Unit 5COO3
Professional Behaviours and Valuing
People
ASSOCIATE DIPLOMA IN PEOPLE
MANAGEMENT
Aims
Explore professional and ethical behaviours in the context of people
practice by appraising what it means to be a people professional
Identify how personal and ethical values can be applied, including
contributing to discussions with confidence and conviction to
influence others
Learn how to champion inclusive and collaborative strategies,
arguing the human and business benefits of inclusive behaviours
and the right to be fairly treated at work
Demonstrate personal commitment to learning, professional
development and performance improvement by exploring how the role
of a people professional is evolving.
2
Sunday – Professional Behaviours and Valuing People (5CO03)
• Explore professional and ethical behaviours in the context of
people practice by appraising what it means to be a people
professional
Module 2
Schedule
Monday & Tuesday – Evidenced Based Practice (5CO02)
• Understanding of the concepts of evidence-based practice
and the tools and methods that are applied to diagnose
issues, challenges and opportunities
Wednesday & Thursday – Talent Management & Workforce
Planning (5HR02)
• To explore the impact of effective workforce planning in
considering the impact of the development of diverse talent
pools
LO1
Be able to demonstrate professional and
ethical behaviours in the context of People Practice
4
LEARNING OUTCOMES
AC 1.1
Appraise what it means to be a People Professional
AC1.2
Recognise how personal and ethical values can be applied in the context of
people practice
AC 1.3
Consider the importance of People Professionals contributing to discussions
in an informed, clear and confident way to influence others.
AC 1.4
Recognise when and how you would raise matters which conflict with ethical
values or legislation
5
AC 1.1
Appraise what it means to be a People Professional
THIS MEANS:
Being clear what being ‘Professional’ means to you (definition and supported by references).
• How being a People Professional makes you feel; WHY you chose HR, what you believe is important
as far as behaviours, ways of working, what you do and how you do it.
6
Employee Voice and Engagement?
•
Are these becoming more or less important
& why?
Research and discuss what these terms
mean
•
give a greater VOICE to your employees ?
•
• Employee Voice
• Employee Engagement
How engaged are your employees?
Evidence?
•
Group Task
What are you doing in your organisation to
What are some of the key challenges facing
your organisations to raise / maintain
levels of employee engagement?
7
Drivers of Employee Engagement
In order to improve employee engagement, it’s important to understand what motivates
employees and drives them to be personally invested in their work.
Often, employee engagement is driven by employees’ desire for:
• Meaningful work
• Career growth
• Empowerment
• Belonging
• Recognition
• Leadership
• Fulfilling work relationships
A modern approach to your people and employee engagement requires thinking of these
drivers in a more personalised way
https://www.glintinc.com/blog/drivers-of-employee-engagement/
8
ASSIGNMENT QUESTION
AC 1.1 Employee Voice and Engagement
1. Provide a brief definition of Employee Voice
2. Review TWO examples of recent trends in Employee Voice
• For example: Direct Participation, Employee Representation at Board
Level, Use of social media etc…
• referring to the case study organisation GO QUEST.
Group Task
3. Summarise how to use these examples to build employee engagement .
You should make reference to the case study GO QUEST where possible in your answers.
9
Strategic
People Expert
HR Profession in
the modern
world
Operational
Excellence
Champion of
change &
Change
Agent
Others?
10
1.
‘Human’ Leadership:
more authentic,
empathetic and
adaptive
3.
Improve Employee
Experience
2.
Making Organisational Design
and change management
relevant and balanced
4.
Business aligned &
data driven
Recruiting
HR’s Strategic priorities
2023
5.
Future of work and
anticipating future
talent needs
https://www.gartner.com/en/articles/what-will-hr-focus-on-in-2023
Top 5 Priorities for HR Leaders 2023, Gartner
11
CIPD Profession Map
• The new Profession Map (2018) sets
the international benchmark for the
people profession.
• Use it to make better decisions, act
with confidence, perform at your peak,
drive change in your organisation and
progress in your career.
