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January 2017
HR
professionalism:
what do we
stand for?
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
140,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
HR professionalism: what do we stand for?
Research report
Contents
Foreword 2
Executive summary 3
Introduction 4
4 Unethical practice for the benefit of the profession and the organisation 30
References 37
Endnotes 40
Acknowledgements
This report was written by Louisa Baczor and Ksenia Zheltoukhova at the CIPD, with contributions from
Frances Gorka, CIPD. We would like to thank all those who took part in the research survey, as well as our
colleagues who provided the support and friendly critique in preparation of this work. Special thanks go to
Dr Wilson Wong, Lizzie O’Brien and Ruth Stuart.
We would also like to thank YouGov for assisting with the survey questions and data analysis.
This report examines how These core elements of make sound decisions that take
professionals construct their work professionalism are expanded upon into account multiple stakeholder
identities, and how professional later in this section (p6). needs and interests. This is
identity interacts with organisational discussed in more detail at the end
context. Building on the findings The 2015 report identified that, of the report, under ‘What’s next?’
from the CIPD’s From Best to Good despite practitioners showing a
Practice: Developing principles for desire to prioritise moral values This report is intended for HR
the profession report (2015a), we when making people management practitioners at all levels. It is
explore in more depth the factors decisions, there is often a gap a self-reflection opportunity
that can enable professionals to between that ambition and to consider one’s sense of
champion ethical decision-making practice. It is important that identification with the profession
in organisations. The earlier report professions maintain strong ethical and organisation, and how this
identified the following core values so that their members may influence work behaviour.
elements of what it means to be a are trusted when applying their It is also intended to help HR
professional (see Figure 1): expertise. Using the model of professionals develop their ability
what it means to be a professional to uphold ethical values in the
• social and ethical responsibility (described in Figure 1) as a starting organisation.
• commitment point, the CIPD is developing a
• a body of expert knowledge and new framework of professional
skills standards to build and support
• continuing professional professionalism in the HR
development (CPD) community. The framework will be
• situational judgement underpinned by a set of principles
• identity. that will help HR professionals
This report (CIPD 2015a) combined findings from various pieces of research, and provided insight into
the priorities of people management decision-makers, and how those priorities may be challenged in
the future. Key findings include:
• HR professionals (n=2,220) and business leaders (n=3,416) are largely aligned on what the best thing
to do is, but there is a gap between ambition and practice.
• While people management practitioners believe that workers should be treated as legitimate
stakeholders of a business, in practice only 47% said that they always apply the principle ‘work
should be good for people’ in their day-to-day decisions.
• Giving employees a meaningful voice is one way of treating them as legitimate stakeholders in the
employment relationship. Yet, just under a quarter of practitioners said they always apply a lens of
‘democracy’ in their decisions, even though they believe it is the ‘right thing to do’.
Body of expert knowledge Based on specialised training or education Gilmore and Williams 2007
and skills
Social legitimacy Occupational status – the expertise of the van Rensburg et al 2011;
professional group acquires authority Fournier 1999
Ethical responsibility The use of knowledge for the good of society Khurana et al 2004
Identity A common identity within the professional Farndale and Brewster 2005;
community and a sense of loyalty to fellow Evetts 2003
practitioners
Situational judgement Applying expertise to specific circumstances, Arnold and Stern 2006
while often resolving conflicts of interest between
multiple stakeholders; drawing on both knowledge
and ethical competence
Service orientation The importance of trust and quality of service in van Rensburg et al 2011; Fournier
professional relationships with clients 1999; Duska et al 2011; Barker 2009
Continuing professional A requirement to regularly update expert Gilmore and Williams 2007
development knowledge and invest in maintaining the level
of professional skill
The following groups of What is the value of serving interest groups propagating
participants were recruited from a professionals? their own agenda and interests’
YouGov online panel, covering all Numerous corporate scandals over (Blond et al 2015, p2).
levels of seniority: the last few years have diminished
trust in business. The cases of In a world of increasing distrust,
• 1,013 HR practitioners Volkswagen (who admitted to an essential characteristic of being
• 979 teachers deliberately cheating on US diesel a professional is moral integrity.
