CIPD Profession Map

The new
Profession Map
The new Profession Map 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.
The new Profession Map includes areas relevant to all people professionals (purpose and values, knowledge
and behaviours), and optional areas dependent upon your role (specialist knowledge).
Core Core Specialist

knowledge behaviours knowledge
• People practice • Ethical practice • Employee experience
• Culture and • Professional courage • Employee relations
behaviour and influence • Diversity and inclusion
• Business acumen • Valuing people • Learning and development
• Analytics and • Working inclusively • Reward
creating value • Commercial drive • Talent management
• Digital working • Passion for learning • Resourcing
• Change • Situational • Organisation development
decision-making and design
• Insights focused • People analytics
peopleprofession.cipd.org
About the levels
The new Profession Map identifies four different impact levels and details the knowledge and behaviours required to
excel at each of them. This means you can see exactly what it takes to make a positive contribution, whether you’re a
senior leader, a dedicated specialist or just starting out in your field.
The levels are relevant to all people professionals:

• regardless of your role or specialism
• whether you’re a CIPD member or not
• whether you’re an employee, a consultant or self-employed.
The Standards help you understand the knowledge and behaviours that will enable you to be your best – regardless of
whether you move through the levels, or develop and excel at one particular level.
Which level are you?

Start by browsing through the descriptions below to determine which level you broadly align with. If you identify with a
couple of levels, explore these levels in more detail to help you identify which one most closely represents your work.
When you know which level your work best aligns to, use the knowledge and behaviour Standards at that level to
make sure you’re having your best impact.
As you move through the levels, the nature of your work becomes more strategic, the way you use information
changes, and the extent to which you influence and impact others increases.
Foundation level
Your work is likely to be tactical, and focused on the day-to-day delivery of tasks. You’ll gather information to use in
your role, and use information to understand your work, organisation and profession.
You’ll work with and deliver immediate and short-term outcomes for your manager, colleagues and customers.
The Foundation level is not aligned to any grade of CIPD professional membership.
Associate level
Your work will usually be operational, with some complexity. You’ll contribute to the thinking around your work, and
analyse information to inform your choices and actions.
You’ll work with and influence immediate colleagues and customers, though your work will create short-term value for
a wider audience.
Associate level is equivalent to Associate member (Assoc CIPD).
Chartered Member level

Your work will require thinking at a strategic level, and have complexity in the thinking and/or delivery. You’ll critically
question information and evaluate it to make judgements and decisions.
You'll work with and influence a range of stakeholders, creating medium to long-term value for a wide audience.
Chartered Member level is equivalent to Chartered Member (Chartered MCIPD).
Chartered Fellow level

Your work is likely to be entirely strategic in thinking and/or delivery, with a significant level of complexity. You’ll
develop evidence-based thinking to shape the profession or drive people change.
You’ll influence stakeholders across the profession, and create long-term value for significant numbers of people.
Chartered Fellow level is equivalent to Chartered Fellow (Chartered FCIPD).
Core knowledge
The necessary knowledge for experts
in people, work and change
We’ve defined six areas of knowledge required to drive change, create value and make a positive impact in the world
of work.
Built on the latest research and insights, the core knowledge areas represent the theory underpinning the people
profession, identified through academic research and input from across the profession. They set out everything you
need to know to be an effective practitioner, regardless of your role, sector or specialism.

CORE KNOWLEDGE
People practice
Understanding the range of people practices needed to be an effective people professional.
Foundation level Associate level Chartered Member level Chartered Fellow level
The employee lifecycle and People practices across a range

The employee lifecycle, A range of people practices, and
how other people practices of specialisms, and how to
and where the work you do how to design them in an
impact your work and vice integrate these to create a
sits within it integrated way
versa holistic people offering
Current and future regulation

Policy, regulation and law
Current and future regulation and and law relevant to your work,
Policy, regulation and law relevant to your work and
law relevant to your work, how to and how to assess impact and
relevant to your work how to ensure people
apply it, and how to mitigate risk risk for organisations and
practices are compliant
industry sector
The elements that make up The elements that make up

The elements that make up
workforce planning, and how workforce planning, and how
workforce planning
What workforce planning is workforce planning data can be workforce planning data can be
(succession, supply
applied to improve other people used to inform people and
forecasting, skills gaps etc)
practices organisation strategy
The impact of different
performance management The impact of different
Performance management Different approaches to
approaches, and how performance management
approaches in your performance management
performance management data approaches on organisation
organisation and their pros and cons
can be used to drive culture and performance
improvements
Why well-being is The internal and external factors

How to contribute to and
What well-being is and why important, and the different that impact well-being, and how to
integrate well-being into wider
it's important factors that impact well- integrate well-being into people
people strategies
being practices
How to build diversity and

What diversity and How to integrate diversity and inclusion approaches that
How to build diversity and
inclusion mean, and why inclusion into people practice to positively impact an
inclusion into your work
they are important create value in your area of work organisation’s culture and
performance
How an organisation's values,
Different models of structure, culture and systems
How to create effective teams
How to work effectively as effective team working, and impact team effectiveness, and
across business areas, locations
part of a team how to work with diverse how to build effective leadership
and cultures
teams teams across boundaries and
cultures
The range of stakeholders Different tools for
How to use models of influencing How to use models to influence
people professionals work stakeholder management
and stakeholder management in a and manage a range of senior
with, and the role and analysis (eg
range of situations stakeholders to shape strategy
influencing plays stakeholder mapping)
The value of facilitation,

Different models of How to apply and adapt different
What facilitation, consulting, coaching and
facilitation, consulting, models of facilitation, consulting,
consulting, coaching and mentoring approaches and their
coaching and mentoring, coaching and mentoring in a
mentoring are use in delivering the people
and when to use them range of different situations
strategy
The importance of How employer brand affects

How to integrate an organisation’s
What employer brand is employer brand, and the organisation performance, and
brand and values into people
and why it’s important impact your work can have how to enhance it through
practices
on it people strategy
Things to start thinking about

Use these prompts to reflect on your understanding of People practice and uncover areas for future
professional development.
• How does your area of work impact and relate to other areas of people practice?
• How do policy, regulation and law inform people practices in your area of work?
• What consulting, coaching and mentoring models and tools do you use in your work?
CORE KNOWLEDGE
Culture and behaviour

Understanding people's behaviour and creating the right organisation culture.
How to apply different The impact that wider cultures

What culture is and why it’s What a positive culture looks approaches of culture have (eg country, sector) on
important and feels like development, and integrate building and shaping
and align people practices organisation culture
That an organisation is a
How people practices impact How to apply models of How systemic approaches
whole system, and that your
on behaviour, culture, systemic thinking to a range of contribute to organisation
work and actions have an
systems and structures people practices performance
impact elsewhere
Different models of
How to use an understanding
organisation behaviour (eg How to use models of
of organisation behaviour to
team performance; group organisation behaviour to
N/A create value for people and
dynamics; systems theory; diagnose and address
improve organisation
high performance organisation challenges
performance
organisations theory)
Different theories about How to use an understanding
human behaviour (eg Models and theories of human of human behaviour to
decision-making theory, behaviour, and how to use improve organisation
N/A
nudge theory, self- them to shape people performance and deliver value
determination theory, practices that deliver value for people within and beyond
neuroscience) the organisation
Different ethical perspectives, Different ethical perspectives,

