1. ten professional areas below in figure 1. Figure

1. Introduction

I am a HR Assistant at Deloitte Consultancy firm,
reporting to the Senior HR Manager and working alongside a strong HR team of
twelve other employees. My role is to understand and construe strategies and
policies regarding several different forms of employee absence and leaver
processes, including most of the recruitment process. My role also includes
administrative support to our Partners. (Deloitte, 2016).  However, my role responsibilities change are
subject to change at the descretion of management.  My changing role has afforded me a broad
experience across a number of Human Resources functions.

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!

order now

I was initially hired on a 12 month contract
basis in an administration capcity, before being successful in obtaining my
current HR position.  My administration
position was very broad, and allowed me to have interaction with people of all
levels within the firm.

This report is expected to demonstrate the extent
of my work within the organisation, the experience I have gained working within
HR, which includes my background of recruitment and administration which has
lead me to the position I currently hold. I will also identify areas in which I
need further education in. (Morgan Hunt, 2015)

2. Role and impact of the HR Professional (1.1)

CIPD Research Associate Louisa Baczor states that
there is a huge challenge when it comes to defining the professionalism of HR.
It can be interpreted in a few ways either a result of credentials and
experience or perhaps integrity and credibility. (Baczor, 2015)

CIPD’s Profession Map (1.1)

The CIPD’s professional map is split into four
groups of professional aptitude which define the stages of professionals within
every step of their HR career. These are four bands which include;

Delivering fundamentals

Adviser, issues-led

Consultant, cooperative partner

Leadership colleague, client confidante and coach.

Included are the eight behaviours as well as ten
professional areas below in figure 1.

Figure 1: The CIPD Profession Map


Ulrich’s HR Roles (1.1)

Ulrich (2012) Dave Ulrich categorised Human
Resources into  four roles, ‘the
Strategic Positioner’, ‘the Credible Activist’, ‘the Capacity Builder’ and the
‘Change Champion’.  They also explain
that these roles are governed by two backing functions: ‘Innovation’ and

Strategic Positioner (1.1)

As well as receiving CV’s from recruitment agents
and forwarding them to management, I am also attentive in learning information
on job market trends from recruitment agents. 
As they are dealing in the market constantly, they can provide insights
which allows our HR team (and sometimes the firm in general) to anticipate
future recruitment trends.  My engagement
with recruitment consultants combined with regular studys of salary surveys,
allows our HR team to be more strategic in terms of future recruitment.

Capacity Builder (1.1)

A candidate can request to see interview notes
written by interviewers during the hiring process.  Presently, I am involved in the sorting and
storage of these notes (both physical and digital copies). I am also involved
in the destruction of the notes once the legal storage requirement has been
filled.  I was involved in the original
construction of the physical cabinets/storage system, and the purchase of the
recruitment system which stores the notes digitally.

Change Champion (1.1)

In my role, my main interaction with change is
through communications.  I am often
involved in communicating changes in policy/pratices to staff.  An example of this can be seen below when the
new interview format is discussed.

Credible Activist (1.1)

I am often required to produce headcount reports
in different formats, as required by the firm. 
Often, these reports are required when our firm is submitting tendors
for new business.  I must be adaptable,
and arrange my reports as per the description required in the tendor.


3. Provide examples of where you have used at
least two project management techniques within an HR context (2.1)

The British Standard for Project Management
(1996) defned project management as:

‘The planning, monitoring and control of all
aspects of a project and the motivation of all those involved in it to achieve
the project objectives on time and to the specified cost, quality and

Identifying and analysing suitable vendors for a
new recruitment system (2.1)

Shortly after i was successful in obtaining the
HR role that I desired at Deloite, my manager gave me the opportunity to work
on a project which involved identifying and analysing the suitability of new
recruitment systems.  I was selected for
this project because of my previous 
experience working as a recruitment consultant, and my experience in
sheduling and coordinating interview time slots while working in the
administration role at  Deloitte.  

My manager explained the rationale behind
purchasing a new recruitment system, the reason why I was selected for the
group, and the rationale behind the project overall.  She taught me the imortance of understanding
‘why’ I was going to engage in the work. 
This correlates with Brown et al. (2013) who maintain that if a person
does not know why they are doing a project, the chances of the project goals
being accomplished are lessened.

Before I met with representives from different
recruitment system providers, I was tasked with devising a plan of action.

