Professional Practice and the HR Profession

Definition of Professional Practice: Professional practice refers to a specific cluster of competencies centered on the ability of an individual to conduct themselves in a professional manner. It involves exhibiting a high level of professionalism across all potential contexts and situations.
Key Coverage Areas: * HR Professional Rules of Conduct: This includes the specific Human Resource Professionals Code of Ethics. * CKE Competencies: The unit is designed to prepare students for the following Certified Knowledge Exam (CKE) competencies: * Adhering to accepted HR standards of practice. * Adhering to the Human Resources Professionals Association (HRPA) rules of professional conduct in all undertakings. * Modeling ethical practices. * Assessing the ethical implications of alternative courses of action.
Additional Core Topics: * Legal Requirements: Adhering to all legal mandates while performing HR activities. * Stakeholder Balance: Balancing the interests of all parties affected by HR activities. * Fact-Based Decision Making: Ensuring decisions are made only after considering all accessible and relevant facts. * Risk Management: Managing risks inherent in the execution of HR activities. * Professional Promotion: Participating in activities that promote the HR profession and its value in the workplace. * Current Awareness: Keeping current on business information and trends.

Core Concept: Beyond knowing laws, rules, and regulations, professional practice is defined by an individual's manner, approach, and internal identity. It is described as "who you are."
Representation Levels: An HR professional acts as a representative of three distinct entities at all times: * The HR profession as a whole. * Themselves as an individual professional. * Their specific organization/company.
Situational Professionalism: High levels of professionalism must be maintained in all settings, including: * Formal meetings. * Professional conferences. * Social holiday functions. * Private parties.
The Impact of Behavior: An individual’s behavior reflects directly on their professional image and the image of their organization.
The Trust and Confidentiality Principle: * Maintaining professional standards is essential for gaining the trust and respect of colleagues, friends, acquaintances, and family. * Hypothetical Example of Misconduct: Sharing confidential information about a client or workplace events with a neighbor over drinks. This action causes the listener to question the professional's trustworthiness and wonder what they might say behind their back.
Interpersonal Strategy: Acting with courtesy and respect is identified as a critical component of being a successful strategic partner.

Scope of Practice: Includes a formal definition of the specific activities and boundaries that define the human resources profession.
Professional Code of Ethics: * Contains the principles that guide member conduct. * Characterized as being "directional" rather than overly specific. * Consists of seven fundamental principles.
Relationship with Association: Sets expectations regarding how an HR professional interacts with his or her professional association.
Mandatory Obligations: Outlines the specific obligations an HR professional has toward various stakeholders, including: * The employer. * Employees. * The HR profession itself. * The general public.
Applicability: These obligations apply regardless of whether the professional is: * Employed by an organization. * An individual practitioner. * A supervisor or manager of others. * Representing an individual or organization in HR matters.
Regulatory Status in Ontario: In provinces such as Ontario, the profession has achieved regulation through an act of provincial parliament. * Upholding the HR rules of professional conduct is a legal mandate under provincial acts and the bylaws of the association. * The association holds the legal status of a professional regulatory body.

Advisory and Consultative Roles: Serving as advisors, consultants, facilitators, and collaborators.
Educational Roles: Acting as coaches, mentors, and teachers to enable others to reach their peak effectiveness.
Organizational Growth Roles: Acting as change agents, strategists, designers, and builders of new programs to impact organizational effectiveness.
Evidence-Based Roles: * Researcher, Analyst, and Evaluator: HR professionals must promote the use of data in decision-making. * Data Types: Utilization of both quantitative and qualitative research. * Evaluation: Assessing the operational and strategic value of HR programs and practices.
Relationship and Advocacy Roles: * Negotiator: Handling discussions and agreements. * Confidant: Serving as a trusted person for sensitive information. * The "Conscience" of the Organization: Reminding leaders and employees of the difference between "doing the right thing" (ethics) versus "doing things right" (efficiency/process) and balancing those perspectives.
Generalist Roles: Fulfilling duties as an individual contributor, team player, supervisor, or manager.
The HR Leader: Defined as a leader who builds productive relationships inside and outside the organization and relies on an evidence-based approach.
Foundation of Recommendations: Decisions and solutions should be a combination of personal expertise and empirical evidence.

Policy Development: The development and implementation of human resource policies and procedures.
HRM Consultation: Providing professional consultation in the area of human resources management.
Specific Advice: Providing advice to clients, managers, and employees on matters including: * Compensation. * Career development. * Performance management. * Conflict resolution.
Representation in Proceedings: Representing clients and organizations in proceedings related to HR management, such as: * Labor relations boards. * Human rights commissions. * Regulatory bodies overseeing workplace safety.
Program Evaluation: Developing HR programs and evaluating their efficacy through: * Impact on employee or organizational performance. * Calculating monetary Return on Investment ( $ROI$ ).
Supervision: Supervising other human resources professionals, including both registered and non-registered practitioners.
Coaching: Coaching individuals (employees, managers, etc.) on matters related to work and employment.
Academic Research: Conducting research specifically in the field of human resources management.
Education: Teaching in the area of human resources management.