Different ethical perspectives
What ethics is, and that your and how different mindsets mindsets and values, and their
and how they influence your
actions have consequences and values influence internal implications for organisation
own values and decisions
and external decision-making culture
Different ways of learning,

Emerging learning trends and
different approaches to Emerging learning trends and
That people learn and develop theories, and how they apply
professional development, theories, and how to build
in different ways to the ongoing development of
and how to apply them in learning into people strategies
people
everyday situations
How to create the right

How to apply different
How employee engagement Basic theories of motivation, environment to engage
engagement approaches, and
impacts the way people feel at and the factors that affect workers, and drive
the drivers and enablers of
work employee engagement organisation effectiveness
engagement
through engagement
The relationship between Different approaches to

Tools and methods to give a culture and voice, and how to engaging diverse voices, and
The importance of listening to
diverse range of people the apply tools and methods that how these approaches create
a diverse range of voices
opportunity to be heard give a diverse range of people strategic value for people and
a voice organisations

Use these prompts to reflect on your understanding of Culture and behaviour and uncover areas for future
• How do leadership and people practices in your area of work impact on behaviour and wider culture?
• How do you use insights from behavioural science to inform your work?
• When did you last measure and understand organisational culture in your organisation?
• How do ethical norms and mindsets influence behaviour and shape culture, and what implications
does this have for your work?
CORE KNOWLEDGE
Business acumen
Understanding your organisation, the commercial context and the wider world of work.
The connections between your
How the organisation’s strategy
The products and/or organisation’s strategy and the
translates to your work, and how Your organisation’s long term
services your organisation people strategy, and the range
to use data relating to products, vision and strategy, and what it
delivers, and who its main of products, services and
services and customers to provide means for the people strategy
customers are customers the organisation
insight into people solutions
has
How the different issues in the The ecosystem your
Your organisation’s current
The key business issues in organisation are connected, and organisation operates within,
priorities, and the issues and
your area of work different techniques to understand and how to anticipate long term
causes associated with them
the underlying causes issues and their possible effects
How external influences and
The different external trends - How your organisation is
The key external trends impact organisation
such as social, economic, responding to different trends in
influences that impact your performance, and potential
technological - which impact your sector which impact its
organisation future trends in your sector and
your organisation performance
beyond
What good people practice looks What leading practice looks like
What good practice looks like
What good practice looks like in a range of organisations, across the profession, and how
in your area of the people
like in your organisation and how to test new people to contribute to the profession's
profession
practices knowledge base
Your organisation's position in
How external factors and the Specific drivers of competitive
The things that make a the marketplace, different
people strategy can make a advantage for your organisation,
difference to performance models of competition, and how
difference to your and the people risks and
in your area of work to enhance competitive
organisation’s performance opportunities they present
advantage
How to interpret your
Your organisation's financial External and internal factors that
How your organisation organisation's performance data,
and non-financial measures of shape short and long term
measures its performance identify people risks and mitigating
performance business performance
actions
How to make common
How to contribute to business
calculations (eg How to interpret financial How to represent the value of
performance by reviewing and
percentages, averages) statements, track costs, and people in different ways (eg
forecasting spend relating to your
and interpret basic forecast spend in your work skills, profit, capability, cost)
area of work
financial information
Different forms of strategy
What your organisation's How to develop a people plan
How your work connects with development, how to create an
goals are, and why it’s (review, develop insight, align with
and supports wider people and organisation-wide people
important for organisations organisation strategy, create
organisation strategies strategy, and shape the
to plan proposals)
business strategy
The role and purpose of The role and purpose of How to influence and shape
The role and purpose of governance, its structure in governance, its structure in your governance, its structure in your
governance in your your area of work, and the area of work, and the broader area of work, and the broader
organisation broader regulatory regulatory environment you work regulatory environment you work
environment you work in in in
How to select and manage
How to manage relationships How to determine the right
The suppliers and partner suppliers and partner
with suppliers and partner supply and partner models that
organisations that support organisations, how to ensure
organisations, and how to fit the people approach, and
your area of work value for money, and different
choose them ensure value for money
supply models
How your own work creates a
The broader purpose of your
The different ways work better quality of work for How purposeful work drives
organisation in society, and how
benefits individuals and others, and how your productivity and enhances
organisations can create
society organisation contributes organisation brand
opportunities to improve society
towards society

Use these prompts to reflect on your understanding of Business acumen and uncover areas for future
• What steps do you take to fully understand the organisation - its strategy, product/services, and its
customers?
• What drives organisational performance, and when did you last review the people strategy to ensure
its contribution to this performance?
• How do you use financial and commercial information to inform your work?
• How does the organisation’s success contribute to the wider community/society?
CORE KNOWLEDGE
Analytics and creating value

Understanding analytics and its use in creating insight and measuring value.
How to assess the quality
What evidence-based The four types of evidence and relevance of evidence
How to build organisation
practice is, and the different used in decision-making, and available, by identifying
capability and systems to enable
steps and types of evidence how to identify and acquire sources of bias and using
evidence-based practice
used sources of evidence evidence-based questioning
models
How to interpret and use How to use operational, financial

How data can be used and
What data is and why it's multiple sources of data to and people insights and data to
presented to resolve people
important make decisions and provide influence and shape the people
issues
business insight and business strategy
The principles of critical How to apply critical thinking

How to build organisation
What critical thinking is and thinking and how to apply to assess the quality of
capability in critical thinking to
how it can be used them to assess the quality of others’ ideas and develop
create value
your own ideas ideas collectively
The systems and data

available in your How to design measures, How to integrate people
The different measures used
organisation, and how to develop insights and assess analytics and insights with wider
in your organisation and how
calculate basic measures of the impact of work, performance data to inform
they apply to your work
work and people particularly on people people and organisation strategy
performance
How to use value How to measure value in a

How to create value measures
What value is and why it’s measurements (financial and range of different ways, and
and how to evaluate opportunity
important for organisations non-financial) such as return how to evaluate opportunity
cost
on investment cost
The future risks in your

How your organisation Your organisation’s business
How your organisation organisation’s business model,
generates revenue, and how model, the risks in that
creates value for its how to maximise value, and
different departments model, and where value is
customers and stakeholders ethical issues regarding the
contribute to that created and lost
distribution of value
How people practices create How people strategies create

How people practices benefit
How your work benefits other value for different sustainable value for others, and
different stakeholders (eg
people in the organisation stakeholders, and the the interdependencies and risks
workers, customers)
associated risks of those value creations