• 1,032 IT practitioners. emissions tests for several years) An asymmetry of power is created
and Sports Direct (accused of when expert knowledge is used to
The teaching sample was weighted paying staff below the minimum provide services to others, since
to reflect teaching phase and wage and creating a culture of one person is relying on the advice
school type, and the IT and HR fear) show a lack of accountability of another (Duska et al 2011; Barker
samples were unweighted but in some organisations, and raise 2009). The professional, who is
provide broad coverage across critical questions about the in the position of having superior
size and sector. The survey asked future of business, such as how knowledge, has a responsibility
participants to reflect on the extent ethical cultures can be created. not to use that knowledge to gain
to which they identify with their These scandals have fed into a unfair advantage. The profession
profession and their organisation, broader societal erosion of trust is therefore obliged to ensure its
their perceived ability to challenge in experts, further compounded members are worthy of the trust of
organisational decisions, and their by revelations in the media of society, that they will be competent,
ethical behaviour at work. recent political campaigns based but will also adhere to high
on misinformation during the EU standards and demonstrate integrity
The descriptive data analysis was referendum and US election. In in their conduct (Khurana et al
conducted by YouGov, with further their report on professions, Blond 2004). To rebuild their relationship
analysis conducted by the CIPD. and colleagues point out that with the public, the professions
‘in recent times professions have must go back to their roots of
gradually come to be seen as self- ethical standards and accountability.
Personal
characteristics
Personal
values
Career history
Intentions to make Professional Principled
In-role identity behaviours/
principled decisions identity
decision-making
Organisational
context
Organisational
identity
Perceived ability
to influence
In the survey, we first asked the Characteristics of values of my organisation are very
three groups of respondents to professional identity similar’. The CIPD then calculated
indicate the extent to which they Of the three professions, composite scores for PI and OI
identify with their professions respondents working in IT are the to compare the average levels of
and their organisations. The least likely to see themselves as these different identities across the
statements used in the survey were part of a wider profession (56%), professional groups. Agreement
adapted from Lammers et al’s compared with HR (67%) and across the PI statements is
(2013) measures of ‘perceptions of teaching professionals (84%). It’s generally strong, but there are
oneness or belongingness (e.g. to a also interesting to note that HR differences between groups. The
group, organisation or profession)’ practitioners from the public sector HR professional sample has a mean
(p517), to identify the shape of (72%) are more likely than those PI score of 3.66 (SD = 0.71), which
an individual’s professional and in the private sector (64%) to is slightly lower than the PI of
organisational identity. see themselves as part of a wider teachers (M = 3.91, SD = 0.66), and
profession. higher than that of IT practitioners
This section of the report compares (M = 3.47, SD = 0.75).1 For example,
the nature of professional and We asked survey participants 66% of HR practitioners agree
organisational identity (see how strongly they agree with a with the statement, ‘I find it
definition boxes) between the set of key statements describing easy to identify with people in
three groups of practitioners, and professional identity (PI) and my profession,’ compared with
explores individual characteristics organisational identity (OI), 76% of teachers and 60% of IT
of respondents (such as age and including, ‘I feel I have a lot practitioners. Perhaps because
seniority) that can be associated in common with others in my teachers work in a context in which
with the different types of identity. profession,’ and ‘My values and the theirs is the dominant profession,
Figure 3: Proportion of respondents who see themselves as part of a wider profession (%)
HR sample 67 33
Teachers sample 84 16
IT sample 56 44
HR sample 15 61
I feel I have a lot in
Teachers sample 8 72 common with others in my
profession
IT sample 16 51
HR sample 11 66
I find it easy to identify
Teachers sample 7 76 with people in my
profession
IT sample 13 60
HR sample 16 54
The challenges faced
Teachers sample 5 83 within my wider profession
affect me personally
IT sample 25 44
HR sample 9 66
My values and the values
Teachers sample 9 74 of my profession are very
similar
IT sample 12 50
Disagree Agree
HR 32 30 38
Teachers 19 21 60
IT 45 27 28
100
90
Teachers
80 •
Professional body or union membership
70
60
HR
50 •
40
30
IT
20 •
10
0
3.4 3.45 3.5 3.55 3.6 3.65 3.7 3.75 3.8 3.85 3.9 3.95
Professional identity
HR sample 15 59
I feel I have a lot in
Teachers sample 10 70 common with others in my
organisation
IT sample 19 49
HR sample 11 69
I find it easy to identify
Teachers sample 8 74 with people in my
organisation
IT sample 16 56
HR sample 11 71
The challenges faced by
Teachers sample 5 83 my organisation as a whole
affect me
IT sample 21 52
HR sample 12 67
My values and the values
Teachers sample 13 64 of my organisation are
very similar
IT sample 22 46
Disagree Agree
3.9
3.8
3.7
Mean score
3.6
3.5
3.4
3.3
report showed that a quarter (44% – professional challenges; the same way the PI scores were.
