Assessment plan Prepared for AYA MAHMOOD YOUNUS personal banking associate sheridan college Date: February 28th, 2022 TABLE OF CONTENTS In

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Prepared for

AYA MAHMOOD YOUNUS
personal banking associate

sheridan college

Date: February 28th, 2022

TABLE OF CONTENTS

Introduction ……………….. 3

About the HRPA Professional Competency Framework ……………….. 4

Your organization and you ……………….. 6

Your Self-Assessment Results

YOUR ASSESSMENT SUMMARY ……………….. 7

1. STRATEGY ……………….. 8

2. PROFESSIONAL PRACTICE ……………….. 9

3. ORGANIZATIONAL EFFECTIVENESS ……………….. 10

4. WORKFORCE PLANNING AND TALENT MANAGEMENT ……………….. 11

5. LABOUR AND EMPLOYEE RELATIONS STRATEGIES ……………….. 12

6. TOTAL REWARDS ……………….. 13

7. LEARNING AND DEVELOPMENT ……………….. 14

8. HEALTH, WELLNESS, AND SAFE WORKPLACE ……………….. 15

9. HUMAN RESOURCES METRICS, REPORTING AND FINANCIAL MANAGEMENT ……………….. 16

Your Personal Development Plan

Introduction ……………….. 18

Certificate Programs ……………….. 19

Workshops & Seminars ……………….. 21

Webcasts ……………….. 23

Enabling Competencies ……………….. 25

Conferences ……………….. 26

Hot Topics ……………….. 27

INTRODUCTION

Congratulations! You have completed your continuing Professional Development Needs Analysis. The aim of

the assessment is to provide a systematic self-analysis of your competency as it stands today. The

assessment focused on the HR functional competencies and enabling competencies under the HRPA

Professional Competency Framework.

Why use a self-assessment?

A self-assessment is a helpful tool used to evaluate you skills in systematic and constructive manner. It helps

you to understand your skill gaps and to proactively identify where further training, development or support

may be required. Following the recommendations will help you to build your capability.

Your personalized report

This report is intended to help you navigate HRPA’s professional development programs based on your self

assessment results. You will gain insight into your capability set – both strengths and where opportunities

exist for you to develop your competencies. It is tailored especially for you and in it you will find suggestions

and recommendations that will help you develop skills and knowledge in the areas identified for you.

Section 1 is an overview of your results as they relate to each of the 9 functional competencies and 15

enabling competencies.

Section 2 details your continuing professional development plan. Here you will find a range of workshops,

seminars, certificate programs, webcasts and other activities that have been selected and prioritized for you.

This report will enable both you and your manager (where applicable) to plan the relevant training and

development activities required for your personal growth within the context of your organization. It is not

intended that the results of the report be used to determine role suitability or to assess individual capability

within the context of recruitment or outplacement processes.

ABOUT THE HRPA PROFESSIONAL

COMPETENCY FRAMEWORK

The HRPA Human Resources Professional Competency Framework recognizes two kinds of

competencies—functional competencies and enabling competencies—at three levels of HR practice:Entry;

Professional; and Executive. This granularity is essential for of the creation of assessment tools and the

development of education courses, curricula and continuing professional development. They align to HRPA’s

certification framework that recognizes the demonstration of knowledge and skills commensurate with

seniority:

FUNCTIONAL COMPETENCY

A functional competency relates to the competence to perform tasks that are within the scope of practice of

HR professionals. The HRPA Functional Competencies are:

1. Strategy

2. Professional practice

3. Organizational effectiveness

4. Workforce planning and talent management

5. Labour and employee relations strategies

6. Total rewards

7. Learning and development

8. Health, wellness, and safe workplace

9. Human resources metrics, reporting and financial management

Entry Level to recognize entry into the profession with the appropriate academic

knowledge and workforce preparation to let employers know the designation holder can hit

the ground running-the Certified HR Professional (CHRP)

Professional Level to recognize the practitioner who has demonstrated through

professional practice the knowledge, judgment and skills to provide competent leadership

for the HR function-the Certified HR Leader (CHRL)

Executive Level to recognize those rare individuals with track records of strategic HR

contributions at the most senior echelons of organizational leadership-the Certified HR

Executive (CHRE)

ENABLING COMPETENCY

An enabling competency is more generic – they are not specific to the performance of particular HR tasks but

are required for the performance of tasks. The HRPA Enabling Competencies are:

Critical thinking and analysis

Technological savvy

Research skills

Quantitative skills

Critical legal thinking

Emotional intelligence

Project management

Decision-making skills

Business acumen

Independence

Ethical behaviour and Professionalism

Relationship management

Negotiation and influencing

Strategic and organizational leadership

Integration

By separating these enabling competencies, we recognize their distinct contribution to performance as an HR

professional and that all functional competencies imply some level of proficiency within the enabling

competencies.