Use these prompts to reflect on your understanding of Analytics and creating value and uncover areas for
future professional development.
• What percentage of your strategic decisions are based on real time, accurate and predictive data?
• When did you last use people data to make a long-term decision?
• What people analytics and insights are you using in your organisation to create people solutions?
CORE KNOWLEDGE
Digital working
Understanding the digital environment and how to apply technology in a people context.
Emerging technologies which
What technology is available in How to use technology to
can improve the people
The range of technology that is your area of the people support the delivery of people
proposition, and how to
used in the people profession profession and its impact on practices, and improve the
integrate with wider
your work worker experience
organisation technologies
How technology can be used

The different technologies that How to maximise collaboration
That technology can help to help people work more
enable collaboration in different through technology, to improve
people work more collaboratively, and the
contexts, and the impact of performance and people
collaboratively opportunities and risks
technology on ways of working outcomes
associated with it
How to use social media to
access professional
How people use social media The workplace risks of social How to integrate social media
communities, build internal
inside and outside media, and how to use it into the people strategy and
communities, and the
organisations, and the risks effectively to form networks, use it to support and protect
connections with an
associated with it provide voice and enable CPD the employer brand
organisation’s communication
strategy
The risks and opportunities of
How to review and shape the
How to review the impact of technologies, and how to assess
The benefits of technology for role of technology in
technology on roles in an the impact and value of
people and organisations organisations, and the impact
organisation technology in your area of the
on the people strategy
profession

Use these prompts to reflect on your understanding of Digital working and uncover areas for future
• How could technology be used to further improve people practices in your organisation?
• When did you last review the impact of new technologies in your area of the people profession?
• What is your approach to social media and how to do you assess its organisational value?
• How does the organisation’s digital agenda impact the people strategy?
CORE KNOWLEDGE
Change
Understanding how to effectively enable change.
How to do a SWOT and How to use a broad range of

How to evidence the value of
What a business case is and PESTLE analysis, and use evidence (eg external insight,
change for a range of
its purpose data to create a case for benchmarking) to develop a
stakeholder groups
change costed business case
How change management

Different change management
How change management methodologies and
The importance of planning approaches and their
methodologies can impact governance can create value
and managing change advantages and
culture in different ways for people and drive
disadvantages
organisation performance
How to paint a compelling

That people are an important How to explain why change is How to apply principles of the
vision of the future, and use
part of any change, and that happening, and basic models psychology of change, and how
psychology models to
change can impact people in for how people experience to maximise the way people are
recognise the long term impact
different ways change listened to during change
of change
Capability issues that exist

How to assess current and
How your organisation How to conduct skills or within your sector, and how to
future organisation capability
assesses people's skills and capability audits and gap assess current and future
and readiness for change across
capability analyses in your area of work organisation capability and
a range of stakeholder groups
readiness for change
How to assess which levers

The different levers you can will achieve and sustain
How to assess which levers will
N/A use to enable change in your change across an
achieve and sustain change
current work organisation, and create long
term value
What a good project plan How different project

looks like in your methodologies impact
How to plan and deliver a How to select the right project
organisation, and why organisation culture and
project, including goals, methodology and resources,
project goals, milestones, performance, and how to
milestones, resources, risks plan and deliver a project, and
resources, risks, costs and resource and manage risks for
costs and interdependencies manage risks
interdependencies are broad, complex programmes
important of work

Use these prompts to reflect on your understanding of Change and uncover areas for future professional
development.
• What methodologies are in place to support change in your organisation?
• When did you last carry out assessment to understand the people impact of change?
• Which levers are most used in your organisation to deliver change? What others could you use?
Core behaviours
Explore the defining behaviours
of our profession
The eight core behaviours represent a significant shift for people professionals. With a greater focus on ethical and
evidence-based decision-making, they empower you to create value for people, organisations, society and our
profession.
Certain ways of thinking and acting should be universal and consistent, even in new and challenging situations. These
are the behaviours it takes to be an effective people professional, identified through academic research and feedback
from across the profession.

CORE BEHAVIOURS
Ethical practice
Building trust by role-modelling ethical behaviour, and applying principles and values consistently in decision-making.
Make responsible decisions by Make responsible decisions by
Make responsible choices
Consider how professional considering different ethical balancing different ethical
about your work, applying
principles and values perspectives, and finding the perspectives, and shape how
professional principles and
inform your approach best possible way forward for all ethics inform wider decision-
values
stakeholders making and governance
Consider the purpose and Coach and influence managers Coach and influence senior
Take responsibility for your implications of actions, and leaders to consider the leaders to consider the ethical
actions decisions and people practices implications of their decisions on impact of their decisions in the
for all stakeholders stakeholders short and long term
Raise concerns about people Take a visible lead in solving

Challenge decisions and actions
Act consistently with practices and policies which ethical dilemmas, considering
which are not ethical, explaining
relevant regulation and law are not consistent with values how they will play out beyond
the organisation risks
or legislation the organisation
Provide explanations and Surface the unsaid in leadership

Handle personal data and Encourage transparency in
reasons for the choices you discussions to enable
information in a decision-making and
make and the advice you transparency and improved
professional manner communication where possible
provide decision-making
Role-model and promote ethical

Demonstrate professionalism Visibly and consistently role-
leadership and professional
Demonstrate honesty in and consistency in what you model professional principles,
principles and values in
dealings with others say and do in order to build values and personal integrity to
organisations and the wider
trust build trust
profession

Use these prompts to reflect on your understanding of Ethical practice and uncover areas for future
• When did you last undertake an ethical review of your people policies and approaches?
• What are the principles by which the people team makes decisions?
• How can you ensure ethics sits at the heart of decision-making on people issues?
• To what extent are your leaders seen as role-modelling ethical behaviour?
CORE BEHAVIOURS
Professional courage and influence

Showing courage to speak up and skilfully influencing others to gain buy in.
Take a stand with senior

Contribute to discussions and Challenge constructively and
Contribute views and colleagues when it is the right
respond to questions in an confidently in the face of
opinions clearly thing to do despite significant
informed and confident way opposition
opposition or challenge
Provide information Communicate key information Communicate with impact, and Take a visible lead in
accurately and in a timely in a clear and engaging way to make complex things clear, to progressing difficult issues for
way influence others enable a way forward the benefit of the organisation
Take steps to engage regularly Proactively develop and sustain Build and leverage a network of
Initiate purposeful
with key stakeholders to relationships with key relationships with current and
conversations with a range
understand their preferred stakeholders to inform how you future influencers and
of people
approach and needs influence them stakeholders
Tailor your influencing style and

Understand the impact of Consider potential reactions Use a wide range of influencing
select appropriate
different influencing and and resistance to inform how styles and strategies to secure
communication channels to
communication styles in a and when you communicate commitment across and outside
engage your audience and gain
range of situations your ideas your organisation
buy-in
Take responsibility for mistakes