After I established the key functions that the
ideal recruitment system should be able to do, I identified Wysocki’s (2003)
‘adaptive’ project management framework as the most suitable in order to select
the correct system.  Correlating with the
theories presented by Wysocki: I identfied what the key users would need from
the system, and identified potential obstacles (E.g some functions may be
over-budget).  The identification of
potential obstacles to be avoided, also correlates with work by Halvorson
(2014) who include the importance of identifying these barriers.

To complete this project, we adapted a thought
process similar to ‘Murphys Law’ as presented by Forsyth (2010, p.9): “If
something can go wrong or turn out inconveniently it will”.

After fees had been agreed, the new recruitment
system was installed onto the IT systems in Deloitte.  This meant that both recruitment agencies and
direct applicants could log into a portal, and submit CV’s directly to the
internal recruiter who was looking after each respective role.  Following a brief screening by the internal
recruiter, the CV would then be transferred (within the system) to the hiring

As the HR division that was tasked with
introducing the system, we engaged in project management methodology of
‘Waterfall’ (See Appendix 1).  This meant
that a plan was devised, and one item had to be completed before another item
began.  I have listed the elements of
this methodology presented by Winston W. Royce, (1970) below, along with items
relevant to this project.

Analysis – This was discussed within 2.1

Design – The systems we chose was tailored to suit our particular needs.

Implementation- Our IT system engineers installed the recruitment system on
our machines.

Testing – The system was tested with sample CV’s etc.

Deployment – All hiring managers were given login details and trained.

Implementation – All CV’s were pushed through this new system.


4. Problem Solving (2.2)

Creating a more social interaction in the
workplace (2.2)

After approximately one year in my current Human
Resources role, I was part of a team whose goal was to create more social
interaction in the office. 

HR was tasked with solving the problem of workers
not interacting with eachother in a social capacity.  Many employees only knew the people they
worked directly with, and there were little opportunities to mingle with people
on other teams.  This was identified as a
problem by senior management.

Using the Sternberg (1994) model, we followed
steps to attempt to rectify this problem.

Problem Identification: This problem was identified for us by management.
HR then conducted surveys on employee’s perceptions of the problem, to evaluate
the scale of the issue.

Definition of problem:  This was
defined prior to this exercise.  As
discussed, the scale of the issue was identified at Stage. 1

Conducting a strategy for problem solving: We devised steps and efforts to
solve the issue.  For example: More
social nights.

Organising information about the problem: I was involved in the

Allocation of resources:  We secured
funding for more social events

Monitoring problem solving:  We made
efforts to make sure that social events were run smoothly

Evaluating problem solving:  We
conducted further surveys to see if employee’s perceptions of social
interaction with peers had increased.


Designing and implementing a new interview format

The Deliotte office that I work in recieves large
quantities of applications each year. 
This means there are large numbers of interviews.

One of the problems identified approximatley a
year ago, was the inability to give impartial and fair interviews to all
candidates.  Different interviewers often
asked different questions, which resulted in candidates being marked on
different parameters.

I was part of a project team whose task was to
harmonise the interview format, and harmonise the ‘interview feedback forms’ in
order to increase fairness between candidates.

As I have some experience in recruitment, I had
come across this problem before in a previous role.  Therefore,  I was able to use the  ‘Analogical problem solving’ technique
presented by (Gick & Holyoak 1980). 
They explain that ‘Analogical problem solving’ is the utilisation of
information that a person already knows, by applying it to a present problem in
order to solve it.

I correlated the similarities and the differences
between the company, the candidates and the roles respectively.  I was able to come up with tailored questions
and interview styles and present them to my manager.  Some of my suggestions were implemented.

The new interview format was communicated to
staff, and justified with business benefits that are similar to those presented
by CIPD (2015) (1).  If I take CIPD
(2015) (1) into consideration, I believe our communication was triumphant as it
had support from senior management and was justified with the strategy of the

5. Group Dynamics within the business (1.2)

Lewin (1947) used the term ‘group dynamics’ to
describe both the potentially good and bad outcomes that can arise from groups
of people.

High Performing Teams (1.2)

Although most of my time as a HR Assistant has
been pretty generalised (getting broad experience in recruitment, learning and
devlopment, HR systems, Data and employee relations), I was seconded to the
Learning and Development division for 3 months where i worked on a
functionalised L&D project. 

I worked with senior HR employees, to identify
the steps that HR should take in order for HR to be conducive towards creating
a high-performing workforce.