FIGURE DEPICTS THE

HRPA Human Resources

Professional Competency

Framework >

Your organization and you

About you

About your organization

Job Title personal banking associate

HRPA member No

HRPA designation: I currently have None

Employment description Someone working in another field who is interested in
HR

Years of experience I haven’t started working yet

Job Role Professional

Area of specialization Administration, Communications, Diversity & Inclusion,
Project Management, Staffing and Recruitment,
Strategic Planning,

Formal education I do not have any formal education in HR

Industry (most recent) Banking and Investment

Postal code m8y1h6

Organization size 10 – 99 employees

HR employees 1-5

YOUR ASSESSMENT SUMMARY

Below you will find your assessment summary for each functional competency described in the Professional

Competency Framework.

FUNCTIONAL COMPETENCIES YOUR RATING RATING SCALE

1. Strategy 4.11 Intermediate knowledge, intermittent
practice

2. Professional Practice 3.78 Intermediate knowledge, intermittent
practice

3. Organizational Effectiveness 5.89 Specialist knowledge, repeated practice

4. Workforce planning and talent

management

5.33 Specialist knowledge, repeated practice

5. Labour and employee relations 5.56 Specialist knowledge, repeated practice

6. Total rewards 4.44 Intermediate knowledge, intermittent
practice

7. Learning and development 5.56 Specialist knowledge, repeated practice

8. Health, wellness, and safe workplace 4.56 Intermediate knowledge, intermittent
practice

9. Human resources metrics, reporting and

financial management

4.44 Intermediate knowledge, intermittent
practice

1. STRATEGY

A cluster of competencies related to the ability to think and act strategically in regards to organizations,

business, and the HR function.This functional competence explores the following underlying competencies:

Strategic perspective

Governance principles

Leadership

Business acumen

Strategic alignment

International human resources management

Your Result

In this step you assessed yourself at the Intermediate knowledge, intermittent practice level.
Your expected competency level

HR Professionals must think and act strategically regarding our organizations, business, and the HR function.

At this level, you may be informed of topical events, now your challenge is to relate their impact on HR plans

and strategy. You are likely aware that external events may create change opportunities in HR strategy and

practice, now your challenge is to identify or prioritize them. You are likely familiar with the concept of risk;

however your challenge is to now identify the nature or scale of risks affecting your organization and their

consequences for HR strategy and practice. A development area at this level is understanding the alignment

of the organization’s overall strategy with HR strategy and tactics.

You may be aware of key HR stakeholders, now your challenge is to map your stakeholders and work with

senior managers on HR strategy. You may be able to describe HR’s business plan, now your challenge is to

be involved in creating it and explain its key characteristics or why various elements are included. You may

be able to list factors impacting HR strategy design and understand HR’s need to review its role and

contribution to the organization, now your challenge is to describe how this would happen. You are aware of

the benchmarks used to measure HR practices in comparable organizations and how this knowledge informs

the strategic plan. However, despite being aware of the strategic planning process, your next step may be to

describe the organization’s current position or present choices or actions necessary to execute plans.

At this level you are aware that international HR management is a key focus of the Canadian HR agenda,

although you may not yet understand the many international HR dimensions such as regulations and policies,

cultural differences and communication barriers. You will be aware of some issues around working across

international borders, now your challenge is gaining direct experience with this. You are aware of the

importance of continuous improvement, now your challenge is being able to identify opportunities for this to

occur.