• No matter who you are in the
profession, whether you’re a CIPD
member or not, the new Profession
Map is relevant to you.
https://peopleprofession.cipd.org/profession-map
12
CIPD Profession
Map
https://peopleprofession.cipd.org/profession-map
13
ASSIGNMENT QUESTION
AC1.1 Consider what it means to be a
People Professional.
1. Provide a general definition of the term ‘Professional’
• make sure you reference your source
Group Task
2. Referring to TWO Professional BEHAVIOURS explain what it
means to be a People Professional
3. Referring to TWO Professional ACTIVITIES explain what it
means to be a People Professional
You must refer to the CIPD Profession Map within your answer
and reference this.
14
AC 1.2
Recognise how personal and ethical values can be
applied in the context of People Practices
THIS MEANS:
This is about you defining ethical values and identifying at least 3 personal (ethical) values with a clear
explanation of how these shape what you do and how you do it as a People Professional.
15
What is Business Ethics and why is it
important?
• How would you define business ethics?
• Is it important and if so, why?
• How do your organisations demonstrate business ethics
Group Task
• Externally?
• Internally?
• How do your organisations’ Values demonstrate business
ethics?
16
Ethics in Organisations
Most businesses are started for two reasons: To meet a need that’s not being met and to
make money.
When a business can do both, it’s a wonderful thing.
• However, if a business wants a stronger bottom line (more profit, capital, stock etc…) , sometimes it looks for
ways to cut corners. If those cuts don’t affect the quality of the goods and services, that’s great.
• But when the product starts to suffer and people are put at risk, this is where problems can arise. This
approach can also cause problems internally. If a company expects its employees to perform their jobs in a
way that might cause a conflict legally or morally, a business’ ethical reputation could be in jeopardy.
Business Ethics Defined
Business ethics are the rules and principles that determine what is morally right and wrong in a business
atmosphere. It’s the unspoken agreement that a business will conduct itself fairly and within the established
rules.
17
https://smallbusiness.chron.com/role-government-business-ethics-65128.html
Ethics – makes good business sense
According to Ethisphere’s
Ethics Index, the listed 2021
World’s Most Ethical
Companies outperformed a
comparable index of the
largest companies by 7.1
percentage points from
January 2016 to January
2021.
https://worldsmostethicalcompanies.com/
18
Ethical & Personal Values
Ethical Values
• How would you define them?
• Why is it important to have them?
• Typical examples? List them out
• Do they reflect those of your organisation?
• Examples of where ethical values impact on your handling of a
situation.
Group Task
Personal values
• How would you define them?
– Which ones are most important to you and why?
•
•
How do you live out your personal values?
Do your personal values align with your organisation’s values?
19
Importance of Values
Values represents a judgment by an individual that certain things are “good” or “bad,”
“important” or “unimportant,” etc….
Values provide us individually and as an organisation guidelines or standards for choosing
one’s own behaviour and for evaluating the behaviour of others.
Values help us determine appropriate standards of behaviour.
• They place limits on our behaviour both inside and outside the organisation.
• In such situations, we are referring to what is called ethical behaviour, or ethics.
20
Ethical Values
Ethical values provides the moral compass by which we live our lives and make decisions –
‘doing the right thing’ because it’s the right thing to do.
• The way we make decisions is important for organisations because the wrong decisions – or decisions which
have been implemented badly – can have a significant impact on people’s lives and the reputation of
organisations.
• So, when we make decisions based on good principles, and live by good values, we can improve the lives of
others and the experiences they have at work.
Ethical Values (examples)
• Democracy / Loyalty / Fairness / Transparency / Honesty and integrity / Equality / Keeping promises /
Concern for others / Respect for others
21
Personal Values
Personal Values are the foundation of ethics as they guide what a person considers good/bad or
desirable/undesirable. Values create the foundation for personal and societal judgment and action.
• Personal values are what a person believes to be important. They help prioritise life’s demands and often serve as a
compass or guide in decision making and behaviour.
• Yet, many people are unable to verbalise the values that guide them. This does not suggest an absence of values. Rather
values are often so in-built in our personal beliefs and worldview that they become “invisible.”