of HR practitioners have had to 52% – organisational challenges). Once again, across the three
compromise on their principles Again, this could be explained by professions, teachers are most
under pressure from business HR’s strategic alignment with the likely to be in the ‘high OI’ group.
leaders (24%), or to meet current organisation’s goals, which may However, interestingly, a greater
business needs (34%). Despite mean that they feel closer to the proportion of HR practitioners
wanting to apply ethical principles, day-to-day running of the business have high OI, compared with the
they may therefore prioritise and experience its pressures. proportion demonstrating high PI.
alternative values in particular As demonstrated in the CIPD’s
situations when expected to (2015a) research, HR practitioners As we found with PI, there is a
by the organisation (Guest and feel they have to compromise on sectoral difference in OI among
Woodrow 2012). their principles because of current HR practitioners. Those working
business needs. within the third sector are more
It’s interesting to compare how likely than those in the private
each profession responded The sample was split into three and public sectors to have a high
to statements about whether groups of ‘low’, ‘medium’ and OI (74%, compared with 60% and
challenges faced by their ‘high’ organisational identity, in 56% respectively).
organisation and profession
affect them. HR practitioners
show a much stronger reaction
to organisational challenges Table 3: Proportion of respondents with low, medium and
than professional challenges – high organisational identity (%)
71% agree that ‘The challenges
faced by my organisation as Low Medium High
a whole affect me,’ compared HR 26 28 46
with only 54% for the equivalent
statement about professional Teachers 21 26 53
challenges. Teachers are in equal
IT 47 25 28
agreement for both statements
(83%), and there is a smaller
difference in responses to the two
statements for IT practitioners
Figure 8: Do you have a career role model or someone you aspire to be like in your working life? (%)
HR sample 11 6 13 7 65
Teachers sample 15 3 9 4 72
IT sample 8 5 8 4 78
Yes – within my organisation in a similar profession to me Yes – within my organisation in a different profession from me
Yes – outside my organisation in a similar profession to me Yes – outside my organisation in a different profession from me
29
My immediate manager 20
35
22
A colleague in my organisation 36
30
17
A peer outside my organisation 9
8
15
Someone else (eg family/friends) 14
12
8
A senior manager 11
8
6
An independent adviser (union representative,
7
professional body representative, etc)
3
HR sample
2
Teachers sample
No, I would not trust anyone 2
5 IT sample
the department and PI.16 We found are more likely than those with and OI.18 For example, 18% of
that the higher the PI amongst medium (29%) or low PI (22%) practitioners with low OI believe
HR practitioners, the more likely to agree that the HR department that their department is perceived
they are to state that the HR is perceived positively in their positively, compared with 28% of
department in their organisation organisation.17 those with medium OI and 54% of
is respected, taken seriously and those with high OI.19 This suggests
adds value. For example, HR We found a similar link between that both PI and OI are linked
practitioners with high PI (49%) perceptions of the HR department to perceptions of the function’s
Perceptions of HR
department’s credibility PI OI
Low Medium High Low Medium High
Weak 43 25 33 49 26 26
Medium 38 29 33 35 27 38
Strong 22 29 49 18 28 54
HR sample 16 52
The HR department
Teachers sample 20 40 is respected in my
organisation
IT sample 30 37
HR sample 14 58
The HR department is
Teachers sample 16 50 taken seriously in my
organisation
IT sample 23 49
HR sample 12 59
The HR department is
Teachers sample 16 37 given opportunity to add
value to my organisation
IT sample 17 40
Disagree Agree
Summary
• evolving over the course of an individual’s career (as they correlate with CPD)
• inherent (as they are linked to personal values)
• situational (shown by the association with sense of meaning at work).