2. PROFESSIONAL PRACTICE

A cluster of competencies related to the ability to conduct oneself in a professional manner and to exhibit high

levels of professionalism in all contexts and situations.This functional competence explores the following

underlying competencies:

Balanced interests

Ethics

Legal

Responsible governance

Advancement of the profession

Evidence-based approach

External trends

Your Result

In this step you assessed yourself at the Intermediate knowledge, intermittent practice level.
Your expected competency level

As HR Professionals we must conduct ourselves in a business-like manner, exhibiting high levels of

professionalism in all contexts and situations. At this level you know HR’s scope and role in the organization

and are conscious of how HR value is communicated to your stakeholders. You appreciate that employment

legislation impacts on HR practices and employee rights and are sensitive to how your colleague’s

behaviours may impact on this; your challenge now is to identify the relevant legislation and how it affects

your organization.

You are expected to know about accepted standards of HR practice and the HRPA Rules of Professional

Conduct. You have a grasp of diversity theory and understand that discrimination on a range of criteria is

prohibited; your challenge may now be to distinguish and advise on what is prohibited and what is a bona fide

occupational requirement. Of course there is legislation to promote employment equity and at this level, you

have some familiarity with identifying the designated groups and listing specific initiatives to increase their

representation in the workforce.

At this level, you know that different stakeholders are impacted in a variety of ways by proposed events and

you likely have some experience identifying who may be impacted and how they may be affected. While you

appreciate and recognize that organizational decision-making may present some ethical challenges and that

poor ethical choices can result in reputation damage, your challenge is to increase your knowledge of

transparent and repeatable decision-making methodologies.

3. ORGANIZATIONAL EFFECTIVENESS

A cluster of competencies related to using the levers available to HR professionals to maximize the

performance of organizations, teams, and individuals within the context of executing the organization’s

strategy.This functional competence explores the following underlying competencies:

Productivity

Organizational structure

Employee engagement

Risk

Change management

Team effectiveness

Job analysis

Communicating challenges and developments

Your Result

In this step you assessed yourself at the Specialist knowledge, repeated practice level.
Your expected competency level

As HR Professionals we play a role in maximizing the performance of our organizations, including maximizing

team and individual performance to execute the organization’s strategy. At this level you understand some

organizations perform to different standards, and are mindful of the potential contribution of organizational

design and the rationale behind these choices. You have practical knowledge of the impact of productivity on

organizational performance and have a history of identifying practical applications or opportunities for

improvement. At this level, you are experienced in a variety of team processes and recognize that some

employees and groups perform better than others. You are accomplished in pinpointing what has and hasn’t

worked because you have participated in measurement processes to gather data about performance issues.

You understand how job roles differ from one another and have a history of capturing data and analyzing

jobs. You have practical knowledge with a variety of competencies that underpin job performance and are

accomplished at designing roles to increase performance.

At this level, you understand employee morale differs and are proficient in conducting employee engagement

and morale surveys, linking aspects such as ‘team dynamics’ and ‘employee involvement’ as performance

drivers.

Communication also impacts organizational performance and at this level you are well practiced in

recognizing the various communications channels available, and can interpret the complexity involved in

planning and deploying a communication strategy. Furthermore, you are experienced in describing

organizational initiatives and understand the connection between their design and their impact. You know that

upwards and downwards communication streams, and the timing of messages, are all important

considerations when planning change and improving performance.

4. WORKFORCE PLANNING AND TALENT

MANAGEMENT

A cluster of competencies related to the recruitment and deployment of human resources within an

organization.This functional competence explores the following underlying competencies:

Workforce plan development

Employee value proposition

Workforce plan execution

Performance management system

Leadership development

Your Result

In this step you assessed yourself at the Specialist knowledge, repeated practice level.
Your expected competency level

As HR Professional’s we are responsible for workforce planning, development and execution, including

developing an employee value proposition to support recruitment, maximize resources and performance

management systems that deliver results. At this level you understand that HR management requires

planning, and you are experienced in workforce planning and understand the processes involved in this.

Aspects such as forecasting require skill and identifying quantities or balancing supply and demand are areas

where you demonstrate practical knowledge. At this level, you are experienced in a variety of recruitment

methods and can interpret the pros and cons of each approach. You also understand the factors that

determine which recruiting method to use, and are experienced in managing much of the recruitment process

autonomously. You are now competent with selection processes that deliver results quickly, and you can

identify evaluation criteria to assess the selection process.