• People often do not recognise the value that is guiding their decision. Yet, as HR professionals we need to be aware of
our own and others personal values that guide our judgments and behaviour
Personal values (examples)
• Fairness / Honesty / Equality / Inclusivity / Valuing others / Evidence-based decision making / Professional
integrity
22
Ethics and HR’s role
• Is treating employees ethically an optional extra?
• What is HR’s role in Business Ethics?
• Leader / Enforcer / Guardian / Champion???
Group Task
• What HR policies / activities does it impact?
• What more can HR do to make the business a more ethical
organisation?
• What will be some of the main challenges it will face?
23
ETHICS – HR’s role & responsibility
• Fair treatment for all – equality of opportunity
• Equity in pay and reward
• Enforce policies and implementation to ensure executive integrity and
effectiveness
• Employees should know what is ethical and unethical – there must be rules
of behaviour and sanctions
• Mutual respect & Dignity at Work
• Diversity & Inclusion
• Creating Trust
• Health and Well-being.
24
ASSIGNMENT QUESTION
AC1.2 Recognise how personal and ethical values can be
applied in the context of people practice.
1. Discuss the concept of ethical values.
2. Choose TWO personal and ethical values (For example: fairness, honesty,
inclusivity, integrity, valuing others).
Group Task
•
•
Explain how each of your chosen examples can be applied in your work as a people
professional
For example: how you build relationships, how you approach decision-making, how you
handle conflict.
25
AC 1.3
Consider the importance of People Professional contributing to
discussion in an informed, clear and confident way to influence
others
THIS MEANS:
Good communication is key to your success – as a person and as a People Professional.
• Communication is a well-defined process of sharing different information, ideas, feelings, etc.
between two or more people.
• The more competent you are at communication the more influence, credibility, and impact you will
have as a People Professional.
26
Engaging in discussions as a HR
Professional
1. How do you ensure your discussions are meaningful and
impactful?
2. How courageous do you feel in your discussions?
Group Task
3. How can you influence and inform others in a clear and
engaging way?#
• What works for you?
27
Ways you can influence and inform
• Active listening
• Assertiveness
• Communication – Communication involves verbal, nonverbal and listening
skills
• Persistence
• Self-confidence
• Voice – Tone, volume
• Checking understanding
• clarifying points
• Using evidence to support argument
• adapting content to suit the audience
28
28
Good communication is key
Good communication is key to your success – as a person and as a HR Professional.
• Everywhere we go we all exchange information, thoughts in a way or another on daily basis with different
people.
Communication is a well-defined process of sharing different information, ideas, feelings, etc.
between two or a group of people.
• The purpose of this process is to arrive at a common understanding. The information can be exchanged through
different verbal and non-verbal platforms like speech, writing, signals, etc.
• Communication is considered as the heart of professional and personal or social life.
• Communication is a two-way process of reaching mutual understanding, in which participants not only
exchange information but also create and share meaning.
29
The receiver is the
one who receives
messages or
information
transmitted by the
sender.
Message
Receiver
Communication
building blocks
The actual content or
information that is being
communicated is termed as a
message.
Sender /
Source
4 elements of
communication
Source or sender is the one
who sends the message or
information to another person
A system or the means to
transfer information or
message between the sender
and receiver.
Medium
30
Communication is not always easy
Research that shows that:
• 40% of face-to-face communication is misunderstood
• 60% of email is misunderstood.
• There’s not yet any research for texting, but it’s probably even worse – especially for
critical conversations.
• There’s even a saying for it:
what can be misunderstood, will be misunderstood.
Or… if communication can fail, it will.
31
Why Communication Fails
• Because the idea is separate from the way it is communicated, errors can occur in
transmission.
• We may think we have communicated our idea properly, but in reality; the other person
has no idea of what we mean – or even worse – they think they know but have a
completely different interpretation.
• You’ve probably been on both sides of this experience.
• It is not only what we say but how we say it that influences how effective our
communication is:
• Passive?
• Aggressive?
• Assertive?
32
There are many ways, other than words, to transmit your ideas.