Recognise and take Create a culture of
that sit within your remit,
Recognise and accept responsibility for your mistakes accountability ensuring
encouraging learning and
mistakes and contribute to putting things ownership for improvement and
demonstrating ownership for the
right learning
actions to make things right

Use these prompts to reflect on your understanding of Professional courage and influence and uncover
areas for future professional development.
• Reflect on a time when you regretted not speaking up or holding your position? What could do to
change a similar situation in the future?
• What was the most recent feedback you received about your communication style? How have you
used this to improve your impact?
• Who are your key stakeholders and when was the last time you spent time understanding their needs
and concerns?
CORE BEHAVIOURS
Valuing people
Creating a shared purpose and enabling people development, voice and well-being.
Inspire others through a

Communicate the meaning and
Understand the purpose of Build a sense of team spirit compelling people vision which
purpose of work to motivate and
your work and purpose shares the broad meaning and
inspire people
purpose of work
Demonstrate compassion,
Treat people fairly and Model compassion, humanity and
Empathise with others humanity and fairness in your
considerately in your work fairness as a leader
approach
Enable others to develop Enable managers and leaders to Promote and encourage career-
Support others to develop
skills and capabilities to be support others to be their best at long learning to build organisation
and be their best
their best at work work capability and benefit society
Enable people to have a

Enable people to have a meaningful voice by involving
Ask a range of people for Strive to create an organisation
voice when designing and them in decisions that impact
their opinion and listen culture that gives people a voice
delivering solutions which them, and bring a people
carefully to responses and puts them at the centre
impact them perspective to organisation
decision-making
Take into account the well- Promote the business and people Engage organisations in creating
Consider the well-being of
being of others in the design benefits of well-being and a healthy work culture that
others
and delivery of your work integrate into your work enables well-being

Use these prompts to reflect on your understanding of Valuing people and uncover areas for future
• Whose views and opinions do you most readily consider in your work? Which voices may not be heard
and how can you change this?
• How do you ensure your organisation’s decision-making process considers people’s well-being?
• When did you last review your organisation’s approach to well-being?
• How do you balance compassion and fairness in your approach?
CORE BEHAVIOURS
Working inclusively
Working and collaborating across boundaries, effectively and inclusively, to achieve positive outcomes.
Get to know people as Role-model and advocate the Foster an inclusive culture which
Show sensitivity and respect
individuals so you can work value of including others and unites people, whatever their
to others
together more effectively embracing difference differences
Value and integrate diverse

Demonstrate openness to Actively seek and listen to Explore and interpret a diverse
perspectives when creating
diverse views and opinions diverse views and opinions range of perspectives and views
people strategy
Build purposeful working

Build positive working Build collaborative relationships Build strategic relationships and
relationships with and
relationships with immediate across organisation boundaries, partnerships across professions,
collaborate with wider
colleagues cultures and other disciplines geographies and organisations
colleagues
Facilitate connections and joint- Broker collaborations across

N/A N/A working across teams, and outside organisations to
disciplines and functions progress shared agendas
Proactively share knowledge,

Readily share your knowledge Create a culture of knowledge,
Share data and information experience and expertise to co-
and expertise with others to experience and expertise
to inform work in your area create solutions across
solve problems sharing
boundaries
Handle difficult situations Support others to resolve Coach and enable others to Coach and influence senior
calmly and contribute to conflict and build trust before resolve conflict and build trust leaders to build trust and
finding a way forward issues escalate within teams and functions cohesion

Use these prompts to reflect on your understanding of Working inclusively and uncover areas for future
• What steps do you take in your own work to actively include others?
• When did you last review your policies and practices to embed inclusion principles?
• What areas of your work would benefit from collaborating with other teams, functions, geographies or
external organisations?
CORE BEHAVIOURS
Passion for learning

Demonstrating curiosity and making the most of opportunities to learn, improve and innovate.
Connect with internal and Connect with a network of

Remain inquisitive about Keep up-to-date with
external peers regularly to leaders to share leading
issues and developments external trends and
benchmark, share good practice practice, understand external
in the people profession developments and consider
and anticipate future trends to influences and anticipate future
and the wider world of how they will impact on your
inform future priorities and trends to shape the people
work work
practice agenda
Foster a culture that encourages

Be open to trying new Seek opportunities to test Pursue opportunities to test
learning through the
ideas or approaches to new ways of doing things to insight, develop new
development and testing of new
improve and learn make improvements approaches and innovate
and innovative approaches
Demonstrate a proactive
Demonstrate a proactive Enable own and others' Demonstrate a strong
approach to developing
approach to developing your continuous professional commitment to the development
your professional
professional knowledge, development using a range of of people professionals and the
knowledge, skills and
skills and experience methods wider people profession
experience
Visibly role-model your own

Regularly ask for and act on Reflect on experience, seek
Seek feedback and use it continuous professional
feedback to learn and feedback and apply your
to learn and develop development and promote a
develop learning
learning culture
Demonstrate awareness of Seek to have a deep Coach and mentor others to

Seek to understand your own strengths and understanding of yourself and have a deep understanding of
yourself better development areas, and the your impact on others, and of themselves and their impact on
limits of your expertise the limits of your own expertise others

Use these prompts to reflect on your understanding of Passion for learning and uncover areas for future
• What formal and informal methods do you use for your professional development and reflection?
• In your role, what opportunities are there to test and learn from new approaches or insights?
• When did you last benchmark your practice externally and scan the horizon for emerging trends and
developments?
• How do you network, support and contribute to the development of other people professionals and the
wider people profession?
CORE BEHAVIOURS
Insights focused
Asking questions and evaluating evidence and ideas, to create insight and understand the whole.
Take a disciplined and open-
Take a systemic approach in
Ask questions to Ask questions to explore minded approach to
understanding and framing
understand problems or issues and understand understand and define
emerging organisation and
issues underlying causes organisation issues and their
sector issues
root causes
Acquire and source multiple

Identify sources of evidence sources of evidence (eg
Oversee the acquisition and
Accurately retrieve and (eg internal data, internal and external
sourcing of internal and external
collate data to inform professional opinion and professional expertise,
evidence to inform people
decisions external practice) and how research and stakeholder
strategy
best to acquire them concerns and values) to test
assumptions and ideas
Objectively analyse and Develop organisation capability

Objectively evaluate
Accurately analyse and evaluate multiple sources of to create evidence-based insight
evidence taking into account
evaluate evidence evidence to create insight, that will shape people and
its quality
identifying sources of bias organisation strategy
Assess the quality of your

Collectively develop and Build capability to develop new
Contribute ideas using a own ideas and ask questions
improve the quality of ideas ideas and move organisational
reasoned approach about others’ ideas and
and proposals thinking forward
proposals
Assimilate evidence and ideas

