AC 1.1 Make responsible decisions by considering different ethical perspectives.
Development objectives
To improve my competence within this area I will: I will conduct extensive research on multiple ethical perspectives before making a decision. Including distributive justice, fairness and justice approach to improve my ability to make ethical decisions at work.
Competence achieved, with linkages to evidence (from your task two activity) and literature
Initial ability (scale 0-10) = 5 Competence now (scale 0-10) = 10Looking back over my journey in the field of Human Resource Management, especially as the NHS HR Director I have noticed vast progress in my ability to ensure I arrive at the right decisions by considering different ethical viewpoints. That is why initially, I rated my skills at 5 out of 10. Nevertheless, over time and following the continuous development of my skills and competencies, I believe that I have improved my competency to 8 out of 10. When I began working in the HR department, I understood the basic principles of ethical decision-making, although my way of thinking was less developed focusing more on rule-based ethics. For example, in a particular case where there was rivalry between a senior consultant and a junior nurse, my major concern was simply to adhere strictly to the organization’s policies and observe strictly the policies of the National Health Service. Even though this approach guaranteed that I only arrived at legally correct decisions at some point, the larger ethical implications of a decision were often not considered. The aforementioned entailed overlooking the adverse effects on the morale of the team involved or the political consequences of a decision such as a power struggle that may ensue. In some ways, my initial decisions were guided by straightforward interpretation of legislations and policies disregarding the fact that it may not necessarily be the most ethically sound procedure. Over the years including the past few months, I have sought ways of broadening my ethical decision-making framework (Robinson and Dowson, 2012). This transition started when an employee blew the whistle on a misconduct involving a co-worker which, although improper, was not unlawful and hence no rule was violated. As a result, while it is important to follow stipulated rules and procedures, I considered the issue from multiple ethical perspectives such as how it may potentially harm patients, fairness to the accused colleague, how it would affect the trust in leaders among my team members (Horn, 2009). In this case, I engaged other stakeholders as well as the committee on ethics and used distributive justice and care ethics to make a decision that would favour all the participants. The result was a resolution for the problem and the formulation of policies which would help to avoid similar occurrences in the future. This led me to appreciate the need to apply ethical reasoning to decision-making besides the usual procedure and established rules. Another example of my improvement in consideration of different ethical perspectives is in my approach to workforce planning and resource management. Previously, I could have concentrated on effectiveness and efficiency while mindful of such things as throughput and adherence to the stipulated budget. Nevertheless, I now consider the ethical implications on staff morale and well-being as well as patient outcomes (Robinson and Dowson, 2012). For instance, before deciding to downsize the staff in a certain department to cover the budget deficit, I consider how this impacts the care that will be offered to the patients and the risk to employees due to increased workload. In addition, I consider, before coming up with the final decision, I look for various options such as whether I can reallocate the resources or allow the staff to work under flexible schedules.My development in ethical decision-making has not only enhanced the outcomes of my decisions at work but has also enhanced the ethical culture in the NHS. I now make holistic decisions after considering the short-term and long-term implications it may have on my direct and indirect stakeholders. I have also learnt to go out of my way to consult with those who I have not considered before, such as frontline staff, patients and external consultants (Sedmak, 2021). In conclusion, while I was initially weak in ethical decision-making, my practice as an HR Director at the NHS is helping me sharpen my competencies in this aspect. Today, before making any decision I am concerned with their ethical implications by ensuring that they are not only compliant with policies but also aligned with values such as fairness, care and justice. This has been important in continually managing the ethical issues that running the NHS presents and I will never rest in trying to be better at making responsible ethically informed decisions.
Post-programme CPD plan
a) To achieve the second objective the following strategies are going to be implemented by the organization: Specific: I will establish a formal system for obtaining the views of various stakeholders such as frontline workforce, clients, and outside ethical consultants on the major HR decisions that have ethical consequences. Measurable: I will also Increase stakeholder’s engagement in human resources decision making processes by 20% by conducting regular surveys and focus group discussions in the next one year. Achievable: I will also leverage on existing communication channels and forums to engage the stakeholders and gather their views before incorporating them in the decision making system. Relevant: Improved stakeholder engagement will involve more people leading consideration of a broader perspective on ethical issues which will in turn help the human resource make better decisions. Time-bound: I will achieve this by January 2025 and thereafter conduct a review for at least every quarter.