• We think in ideas, not words. Once we have the idea we encode the idea
into words, body language, voice tones, colors, or another medium to
convey the idea(s) to other people.
Content
7%
Visual
Hearing
Body
Language
55%
Voice
38%
Communication Is
more than Words
Feeling
Little needs to be said, much needs to be communicated
* Mehrabian – Components of effective communications
33
7Cs of Effective
Communication

34
Why do we ask questions?
Group Task
• What is the purpose and value of questioning?
• How effective is it?
• What are some of the key challenges /
difficulties?
• What are the different types of questions?
35
Questions = Engagement &
Ownership
• To assess the ability / interest / knowledge / experience of the other person
• To ensure that your conversation is at the right level
• To maintain interest and involvement
• To encourage others to take responsibility for what they are doing and how best to apply it
in their job
• To help others to think out answers for themselves
• To determine whether someone has understood your instruction
Question Types
Closed
get a YES/NO
answer
Opinion
Hypothetical
Open and Specific
who, what, where, why,
when, how, tell me
about…
Multiple
Leading
36
Open: What was the most difficult challenge
you faced during your summer placement? Ok,
let’s take the 2nd one, describe that situation.
Narrow: What happened next? How did you
deal with it?
Probe
Listen
Probe: Who else was involved? What was your
specific role? Which ideas did you come up
with? How did you do that?
OPEN
Probe
Who? What? When? Why? Where? How?
Confirm: To confirm some final details. Use
closed questions. What, if anything, would
you do differently?
Funnel
Questioning
Technique
Close
…. to clarify or commit
Summarise: Test understanding
Check
…. you have understood
37
How easy is it to listen?
• Think of a time when you felt you weren’t listened to (could be
work, family, doctors, shopping etc)
• Try and identify at least 2 things that the person in the story did that demonstrated
they were not-listening to you
• What impact did this have on you? How did it make you feel?
Group Task
• Think about and write down some principles of good and bad
listening (by reversing what happened in the stories)
38 to others
• What can you DO and SAY to make sure you actively listen
38
Listening is hard
Listening is the communication skill we use the most but it is the one we receive
least training in.
• One reason for the oversight is the assumption that if we can hear, we can listen!
Reflect on the last 24hours and the people you have communicated with and
ask yourself honestly:
• Did you really listen to what the other person was saying?
• Can you really recall the mood and emotion of what they were saying?
• Did you exclusively tune in to their message and respond to it?
39
39
Five Levels of Listening*
Ignoring
Pretending
Selective
Attentive
Empathetic
* Stephen Covey
40
ASSIGNMENT QUESTION
AC1.3 Consider the importance of People Professionals contributing
to discussions in an informed, clear and confident way to influence
others.
1. Explain why it is important for a People Professional to be able to influence
others and ensure the ‘People’ Practice voice is heard within an
organisation.
•
What would the consequences be if communication was not clear, informed and
confident?
Group Task 2. Explain TWO techniques you would use to influence and inform others in a
clear and engaging way
•
For example: tone and volume of voice, checking understanding, clarifying points,
active listening, using evidence to support arguments, adapting content to suit the
audience.
41
AC 1.4
Recognise when and how you would raise matters which conflict
with ethical values or legislation
THIS MEANS:
Raising Issues – speaking up and being confident, using evidenced based approach to raise issues
relating to organisational policy, leadership approach, ethical values or issues surrounding compliance
with legislation.
• The conflict may arise from organisational policies or practices, leadership style or conflict between
individuals
42
Whistleblowing
What is it and why is it important?
What do these organisations have in common?
Enron
Philip Morris
International
Pfizer
Volkswagen
Amazon
Price Waterhouse
Cooper
Halliburton
Group Task
UBS
USA Government
https://whistleblowingnetwork.org/Home
Du Pont
(Dark Waters)
Pacific Gas and Electric Company
(Erin Brockovich)
AT&T
Eli Lily
43
Whistleblowing – protecting the ethics, rights and
voice of employees
When a former or an existing employee of an organisation raise his/her voice against the unethical activities
being carried out within the organisation is called as whistle blowing and the person who raise their voice is
called as a whistle blower.
