Continuous Professional Development is Part of HR Practitioners


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Continuous Professional Development is Part of HR Practitioners

Q.1 Critically assess if HR Practitioners need to be ‘professional.’ Does continuous professional development have a part to play? Justify your answers by referring to yourself as a future HR Practitioner and to current debates about the future of the HR profession.


Today, it is challenging to ignore the ethical question that runs through our society and to which the company is not immune. Is this an “ethical wave” sweeping? A question that arises following a scandal or, more generally, when things are not going well? Is this a new management? The names of sustainable development, social responsibility, and ethical management are different; practices and expectations may vary or be similar (Greenwood, 2001). All sectors of the company are affected: finance, marketing, production, and human resources; all the “stakeholders” of the company are concerned: those who work or govern it, customers, suppliers, competitors, neighbors, various associations, and others. What is the role of human resources managers? How are they affected? These questions are indeed helpful and need to be answered.

The Image of the Leader 

Staff’s perception of their leader as a “moral” leader is essential. This encourages staff to follow the leader and enables a process of change. The leader’s role is “to articulate and personify the values ​​and standards to which the organization aspires, to inspire and motivate employees to follow their leader.” If we think first of all of the company’s managers, each of them is now called upon to play a leadership role at their level of responsibility. “Staff needs to recognize the moral characteristics of the leader: his honesty, his integrity.” “This will allow the leader to focus the attention of the organization over ethics and values ​​and to disseminate in the organization those principles which will guide the actions of the employees” (Crane & Matten, 2004).

Certain practices related to organizations and human resources can be qualified as “unethical.” These applications discredit the entire company: in theory, we are talking about new working models; in practice, this may be accompanied by part-time jobs rather than full-time jobs; In theory, we can speak of flexibility; in practice, it may be for management to “do whatever it wants”; In theory, we can talk about delegation, empowerment and, in practice, making someone else take risks and responsibilities; In theory, we can speak of training and development and, in practice, of manipulation; In theory, we can speak of the recognition of the work of individuals and, in practice, we “underestimate unions and collective disputes”; In theory, we can speak of work teams and, in practice, be less respectful towards individuals (Werhane, Radin and Bowie, 2004).

The HR professional suggests strategically managing staff as business resources to the management team. This includes managing the recruitment and hiring of employees, coordinating employee benefits, and suggesting training and development strategies for staff. In this way, HR professionals are consultants, not workers with an isolated business function; they advise managers on many employee-related issues and how to help the organization achieve its objectives (Billett, 2001).

Role of Continuous Professional Development

Continuous Professional Development (CPD) is “a combination of approaches, ideas and techniques to help you manage your learning and growth.” The emphasis is on the results and benefits such training can bring in the real world (Collin, 2006).

For HR practitioners, the appeal of CPD is evident as they demonstrate that they have been proactive in safekeeping their skills up to date while keeping abreast of the latest developments in the industry. For the candidates themselves, investing time and energy in CPD increases motivation, productivity, and job satisfaction, so it is a valuable quest whether or not you are actively looking for an employment opportunity.

The objectives of CPD are to ensure that their knowledge, skills, and abilities are up to date, to gain confidence in their professional role, and will take on more challenging roles and possibly change roles or jobs. In some professions, it is compulsory to meet a given quota of CPD activities to continue to be certified or authorized to practice as a professional (CIOB, 2007). 

Increase Earning Potential

CPD can benefit an HR practitioner for many reasons because it results in higher career earnings. Academic upgrades allow graduates and working professionals to increase their earning potential by updating their skills or learning new ones relevant to the workplace. After all, many graduates only know what is expected once they enter the workforce and assess the daily task required to succeed. Continuous professional development provides a flexible and easy way to improve one’s skills and a thirst for development (Briggs & Sommefeldt, 2002). 

Communication, as well as the maintenance of an excellent working atmosphere, is an essential element for an HR practitioner. Through CPD, practitioners can better understand what professionals mean and better appreciate work implications since knowledge will increase with the profession (Chiangmai, 2005). This is because, in this way, the manager can get the most from their employees, broadening their skill sets and adding value to the organization.

Investing effort, time, and training have become essential for establishing an effective and strong HR department and professionals (Latham & Wexley, 2001). Being a human resource manager imposes a responsibility that the company’s policies are being enforced consistently. A company lacking human resources may open itself to serious issues, where expertise, skills, and knowledge are only possible if regularly updated, ultimately impacting productivity.

Continuous Professional Development can help review, reflect, document the learning process, and update professional skills and knowledge (Nägele & Hasler, 2010). This can also serve as an excellent tool for motivation since it tends to remind the practitioners to work on their development, which will result in an enhanced level of confidence and strengthened professional credibility, along with helping the employees to be creative and innovative in handling new challenges. Moreover, diversity and flexibility offer HR practitioners an opportunity to get a learning approach that best suits the capabilities of the individual (Noorazah & Juhana, 2012).


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  2. Briggs, A. R., & Sommefeldt, D. (2002). Managing Effective Learning and Teaching. London: Paul Chapman Publishing
  3. Chiangmai, C. N. (2005). Human-Focused Management For Future Progress. In Abdul Ghani PG Hj Metusin & O. K. Beng (Eds.), HRD for Developing States and Companies (pp. 32–43). Singapore: Institute of Southeast Asian Studies
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  11. Noorazah, M. N., & Juhana, S. (2012). The Influence of Theories on Factors Affecting Knowledge Sharing and Its Relationship with Innovation and Organizational Performance. In 6th Knowledge Management International Conference (KMICe) (pp. 509–514). Johor Bahru, Malaysia: Universiti Utara Malaysia
  12. Werhane, P. H., T. J. Radin, and N. E. Bowie. (2004). Employment and Employee Rights. Malden, MA: Blackwell Publishing.

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