How do you measure up?

The CIPD recently published its Thinking Performer vision,
which outlines its strategic view of what future members should aim for. HR
consultant Fiona Brady sees how she and her team measure up to the criteria

1. Personal drive and effectiveness: the existence of a positive, ‘can-do’
mentality, anxious to find ways around obstacles and willing to exploit all of
the available resources in order to accomplish objectives.
"This is often what enables some to move on or get the job offer."

2. People management and leadership: the motivation of others (whether
subordinates, colleagues, seniors or project team members) towards the
achievement of shared goals not only through the application of formal
authority but also by personal role-modelling, a collaborative approach, the
establishment of professional credibility, and the creation of reciprocal
"I would like to think as a consultant I score quite highly on this

3. Business understanding: adoption of a corporate (not merely functional)
perspective, including awareness of financial issues and accountabilities of
business processes and operations, of ‘customer’ priorities, and of the
necessity for cost/benefit calculations when contemplating continuous
improvement or transformational change.
We all need to translate business needs and apply solutions."

4. Professional and ethical behaviour: possession of the professional skills
and technical capabilities, specialist subject (especially legal) knowledge and
the integrity in decision-making and operational activity that are required for
effective achievement in the personnel and development arena.
"Being Chartered helps identify those who have gone through the pain
barrier and seek continual development."

5. Added-value result achievement: a desire not to concentrate solely on
tasks, but rather to select meaningful account-abilities – to achieve goals
that deliver added value outcomes for the organisation, but simultaneously to
comply with relevant legal and ethical obligations.
"Great to see that the CIPD has come of age in reflecting how individuals
can make a difference."

6. Continuing learning: commitment to continuing improvement and change by
the application of self-managed learning techniques, supplemented where appropriate
by deliberate, planned exposure to external learning sources (mentoring,
coaching etc).
"I believe we need to be doing more on our own development than just
ticking the boxes."

7. Analytical and intuitive/creative thinking: application of a systematic
approach to situational analysis, development of convincing, business-focused
action plans and, where appropriate, the deployment of creative thinking to
generate innovative solutions and proactively seize opportunities.
"Perhaps more needs to done on measuring innovation and the ability to
sell solutions."

8. ‘Customer’ focus: concern for the perceptions of personnel and
development’s customers, including (principally) the central directorate of the
organisations, a willingness to solicit and act upon customer feedback as one
of the foundations for performance improvement.
"There is likely to be more transparency and 360-degree feedback sought to
measure the value of HR and that of the individual."

9. Strategic thinking: the capacity to create an achievable vision for the
future, to foresee longer-term developments, to envisage options (and their
probable consequences) to select sound courses of action to rise above the
day-to-day detail, to challenge the status quo.
"It is not always seen to be politically correct to have your say, and
sometimes you can feel vulnerable challenging direction."

10. Communication, persuasion and interpersonal skills: the ability to
transmit information to others, especially in written (report) form, both
persuasively and cogently, display listening, comprehension and understanding
skills, plus sensitivity to the emotional, attitudinal and political aspects of
corporate life.
"This is where you know the CIPD has completed its research to understand
the ‘blue print’ of the ‘thinking performer’."


"Surely it is not enough to give a blue print model of the thinking
performer. We need to redesign our recruitment, training and management style
to not only recognise these talents, but to nurture them and make sure they get
through to business improvement.

"Perhaps we shall see these competencies reflected in what the
competency roadmaps from the CIPD reflected, not only in current study, but
also in measuring ability of Chartered members?"

Fiona Brady, is an HR consultant at HRHR Personnel Services Ltd

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