Based on your assessment, we've proposed some recommendations to help you develop activities and
knowledge where you did not score yourself highly. My HR Map has calculated your average score and
prioritised development recommendations for the areas where you scored yourself below your average.
This section of your report is categorised according to the professional areas and the behaviours you chose as
part of your assessment.
Within each professional area and behaviour you may find the following recommendations:
• Practical suggestions
Practical guidance on ways to improve your skills.
• Resources and reading lists
Sources of expert information.
• Products and services
CIPD products and services that support your development.
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ORGANISATION DESIGN
Practical suggestions
You should focus on:
Organisation design architecture
Use your external and international network to compare and contrast different organisation models. Learn theadvantages of each model, which market and sectors they best apply to and identify best practices that can beimplemented in your own organisationbreakDevelop a specific organisation design (OD) network comprising contacts in peer organisations, academics andOD consultants.breakMaintain the ‘corporate history’ and use records of past restructuring to assess the necessity and added value offuture plans being considered.breakDevelop an organisation design ‘evaluation checklist’ including such items as ‘management layers’, ‘scalability’and ‘talent development’ to pressure-test all potential options.breakUse an appropriate model to systematically assess the impact of the design on factors such as behaviour,attitudes, culture, and so on, but also use the ‘common sense’ test to identify any issues that haven’t beensurfaced.break
Products and services
You may find this information helpful:
Organisation design architecture
CIPD coursesbreakOrganisation design (2 days) http://www.cipd.co.uk/training/ORDOD/about.htmbreakCIPD networking and eventsbreakCIPD Conferences enable delegates to keep up with the latest HR trends and case studies whilst the CIPDExhibitions host a variety of HR suppliers, learning and development providers and other organisations.http://www.cipd.co.uk/candebreakCIPD Online Communities enable members to post questions, get involved in discussions and share knowledgehttp://www.cipd.co.uk/communitiesbreakCIPD Branches provides members with local networking opportunities as well as a chance to attend events ontopical issues. http://www.cipd.co.uk/branchesbreakCIPD qualificationsbreakCIPD qualifications are nationally recognised as a benchmark for professionalism and are a requirement formany HR and learning and development roles. Our qualifications are designed to help you develop the skills andknowledge you need to advance your pr http://www.cipd.co.uk/qualifications/break
Organisation modelling through business change
CIPD membershipbreakCIPD membership will signify a badge of competence, truly portable from employer to employer, sector to sector,and recognised internationally. http://www.cipd.co.uk/Membership/transformingmembership/breakCIPD networking and eventsbreakCIPD Conferences enable delegates to keep up with the latest HR trends and case studies whilst the CIPDExhibitions host a variety of HR suppliers, learning and development providers and other organisations.http://www.cipd.co.uk/candebreakCIPD Online Communities enable members to post questions, get involved in discussions and share knowledgehttp://www.cipd.co.uk/communitiesbreakCIPD Branches provides members with local networking opportunities as well as a chance to attend events ontopical issues. http://www.cipd.co.uk/branches
BEmployee Copyright © CIPD 2010 7
breakCIPD qualificationsbreakCIPD qualifications are nationally recognised as a benchmark for professionalism and are a requirement formany HR and learning and development roles. Our qualifications are designed to help you develop the skills andknowledge you need to advance your pr http://www.cipd.co.uk/qualifications/break
Job design and evaluation
CIPD networking and eventsbreakCIPD Online Communities enable members to post questions, get involved in discussions and share knowledgehttp://www.cipd.co.uk/communitiesbreak
Resources and reading lists
You may find these products and services helpful:
Organisation design architecture
Books by other publishersbreakDAFT, Richard L. Understanding the theory and design of organizations. Mason, OH., South Western Publishing,2007.breakGALBRAITH, Jay R. Designing organizations : an executive guide to strategy, structure and process. New andRev. ed. San Francisco, CA., Jossey Bass, 2002.breakGOOLD, Michael and CAMPBELL, Andrew. Designing effective organizations : how to create structurednetworks. San Francisco, CA., Jossey Bass, 2002.breakJONES, Gareth R. Organizational theory, design, and change. 5th ed. Upper Saddle River, NJ., PearsonEducation, 2008.breakSTANFORD, Naomi. Organization design : the collaborative approach. Oxford, Elsevier Butterworth-Heinemann,2005.break
