(Pending CIPD approval) Providing People Professional expertise within a company or organisation.
People Professional Apprenticeship
End Point Assessment Centre
22 months (this does not include EPA period)
Our Green Skills Pathway
Employers could get £1,000 each for taking on an apprentice who is either:
- aged 16 to 18 years old, or
- aged 19 to 25 years old and has an education, health and care (EHC) plan or has been in the care of their local authority
What you can use the payment for
The payment is different to apprenticeship levy funds, so you can spend it on anything to support your organisation’s costs. For example, on uniforms, your apprentice’s travel or their salary. You do not have to pay it back.
To read the full Apprenticeship Standard: Click here
Who is this course suitable for?
This role can be found in organisations of any size, in any sector. In smaller organisations, this type of role is likely to have a broader remit. People Professionals play a key role in supporting the business to meet its strategic objectives by driving forward the People agenda. People Professionals are responsible for various activities from attracting, recruiting, developing, and retaining talent, managing payroll and benefits, supporting positive employee relations, and ensuring compliance with employment law.
The broad purpose of the occupation is to support the business to meet its objectives through the people agenda and relative initiatives. People expertise will be used to provide advice, views, and challenge to the business, enabling the role to be involved in a wide range of projects and tasks.
In their daily work, an employee in this occupation will give specific advice and coaching on the interpretation of applicable policies and employment law to the business. They will also support on people related elements of business projects. They will work with stakeholders inside the People function, internal stakeholders, and external stakeholders as appropriate.
An employee in this role will interact with various roles at differing levels of the organisation from within HR to other business areas. The ability to communicate, influence and negotiate is key whilst adopting evidence-based decision making.
An employee in this occupation could be responsible for supporting the business to deliver their objectives through development of a people plan. Making recommendations on what the business can or should do in specific situations. Supporting manager and leaders to implement their people strategies. Using data to provide insights into people trends and issues and creating solutions to deal with them. Maintaining knowledge of both internal and external environment and how this impacts role. Contributing to the review, design and update of any people policies and processes ensuring they are in line with legislative requirements. Keeping up to date with emerging thinking and people trends.
Typical job titles include:
- Diversity and inclusion manager
- Employee relations consultant
- Hr business partner
- Hr consultant partner
- Hr generalist
- Hr manager
- Hr pay and reward
- Organisation development consultant
- Rewards consultant
- Talent manager
- Wellbeing consultant
Roles & Responsibilities may include:
- Implement people strategies and equality objectives for the business.
- Address people issues within your area of work, managing risks and creating innovative solutions.
- Develop and implement annual people plans and projects. Align to business and people strategies ensuring equity, diversity, and inclusion.
- Maintain up-to-date people policies, ensuring developments in people practice are embedded.
- Make and present evidence-based decisions for people solutions, drawing on and carrying out relevant research and utilising benchmarking data.
- Provide advice, guidance, and training to the business on people-related issues in line with business policies and employment law.
- Develop and maintain inclusive relationships with internal stakeholders to influence and support their people’s requirements.
- Contribute to workforce design and succession planning, identifying future trends and issues across the organisation.
- Contribute to the ongoing success and growth of their organisation by providing insight on people-related issues.
- Evaluate the impact of people policies and procedures on the organisation, its culture, and its people.
- Lead people development such as talent management, coaching and mentoring arrangements, for their organisation.
- Support the improvement of the agility and productivity of workforces and organisations, to enable innovation and collaborative working using technology.
- Enable the 3 pillars of sustainability (Economy, Society and Environment) and social value.
These are the personal attributes and behaviours expected of carrying out their roles
- Being highly motivated and resilient when faced with challenging situations
- Being flexible and adapting to any circumstances as required by the situation
- Being eager to learn and seeking out opportunities for continuous professional growth, which can be integrated into work
- Professionally conducting oneself and always acting with integrity
- Working collaboratively with other members of the organization, as well as external stakeholders
- Taking personal responsibility for promoting and practising sustainable working practices
- Dedication to promoting a culture of diversity and inclusivity
- Taking personal responsibility for promoting and maintaining well-being
- Leading by example by demonstrating ethical behaviour and challenging decisions and actions that are not ethical
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OCCUPATIONAL BRIEF OF STANDARD
People Professionals have the Knowledge and understanding of:
- Leading improvement teams
- Internal and external sources of data for managing people
- People systems and how they can be used to create business value
- Different models and theories of people management for various business types, such as small or large, private or public.
- Functions within the people profession, and how each contributes to the business
- Business objectives and goals, and how their work aligns with them
- The evolution of the people management industry and its current role
- Sources of specialist HR expertise and guidance for people-related issues, including ethics
- Regulatory requirements such as data protection, confidentiality, and data management for handling and processing data and its application
- Employment legislation and policies
- Problem-solving and decision-making techniques
- Project management practices and techniques
- Emerging digital trends and how they can be integrated into people management practices
- Commercial and budgetary implications of people management
- Business awareness and understanding of the external environment it operates within
- Prioritization tools and techniques, such as the priority matrix
- Internal and external sources of data for benchmarking
- Negotiation and influencing models and techniques
- Communication techniques for interacting with stakeholders, including appropriate presentation techniques
- Approaches and practices for equity, diversity, and inclusion
- Approaches to employee well-being
- Data analysis techniques.
People Professionals have the following Skills:
- Communicate information through appropriate channels to enable key stakeholders to understand what is required
- Build and manage multiple and diverse stakeholder relationships
- Advise on the application of policies, regulations, and laws for HR issues
- Use data and metrics to mitigate areas of risk and highlight opportunities
- Negotiate with and influence stakeholders to support the achievement of business and organisational objectives
- Present insights and conclusions on workforce issues or people process failures
- Enable stakeholders to deliver people solutions, e.g., through negotiation and providing guidance
- Lead and improve people capability within the business
- Manage and deliver people-related business and change projects
- Handle and process people data according to legislative requirements
- Embed organisational people policy to promote a diverse and inclusive culture with stakeholders
- Analyse financial implications of people solutions, ensuring value for money
- Support the delivery of people strategies using technology and innovation in accordance with regulations and policies
- Make decisions on people policy and issues raised, escalating concerns outside own area of responsibility
- Use prioritisation tools, e.g., priority matrix, to manage workload and deliver against business objectives
- Challenge matters that conflict with ethical values or legislation
- Contribute to the development of people policies and procedures or people initiatives
- Interpret people and management data, from both internal and external sources, to identify trends
- Educate and support stakeholders to deal with wellbeing issues
- Benchmark to improve people policies and procedures or people initiatives
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