Professional Review

Professional Review Student’s Name Institution Course Instructor Date Q7. Review of My Behaviour Against the Six Associate-Level Standards (AC 2.3) To complete this reflection, I reviewed my behaviour to assess it in the light of the six levels of the CIPD Profession Map at the Associate level by the standards Working Inclusively (CIPD, 2025). I took not only my own impressions but also the input of a colleague, Malik, who has shared the same working experience with me on various cross-team assignments. They provided me with feedback to identify areas where I lacked and explained areas where my strengths were always the same. Inclusivity: My colleague observed that I make a conscious effort to know people as individuals, especially by making calls most of the time and adjusting to communication styles where needed. Considering this, I can notice that I am good at rapport building, yet I can be better at confronting exclusive behaviours when I am aware of them. Valuing Diversity: Feedback indicated that I am a good listener who embraces different opinions during a discussion. However, I also learnt that I sometimes do not feel like inviting more silent colleagues and asking them to voice their opinion, and it is one of the aspects, which I should work on. This reflection has made me understand that I should be more involved in ensuring that all are heard. Building Relationships: My colleague confirmed that I build productive working relationships and express myself without a fear of reprimand. Self-assessment shows that I possess a strong relationship-building skills, especially when it comes to my direct team. I understand that I need to take an additional step of getting in touch with the employees in other departments. Collaborative Working: My reflection and the feedback provided by my colleague revealed that I am dedicated to being an effective team player who works towards collective goals. I am an active participant in group work, but I also admitted that I might gain more confidence in taking the initiative to arrange joint-working activities instead of letting other people take it. Sharing Knowledge: I was informed that I am an open and willing person to share expertise as a way of helping to solve problems. This is a strength, and I also discovered that I can engage in spreading knowledge more actively as opposed to when responding to calls. Conflict Resolution and Psychological Safety: My colleague discussed that I am approachable and non judgemental in the event of a conflict situation and I concur with her because I have been noted to help those who need to express their issues without prejudice. However, I have realised that, in some cases, I pay more attention to the harmony, rather than the underlying problems, which prevent the long-term solution. Q8. Two Ways the People Practitioner Role Is Evolving (AC 3.1) The more strategic implementation of people analytics and evidence-based decision-making is one method that the people practitioner role is changing. Modern organisations are placing an increasing demand upon HR specialists, generalists, and practitioners to no longer be confined to the roles of administration and instead be able to contribute to organisational performance through the interpretation of workforce data in the form of turnover rates, engagement levels, absence rates, and diversity indicators (CIPD, 2024). People analytics allows the people involved to find patterns, forecast risks, and prove people-related interventions based on tangible evidence and not on intuition, which can strengthen the credibility of senior decision-making levels. Such evolution suggests...