Organisation modelling through business change
CIPD documentsbreakCANNON, James A. and MCGEE, Rita. Organisational development and change. London, Chartered Institute ofPersonnel and Development, 2008. (CIPD Toolkit).http://www.cipd.co.uk/Bookstore/_catalogue/CorporateAndHRStrategy/9781843981947.htmbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Innovation in the workplace: how areorganisations responding to Generation Y employees and Web 2.0 technologies? (online). London, CIPD, 2008.(Survey report). http://www.cipd.co.uk/subjects/maneco/general/_inwrkplgny.htmbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Reorganising for success: a survey of HRsrole in change. (online). London, CIPD, 2004. (Survey report).http://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/reorg4success1004.htmbreakMOLLOY, Eamonn and WHITTINGTON, Richard. HR: making change happen. London, Chartered Institute ofPersonnel and Development, 2005. (Executive briefing).http://www.cipd.co.uk/Bookstore/_catalogue/HRPractice/1843981130.htmbreakJournal articlesbreakLAWLER, Edward E. and WORLEY, Christopher. ‘The rebirth of change’. People Management. Vol 15, No 3, 29January 2009. pp28,30.break
Job design and evaluation
Books by other publishersbreakINCOMES DATA SERVICES. Job evaluation and guide to suppliers. London, Incomes Data Services, 2007.breakCIPD documentsbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Job evaluation (online). London, CIPD,2008. (Factsheet). http://www.cipd.co.uk/subjects/pay/general/jobeval.htmbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Smart working: the impact of work
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organisation and job design (online). London, CIPD, 2008. (Research insight).http://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/_smrtwrkgri.htmbreakCHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. Smart working : how smart is UK plc?:findings from organisational practice (online). London, CIPD, 2008. (Guide). (Member only resource).http://www.cipd.co.uk/subjects/corpstrtgy/general/_smrtwrkgd.htmbreakRAYNER, Charlotte and ADAM-SMITH, Derek. Managing and leading people. 2nd ed. London, CharteredInstitute of Personnel and Development, 2009.http://www.cipd.co.uk/Bookstore/_catalogue/GeneralManagement/9781843982173.htmbreak
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CURIOUS
Practical suggestions
You should focus on:
Continuous development
Introduce a more disciplined approach to reflecting on work and non work activities in terms of ‘What have Ilearned from this?’breakHow often do you ask someone directly for feedback? Incorporate these requests into your weekly if not dailyoperating mode as a matter of course.breakHelp embed a continuous improvement culture within your team by initiating regular, positive and opendiscussions about development. Encourage team members to share their development needs and ask forhelp/input from their colleagues.breakIf a formal 360 process is not in place for either you or your team, develop a framework for your team or thefunction, Ask for detailed feedback about strengths and development areas. The framework can be as simple asthe ‘Stop, Start, Continue’ approachbreakOffer to share your skills and areas of expertise with others by setting up short ‘know-how’ sessions on aparticular subject. Make the sessions informal, interactive and open to colleagues outside of your direct team. Tryusing story-telling as a techniqbreakEnsure team members, colleagues and all employees have ways of feeding new ideas or suggestions up throughthe organisation. Find ways to acknowledge and feedback on all ideas, thereby valuing and encouraging furthersuggestions.breakIdentify opportunities or projects that you can work on to broaden your experience and stretch your existing skills.Include projects that have a cross-industry or international aspect to develop your perspective further.break
Enquiring mind
Broaden your regular sources of feedback and ideas. Include colleagues who may be on the periphery and alsothose who you believe may take the opposite point of view.breakEnsure you prioritise your own development by undertaking a minimum of one significant learning opportunityeach year. Research the most widely recognised or challenging programmes or courses to ensure your existingskills are stretched.breakBuild a library. Action follows thought so if we think creatively, we will act in more innovative ways. The reverse isalso true. If you don’t make time to read new books, scan news articles, and so on, how will you gain exposure tonew ideas?break
External stimuli
Vary and broaden your regular reading material, including the newspaper you take.breakSet aside time each week to read and share articles of interest with colleagues.breakAttend and speak at external networking events. Encourage your team members to do the same and formalise a‘new ideas and innovations’ session for people to bring back external information that can benefit theorganisation.break