You are well versed with the onboarding process; your next challenge may be to design and implement a new

onboarding process. Having people settle in and perform as quickly is clearly understood and you are likely

confident with the performance management system. You understand the purpose of performance

appraisals, can interpret the process itself and have likely undertaken unsupervised appraisals. You have a

practical knowledge of disciplinary processes and are experienced with discipline-related tasks. You also

understand that some employees may be dismissed and you are able to comprehend both the circumstances

and the processes that need to be followed; the challenge for you may be in facilitating the dismissal process.

You have experience in assisting managers develop the capability of their team through coaching and you

are able to interpret how this process happens and what is involved. Early identification and tracking of high

potential employees is critical to an organizations continued success and you comprehend that some

positions may be subject to succession planning, your next step may be to facilitate the plans yourself

applying the process you have learned.

5. LABOUR AND EMPLOYEE RELATIONS

A cluster of competencies related to managing the relationships between employer and employees.This

functional competence explores the following underlying competencies:

Collaborative work environment

Legislation, collective agreements, and policies

Labour and employee relations strategies

Negotiation

Diversity management and inclusiveness

Representing individuals and organizations before tribunals

Your Result

In this step you assessed yourself at the Specialist knowledge, repeated practice level.
Your expected competency level

HR Professionals are responsible for managing the relationships between the organization, as the employer,

and its employees. At this level you understand that cooperation between stakeholders contributes to better

outcomes for the organization, and you are experienced with the key stakeholder groups such as

management, employees and unions. You have a solid background and practical knowledge of the legislation

governing employee-employer relations and are experienced in applying it. For example, you know how

labour disputes occur, understanding potential causes and, at this level can interpret how disputes could be

resolved and are becoming increasingly practiced at this.

You understand and embrace diversity in the workplace with an integrated knowledge of its benefits, and you

can interpret barriers to increasing diversity and the mechanisms to promote it. You are experienced with

various employee relation models and you are proficient in using them and, describing the differences

between them. You understand that tribunals are one mechanism that may be used to resolve disputes and

are able to comprehend their structure, purpose and conduct. You have some background in negotiation as

one of the mechanisms for resolving labour disputes, and have a history of gathering evidence without

supervision to support a planned negotiation.

You have a practical knowledge of how the organization negotiates and maintains collective agreements, and

at this level you have some background in the key elements of the agreements in place within your

organization. You understand that employee relations are critical to the organization and are knowledgeable

of the impact of employee relations on productivity, costs and employee development.

6. TOTAL REWARDS

A cluster of competencies related to the management of rewards within an organization in a manner that

maximally supports the execution of organizational strategy.This functional competence explores the

following underlying competencies:

Total rewards structure development

Total rewards structure implementation

Total rewards structure evaluation

Value of total rewards

Your Result

In this step you assessed yourself at the Intermediate knowledge, intermittent practice level.
Your expected competency level

HR Professionals are responsible for the management of rewards within an organization in a manner that

maximizes the execution of the organization’s strategy. The ultimate goals of a reward system includes

recruiting and retaining desired employees, ensuring equity across roles and the organization, rewarding

desired employee behaviours and controlling costs. At this level, you likely know there are a variety of reward

structures and that different industries use different models. You also have some familiarity with the

relationship between the reward structures and an organization’s attractiveness to potential employees –

therefore collecting and analyzing comparative industry data on reward structures is important benchmarking

and this may be your next opportunity in your developmental path.

At this level you know that a comprehensive total rewards system includes a number of elements. You

appreciate there are a number of factors that affect the design of employee compensation models and you

may have some experience designing the model and deciding the elements within it.. Employee benefits (e.g.

compensation, pensions, benefits and privileges) can play a pivotal role in the total rewards system either

enhancing the employment offer or, in the case of their absence, detracting from it. While you know that job

roles are graded within the organization, and the evaluation affects the overall rewards of each job role, your

next step may be to take part in the banding calculations yourself.

You are well aware that different employees may hold different perceptions about the value of some rewards,

and that some may be perceived to be more valuable than others—therefore communication of these

incentives needs to be carefully considered. You know the organization creates and communicates

messages about the features and benefits of the rewards structure however; at this level your next

opportunity may be to compose such communications and/or strategies yourself.