Assessment criterion
AC 2.1 Reflect on levels of self-awareness and self-management, leading to improved organisational success.
Development objectives
To improve my competence within this area I will: Understand and manage my emotions better. I needed to think more clearly about my emotional triggers and how I can manage them effectively especially when working under pressure.Strengthen interpersonal relationships: I recognised the importance of positive relationships with colleagues, stakeholders, and staff. I therefore committed to be more empathetic and responsive in my interactions.
Competence achieved, with linkages to evidence (from your task two activity) and literature
Initial ability (scale 0-10) = 6 Competence now (scale 0-10) = 8-10 As I started this journey, I would rate my competence in this area as a 6. I realised that although I was well grounded, there are times, mainly in moments of crisis when my emotional responses influence my reasoning or behaviour. For instance, when dealing with high levels of change such as the restructuring of the organization I began to get irritated by the slowness of change and some of the employees. This frustration sometimes resulted in rude attitudes and intolerance which upon reflection I observed that they may have negatively impacted the team’s morale.Self-management and self-awareness are integral for HR professionals and have a major impact on organizational performance (Gallagher, 2016). If HR leaders effectively manage their own emotions and understand their strengths, weaknesses and triggers, they will be able to make sound decisions, sustain good working rapport with other leaders and contribute to the cultivation of a positive organizational culture. Consequently, a self-aware HR professional will be in a position to corroborate planned strategies with the realized goals of the firm while simultaneously following a proper manner, hence positively affecting the success of the business. To this end, I committed to identifying my emotional triggers and working on how to best manage them. First, I used different forms of mindfulness techniques including breathing exercises and reflection, especially before attending potentially stressful meetings. Furthermore, I asked for assistance from other co-workers for their feedback on how I behaved in stressful situations and ensured that I incorporated their suggestions and advice to better manage my emotions and responses in subsequent meetings. In the last few months, I have noticed significant positive results including the ability to remain calm and composed even under pressure. One of the instances, when I demonstrated the aforementioned, was when dealing with a union organization in the course of some delicate negotiation period. By managing my emotional responses, was able to remain level-headed leading to a mutually beneficial agreement without escalating tensions. Furthermore, I have also made significant improvements in self-management while contributing to organisational success. For example, in the past, I made key decisions without considering the inputs of other stakeholders as long as I perceived that My decisions were lawful and in line with company procedures. Nevertheless, I have learned the importance of considering diverse views and opinions towards ensuring I do not make biased decisions that have negative implications for the wider organisation. For instance, in the course of restructuring the company’s HR department in the recent past, I ensured that I met different employees at different levels including junior employees and senior management, to have their opinion. This assisted me in designing a restructuring plan which has had to meet the budget goals while at the same time keeping the staff motivated. I have been able to understand how my decisions impact the people around me this has helped in the creation of a positive organizational culture.Another improvement with regards to self-management is that I learned how to work under stress and control my emotions always staying rather calm even if the situation is tense (Winstanley, 2011). For instance, in a recent crisis where there was a high number of staff absences due to sickness, I did not panic but rather displayed cool-headedness hence coordinating the formulation of this contingency plan. Being able to manage my emotions appropriately helped to enhance team morale and make sure that everything was running as it should in the organisation, especially during a challenging time (Horn, 2009). This has helped me develop the aspect of maintaining composure and hence increase my credibility as a leader whenever making decisions.The success in my self-awareness and self-management areas has made a difference in the organization, particularly in the NHS. As such, I can rate my current competency to be an 8 out of 10 For example, I have been able to reorient my HR function in a manner that is more supportive and receptive to clients’ needs by considering how my decisions impact others. The aforementioned has helped in building a positive workplace culture where all persons feel welcomed, heard, valued and appreciated. As a result, staff retention rates and staff satisfaction have significantly improved. In addition, I have contributed to the development of HR strategies that are more consistent with the strategic framework of the NHS.