Summarise evidence Apply a systemic approach
to identify themes and
Summarise data and findings and identify key when bringing together people
connections and gain insight
evidence effectively ideas, insights and and business insight to create
on the whole issue and its
connections people and organisation value
wider implications

Use these prompts to reflect on your understanding of Insights focused and uncover areas for future
• How did you gain a full and holistic understanding of the last issue you dealt with?
• How do you avoid following fads and fashions that may not work or may not be relevant to your
context?
• What types of evidence informs your choices and decisions and how do you use them? In particular,
do you use scientific research and organisational data?
• When was the last time you critically appraised the quality and relevance of evidence?
CORE BEHAVIOURS
Situational decision-making
Making effective and pragmatic decisions or choices based on the specific situation or context.
Make complex and timely
Apply agreed procedures Solve problems and make Make well-judged decisions by
decisions in line with available
and policies and available choices by applying considering all available
evidence, the strategic context
sources of evidence to make evidence relevant to the evidence in the context of the
and professional values when
choices specific situation specific situation
there are unknowns
Consider different options and

Identify the different options Create an environment where
make decisions by balancing
N/A or solutions available and the others are empowered to make
opportunity, risk and alignment
benefits and risks of each decisions, whilst overseeing risk
to professional values
Adapt your approach and Adapt your decisions and Anticipate and identify key
Be open to new information choices in light of new practices to take account of changes in the organisation
and changing circumstances information or changing changes to the business environment, and evolve people
circumstances environment strategy to take account of these
Demonstrate commitment to Promote a culture that recognises

Understand how your
Seek to understand the evaluating the outcome and the value of measuring outcomes
choices and actions impact
outcomes of your actions impact of your decisions to and evaluating the impact of
on wider performance
inform your future approach decisions

Use these prompts to reflect on your understanding of Situational decision-making and uncover areas for
• How do you take account of the specific situation or context when making choices or decisions?
• How did you balance opportunity and risk in the last decision you made?
• How often do you develop a range of options before making or advising on a decision?
• What have you put in place to identify or anticipate changes to your environment that may impact on
your choices and decisions?
CORE BEHAVIOURS
Commercial drive
Using a commercial mindset, demonstrating drive and enabling change to create value.
Continuously build a strong Continuously build a deep
Show a keen interest in the Demonstrate curiosity about
understanding of the sector, understanding of the business
organisation, its goals, its how the organisation generates
the organisation’s business model and external context to
performance and external revenue, its strategy, and how
model, and where value is anticipate future risks and
influences people contribute to its success
created and lost issues
Prioritise people practices, Focus on driving value through

Identify and focus your attention
Identify the steps to achieve opportunities and risks that the alignment of people
on people issues that will impact
agreed tasks and goals drive sustained commercial strategy with commercial
on business performance
success and value for people strategies
Partner with customers to Create a culture that prioritises

Demonstrate that you are Engage with customers to
understand their current and the understanding of customer
customer- focused in your understand their needs and
future needs, and contract needs to enhance customer
work improve their experiences
effectively value
Develop and present robust

Carefully consider the financial Evidence the strategic value of
Demonstrate that you are business cases using
and operational implications of investment in people to a wide
cost-conscious in your work evidence to demonstrate a
your choices range of stakeholders
return on investment
Take responsibility to provide Take responsibility and

Take responsibility for the
Demonstrate drive to deliver pragmatic and timely advice and demonstrate commitment to
creation of shared value
to a high standard deliver solutions that meet deliver business outcomes and
through people strategy
business needs benefits
Demonstrate resilience in the Model resilience through your

Show determination and drive to
Persevere in the face of face of setbacks, uncertainty leadership of others, creating a
deliver results and overcome
difficulties or ambiguity and find a way sense of direction in
challenges
forward challenging times
Enable business change

Select and deploy the change
through understanding of
Enable business change and levers which create the
Support others through culture, capability and
transition by providing effective greatest value for the
change and transition structure whilst mitigating
people advice and approaches organisation and its people in
people risks and maximising
the long term
benefits

Use these prompts to reflect on your understanding of Commercial drive and uncover areas for future
• Where is value created and lost in your organisation, and how can you positively impact it?
• What business outcomes or benefits have you delivered in the last 12 months and what evidence do
you have of their impact?
• To what extent do you understand the current and future needs of customers? (This could be both
your internal customers as well as the organisation’s external customers.)
• How could you improve the outcomes of people change and transition?
Specialist knowledge
Discover the broad range of specialisms within
the people profession
No matter what level you’re at, the specialist knowledge areas show you how to apply your expertise to make a
positive impact.
The people profession is a broad spectrum of opportunities. We’ve outlined nine specialist disciplines across HR,
L&D, OD&D and beyond. If you work in one of these areas or want to deepen your expertise for your own
development, this is where you can explore career paths and plot your progress through your chosen areas of
expertise.

SPECIALIST KNOWLEDGE
Employee experience
Creating a holistic approach around engagement and well-being which enables workers to have a voice and be their
best.
How to design approaches to How approaches to engagement

Your organisation’s
Tools and approaches to drive and assess employee can be used to create
approach to employee
drive employee engagement engagement across the organisation value and improve
engagement
organisation the employee experience
How to align and evaluate

Your organisation’s The pros and cons of a How to anticipate future trends in
worker voice tools and
approaches to listening to range of worker voice tools worker voice, and assess their
approaches and drive forward
workers and approaches strategic value
the outputs
How the relationship a

How to assess management How to evaluate and improve
worker has with their The link between management
practices and behaviours management practices and
manager can positively or practices, worker experience and
and their impact on the behaviours to create a better
negatively impact organisation performance
worker experience worker experience
engagement
Different elements of
Your organisation’s How to design an integrated The impact of onboarding on the
onboarding and how to
onboarding approaches onboarding programme employer brand
administer them
The different approaches The factors which impact How different approaches to well-
The benefits of proactive and
to and activities around well-being at work and how being create strategic value for
reactive well-being approaches
well-being in your to create well-being workers, the organisation and
for workers and the organisation
organisation interventions for workers society
How to build a culture of trust and

Different trust models and How to build a culture of trust
How trust affects the its impact on wider organisation
how they can be used to across the organisation for
working relationship culture, performance and
improve relationships at work workers and other stakeholders
reputation
How to assess brand

How to create a unique employer
Your organisation's current perception and different How to align organisation brand
brand aligned to culture, mission
employer brand ways to enhance the and employer brand
and values
employer brand
People policies that impact How to assess the impact of How to shape people policy How to integrate worker
the worker experience in people policies on the worker frameworks that positively experience into wider policy
your organisation experience impact the worker experience frameworks
How to use and assess the

How to design communication How to assess the impact of
Communications channels effectiveness of different
plans which positively impact the strategic communications on the
in your organisation communications channels
worker experience worker experience
and approaches

