I’ve been in the world of people management long enough to know that our profession is not without criticism. Many of the challenges we face are of our own making as we flit between almost schizophrenic versions of our own identity, causing confusion and bafflement to the people that we serve – our employees. Which is why, when you see something that genuinely has the opportunity to move the profession forward, it fills me with hope and excitement.
It would be surprising to hear such excitement come in a package, describes as, “The new Profession Map” (yes, I’m confused by the capitalisation too, but let’s just park that for now), but this has the potential to really transform our profession. Launched by CIPD last week, the product of thousands of conversations with practitioners, businesses and teams the map for the first time, articulates the profession that I know and believe in.
At the heart is the core purpose, “…to champion better work and working lives. Creating roles, opportunities, organisations and working environments that help get the best out of people, delivering great organisational outcomes, in turn driving our economies, and making good, fair and inclusive work a societal outcome.” I could have written that myself.
And to do this well, we need to be led by principles, ensuring ethical practice where people and professionalism matter. We need to based our decisions and initiatives on evidence, not fads and whims and to be focussed on the outcomes of our work for our people, for our profession and for society at large.
For once, I read a set of core behaviours that matter to me – “valuing people”, “situational decision-making” and “ethical practice” to call out a few and an articulation of core knowledge that I see in truly great practitioners, understanding “culture and behaviours”, being able to demonstrate “analytics and creating value” and “business acumen” rather than simple statements of commerciality.
Of course, the success of “The new Profession Map” will be dependent on the adoption by practitioners not just in the UK, but across the globe. I know my team have already started looking at how we can incorporate this into our organisation. And that’s why I absolutely implore you to do the same, to help us come together and build a profession that is fit for the now and the future.
It is easy to be cynical and to criticise, but I find it genuinely hard to understand how anyone could not find this both useful and productive for the profession. Now if we could just deal with those capital letters, it would be absolutely perfect.