Among HR practitioners, perceiving moral traits to be important in both work and personal life are
linked to higher PI. Engagement in CPD, having a sense of meaning at work, and perceptions of the
function’s credibility in the organisation can also develop HR practitioners’ sense of identification
with the profession.
Net agreeing 88 88 80
…in my personal life
Net disagreeing 2 3 3
Net agreeing 85 89 73
…at work
Net disagreeing 4 3 5
HR sample 13 67
In my organisation, it’s
Teachers sample 35 37 acceptable to challenge
organisational decisions
IT sample 23 48
Perceptions of role and by organisational level (such as overcome role ambiguities, but
empowerment role and seniority), and business we can question to what extent
To explore the ability of context (such as size, sector and HR practitioners have a desire to
practitioners to challenge structure). act as ‘independent professionals’
organisational decisions, we (or deviant innovators), or to take
considered a range of attitudes Previous research suggests a ‘management’ approach. While
that can form the basis of that lack of power and poor deviating from business norms
their actual behaviour, from perceptions of the effectiveness in positive ways (Spreitzer and
following organisational rules to of HR in organisations reduces Sonenshein 2003) is an appealing
their perceived level of control HR’s ability to influence approach, Parkes and Davis (2013)
over their ability to challenge organisational decision-making suggest that this is oversimplistic,
organisational decisions (see (Guest and Woodrow 2004). and that ‘many prescriptions of
Figure 11). We proposed that ability Legge (1978) argued HR needs good HR practice are based on
to challenge would be influenced to assert power and authority to the assumption that managerial
Table 6: Perceived ability to challenge organisational decisions, by PI and OI (HR respondents) (%)
PI OI
Summary
Out of the three professions, HR practitioners feel the most empowered to challenge unethical
organisational decisions. This is a unique role for HR to play in organisations, in light of recent
corporate scandals where there was a lack of accountability for unethical practice. It appears
that organisational identity is more important than professional identity for increasing levels of
perceived empowerment to challenge decisions. Organisational context influences individuals’
perceived ability to challenge, with those working in third-sector and large organisations feeling
the most empowered. This raises questions about how we can create organisational structures that
enable individuals to speak up when they are concerned about a decision.
others may think On the one hand, HR practitioners Once again, roles have a part to
are most likely to agree that they play: 59% of those working in senior
(80%, in contrast state concern over organisational HR roles are likely to bend or break
with 63% of IT decisions, regardless of what
others may think (80%, in contrast
organisational rules, if required,
compared with 41% of those in
practitioners and with 63% of IT practitioners and junior roles, and 37% of in-house
53% of teachers). At the same or independent consultants. Still,
53% of teachers).’ time, only about half (51%) of 77% of junior HR respondents
the HR sample state that they would state their concerns about
will bend or break organisational organisational decisions, compared
rules and procedures if they with 81% of senior HR managers.
believe it’s required (compared
with 44% of IT practitioners and Interestingly, 26% of HR
44% of teachers). Another 52% practitioners who are members
of HR practitioners agree or of a professional body or union
strongly agree that they adhere are more likely to say they won’t
strictly to their organisation’s rules break or bend organisational
and policies. A recent study by rules and procedures, compared
Alvesson and Spicer (2016) found with 19% for non-members. It
HR sample 15 52
I adhere strictly to my
Teachers sample 14 54 organisational rules and
polices to ensure consistency
IT sample 16 48
Disagree Agree
Base: HR (n=1,013), teachers (n=979), IT (n=1,032)
Table 9: Proportion of respondents stating that in the past year they have always or often… (%)
HR Teachers IT
Table 10: Deviant and conformist innovation, by professional identity and organisational identity (%)
PI OI
Table 11: Ethical behaviour, by professional identity and organisational identity (HR respondents) (%)
PI OI
% stating they had always or often… Low Medium High Low Medium High
Summary
Out of the three professions, HR practitioners are the most likely to speak up when concerned
about an organisational decision, and to break or bend organisational rules if necessary. It could
be that HR is privy to more business information, and therefore more aware of such decisions.