• The misconduct can be in the form of fraud, corruption, violation of company rules and policies, all done to
impose a threat to public interest.
• Employees may raise issues relating to organisational policy, leadership approach, ethical values or issues surrounding
compliance with legislation.
https://en.wikipedia.org/wiki/List_of_whistleblowers
• The whistle blowing is done to safeguard the interest of the society and the general public for whom the
organization is functioning.
• Organisations should motivate their employees to raise an alarm in case they find any violation of rules and
procedures and do intimate about any possible harm to the interest of the organisation and the society
https://whistleblowingnetwork.org/Home
44
Raising Issues
1. When and how can employees raise issues / concerns in
your organisations?
• Organisational policies and practices
Group Task
2. Brainstorm and list out a minimum of TEN
Workplace issues that would cause you to raise
the matter to a manager or other authority.
45
Workplace issue examples
1.
Discrimination and harassment.
2.
Workplace health and safety.
3.
Whistle-blowing or social media rants.
4.
Ethics in accounting practices.
5.
Corporate espionage and nondisclosure.
6.
Technology and privacy practices.
7.
Nepotism or favouritism.
8.
Unethical Leadership.
9.
Toxic Workplace Culture.
10. Unrealistic and Conflicting Goals.
11. Questionable Use of Company Technology.
46
Main UK Employment Legislation
Acts of Parliament are sources of ‘primary’ legislation in which the key principles of the law
are set out.
Examples of important acts relating to employment law include:
• Employment Rights Act 1996 (including Dismissals)
https://www.netlawman.co.uk/ia/era-1996
• Employment Act 2002
https://www.compactlaw.co.uk/free-legal-articles/employment-act-2002.html
• Equality Act 2010
https://www.citizensadvice.org.uk/law-and-courts/discrimination/about-discrimination/equality-act-2010-discrimination-and-yourrights/
• Trade Union Act 2016
https://www.ier.org.uk/resources/trade-union-act-2016-what-says-what-it-means/
https://www.cipd.co.uk/knowledge/fundamentals/emp-law/about/uk-emp-law-made-factsheet#12795
47
ASSIGNMENT QUESTION
AC1.4 Recognise when and how you would raise matters
which conflict with ethical values or legislation.
1.
Group Task2.
Where you consider something to be unethical (whether it is illegal or not.)
•
Provide a specific example of something unethical
•
Briefly explain the issue and how it breached your ethical code of practice
•
For example: The implementation of a new policy that indirectly discriminated against a protected
characteristic.
•
Explain how you would raise this with a Senior Manager. What procedure would you follow?
Where you believe something contravenes (breaks) UK legislation.
•
Provide a specific example of something that contravenes UK legislation. You must clearly state what the
legislation is (ACT/LAW)
•
Briefly explain the issue and how it breaches legislation
•
For example: the implementation of a new policy that contravenes working time legislation or equal
opportunities etc
•
Explain how you would raise this with a Senior Manager. What procedure would you follow?
48
LO2
Be able to champion inclusive and collaborative
strategies for building positive working relationships.
49
LEARNING OUTCOMES
AC 2.1
Argue the human and business benefits of people feeling included, valued,
and fairly treated at work linking to related theory
Discuss strategies for designing and ensuring inclusive People Practices
AC 2.2
Reflect on your own approach to working inclusively and building positive
working relationships with others
AC 2.3
50
AC 2.1
Argue the HUMAN and BUSINESS benefits of people feeling
INCLUDED, VALUED, and FAIRLY TREATED
at work linking to related theory
THIS MEANS:
When employees are appreciated and treated fairly, they will more likely feel engaged, be more
motivated, and more likely to perform at a high level.
51
Creating a sense of ‘belonging’
– what is it and why is it important?
1. What does ‘belonging’ mean to you?
2. How can an organisation encourage employees to feel that they
‘belong’
Group Task 3. What are the key challenges facing organisations in trying to
build ‘belonging’
4. What are the individual and organisational benefits of inclusion,
fairness and being valued?