Post-programme CPD plan
Further improve Emotional Intelligence =: to achieve this I will Specific: Obtain a certificate on an Emotional Intelligence (EQ) course. Measurable: Success in this area will be measured by the reduction of instances where I make reactive decisions by at least twenty percent. Achievable: I will enroll in a reputable Emotional Intelligence class online and complete required tests.Relevant: I will leverage on learned concepts to improve y weaknesses, improve the quality of decisions, maintain professional relationships and improve the organisations workplace cultureTime-bound: I plan to complete this by the end of January 2025Enhance Self-awareness through regular reflection – to achieve this I willSpecific: Spend at least 30 minutes on a weekly basis on documenting various challenges, emotional triggers and responses every Friday. Measurable: Record developments in a self-reflection journal with the aim of identifying and managing at least 3 recurring emotional triggers.Achievable: Practice mindfulness techniques and gather peers reviews in order to for greater self-awareness and improvementRelevant: Improved self-awareness will help me in making more balanced human resource decisionsTime-bound: I will achieve this by November 2024
Assessment criterion
AC 3.1 Demonstrate curiosity and passion for deep learning.
Development objectives
To improve my competence within this area I will: Make an effort to gain a thorough insight into the emerging HR Technologies and how they can be used for improving Human Resources management and operational efficiency.Expand my knowledge with regard to trends and best practices which can improve employees’ well-being and mental health at work to better address their needs and those of the organisation.
Competence achieved, with linkages to evidence (from your task two activity) and literature
Initial ability (scale 0-10) = 5 Competence now (scale 0-10) = 9Initially, I rated my competence at 5 out of 10, this is because I had basic knowledge about new technologies in the HR field and using data analysis in decision-making, and I had a traditional view of how to address the employees’ well-being. I engaged in several learning activities including attending human resource webinars and completing a course on HR technology including the use of AI in recruitment. Based on the aforementioned I now rate my current competence at 9 out of 10.I realized that to be more effective at work it is important to look out for new ways of enhancing my knowledge and skills. For example, I enrolled on a series of human resource webinars. These sessions allowed me to keep myself abreast with new trends and innovations in the field of HR technology particularly the increased use of AI in recruitment. For instance, I learned about the use of an artificial intelligence-based applicant tracking system that helps organizations hire new employees more effectively by automating screening and matching of the applicants (Pantelakis, 2023). Notably, I leveraged the knowledge gained to pitch for its adoption in my organisation highlighting key benefits such as time and cost savings as well as improved time saving, improved candidate experience and improved employee satisfaction and retention, since employees with the right skills, experience and attitudinal fit would be recruited. In addition, to keep myself apprised of new developments in the people profession, I took a course on HR technology. This course allowed me to learn how data could be used in decision-making processes to a greater extent (Dyson and Franklin, 2020). For example, I was able to learn how to use and incorporate predictive analytics when forecasting the number of employees that may leave within a particular period, thus helping to prevent massive staff turnover (Benjamin, Adeusi and Amajuoyi, 2024). It was particularly useful during a period when we experienced an increase in the levels of turnover in some specific departments. By analysing key organisational data, we figured out some factors that influence turnover and developed mitigating measures leading to a decrease in turnover. For example, analysis of employee turnover data, absenteeism data, employee engagement, satisfaction and exit interview data indicated that one of the underlying reasons was overworking and heavy employee workloads(Suraihi et al., 2021). The aforementioned was contributing to employee stress, burnout, job dissatisfaction and turnover. As a result, the organisation resolved to recruit additional employees and redistribute the existing workload thus improving employee job experience and reducing turnover rates. Apart from technology, I have also explored different ways of ensuring the well-being of employees. Initially, I relied on traditional approaches to supporting employee wellbeing such as providing health care coverage and promotion of healthy lifestyles. Through my learning experiences including personal research, I found out that there are better interventions that the organization should consider beyond offering health care benefits such as mental health support, work-life balance policies, and fostering /promoting a positive organizational culture (Wu et al., 2021). For example, to improve employee health and well-being, the NHS adopted a flexible working policy that allows employees to adjust their working hours to suit their personal needs. Not only did this increase employee satisfaction but also led to improved productivity and decreased number of sick leaves. In the future, I plan to remain committed to pursuing new opportunities for learning and growth. I also plan to remain abreast with any new technologies and best practise that may arise related to hr, employee wellbeing and other areas of human resource management. Through the aforementioned, I can contribute to improved efficiency and operational effectiveness within NHS while also driving innovativeness and responsiveness to the changing needs of the workforce.
