By Editorial Team Last updated: Dec 29, 2021
This unit focuses on how applying core professional behaviours such as ethical practice, courage and inclusivity can build positive working relationships and support employee voice and well-being. It considers how developing and mastering new professional behaviours and practice can impact performance.
Workplace ethics has been an increasing focus for businesses, policy makers and regulatory bodies in recent years. In the wake of corporate scandal, talk often turns to how organisations can change their culture and manage unethical behaviour. But, to make a much-needed change, we need to understand why unethical behaviour occurs in the first place. With this knowledge, business leaders and people professionals can take meaningful action to tackle it.
This report Rotten apples, bad barrels and sticky situations: a review of unethical workplace behaviour, provides evidence-based, practical lessons that people professionals and leaders can use to minimise the likelihood of unethical behaviour in their workplace.
https://www.cipd.co.uk/knowledge/culture/ethics/ethical-behaviour
Gifford, J., Green, M. and Barends, E. (2019) Rotten apples, bad barrels and sticky situations:
an evidence review of unethical workplace behaviour [online]. Research report. London: CIPD.
Understand what diversity and inclusion mean in the workplace and how an effective D&I strategy can support business. Promoting and supporting diversity in the workplace is an important aspect of good people management - it’s about valuing everyone in the organisation as an individual.
However, to reap the benefits of a diverse workforce it’s vital to have an inclusive environment where everyone feels able to participate and achieve their potential. While UK legislation - covering age, disability, race, religion, gender and sexual orientation among others - sets minimum standards, an effective diversity and inclusion strategy goes beyond legal compliance and seeks to add value to an organisation, contributing to employee well-being and engagement.
https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet
Miller, J. and Green, M. (2020) Diversity and inclusion in the workplace [online]. Factsheet. London: CIPD.
You are currently you are working in the People Practice Team and are working on your CIPD qualification. Your Line Manager is running a break-out session at one of the CIPD Conferences, showcasing the work of various organisations. The focus of the presentation is on how personal and ethical values can be applied, including the key role of people practice professionals in contributing to (if not driving) discussions to influence others with confidence and conviction. The presentation also aims to explore issues around the human and business benefits of inclusive behaviours ensuring that people are fairly treated at work. In addition, the presentation is designed to highlight examples of how this can build positive working relationships and lead to performance improvement.
Preparation for the Tasks:
You will also benefit from:
Your manager has asked you to prepare a presentation in readiness for delivery to colleagues on the importance of ethical practice and the business case for such people practices. Your Presentation Pack must include presentation slides, the evidence you have gathered, and presenter notes. It is expected that your presentation pack is aimed at the appropriate audience and is of business format.
You should ensure that your presentation includes a review of the various influences on ethical practice as well as details of a robust business case for the ethical people practices. You also need to provide a Briefing paper as a handout for delegates covering the main points of the presentation in an accessible, easy to read way.
Your presentation should include the following and should refer to the CIPD Profession Map wherever appropriate:
1. Define the term professional and explain the requirements of a people professional. (1.1)
2. To help explain what is meant by ethical values, give at least three examples of your own personal values and how this affects how you work and develop working relationships. (1.2)
3. Drawing upon work or personal examples, analyse how you could/have
4. Drawing on relevant theory provide a robust argument that includes both the business and human benefits of people at work feeling included, valued and that they are being treated fairly (2.1)
5. Identify a people practice initiative that has been put in place in response to some form of internal or external feedback, set out the purpose of this initiative and explain how you would evaluate the impact of this initiative paying particular attention to levels of engagement within the organisation. (2.2, 2.3)
Task Two – CPD portfolio
The purpose of this task is to evidence your approach to Continuous professional development as a people practice professional in conjunction with the CIPD Profession Map. The task combines a number of activities which should be presented as a CPD portfolio.
As an introduction to your portfolio it is important to set the scene to your personal learning journey.
Activity 1 – The Context of Professional Development (3.1)
Explain the following;
Activity 2 – Self Assessment
The first stage of your CPD should be to understand where you’ve come from, where you are and where you want to be.
Activity 3 – Reflective practice
A key element of our PD is reflecting on our everyday experiences to learn from these, capturing what went well or mot so well and how we can learn from such situations.
Your reflections should focus on the following scenarios.
Activity 4 – assessing the impact of your learning and CPD.
The final part of our CPD is to measure the overall impact of our learning. To achieve this, you need to think about and capture the impacts, covering positive as well as negative. What was the impact on you, your team, your colleagues, your customers, your stakeholders, the organisation or your department? To support this assessment, you will need to complete a record of your learning for the last 12 months (3.4).
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