52
Belonging
– From comfort to connection to contribution
When employees appreciate how their individual work helps to advance goals they support
and find meaningful, they will likely be more engaged, more motivated, and more likely to
perform at a high level.
• Organisational efforts to foster belonging have historically and mainly focused on making
every individual feel respected and treated fairly in an inclusive work environment.
• While this remains foundational, leading organisations are creating a stronger link between
belonging and organisational performance by strengthening employee’ connections with
their teams and encouraging their sense of contribution to meaningful shared goals.
https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2020/creating-a-culture-of-belonging.html
53
Belonging
– From comfort to connection to contribution
Belonging (along with well-being) is the most important human capital issues of this Deloitte’s 2020 Global
Human Capital Trends survey
• 79% said that creating a sense of belonging in the workforce was important to their organisation’s success in
the next 12–18 months,
• 93% agreed that a sense of belonging drives organisational performance—one of the highest rates of
consensus on importance we have seen in a decade of Deloitte’s Global Human Capital Trends reports.
Promoting respect and fairness for all is a large part of many organisations’ diversity and inclusion efforts, and
those efforts, when effective, pay off.
• A 2019 study by BetterUp found that workplace belonging can lead to an estimated 56% increase in job performance, a
50% reduction in turnover risk, and a 75% decrease in employee sick days.
• The study found that a single incidence of “micro-exclusion” can lead to an immediate 25% decline in an individual’s
performance on a team project.
https://grow.betterup.com/resources/the-value-of-belonging-at-work-the-business-case-for-investing-in-workplace-inclusion
54
On average less than 15%
reach this level
1
HIGHLY ENGAGED
• What can I do for others?
• I inspire others to do their
best
2
ENGAGED
• I love working here
• I’m a high flyer
HIGH
FLYER
• I’m an achiever
• I’m a vital part of the business • I’m really busy and very likely
stressed
• I feel important at work
3
ALMOST ENGAGED
• I might leave if I’m tempted
• I know I’m part of something bigger • There are no career
development here
• I’m Proud to work here
4
NOT ENGAGED
5
DISENGAGED
• I don’t like my
job much
• I’m interested in overtime
•
• I have more sick days than I should I read job ads
• I’m here for the money
• I am leaving when I can
• I’m a clock watcher
• I’m a jobs-worth
SELF
ACTUALISATION
IMPORTANCE
2 and 3 have a direct
Impact and can be
moved up by the 4
enablers of
engagement
BELONGING
MOTIVATIONS
Maslow’s
Motivation
Model
SECURITY
SURVIVAL
https://www.masterclass.com/articles/a-guide-to-the-5-levels-of-maslows-hierarchy-of-needs
55
Daniel Pink
Daniel Pink argues that the evidence of scientific studies on motivation and rewards suggests that, for any work task that
involves more than the most basic cognitive challenge, basic financial reward systems simply do not work. In fact, they
can lead to worse performance.
• For simple, straightforward tasks, Pink concedes that traditional financial rewards or a carrot & stick approach to
motivation DO work. These can be considered as “external” methods of motivation. They are simple and they still work.
He accepts that money is a motivator at work, but once people see that they are paid fairly, then they become much more
motivated by intrinsic elements.
• Once people are paid fairly, they look for more from their work.
The three intrinsic
elements of motivation
Desire to direct our
own lives
Desire to do
things in
service of
something
larger than
ourselves
https://www.tutor2u.net/business/reference/motivation-pink-three-elements-of-intrinsic-motivation
Desire to
continually
improve at
something
that matters
56
McClelland’s 3-Needs Theory
McClelland’s Human Motivation Theory states that every person has one of three main
driving motivators:
Achievement
• Has a strong need to set and accomplish challenging goals
• Takes calculated risks to accomplish their goals
• Likes to receive regular feedback on their progress and achievements
• Often likes to work alone
Affiliation
(Connection)
• Wants to belong to the group
• Wants to be liked, and will often go along with whatever the rest of the group wants to do
• Favours collaboration over competition
• Doesn’t like high risk or uncertainty
Power
• Wants to control and influence others
• Likes to win arguments
• Enjoys competition and winning
• Enjoys status and recognition.
https://www.mindtools.com/aznjntj/mcclellands-human-motivation-theory https://uk.indeed.com/career-advice/career-development/mcclelland-theory-of-needs
57
Maslow – what it means
Safety
Belonging
There is zero tolerance in the
workplace for harassment, bullying
and situations that threaten
employee safety and make
employees feel uncomfortable at
work”
•
The work culture should exude inclusion, a sense of connectedness, community, and feeling part of a team. To belong
is to be valued.