Post-programme CPD plan
a) Enhance proficiency in predictive analytics for HR decision-making Specific: Complete an advanced course in Web based Predictive Analytics on Human Resources within the next seven monthsMeasurable: Use the knowledge obtained to implement predictive analytics to ensure optimal staffing levels across different economic cycles and demand in the workplaceAchievable: I will look for opportunities to enroll for the advanced course in online courses from Coursera, LinkedIn Learning or any similar website and dedicate 3 hours per week for learning. Relevant: completing the course will enhance my decision making skills, risk management and contingency planning, to mitigate the negative impacts of incidents in the organization. Time-bound: I will complete the course by March 2025. Remain updated on emerging HR technologies Specific: Participate in at least 3 HR technology webinars or conferences per year to be updated on the latest innovations of AI and Data analytics. Measurable: I will organize bi-monthly and annual meetings to present findings and share best practices with the HR team. I will also facilitate the implementation of at least one new technology every year. Achievable: I will set aside time to attend HR Technology webinars ad conferences in every quarterRelevant: Continuing with the technologies will strengthen the position of the NHS in applying great innovative strategies in HR. Time-bound: I will complete the first webinar by December 2024. In addition, I will hold the first quarterly meeting with employees to implement a new strategy in January 2025.
Assessment criterion
AC 4.1 Assess approaches to decision-making on complex issues, taking ownership to remedy mistakes.
Development objectives
To improve my competence within this area I will: Practice the use of the decision matrix and leverage on the approach to make informed decisions in the workplace.
Competence achieved, with linkages to evidence (from your task two activity) and literature
Initial ability (scale 0-10) = 5 Competence now (scale 0-10) = 8Reflecting on my role as an NHS HR Director, I experienced significant growth, about effective decision-making on complex issues and taking ownership of my mistakes. For example, when I assumed the role of the HR Director, I understood the importance of making informed decisions, particularly in a complex and highly regulated working environment such as the NHS. Before, I focused on relying on data and consultations with other people (Dyson and Franklin, 2020). While this method was exhaustive, it resulted in slow decision-making especially where quick action was needed. Based on the aforementioned, I ranked my initial ability about decision-making on complex issues and take ownership to remedy mistakes as a 5 out of 10. Nevertheless, I have managed to improve my competence to an 8. Notably, one of the challenges that I experienced in my earlier approach was confusion that arose from the fact that there were many perspectives to be considered. At times, this had a negative impact and contributed to analysis paralysis where I was unable to decide for fear that it would be the wrong one (Chen, 2022). Also, I was reserved about taking responsibility for my mistakes and often tried to blame external forces rather than critically assess my decisions and seek improvements.In time, I understood the importance of improving my decision-making approach, particularly when dealing with complex issues (Consul et al., 2022). I also understood that it is important that when making effective decisions, one must have a good understanding of the particular situation and consider factors such as the timeline required and the willingness to take responsibility for the outcome (Laoyan, 2022). One of the ways through which I improved in this area was by considering different decision-making approaches such as the Debonos six thinking approach, rational decision-making approach and the decision matrix which ensured that offered a better systematic way to make my decisions. Further, I incorporated scenario planning where I analysed different possible outcomes that might occur from my decisions such as best-case scenario, worst-case scenario and most probable scenarios. The aforementioned not only empowered me to make decisions more informed decisions but also ensured I reduced the time spent on deliberation (SAP, 2024). For instance, as the NHS HR Director, I applied a Decision Matrix while choosing the new employee benefits program. I listed key criteria for making decisions such as cost, employee satisfaction, time to implement and long-term value. These enabled me to score each option thus having a measure that would help in comparison of the choices made. Decision Matrix indicated that although one of the options was costly, it had the highest return on employee satisfaction and future returns. The strategic approach resulted in choosing a program that was consistent with organizational goals, which improved employees’ motivation and retention levels. Another key area of improvement is in taking ownership of mistakes. This meant that whenever a decision I had taken had unintended impacts, I had to take responsibility and begin finding ways of dealing with such issues. For instance, during the implementation process of the new payroll system, there were significant issues during implementation that hindered the process which in turn led to employee frustration. Rather than blaming the software provider for the challenges experienced within the organization, I accepted the responsibility for the poor decision to implement the system without adequate training of the staff on how to use the new system. I began conducting training workshops and also recruited a special team to help with the transition. As a result, the new system was implemented successfully with minimal resistance from employees.