Products and services
You may find this information helpful:
CIPD membershipbreakCIPD membership will signify a badge of competence, truly portable from employer to employer, sector to sector,and recognised internationally. http://www.cipd.co.uk/Membership/transformingmembership/breakCIPD networking and eventsbreakCIPD Conferences enable delegates to keep up with the latest HR trends and case studies whilst the CIPDExhibitions host a variety of HR suppliers, learning and development providers and other organisations.www.cipd.co.ukk/candebreak
BEmployee Copyright © CIPD 2010 11
CIPD Online Communities enable members to post questions, get involved in discussions and share knowledgewww.cipd.co.uk/communitiesbreakCIPD Branches provides members with local networking opportunities as well as a chance to attend events ontopical issues. www.cipd.co.uk/branchesbreakCIPD qualificationsbreakCIPD qualifications are nationally recognised as a benchmark for professionalism and are a requirement formany HR and learning and development roles. Our qualifications are designed to help you develop the skills andknowledge you need to advance your pr http://www.cipd.co.uk/qualifications/break
Resources and reading lists
You may find these products and services helpful:
Books by other publishersbreakENGLISH, Michael J. and BAKER, William H. Winning the knowledge transfer race: using your company’sknowledge assets to get ahead of the competition. New York, McGraw Hill, 2006. GRATTON, Lynda. Glow: howyou can radiate energy, innovation and success. Harlow, Financial Times/Prentice Hall, 2009.breakHUNT, Ian. Being the best you can be: a guide on personal development for managers. Oxford, Chandos, 2006.breakLUCAS, Bill. Discover your hidden talents: the essential guide to lifelong learning. Stafford, Network EducationalPress, 2005.breakSINCLAIR, Peter and SWALES, Ian. Dear boss…there’s something you need to know. Durham, Roundtuit, 2008.break
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WHAT DO I DO NEXT?
We hope that you've found these development recommendations useful.
You're currently working on the following assessment:
Professional areas
• Strategy, insights and solutions 36% Complete
Behaviours
• Personally credible 60% Complete
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DETAILED RESULTS
You'll find detailed information for each professional area and/or behaviour that you have completed as part ofyour assessment.
Your results will show you:
• The actual score for each assessment• The average score for each assessment
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ORGANISATION DESIGNEnsures that the organisation is appropriately designed to deliver organisation objectives in the short and longterm and that structural change is effectively managed.breakExamples of key topics included within this professional area are:break- job designbreak- structure design.break
Bands . Professional areas . Performance rating
1 2 3 4 5 6 7
. 2 . . . Organisation design - average score for the whole
assessment
. 3.77
. 2 . . . Activities - average score for Activities assessment . 3.55
. .. .. .. . Actual scores ..
1 . . . . Supports human resources and managers in the
production and maintenance of accurate organisation
charts.
. 4
. . . 4 . Interrogates organisation strategy and operating plan
to understand potential impact on future organisation
design.
. 5
. . 3 . . Maps processes and communication flows and
ensures that they are aligned with the organisation
design and the intended outcomes.
. 4
. . 3 . . Uses an appropriate model to systematically assess
the impact of the design on factors such as behaviour,
attitudes, culture, systems and communication and
seeks to improve organisation performance through
optimising organisation structure.
. 2
. 2 . . . Coaches managers to understand the impact of
organisation redesign and reorganisation versus
improving the effectiveness of current structure.
. 3
. . . 4 . Ensures that other key human resource levers such as
behaviours, skills and processes have been addressed
first. Identifies the criteria for change and factors that
indicate success.
. 2
. 2 . . . Works with line managers to design jobs using a
consistent model that considers job size, job scope,
spheres of influence, accountabilities, and internal
relationships.
. 2
. . . 4 . Advises on the degree to which activities are in
sourced or outsourced.
. 6
. 2 . . . Works with managers and staff to ensure that IT
systems deliver their intended purpose and do not
create obstacles to performance.
. 2
. . 3 . . Develops and implements systems and processes to
manage ongoing evaluation and levelling of jobs,
ensuring boundaries and controls are in place to
maintain the integrity of the grade structure, and
levelling processes to avoid drift.
