isiv personally credible e think o o l e r delivery an rganisation … · 2020-06-30 · efforts on...

47 Profession Map – Our Professional Standards V2.4 CORE PROFESSIONAL AREAS INTRODUCTION BANDS AND TRANSITIONS PROFESSIONAL AREAS BEHAVIOURS DESIGN AND ARCHITECTURE Band 1 Band 2 Band 3 Band 4 Considers how best to add value and ensures own expertise is sufficiently developed to do so. Brings theoretical and practical HR expertise to bear on indi- vidual and organisation issues and opportunities. Develops own and others’ HR capability to deliver against organisational needs. Keeps HR expertise and professional practice flexible and evolving to meet strategic priorities and organisation requirements. Shows enthusiasm to broaden own experience, knowledge, skills and self-insight. Identifies and pursues opportunities to do work which will provide new experiences or stretch existing skills. Acts as a role model for continuous learning, focusing own and others’ efforts on building professional and organisational knowledge. Creates a shared learning and knowledge transfer environment and process across the organisation. Passes on own skills to others, sharing knowledge and experience readily. Provides advice and guidance to colleagues, building a reputation as a reliable source of collegiate support. Provides formal and informal development support to peers in the organisation. Acts as a coach or mentor to others across the organisation and externally, provides a strategic perspective. Accepts and acts on feedback on own performance, reacting appropriately to both constructive criticism and praise. Seeks out feedback from HR colleagues and managers, taking the learning and development points on board and modifying own practice. Builds regular reflective reviews into the work plans while encouraging informal, day-to- day feedback as a matter of course. Uses both formal and informal processes to gain feedback on own performance and development and the HR team, implements improvements. Offers sensible, impartial advice and is considered as wise counsel. Builds trust of employees and managers by consistently giving carefully thought-through advice. Offers professional, up-to-date views, opinions and advice to leaders, managers, staff and peers and is regularly sought out to do so. Combines leading-edge HR and business insights to provide highly impactful advice and challenge to senior leaders. Contra-indicators • Does not possess required technical depth and breadth. • Focuses on development of HR knowledge at expense of wider understanding of the organisation and its context. • Applies HR knowledge without considering how it ﬁts within the organisational context. • Offers advice beyond boundaries of knowledge or experience. • Spends little time on personal and professional development activities. • Is unwilling to share expertise with others. • Gives little time to the development of peers and colleagues. L e a d i n g H R C u rio u s D e cisiv e t h in k e r S k ill e d i n f l u e n c e r C o u r a g e t o c h a l l e n g e R o le m o d el D r iv e n t o d e liv e r C olla b o ra tiv e P e r s o n a lly c r e d i b l e Insights, strategy and solutions Performance and reward Employee engagement Employee relations Service delivery and information Organisation design Organisation development Resourcing and talent planning Learning and development L e a d i n g H R Personally credible Builds and delivers professionalism through combining commercial and HR expertise to bring value to the organisation, stakeholders and peers.

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Page 1: isiv Personally credible e think o O l e r delivery an rganisation … · 2020-06-30 · efforts on building professional and organisational knowledge. Creates a shared learning and

47 Profession Map – Our Professional Standards V2.4

RE P

FESSIO

SIN

UCT

ION

S A

SIT

ION

FESSIO

IOU

DESIG

N A

ITECT

Band 1 Band 2 Band 3 Band 4

Considers how best to add value and ensures own expertise is sufficiently developed to do so.

Brings theoretical and practical HR expertise to bear on indi-vidual and organisation issues and opportunities.

Develops own and others’ HR capability to deliver against organisational needs.

Keeps HR expertise and professional practice flexible and evolving to meet strategic priorities and organisation requirements.

Shows enthusiasm to broaden own experience, knowledge, skills and self-insight.

Identifies and pursues opportunities to do work which will provide new experiences or stretch existing skills.

Acts as a role model for continuous learning, focusing own and others’ efforts on building professional and organisational knowledge.

Creates a shared learning and knowledge transfer environment and process across the organisation.

Passes on own skills to others, sharing knowledge and experience readily.

Provides advice and guidance to colleagues, building a reputation as a reliable source of collegiate support.

Provides formal and informal development support to peers in the organisation.

Acts as a coach or mentor to others across the organisation and externally, provides a strategic perspective.

Accepts and acts on feedback on own performance, reacting appropriately to both constructive criticism and praise.

Seeks out feedback from HR colleagues and managers, taking the learning and development points on board and modifying own practice.

Builds regular reflective reviews into the work plans while encouraging informal, day-to-day feedback as a matter of course.

Uses both formal and informal processes to gain feedback on own performance and development and the HR team, implements improvements.

Offers sensible, impartial advice and is considered as wise counsel.

Builds trust of employees and managers by consistently giving carefully thought-through advice.

Offers professional, up-to-date views, opinions and advice to leaders, managers, staff and peers and is regularly sought out to do so.

Combines leading-edge HR and business insights to provide highly impactful advice and challenge to senior leaders.

Contra-indicators • Does not possess required technical depth and breadth.

• Focuses on development of HR knowledge at expense of wider understanding of the organisation and its context.

• Applies HR knowledge without considering how it fits within the organisational context.

• Offers advice beyond boundaries of knowledge or experience.

• Spends little time on personal and professional development activities.

• Is unwilling to share expertise with others.

• Gives little time to the development of peers and colleagues.

Leading HR

Curious Decisive thinker Skilled influen

cer

oura

to c

halle

nge

ole m

odel

Driven to deliver Collaborative P

ersonal

ly c

redi

ble

Insights, strategy

and solutions

Performance and reward

Employeeengagement

Employeerelations

Service delivery and information

Organisation design

Organisation development

Resourcingand talentplanning

Learning and development

Leading HR

Personally credibleBuilds and delivers professionalism through combining commercial and HR expertise to bring value to the organisation, stakeholders and peers.

6- Lógica Proposicional - Matemática I - Instituto ISIV

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