Both of these behaviours are correlated with OI. However, both PI and being a member of a
professional body decrease the likelihood of breaking organisational rules if needed. This has
implications for the behaviours that the CIPD supports in developing HR professionalism. The
findings suggest that building professional identity can encourage practitioners to challenge the
purpose of organisational tasks and find alternative solutions, which is important in ensuring
sound organisational decisions are made. Perceived authority to challenge decisions and feeling
responsible for advancing organisational practice appear to facilitate ethical behaviour, suggesting
that role identity is also important in ethical decision-making.
While alignment of individual values teachers are less likely than HR We calculated the average
with those of a professional or and IT practitioners to purposely figures for responses across
organisational group is overall seen exclude someone from a meeting the questions measuring pro-
to be positive, in some instances or conversation to make their profession behaviours among
it can also lead to negative profession appear more valuable or HR respondents, and found a
outcomes. Through experiencing convincing (88% had never done correlation with age and sector.
strong identity with a particular this, compared with 83% HR and The likelihood of HR practitioners
group or community, individuals 81% IT). They are also less likely to reporting that they have never
might engage in behaviours which, deliberately not tell someone in a engaged in these unethical
although unethical, are ultimately different profession they have done behaviours to support their
beneficial to either the organisation something wrong, for the purpose profession increases with age;
or the profession (Thau et al 2015; of making their own profession 85% of those aged 55 and over
Umphress et al 2010). look good comparatively (84% say they have never engaged in
had never done this, compared these behaviours in the previous
The proportion of practitioners with 80% HR and 75% IT). Some year, compared with only 65% of
saying they have never of these findings could be due to 18–24-year-olds (Figure 14).
demonstrated unethical behaviours the social desirability effect, but
to support their profession is high we have discounted this for the HR practitioners in the third
across the three groups. However, purpose of the report. sector are also more likely to
Figure 13: Proportion of practitioners reporting they have ‘never’ engaged in these pro-profession behaviours
in the previous year (%)
77
Spoke negatively about a different profession
80
to make your profession look better
72
Base varies for each statement. Data rebased to exclude not applicable.
Figure 14: Proportion of HR respondents reporting they have ‘never’ engaged in these pro-profession
behaviours in the previous year, by age (%)
90 85
84
80
80
74
Never engaged in pro-profession behaviours
70
65
60
50
40
30
20
10
0
18–24 25–34 35–44 45–54 55+
Age
Figure 15: Proportion of HR respondents reporting they have ‘never’ engaged in these pro-profession
behaviours in the previous year, by sector (%)
92
90
90
Never engaged in pro-profession behaviours
88
86
84
82
82
80
78 79
76
74
72
Private Public Third/Voluntary
Sector
Figure 16: Proportion of practitioners reporting they have ‘never’ engaged in these pro-organisation
behaviours in the previous year (%)
70
To help my organisation, I misrepresented the
68
truth to make my organisation look good
69
Base varies for each statement. Data rebased to exclude not applicable.
Figure 17: Proportion of HR respondents reporting they have ‘never’ engaged in these pro-organisation
behaviours in the previous year, by age (%)
80
70
Never engaged in proorganisation behaviours
70 66
61
60 57
50 49
40
30
20
10
0
18–24 25–34 35–44 45–54 55+
Age
Figure 18: Proportion of HR respondents reporting they have ‘never’ engaged in these pro-organisation
behaviours in the previous year, by sector (%)
74
72
72
70
Never engaged in pro-organisation behaviours
68
66
64
63
62
60
60
58
56
54
52
Private Public Third/Voluntary
Sector
Summary
Across professional groups, practitioners are more likely to say they have behaved unethically
to support their organisation than to support their profession. In HR, professional identity and
organisational identity do not appear to influence unethical behaviours. However, considering moral
traits to be an important part of their working life reduces the likelihood of engaging in unethical
behaviours at work.
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