. 6
. 2 . . . Maintains the boundaries and controls around the
evaluation process in order to avoid drift, escalating
. 3
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concerns or insights to human resources colleagues.
. . 3 . . Knowledge - average score for Knowledge
assessment
. 4
. .. .. .. . Actual scores ..
. . 3 . . Has a good understanding of the organisation's
strategy, performance goals and drivers, and
understands the sector in which the organisation
operates and the market factors that impact
performance, including customers, competitors, and so
on.
. 6
. 2 . . . Understands the capability and skills requirements for
the organisation to perform.
. 2
. . 3 . . Knows how to build a detailed organisation
architecture for delivery and optimal performance,
including potential organisational barriers. Knows how
to map processes and communication flows, and how
to test and align them with organisation design.
. 7
. . . 4 . Knows how to balance in sourcing and outsourcing of
activity to improve quality or cost management.
. 3
. . . 4 . Knows the impact of organisation design on
organisational performance and the levers to increase
efficiency and or quality.
. 5
. 2 . . . Knows the principles and practice of job design and
testing.
. 3
. . . 4 . Understands how to construct procedures and policies
to govern and guide behaviour in a consistent manner
within organisations.
. 2
. . 3 . . Knows that IT systems tend towards 'fixing' a process,
rather than offering flexibility, and thus the importance
of testing for unintended consequences of IT solutions.
. 2
. 2 . . . Knows how job levelling tools work and their
limitations. Understands how to maintain the integrity
of a process without compromising support to the
manager.
. 6
. 2 . . . Knows the key stages in change management and the
importance of identifying supporters, blockers and
fence sitters.
. 6
. . 3 . . Knows how to evaluate and shift organisational culture
over time.
. 2
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CURIOUSShows an active interest in the internal and external environment and in the continuous development andimprovement of self and others at both organisation and individual levels. Is open minded with a bias andwillingness to learn and enquire.break
Bands . Behaviours . Performance rating
1 2 3 4 5 6 7
. . 3 . . Behaviours - average score for this Behaviours
assessment
. 4.67
. .. .. .. . Actual scores ..
. 2 . . . Actively seeks out opportunities to find out more about
the industry sector and HR profession, attending
events, networking, reading and/or researching, and
develops own practice. test
. 5
. . . 4 . Uses both formal and informal processes to gain
feedback on own performance and the HR team,
implements improvements.
. 3
. . 3 . . Acts as a role model for continuous learning, showing
interest and curiosity in new ideas and opportunities.
. 6
1 . . . . Curious to extend understanding to include the bigger
picture and the underlying causes.
. 7
. 2 . . . Provides advice and guidance to others, building a
reputation as a reliable source of HR support.
. 3
. . 3 . . Remains open minded to listen, and then reflects upon
new ideas, rarely rejects an idea without deeper
thought .
. 4
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MAKING THE TRANSITION TO THE NEXT BAND
When you first entered My HR Map, you selected band 1 as the band where you spend the majority of your time.Based on your selection we've made the following recommendations to help you make the transition to band 2.
Note: if after completing your assessment, you found that you actually spend the majority of your time in anotherband, then you can change the band selection and transition recommendations for you. To reselect you band, goback to My HR Map.
Step 1 : Where time should be spent and the perspective on what isimportant
What you should focus on
From delivering a real-time service to analysing current and near-term issues and operational problem-solving fora line manager or group.
Some practical suggestions to help you get there:
• Consider the amount of your time that you spend ‘reacting’ to events and requests versus using insightsto ‘initiate’ work and being proactive about issues/opportunities or new agendas. Set personal targets toshift your focus to the latter. Have a goal each week to present an idea or insight to your manager or clientand be prepared to demonstrate the value-add or link to HR or business strategy.
What you should focus on
Taking a view on the totality of the function and understanding how to get things done across the function.
Some practical suggestions to help you get there:
• Read HR strategy documents and understand the links to the work carried out in each department andteam within the function.
• Understand who are the guides and helpers in your function. Who holds much of the corporate history oris known for ‘what and who they know’? Get to know them better and ask them to share their knowledge.
• Seek out a mentor from within the HR function. Engage with them to discuss your own development andcapability building plans and seek input/feedback and coaching.
