The CIPD recently published its Thinking Performer vision,which outlines its strategic view of what future members should aim for. HRconsultant Fiona Brady sees how she and her team measure up to the criteria1. Personal drive and effectiveness: the existence of a positive, ‘can-do’mentality, anxious to find ways around obstacles and willing to exploit all ofthe available resources in order to accomplish objectives.”This is often what enables some to move on or get the job offer.” 2. People management and leadership: the motivation of others (whethersubordinates, colleagues, seniors or project team members) towards theachievement of shared goals not only through the application of formalauthority but also by personal role-modelling, a collaborative approach, theestablishment of professional credibility, and the creation of reciprocaltrust. “I would like to think as a consultant I score quite highly on thisone.” 3. Business understanding: adoption of a corporate (not merely functional)perspective, including awareness of financial issues and accountabilities ofbusiness processes and operations, of ‘customer’ priorities, and of thenecessity for cost/benefit calculations when contemplating continuousimprovement or transformational change. We all need to translate business needs and apply solutions.” 4. Professional and ethical behaviour: possession of the professional skillsand technical capabilities, specialist subject (especially legal) knowledge andthe integrity in decision-making and operational activity that are required foreffective achievement in the personnel and development arena. “Being Chartered helps identify those who have gone through the painbarrier and seek continual development.” 5. Added-value result achievement: a desire not to concentrate solely ontasks, but rather to select meaningful account-abilities – to achieve goalsthat deliver added value outcomes for the organisation, but simultaneously tocomply with relevant legal and ethical obligations. “Great to see that the CIPD has come of age in reflecting how individualscan make a difference.” 6. Continuing learning: commitment to continuing improvement and change bythe application of self-managed learning techniques, supplemented where appropriateby deliberate, planned exposure to external learning sources (mentoring,coaching etc). “I believe we need to be doing more on our own development than justticking the boxes.” 7. Analytical and intuitive/creative thinking: application of a systematicapproach to situational analysis, development of convincing, business-focusedaction plans and, where appropriate, the deployment of creative thinking togenerate innovative solutions and proactively seize opportunities. “Perhaps more needs to done on measuring innovation and the ability tosell solutions.” 8. ‘Customer’ focus: concern for the perceptions of personnel anddevelopment’s customers, including (principally) the central directorate of theorganisations, a willingness to solicit and act upon customer feedback as oneof the foundations for performance improvement. “There is likely to be more transparency and 360-degree feedback sought tomeasure the value of HR and that of the individual.” 9. Strategic thinking: the capacity to create an achievable vision for thefuture, to foresee longer-term developments, to envisage options (and theirprobable consequences) to select sound courses of action to rise above theday-to-day detail, to challenge the status quo. “It is not always seen to be politically correct to have your say, andsometimes you can feel vulnerable challenging direction.” 10. Communication, persuasion and interpersonal skills: the ability totransmit information to others, especially in written (report) form, bothpersuasively and cogently, display listening, comprehension and understandingskills, plus sensitivity to the emotional, attitudinal and political aspects ofcorporate life. “This is where you know the CIPD has completed its research to understandthe ‘blue print’ of the ‘thinking performer’.” Summary “Surely it is not enough to give a blue print model of the thinkingperformer. We need to redesign our recruitment, training and management styleto not only recognise these talents, but to nurture them and make sure they getthrough to business improvement. “Perhaps we shall see these competencies reflected in what thecompetency roadmaps from the CIPD reflected, not only in current study, butalso in measuring ability of Chartered members?” Fiona Brady, is an HR consultant at HRHR Personnel Services Ltd Comments are closed. How do you measure up?On 20 Jan 2004 in Personnel Today Previous Article Next Article Related posts:No related photos.