HR Professional Impact Louisa Baczor
The world of work is changing
What are the key changes affecting your organisation?
Work can and should be a force for good
37% of organisations have seen an increase in stress-related absence over the last year cipd.co.uk/healthandwellbeing2018
Total FTSE 100 CEO pay increased by 11% between 2016 and 2017
Putting the people profession at the heart of change
Do the long-term interests of people, organisations and society justify sacrifices in the short-term? 70% said it would be the right thing to do in theory . But only 23% always apply this principle in practice .
Think of a time when you’ve faced a dilemma in your work. What did you do?
What happens when values collide?
How empowered do you feel to challenge decisions made by senior leaders?
The People Profession in 2018 What helps people practitioners to uphold strong professional values in their careers? 12
Factors influencing ability to demonstrate professional behaviour
Values on how employees should be treated The 'People Profession' Your organisation 88% 62% 62% 61% 49% 49% 47% 44% 41% 26% Employees should Employees should Employees should Employees should Employees should be given the participate in share the financial accept that the accept the opportunity to workplace decisions success of the organisation cannot employment deal develop in the organisation guarantee security that is offered to organisation of employment them
Most important indicators of own performance 58% 44% 43% 42% 30% 28% 26% 15% 13% Create economic value through Contribute to people's well-being Contribute to societal benefit (e.g. organisational effectiveness (e.g. (e.g. happiness, fairness, and outcomes for communities and the financial outcomes and health) economy) organisational performance) 1 2 3 cipd.co.uk/people-profession-survey
How performance is evaluated in the organisation 63% 58% 51% 30% 25% 24% 20% 18% 12% Create economic value through Contribute to people's well-being Contribute to societal benefit (e.g. organisational effectiveness (e.g. (e.g. happiness, fairness, and outcomes for communities and the financial outcomes and health) economy) organisational performance) 1 2 3 cipd.co.uk/people-profession-survey
Ethical climate in organisation In order to succeed in my organisation, it is often necessary to compromise one's 28% 55% ethics Managers in my organisation often engage in behaviours that I consider to 31% 54% be unethical Agree Disagree Don't know cipd.co.uk/people-profession-survey
Credibility of team/department The HR/people department is given opportunity to add value to my 58% organisation The HR/people department is taken 57% seriously in my organisation The HR/people department is respected 54% in my organisation The HR/people department is NOT given opportunity to contribute meaningfully 23% to my organisation's needs % Agree cipd.co.uk/people-profession-survey
Professional courage Accepted the tasks given, but found new and different ways to carry them 8% 38% 40% out Challenged the purpose of what I was asked to do and proposed alternative 12% 32% 36% ways that I could contribute Accepted the tasks given because I felt I 11% 28% 35% had to do what I was asked Always Often Sometimes
2 in 5 practitioners have stated their views about an ethical issue to a manager in the past year • 13% have gone against managers’ decisions if they violated ethical standards.
Over 6 in 10 say their job gives them the opportunity to fully express themselves as a professional
Nearly 3 in 10 feel there’s a conflict between what their organisation expects of them and their professional beliefs
Sources of evidence used in decision-making
Evidence-based practice cipd.co.uk/peopleanalytics
Recommendations for people professionals Be more Invest in evidence- CPD based Build confidence to challenge
The new Profession Map
Peopleprofession.cipd.org
Find out more at: cipd.co.uk/people-profession-survey Louisa Baczor l.baczor@cipd.co.uk
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