What you should focus on
Working through and trusting other people rather than delivering aloneaching.
Some practical suggestions to help you get there:
• Volunteer to work on a cross functional project, specifically one where there are shared goals andaccountabilities.
• Identify a project within your team that you can work on with some.• Look for opportunities to recruit a student to join your team on work experience. Identify projects they can
work on reporting to you.
What you should focus on
Managing the performance and delivery of others on whom performance depends and giving sufficient time tocoach and support.
Some practical suggestions to help you get there:
• Participate in a coaching programme to develop your personal coaching framework and start to build arepertoire of skills.
• Identify yourself or ask for feedback on what is considered to be your area of expertise/specialism. Offerto share your knowledge by coaching others/peers in this area.
What you should focus on
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Valuing rewards through others’ achievements and recognising own role in this.
Some practical suggestions to help you get there:
• Familiarise yourself with the HR strategy and/or operating plan for your department. Identify the aspectsyou contribute to first-hand and also the goals and objectives you contribute to second-hand or throughothers.
What you should focus on
Focusing on a broader team agenda rather than individual agenda.
Some practical suggestions to help you get there:
• Participate in or initiate an objectives cascade (and roll up). Start with the Business and/or HR strategyand clearly identify the contribution each role in the department makes to the overall strategy and goals.
• Look for opportunities to create excitement and motivation to achieve team goals. Share progress with theteam and celebrate milestones achieved.
Step 2 : New skills focus
What you should focus on
Building an awareness of the human resources levers that drive business value.
Some practical suggestions to help you get there:
• Read the latest texts and articles written by the recognised HR thinkers (Ulrich, etc etc). In addition, learnthe fundamentals of current economics thinking as it relates to the organisational value chain.
• Seek anecdotal feedback from line managers about which of the HR levers drive the most business valuein your organisation.
• Research and write a paper on how various human resources levers drive business value. Discuss thekey insights with your manager.
• Participate in or read regular commercial and financial reviews to ensure business knowledge is up todate.
What you should focus on
Building and testing a range of interpersonal skills including communication, listening, relationship management,influencing.
Some practical suggestions to help you get there:
• In conjunction with your line manager, identify your two priority development areas regarding interpersonalskills. Write a plan to address these including ‘on the job’ actions, coaching, and formal training.
• Identify individuals in your organisation who have strengths in the areas you are trying to develop. Seektheir advice, coaching and feedback.
• Seek continuous feedback about the progress you are making. In particular, ask team members forimmediate feedback when you have experimented with a new skill, behaviour or style.
What you should focus on
Broadening knowledge of the organisation and how decisions are made.
Some practical suggestions to help you get there:
• Participate in or read regular commercial and financial reviews to ensure business knowledge is up todate.
• Study how your organisation works and why it works that way. Pick a specific project or debate andmonitor its journey progress through the organisation. Learn and understand the formal organisation(decision-making forums, hierarchy etc) but also the informal organisation where the path to get thingsdone may be different.
What you should focus on
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Deepening technical skills and knowledge.
Some practical suggestions to help you get there:
• Identify yourself and in conjunction with your manager, which of the HR technical skills you havedeveloped well and which need developing. Use the CIPD HR Profession Map to assess your areas ofstrength and expertise and to help focus your development opportunities. Write a plan to address thegaps including ‘on the job’ actions, coaching, and formal training.
Step 3 : What is let go or relinquished
What you should focus on
Letting go of work which defined previous successes and which was previously enjoyed.
Some practical suggestions to help you get there:
• Compare your current accountabilities and objectives with those of a colleague at the next level. Identifythe elements of your role that will not create value at the next level and will need to be relinquished. Ifthese elements are some you enjoy working on, identify replacement activities that can develop your skillsfurther.
• Identify, together with your manager, the behaviours which drive success at the next level. Seek feedbackon your own ability to demonstrate these behaviours and work on a plan to develop further.Demonstrating these behaviours is an important and crucial step to being recognised and rewarded at thenext level.
What you should focus on
Letting go of being personally in control.
Some practical suggestions to help you get there:
• Identify and observe the component parts of successful delegation. (Clear goals, timeframe. Clarity ofroles and responsibilities etc). Practice ‘letting go’ by working on a team goal where you have sharedaccountability for the overall objective.
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