Post-programme CPD plan
I will enhance accountability in the workplaceSpecific: I need to improve accountability in Human resource management practicesMeasurable: I will review and learn from at least two human resource management decisions that resulted in mistakes and develop a protocol for identifying mistakes and areas of improvement. Based on the findings I will organize quarterly review sessions with my team members for further discussions and identification of corrective actions.Achievable: I will establish a protocol for the documentation and review of major human resource decisions and outcomes that I have made over the last year.Relevant: This activity will help me in fostering a culture of accountability and continuous improvement in the human resource departmentTime-bound: I will achieve this aim by February 2025I need to develop my critical thinking skills Specific: I will complete an online course on decision making, particularly the De Bono’s Six Thinking Hats.Measurable: I will use the De Bono’s Six Thinking Hats framework to analyze at least three Human resource management issues in the next three monthsAchievable: I will set aside two hours every week to focus on studying and practicing the use of the framework.Relevant: the development goal is relevant since it is aimed at strengthening my strategic decision making, critical thinking and problem solving skills. Time-bound: I will complete the course and apply the framework by the end of December 2024.
Benjami, L.B., Adeusi, K.B. and Amajuoyi, P. (2024). Utilizing machine learning to predict employee turnover in high-stress sectors. International journal of management & entrepreneurship research, 6(5), pp.1702–1732. doi:https://doi.org/10.51594/ijmer.v6i5.1143.
Chen, J. (2022). What Is Analysis Paralysis? Definition, Risks, and How to Fix. [online] Investopedia. Available at: https://www.investopedia.com/terms/a/analysisparalysis.asp#:~:text=Analysis%20paralysis%20occurs%20when%20overanalysis [Accessed 26 Aug. 2024].
Consul, S., Heindrich, L., Stojcheski, J. and Lieder, F. (2022). Improving Human Decision-making by Discovering Efficient Strategies for Hierarchical Planning. Computational Brain & Behavior. doi:https://doi.org/10.1007/s42113-022-00128-3.
Dyson, F. and Franklin, E. (2020). ACCOUNTING FOR NON-ACCOUNTING STUDENTS 10TH EDITION. 10th ed. Pearson UK.
Gallagher, K. (2016). Essential study and employment skills for business and management students. 3rd ed. Oxford ; New York, Ny: Oxford University Press.
Horn, R. (2009). The business skills handbook. London: Chartered Institute Of Personnel And Development.
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Pantelakis, A. (2023). The benefits of using AI applicant tracking systems. [online] Recruiting Resources: How to Recruit and Hire Better. Available at: https://resources.workable.com/stories-and-insights/ai-applicant-tracking [Accessed 26 Aug. 2024].
Robinson, S. and Dowson, P. (2012). Business ethics in practice. London Chartered Inst. Of Personnel And Development.
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Sedmak, J. (2021). What Is Stakeholder Engagement, and Why Is It Important for Strategic Planning? [online] SME Strategy. Available at: https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning [Accessed 26 Aug. 2024].
Suraihi, W.A.A., Samikon, S.A., Suraihi, A.-H.A.A. and Ibrahim, I. (2021). Employee turnover: Causes, importance and retention strategies. European Journal of Business and Management Research, 6(3), pp.1–10. doi:https://doi.org/10.24018/ejbmr.2021.6.3.893.
Winstanley, D. (2011). Personal Effectiveness A Guide to Action. London Chartered Institute Of Personnel And Development.
Wu, A., Roemer, E.C., Kent, K.B., Ballard, D.W. and Goetzel, R.Z. (2021). Organizational Best Practices Supporting Mental Health in the Workplace. Journal of Occupational & Environmental Medicine, [online] 63(12), pp.e925–e931. doi:https://doi.org/10.1097/JOM.0000000000002407.
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AC 1.2 Enable people to have a meaningful voice by involving them in decisions that impact them.
AC 1.3 Self-evaluate personal integrity and professional courage in relation to ethical practice.
AC 1.4 Collaborate across organisation boundaries, cultures and other disciplines, including the value of embracing difference.
AC 2.2 Use business acumen to deliver commercial benefits and manage organisational resilience.
AC 2.3 Demonstrate impactful behaviour that is aligned with wider organisational vision, values, strategies and plans.
AC 3.2 Demonstrate continuing professional development that involves both planned learning and reflection.
AC 3.3 Network to enhance own career and contribution to organisational effectiveness.
AC 3.4 Share knowledge and learning to promote organisational success.
AC 4.2 Demonstrate appropriate influencing style to communicate and engage with different audiences.
AC 4.3 Promote organisational improvement through courage, political acumen and the willingness to challenge.
AC 4.4 Use and apply evidence-based critical thinking in your work.