The fact that our roles consisted in identifying these
suitable tasks, correlates with Macaulay and Cook’s (2013) view that there is
no consensus on how L should operate in order to create a high performing

The influence that our HR department had on
creating a high performing organisation may have been strong.

 We identified that employees valued
updates on company performance.  This
correlates with the importance of regular communication to stakeholders from HR
as identified by Macaulay and Cook (2013).

Team discussions were also deemed important in our office, as also
identified by  Macaulay and Cook (2013).

Integration between staff members was identified in our office as being
conducive towards employee performance, and further included by Macaulay and
Cook (2013).

Intergroup dynamics (1.2)

The benefits of ‘open plan offices’ have been
highlighted within the literature (Kim and de Dear, 2013).  These offices allow different teams to mix,
as they walk past different teams on the way to their desks.  It is evident that the idea of introducing
such initiaves would be intertwined with the ideology of ‘intergroup dynamics’.

The principal of ‘open plan offices’ coupled with
‘intrgroup dynamics’ was suggested as we were trying to solve the ‘social
interaction’ problem discussed earlier. 
Unfortunatly, changing the physical office layout was not feasabile at
that time.


6. Conflict Resolution Methods (1.2)

Investigation Training for Human Resources team

The importance of re-training Human Resources at
different periods has been highlighted within the literature (Wexley, K.N. and
Latham, 1991).

Ibec can provide training to Human Resources
professionals on how best to investigate issues before they arise.  Other institutions can also provide similar

In my experience, I have spoken with managers who
have attended the Ibec course and then conducted investigations at work.  They maintained that the course was

An ability to identify when Human Resources
members should get involved in the confilct (1.2)

From my professional experience, I have grown a
recognition for the importance of a HR person knowing when to step in to
resolve a situation. From my experience: HR getting involved at the correct
time (not too early or too late), can be pivotal in resolving conflict as it

This correlates with SHRM (2015) who also
recognise this importance, and include the below three steps of when HR should
get involved in conflict:

“Employees are threatening to quit”

“Disagreements are getting personal”

“Conflicts are affecting morale and organizational success”


7. Influencing, Negotiating and Selling as an HR
Professional (2.3, 1.2)

Influencing Hiring Managers on interview outcomes

It is company policy that a member of the HR team
interviews a candidate at some stage before they are offered a role.  Recently, I have been allowed the opportunity
to attend interviews along with the various managers from each respective team.

I have been able to inflence Hiring Managers with
my opinions on the candidates being interviewed, and also have been able to use
the interviews to assist me in further recruiting for the role.

From my exprerience in influencing hiring
managers in this context, I have realised the importance of effective
communication skills as explained by Barker (2010). It is paramount that I am
able to express my opinion clearly, so managers can understand my thought.

Negotiating with website providers/senior
management for external job posting slots 
(2.3, 1.2)

I am lucky enough to be given the authority to
liaise with our account managers in our various job-posting advert sites that
our firm uses.  Basically, we are given a
number of slots on each website that we can update with different roles as many
times as we like.  This responsibility I
have been given, correlates with opinions expressed by Benfield (2012): who
include that correctly allocating increased responsibility, can lead to
creating a ‘winning team’.

As payments are paid by annual subscription,
renewal time can be a busy occasion.  
Strategically, we have arranged that all of our annual website
subscriptions expire at around the same time. 
This enables HR to get new fees approved by senior management quite
quickly, compared to having to meet with senior management on seperate
occasions for different wesbites throughout the year.

There has been occasions where i have had to sit
down with the sales representitives from the sites, and obtain as many slots as
i can from the funds I have been given. 
My strategy towards obtaining the best deal corrrelates with work
included in the preface of (Templar 2012): “It is better to negotiate a
longer delivery time, than to let people down”.  With external vendors, sometimes it is
cheaper to negotiate deals at times when job application numbers are
traditionally lower: For example: when the time for bonus payments is

8. Conclusions

My role varies week by week, there is one common
denominator: I have to serve ‘customers’ daily.    I enjoy learning how to please these
customers, and fulfiling their needs while behaving in line with the overall
strategy of the firm (Hirsh et al. 2008)

I am to continue to learn different Human
Resources functions, and to stay in a generalist capacity for as long as I
can.  Later in my career, I aim to focus
on a particular area within Human Resources.

I have included my development plan within this
document.  This plan takes my future
career aspirations into consideration, while discussing my rationale for those
aspirations in line with reference to CIPD (2017).