•
If a company’s culture does not radiate inclusion, companies’ risk not being seen as an “Employer of Choice.”
Physiological
•
Esteem
Employees should be treated with
dignity and respect by co-workers,
managers, customers, and
representatives of the company.
Recognise, acknowledge and reward
employees and teams for their talents,
contributions, and successes.
All employees need essentials like food, shelter and clothing, etc. If
all employees are paid fairly, they have the means to provide these
fundamentals for themselves and their families
•
Employers must also find ways to address the challenges faced by
employees with low skills in low-paying jobs, while also meeting the
company’s financial obligations and managing its resources.
•
This is a minimum wage and socioeconomic issue with significant
diversity implications inside and outside of the workplace.
Self-Actualisation
•
•
Employees should be made to feel they are empowered and trusted with important, meaningful work.
Recognise workers for their talents and contributions and provide them with continuous development opportunities for growth.
Treat employees like “Super Stars” and they will perform like “Super Stars.”
58
https://www.linkedin.com/pulse/intersection-diversity-inclusion-maslows-theory-gloria-carter-hicks/
58
Creating a sense of belonging at work is the outcome of THREE
mutually reinforcing drivers:
Creating a sense of
belonging at work
https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2020/creating-a-culture-of-belonging.html
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ASSIGNMENT QUESTION
AC 2.1 Argue the HUMAN and BUSINESS benefits of people feeling
included, valued, and fairly treated at work linking to related theory
1.
Choose TWO theories (for example Daniel Pink’s 3 elements of motivation,
McClelland’s 3 needs or Maslow’s Hierarchy of Needs).
•
2.
For each theory argue the BUSINESS benefits of people at work feeling included,
valued, and treated fairly.
•
Group Task
Briefly explain each theory.
3.
This may include – Reduced dispute and conflict / Increased retention / Increased
efficiency and effectiveness.
For each theory argue the HUMAN benefits of people at work feeling included,
valued, and treated fairly.
•
This may include – Job Satisfaction / Enhanced worker wellbeing / Motivation. Provide a
brief summary of your OWN views on the benefits you identify
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AC 2.2
Discuss strategies for designing and ensuring
inclusive People Practices
THIS MEANS:
How do you make sure that policy and people practice initiatives are inclusive and meet the needs of
those impacted by them?
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Building inclusion into everything
To get workplace diversity and inclusion right, you need to build a culture
where everyone feels valued and heard.
• What can HR do to create an inclusive environment at work?
• What is happening in your organisation?
Group Task
• What is the role of leadership in shaping and championing inclusion?
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Inclusion in practice
Psychological theories suggest people assess their social environment to understand how they ‘fit’.
Workplace inclusion is when people feel valued and accepted in their team and in the wider organisation,
without having to conform.
Inclusive organisations support employees, regardless of their background or circumstance, to thrive at work.
To do this, they need to have practices and processes in place to break down barriers to inclusion, and,
importantly, they need to value difference.
• To become more inclusive, organisations need to understand the state of play in their business, celebrate
positive practices, and take action where issues are raised.
Diversity and inclusion often go hand in hand, however inclusion is different to diversity, so it requires separate
measurement.
• To get an accurate picture of workplace inclusion, organisations need to think about employee perceptions
of inclusion, as well as evaluating people management practices and line management capability.
https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/building-inclusive-workplaces#gref
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Inclusion makes people and business sense
As human beings, we should always support each other – diversity and inclusion brings
variety, new thinking, fresh