7. LEARNING AND DEVELOPMENT

A cluster of competencies related to the optimization of the ability of the organization, teams, and individuals

to acquire and put to use new competencies.

Learning culture

Learning priorities

Provision of continuing development opportunities

Learning and development program implementation

Learning and development priorities evaluation

Mentoring and coaching

Your Result

In this step you assessed yourself at the Specialist knowledge, repeated practice level.
Your expected competency level

As HR Professionals it is our responsibility to optimize the ability of the organization, teams, and individuals

by supporting them in acquiring and using new skills and competencies. A positive learning environment is

critical for success and a learning culture is a function of the total organizational culture. At this level you

understand the learning culture within the organization and you are experienced with helping to shape and

form it. You are attuned to learning experiences available in and outside the workplace, as well as formal

versus informal learning opportunities, and you have some background in developing learning programs that

appeal to different learning styles. You understand there are several-the-job training techniques and that

some may be more relevant to specific learning outcomes than others. Furthermore, you understand some

learning priorities in the organization are more pressing than others, and it is part of your role to negotiate

these priorities.

For some roles, continuing professional development (CPD) can be a formal requirement and you know that

different employees have different learning needs, and you can interpret the CPD needs common to a variety

of employees. These personal development plans may also be used to support employees in their ongoing

career development. You understand the relationship between capability and performance and that some

employees attend learning and development programs. For other capabilities, coaching and mentoring may

be more appropriate and you understand this method of learning often involves one-on-one learning.

It is important that learning and development programs support both employee and organizational

performance. Training and development programs are often evaluated by both the organization and the

learner and measuring changes in learner capability provides a measurement of the effectiveness of the

program. You know the organization undertakes these program evaluations and at this level you are

experienced designing and leading the evaluation process.

8. HEALTH, WELLNESS, AND SAFE WORKPLACE

A cluster of competencies related to the creation and maintenance of healthy and safe workplaces.This

functional competence explores the following underlying competencies:

Health and safety

Health, safety, and wellness policies and procedures

Wellness

Psychological health and well-being

Your Result

In this step you assessed yourself at the Intermediate knowledge, intermittent practice level.
Your expected competency level

As HR Professionals it is our responsibility to create and maintain healthy and safe workplaces. At this level

you know that legislation, regulations, standards and policy affecting your workplace health and safety

practices, and you may be able to connect which legislation relates directly to which practice. Every staff

member should contribute to creating a climate of safety within the organization, however HR Professionals

must intimately know both the policies affecting workplace health and safety, and the roles and

responsibilities for the employer, managers and employees.

You are conscious there are workplace health and safety training programs and that standards are set and

maintained through staff training. You have some experience of the variety of workplace health and safety

risks and you can recognize most of them. You also likely know of periodic health and safety audits to identify

issues in the work environment. Reporting plays an important part in the risk identification process. You are

aware the organization undertakes the required reporting on risk identification and at this level you have

participated in the reporting process yourself.

A disability management program is essential to support employees requiring workplace accommodations

and modifications. Implementing such a program acknowledges the value of all employees in the organization

and while you have some familiarity with this, you may have only just become involved in developing disability

management programs yourself. Similarly, while you can address the environmental or well-being benefits,

your next challenge may be to develop employee wellness programs or to create mechanisms to enable

employees to share their environmental concerns. While you know some employees experience different

levels of stress, your appreciation of the impact of mental health and psychological well-being on job

performance is growing. Your next step could be to participate in devising and/or deploying a workplace

mental health program under the guidance of a mentor.

9. HUMAN RESOURCES METRICS, REPORTING

AND FINANCIAL MANAGEMENT

A cluster of competencies related to the ability to collect, manage, and synthesize information relevant to the

management of human resources and the ability to incorporate financial analysis in the making of decisions

about HR investments.This functional competence explores the following underlying competencies:

Informed business decisions

Human resources audits

Human resources information systems

Human resources information

Human capital investments

Your Result

In this step you assessed yourself at the Intermediate knowledge, intermittent practice level.
Your expected competency level

As HR Professionals it is our responsibility to collect, manage and synthesize information relevant to HR

management and to incorporate financial analysis in making decisions about HR investments. The HR

strategy should always support organizational strategies and there will be times when the HR strategy is

impacted by financial and operational issues. You know that organizations maintain financial records and

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