This book, "HR From the Outside In", takes us in yet a new direction and caused a fundamental shift in my thinking that grounded me in the reality that my strategy and agenda, currently internally focused, could break new ground by incorporating the voices of our external customers in everything "we DO". The principles, concepts and competencies presented in the book take our practice to a new and even more strategic level; providing HR leaders with new insights to bring to business leaders and thereby enabling a company's competitive advantage and sustainable growth. Does it shed new light, and does it provide a basis for action?
How do Hr professionalism define professionalism in HR? She argued that this had been normal practice at the organisation, and that the decision was a result of huge pressure from the business.
Hr professionalism this an example of good professional behaviour?
|How Google Is Using People Analytics to Completely Reinvent HR | TLNT||If you are interested in being considered for an executive position, please review the opportunities below.|
|PEO Colorado, HR Consulting & Outsourcing Services Denver | Peliton||Their unprofessional behavior might have no bearing on their skills and knowledge, but you might not put them in front of a customer. Luckily, a skill like being professional can be taught.|
|HR professionalism: what do we stand for? | Reports | CIPD||The future of HR is now You set the terms.|
So what does being professional actually mean? Is it a behaviour, or a status? When discussing this with colleagues and external networks, some reflected on their own professionalism as being a result of qualifications and experience, while others described integrity and credibility as being fundamental attributes.
People need to be able to rely on professional expertise and trust professionals to make the right decisions, since they themselves do not have the unique knowledge to check the quality of guidance given by professionals.
Having specialist knowledge therefore comes with an element of power, and a moral responsibility to not abuse that power. Traditionally, the role of professionals was about promoting good for society.
Well-established professions such as medicine and law protect their status through a licence to practise — a legal requirement in addition to the relevant qualification - ensuring that professional standards are maintained.
But what about younger management professions, where a formal certification is not necessarily required, and where profit maximisation is the end goal?
It has become increasingly clear notably following the banking scandals that professionals in organisations have an obligation to not only deliver value for shareholders, but to do so in an ethical way, considering the outcomes for people and society.
Being a professional is not just about demonstrating expertise and skills, but knowing how and when to apply that knowledge. In the case of the BBC, the immediate demands of the business were at odds with the interests of wider stakeholders public licence-fee payers.
Sensitivity to available ethical choices, above and beyond the legal requirements, is what makes professional advice relevant and trustworthy. HR professionals must build their trust and credibility by showing capability and courage to challenge accepted practice, and offer business leaders a range of critical perspectives on how to create sustainable organisational value through people.
This is part of a series of blogs on Profession for the Future.
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