Use these prompts to reflect on your understanding of Employee experience and uncover areas for future
• In what ways do you ensure employee voice is heard?
• Do you measure the effectiveness of relationships between people and their line managers?
• How does your employer brand align to your organisation’s strategy?
• What elements of the people strategy contribute to your organisation’s overall employee experience?
Employee relations
Ensuring the relationship between an organisation and its people is managed through transparent practices and
relevant law.
How employment law (eg

How employment law is How employment law (eg statute, How to assess and manage the
labour law) is created and how
created and used to build case law) is created and how to organisation impact of changes
to advise others on application
people practices interpret it into people practices in employment law
of law
What collective Collective employment law and

Collective employment law Collective employment law and
employment law and how to lead negotiations in
and how collective bargaining how to manage collective
collective bargaining is collective bargaining
works (specific to your region / bargaining relationships (specific
(specific to your region / relationships (specific to your
country) to your region / country)
country) region / country)
What people policies are in How to assess the value of

How to create people policies to
What people policies are in place and how to advise people policies and their impact
enhance the employer brand and
place in your organisation managers and workers on on organisation culture,
how to apply them
them performance and reputation
How to create an approach to

What workplace mediation When to use workplace The role of mediation in the wider mediation that supports the
is mediation to resolve disputes employee relations agenda wider employee relations
strategy
How tribunals work (eg

How the employment legal system How to assess the organisation
What tribunals are (eg employment / industrial /
works, the impact of employment impact of employment legal
employment / industrial / labour tribunals / courts) and
law (eg labour law), and how to decisions in shaping employee
labour tribunals / courts) the evidence needed to
prepare for cases relations strategy
support cases
What alternative dispute

resolution techniques are Alternative dispute resolution How to assess the value of How to integrate alternative
(eg mediation, conciliation, techniques and how to advise alternative dispute resolutions vs dispute resolution into the
negotiation, settlement on which ones to use legal remedy employee relations strategy
agreements)
Your organisation’s How employee bodies work Different types of employee body How to shape strategic
recognised employee and how to work with relationships (eg radical, unitarist, employee body relationships (eg
bodies and the role they representatives on individual pluralist) and how they impact social contract, pluralist
play cases organisations approach)

Use these prompts to reflect on your understanding of Employee relations and uncover areas for future
• Do your people policies reflect the core values of your organisation?
• When did you last work with unions and employee representative bodies to develop your people
practices?
• Do you understand how employment law is created and developed?
• What proactive resolution processes do you regularly use and what alternative options could be used?
Diversity and inclusion

Creating inclusive cultures where individuals can thrive.
Your organisation’s diversity How to design and deliver

How to integrate diversity and
The difference between and inclusion approaches diversity and inclusion
inclusion approaches into the
diversity and inclusion and how to advise others on approaches which create shared
people and organisation strategy
them purpose in the organisation
How diversity and inclusion

How to integrate diversity How to integrate diversity and How to drive a systemic approach
principles are built into
and inclusion principles into inclusion into wider organisation to diversity and inclusion across
your organisation’s people
people practices approaches the organisation
practices
Your organisation’s How to carry out your How to use insights regarding
How to assess organisation
monitoring and reporting organisation’s monitoring diversity and inclusion compliance
compliance of diversity and
requirements for diversity and reporting requirements to assess risk and shape
inclusion
and inclusion for diversity and inclusion organisation priorities
Diversity and inclusion Diversity and inclusion

Diversity and inclusion
legislation, and how to legislation, and how to integrate How to input into developments in
legislation relevant to your
advise others on application into people and organisation diversity and inclusion legislation
organisation
of legislation policy frameworks
Factors which can positively How to create an inclusive The value organisations place on
What is meant by creating
or negatively impact culture where all individuals feel inclusivity and the value it creates
an inclusive environment
inclusive environments supported to work at their best for organisations

Use these prompts to reflect on your understanding of Diversity and inclusion and uncover areas for future
• Do employees, customers and the wider public view your organisation as inclusive? What measures
do you use to understand this?
• What diversity and inclusion practices take place to enable all individuals to thrive?
• When did you last undertake an audit to ensure compliance with diversity and inclusion practices?
Learning and development

Ensuring workers have the knowledge, skills and experience to fulfil individual and organisational needs and
ambitions.
How to create a learning
Why continuing How to support others with their The value of learning cultures and
culture that supports
professional development continuing professional how they can support organisation
continuing professional
is important development growth
development
How to engage with How to define current and future

The importance of How to define the capability stakeholders to define capability needs of the
developing capability needs of individuals and teams capability needs and their organisation and how they drive
implications for learning the learning strategy
How to integrate current and Current and future trends in adult

How to apply adult learning and future trends in adult learning learning and motivation, and how
Adult learning and
motivation theories in different and motivation into the to use them to shape the learning
motivation theories
learning contexts organisation’s learning strategy and build a learning
approach culture
How to use design principles

How to support the delivery The principles that underpin the How to use face-to-face learning
to choose the right face-to-
of face-to-face learning in design and use of face-to-face as part of the learning strategy to
face approach as part of a
your organisation learning create value for your organisation
learning blend
How to use design principles How to use current and future

How to support the delivery The principles that underpin the
to choose the right digital digital technologies as part of the
of digital learning in your design and use of digital
approach as part of a learning learning strategy to create value
organisation technologies in learning
blend for your organisation
How to lead the creation and How to define the strategy, policy,
How to create, co-create and
How to organise and curation of content that can be governance and legal
curate content with subject
present content to support stored, searched, accessed, requirements for content creation
matter experts to meet learning
effective learning linked and used to create to support organisation learning
needs
meaningful learning narratives and strategic goals
How to use appropriate

The principles that underpin the How to apply principles of How to determine the range of
learning facilitation
choice of learning facilitation learning facilitation in different learning facilitation methods that
methods to engage and
methods learning contexts will support the learning strategy
involve learners
How to determine the use of

How to design and integrate social collaborative learning for
How social collaboration How to facilitate social
social collaborative learning organisational learning,
can be used in learning collaborative learning activities
into the learning approach knowledge sharing and
knowledge management
The difference between

How to support and use How to build coaching and How to embed a coaching and
coaching and mentoring
coaching and mentoring mentoring capability across mentoring culture to deliver the
and when to use them to
approaches in learning the organisation learning strategy
support others' learning
Theories and methods that How to design learning using How to assess learner
The links between learner
underpin effective learner theories and methods that engagement and learning transfer
engagement, learning
engagement, learning transfer maximise learner engagement, and its impact on the learning
transfer and impact
and impact learning transfer and impact strategy

Use these prompts to reflect on your understanding of Learning and development and uncover areas for
• How does learning support the achievement of key organisational priorities?
• When did you last define learning needs and carry out capability assessments in the organisation?
• What blend of learning methods do you use and how do you determine which are appropriate?
• How well does your people strategy support a positive learning culture in the organisation?
• How do you assess the impact of individual and organisational learning?
Organisation development and design

