Digital publication | Page 3

REFLECTION #1

For this reflection, I have chosen to focus on the following mapped CIPD professional standards as I deemed these most relevant to my experience of the module.

·    CIPD Knowledge area: K03.03C BUSINESS ACUMEN - How is your organisation responding to different trends in your sector which impact its performance, and

·  CIPD Behaviour: B08.04C COMMERCIAL DRIVE - Develop and present robust business cases using evidence to demonstrate a return on investment.

I will be using the Burton Model of reflection (1970) as it provides a simple yet comprehensive framework for analysing experiences. Its three-stage process, starting with 'What?', then moving to 'So What?', and concluding with 'Now What?', aligns perfectly with the iterative nature of learning in human resource management. This model encourages not only a description of events but also demands a deeper analysis of their implications and the formulation of actionable plans for future practice. It is especially appropriate for reflecting on the Global Resourcing and Talent Management module, as it allows for a structured reflection on how the theoretical aspects of the module can be applied to practical, real-world HR scenarios. The Burton Model promotes critical thinking and helps in drawing connections between academic knowledge and industry practice (Ford and Profetto-McGrath, 1994), which is crucial for a student like me who aims to apply these insights to a future career in HR.

What:

Engaging with the Global Talent Management module, I encountered the intricate balance between operational HR responsibilities and the broader strategic impacts on organisational performance. The learning journey illuminated the necessity of comprehending market dynamics and sociological trends that shape employment practices and expectations, as noted by Ferris et al., (1998) and Yan and Hyman (2018). I was introduced to the proactive measures of managing diversity, creating a strong employer brand, and designing jobs innovatively – all seen as pivotal to the evolution of strategic HR roles (Childs, 200; Jonsen et al., 2019).

Reflective Log Entry for HR4S004 - Global Talent Management

What is the Author Saying and doing?

In the reflective log entry for the HR4S004 module, the author uses the Burton Model of reflection to analyse their experience and its implications for their future career in HR.

INTRODUCTION:

What is the author saying?

They have chosen CIPD professional standards that align with their experience in the module and will use the Burton Model for reflection.

What the author is doing? Setting up the reflection framework and establishing the relevance of the CIPD standards to their learning experience

What the author is saying: They discuss their engagement with the module and how it highlighted the balance between operational HR responsibilities and strategic impacts on organisational performance.

What the author is doing: Describing the concrete experiences encountered during the module, such as learning about diversity management and employer branding

Reflection-on-action:

This occurs in the "What" section where the author looks back on their experiences with the Global Talent Management module.

They critically evaluate the balance between operational HR responsibilities and strategic impacts on organisational performance, and the role of HR in aligning practices with market trends to enhance performance.

Continued on next page