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In conclusion, this reflective exercise through the Burton Model has been instrumental in integrating my academic knowledge with practical HR strategies, particularly through the lens of business acumen and commercial drive. The CIPD standards have served as a guiding framework, aligning theoretical concepts with the real-world challenges of talent management. As I transition from academia to the professional realm, I carry with me a deepened understanding of HR's strategic potential and a clear vision of its commercial impact. The reflections drawn from this module have cemented my resolve to pursue a career in HR with a focus on contributing substantively to organisational goals, particularly through developing compelling business cases that articulate the value of HR initiatives. Embracing the continuous evolution of the HR sector, I am eager to apply the insights gained to foster an environment where people management is as much about driving business success as it is about nurturing talent. This journey of reflection has not only prepared me for the challenges ahead but has also ignited a passion for shaping the future of HR through strategic, evidence-based practice.

 

References

Childs (2005). Managing workforce diversity at IBM: A global HR topic that has arrived. Human Resource Management, 44, 73-77.

 

Ferris, G.R., Arthur, M.M., Berkson, H.M., Kaplan, D., Harrell-Cook, G., & Frink, D.D. (1998). Toward a social context theory of the human resource management-organization effectiveness relationship. Human Resource Management Review, 8, 235-264.

 

Ford, J.S., & Profetto-McGrath, J. (1994). A model for critical thinking within the context of curriculum as praxis. The Journal of nursing education, 33 8, 341-4 .

 

Greene, S.B., Reiter, K.L., Kilpatrick, K.E., Leatherman, S.T., Somers, S.A., & Hamblin, A. (2008). Searching for a business case for quality in Medicaid managed care. Health care management review, 33 4, 350-60 .

 

Jonsen, K., Point, S., Kelan, E.K., & Grieble, A. (2019). Diversity and inclusion branding: a five-country comparison of corporate websites. The International Journal of Human Resource Management, 32, 616 - 649.

 

Yan, T., & Hyman, M.R. (2018). Critical historical research method and marketing scholarship. Journal of Marketing Management, 34, 841 - 864.

Reflective Log Entry for HR4S004 - Global Talent Management

What is the Author Saying and Doing?

What the author is saying: They conclude that the reflection process has integrated academic knowledge with practical HR strategies.

What the author is doing: Summarising how the module and the reflection have prepared them for a career in HR, reaffirming their commitment to applying these theories and insights in a practical setting, and showing how they intend to contribute to organisational goals through HR initiatives

The reflective log entry primarily focuses on reflection-on-action and reflection-for-action, with the former analysing past actions and the latter planning for future actions based on the learning from those past experiences.

Reflection-in-action would be taking place during the experiences themselves, which is not described in detail within the log entry.

Throughout the entry, the author consistently links their module experience with the CIPD standards and the practical implications for their future in HR.

They demonstrate an understanding of the strategic role of HR and the necessity of developing business cases that show a return on investment, showcasing a deep engagement with both theory and prospective professional practice.

REFLECTION #1

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