Using a systemic approach and application of behavioural science to drive organisation performance.
Your organisation’s consulting A range of consulting processes The spectrum of consulting

What the consulting cycle
processes and methods and and styles and how to apply approaches available and how to
is in relation to OD&D
how to apply them them in different situations apply in complex situations
How to critically evaluate

Core organisation organisation development How to integrate the range of
N/A development theory (eg theories, use them to inform organisation development theory
change, culture, behaviour) people practice, and apply them into strategic people approaches
in your work
The difference between How to assess the value of

What organisation How organisation development
organisation development organisation development
development diagnostic diagnostic tools support and
diagnostic tools at individual diagnostic tools at individual,
tools are used in your contribute to wider organisation
and team level and when to team and organisation level, and
organisation assessments
apply them apply them in your work
The range of organisation

The different organisation How to design and deliver How different organisation
development interventions
development interventions different organisation development interventions deliver
available and how to select the
in your organisation development interventions value for the organisation
right one
Macro trends that impact the

How to use future predictions of
How macro trends impact design of organisations (eg How to ‘scenario plan’ for longer
macro trends in the ‘to be’
work sustainability, geopolitical, term organisation design thinking
organisation design
demographic, technology)
How to use organisation design

The theories that underpin How to use organisation design
theories to create design
organisation design (eg theories to create design
N/A principles across different
systems theory, complexity principles across organisational
organisation elements (eg
theory, contingency theory) boundaries
strategy, systems, processes)
How to use and assess the How organisation design

What organisation design The different organisation
value of organisation design diagnostic tools align to wider
diagnostic tools are used in design diagnostic tools at
diagnostic tools at individual, organisation assessments and
your organisation individual and team level
team and organisation level those of partner organisations
How to assess which

The pros and cons of different How structures work and align
The different types of organisation design structures
types of organisation across interdependent
organisation structures are most appropriate for
structures organisations
organisational need
How to design good work

How to make good work design
What makes work (volumetric, meaningful work, How to build ethical
choices (eg who does what
meaningful human / automated considerations into work design
work, how work is done)
processes)

Use these prompts to reflect on your understanding of Organisation development and design and uncover
areas for future professional development.
• How well does your OD&D team deliver and enable different types of change across the organisation?
• What OD&D methods, approaches, tools and skills do you need to deliver in your current role?
• How do you measure and assess your OD&D interventions?
• When did you last review the hard and soft elements of your organisation against strategic objectives?
People analytics
Using analytics to inform organisation decision-making.
Databases, their architecture, Databases, their architecture,

What databases are used in Databases, their architecture, integration and landscape and integration with other databases,
your organisation integration and landscape how to select which database landscape and how they drive
to use strategic decision-making
How to apply an analytical How to use analytical consulting

How to apply analytical
What analytical consulting is consulting approach to to inform organisation decision-
consulting to people problems
problems to shape solutions making
How to generate and align How to generate and align

How data is generated, Business intelligence tools and people data with business people data with business
organised and extracted analysis methodologies intelligence data to generate intelligence data to inform
insights strategic decision-making
How people data modelling is

How to create basic data How people data modelling is How to align modelling
influenced by machine
models (eg analysis of influenced by machine learning methodologies to people and
learning and statistical
change over time) and statistical modelling business intelligence data
modelling
How to conduct research design How to conduct research How to shape research design
How to carry out basic
and select from a range of design and select from a range using innovations in practice to
quantitative research
qualitative and quantitative of qualitative and quantitative effectively analyse organisation
techniques
techniques to address issues techniques to address issues problems
How to conduct data

analysis (eg means, How to do simple multivariate How to do advanced The value of multivariate
medians, percentiles, analysis (eg regression analysis, multivariate analysis (eg analysis in addressing
correlations, standard factor analysis) structured equation modelling) organisation problems
deviations)
Various data visualisation Innovations, good practice and

How to use data tables and Various data visualisation
techniques and how to effective approaches to convey
how to turn data into simple techniques to represent data
translate into actionable data, including storytelling
charts and graphs and insights
recommendations techniques

Use these prompts to reflect on your understanding of People analytics and uncover areas for future
• How do the databases in your organisation inform the decisions made in your area of work?
• What quantitative and qualitative research techniques do you use to address organisation issues?
• When was the last time you used people analytics to inform your people plans?
Resourcing
Identifying, attracting and assessing to get the right people for the organisation.
Workforce planning How workforce planning How to use workforce planning How to integrate strategic workforce
approaches in your impacts the resourcing data to inform resourcing planning with the resourcing
organisation agenda approaches strategy
Different approaches to
Different methods and Different sourcing How to integrate sourcing
candidate pipelines, and how to
techniques to search for approaches for passive approaches into the overall
assess the value of different
candidates candidates resourcing strategy
sourcing channels
Current and future assessment

How to design and select
The principles of fair and How to conduct fair and approaches and how they align with
assessment approaches for all
objective assessment objective assessments organisation culture and wider
levels in the organisation
people assessments
How candidate reactions can

How candidates react How to tailor recruitment and How to integrate diversity of
impact the effectiveness of
differently to adverts and selection approaches to appeal candidate reactions when creating a
the recruitment and selection
other selection methods to different candidates resourcing strategy
process
How to align social media

The dos and don’ts of How to work with social How to integrate social media
channels with other channels to
online interactions and media resources and approaches into the resourcing
create the best candidate
conversations channels to lead campaigns strategy
experience
Country specific people

How to find out about your How to design global mobility
policies, and how to work
organisation’s global policies and how to manage How global mobility strategies
with partner suppliers on
mobility policies and supplier contracts which support impact organisation performance
issues such as relocation,
country guidelines global moves
immigration, tax, legal
How work can be delivered

The role of different types of Current and future trends in workers
Different types of workers and resourced in different
workers in an organisation’s and how this may impact the
and working arrangements ways (such as the gig
resourcing strategy organisation’s resourcing strategy
economy)
How to shape educational

How to work with education How to create employability
Different work experience curriculums to meet long term
providers to deliver work programmes with education
approaches industry and sector-specific skills
experience programmes providers
shortages
Different market insights into

competitor organisations, How to use global insights into
Which organisations are in How to use market insights to
their performance, culture, competitor performance to shape
competition for talent shape resourcing initiatives
reward, benefits and learning resourcing strategy
offering

Use these prompts to reflect on your understanding of Resourcing and uncover areas for future professional
development.
• How does the tight or loose labour market affect the attraction of talented individuals to your
organisation?
• What digital channels does your organisation use to source passive and active candidates?
• When did you last seek out feedback from applicants on how effective your candidate journey and
experience is?
• How do your resourcing plans support the wider people strategy?
• Which assessment methods are most effective for your organisation’s resourcing needs?
Reward
Creating remuneration and benefits approaches which are aligned to current and future organisation needs and
market conditions.
Your organisation’s reward How to design reward How to create a reward strategy
packages and approaches, approaches to attract, motivate which attracts, motivates and
approaches to reward
and how to administer them and retain workers retains workers
How to quality check survey and

How to draw insights and
How to create benchmarking benchmarking methodologies,
What benchmarking and intelligence about the external
data, working with salary and assess the factors
salary surveys are reward environment, including
survey providers determining reward (eg scarce
competitor reward
skills)
How to design individual

How to create bespoke executive
What executive The different elements of executive remuneration
packages and how to design
remuneration is executive remuneration packages and create new
approaches to executive reward
executive reward approaches
How to apply factors that impact

International reward Reward models for different international remuneration (eg How to assess the organisation
approaches (eg tax, legal, types of international moves tax, legal, works councils, value of international reward
works councils, cultural (such as expat, secondment, cultural drivers, mobility approaches, and their impact on
drivers) local, local plus) payments) to reward talent retention
approaches
A range of approaches to How benefits support the wider

Different types of benefits and
What benefits are available benefits and how to align people agenda and protect the
the merits of each (such as
in your organisation benefits to create a total reward future financial security of the
pensions and healthcare)
offering which is risk assured organisation
The links between reward How people and organisation How business performance How business performance
and performance in your performance can impact the impacts and informs approaches impacts and informs approaches
organisation approach to reward to reward design to reward strategy
The legislation that impacts

How to design reward How to protect and insure the
Reward legislation relevant reward practice (disclosure,
approaches that protect the organisation from legislative
to your role tax, work permits, tax,
organisation from litigation changes which impact financially
pensions and benefits)
The organisation’s reward

How to produce reward reports,
reporting requirements How to produce reward reports,
Reward reporting relevant including narrative and
(government, legislative, including narrative and alignment
to your role alignment to organisation
annual reports, shareholder, to organisation strategy
strategy
voluntary reporting)
How to protect the reputation of

The responsibilities of the
The role of the Remuneration the Remuneration Committee
Remuneration Committee and
N/A Committee (specific to your externally, such as, investors,
the reporting requirements
region / country) advisory bodies (specific to your
(specific to your region / country)
region / country)

Use these prompts to reflect on your understanding of Reward and uncover areas for future professional
development.
• When did you last review your organisation’s approach to Reward?
• What external benchmarking and surveying takes place in the organisation?
• Is your approach to executive reward aligned to your organisational culture?
• How well does your organisation link reward to performance?
Talent management
Maximising potential through talent identification, engagement and planning.
Your organisation’s Different approaches to Psychological, motivation and
approach to defining, defining, developing and engagement tools, and how to How to align the talent agenda
developing and retaining retaining talent on an retain talent through differentiated to sector requirements
talent individual and group level talent offerings
Tools to differentiate, assess How to use talent identification

Your organisation’s How to design talent differentiation
and review talent (eg and review data to inform the
approach to identifying and and assessment tools to identify
psychometrics, trend organisation's workforce
reviewing talent and review talent
performance) planning strategy
The different talent The approaches your

How to track and review the value of How talent populations help to
populations that exist organisation takes for
different talent populations drive organisation performance
within your organisation different talent populations
Your organisation’s How to assess the

Different ways of creating How diverse talent pools contribute
approach to creating organisational value of diverse
diversity within talent pools to the talent strategy
diverse talent pools talent pools
How to use talent pools in partner How talent pools in partner
The benefits of talent pools approach to using talent
organisations to contribute to organisations create long term
in partner organisations pools in partner
organisation performance value
organisations
The benefits of high Your organisation’s How to design high potential

How to ensure talent
potential diagnostic and approach to high potential diagnostic and development
development programmes are
development programmes diagnostic and development programmes, and the role of line
creating value for the
and experiential programmes as well as management and coaching in
organisation
opportunities experiential opportunities experiential learning
Succession and How to design flexible approaches The organisation impact of

How to carry out succession
contingency planning to succession and contingency succession and contingency
and contingency planning
approaches in your planning in a constantly changing planning in a constantly
approaches
organisation environment changing environment
How to find out about local,

Local, regional and global How to consider cultural and The value of global talent
regional and global
approaches to talent in your country differences when designing interventions in driving
approaches to talent in
organisation global approaches to talent organisation performance
your organisation
Workforce planning How to gather people data to How to integrate wider people data How to use strategic workforce
approaches in your inform workforce planning to create workforce planning planning to support and drive
organisation approaches approaches organisation performance
The impact of life phases on

Self-managed talent How to create career How to design self-managed talent
your strategic approach to talent
approaches available development pathways approaches for all workers
management

Use these prompts to reflect on your understanding of Talent management and uncover areas for future
• Which methods of attracting, developing and retaining talent are most effective for your organisation?
• What segmentation data is used to inform decisions on what talent populations are needed?
• When did you last undertake a review of how talent is identified in the organisation?
• How do you tailor talent interventions to meet the bespoke needs of talented individuals?
• How do you drive the talent agenda across organisational/regional/global boundaries?

CIPD Profession Map

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What are the different levels identified in the Profession Map and what do they represent?

What are the different levels identified in the Profession Map and what do they represent?

What factors are considered when determining which level best represents someone's work?

What factors are considered when determining which level best represents someone's work?

The new

Core Core Specialist

The levels are relevant to all people professionals:

Which level are you?

Associate level is equivalent to Associate member (Assoc CIPD).

Chartered Member level

Chartered Member level is equivalent to Chartered Member (Chartered MCIPD).

Chartered Fellow level

Chartered Fellow level is equivalent to Chartered Fellow (Chartered FCIPD).

Core Core Specialist

The employee lifecycle and People practices across a range

Current and future regulation

The elements that make up The elements that make up

Why well-being is The internal and external factors

How to build diversity and

The value of facilitation,

The importance of How employer brand affects

Things to start thinking about

Culture and behaviour

How to apply different The impact that wider cultures

Different ethical perspectives, Different ethical perspectives,

Different ways of learning,

How to create the right

The relationship between Different approaches to

Things to start thinking about

Things to start thinking about

Analytics and creating value

How to interpret and use How to use operational, financial

The principles of critical How to apply critical thinking

The systems and data

How to use value How to measure value in a

The future risks in your

How people practices create How people strategies create

Things to start thinking about

How technology can be used

Things to start thinking about

How to do a SWOT and How to use a broad range of

How change management

How to paint a compelling

Capability issues that exist

How to assess which levers

What a good project plan How different project

Things to start thinking about

Core Core Specialist

Raise concerns about people Take a visible lead in solving

Provide explanations and Surface the unsaid in leadership

Role-model and promote ethical

Things to start thinking about

Professional courage and influence

Take a stand with senior

Tailor your influencing style and

Take responsibility for mistakes

Things to start thinking about

Inspire others through a

Enable people to have a

Things to start thinking about