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REFLECTION #3

In this reflection, I have concentrated on the CIPD professional standards that align closely with my experiences during the module, finding these to be the most pertinent to my learning and future application in the field of HR.

CIPD Knowledge Areas

·      K02.05C CULTURE AND BEHAVIOUR - Different ethical perspectives and how different mindsets and values influence internal and external decision-making

·      K06.02C CHANGE - How change management methodologies can impact the culture in different ways.

I have selected the Burton Model of reflection (1970) for its straightforward yet thorough structure that supports the analysis of experiences.

This three-phase process commences with 'What?', prompting an objective recount of events, progresses to 'So What?', which necessitates an examination of the implications, and culminates with 'Now What?', directing the formulation of actionable strategies for future practice.

This model is exceptionally relevant for reflecting on the HR4S013 - Leading and Managing People module because it offers a disciplined approach to analysing how the theoretical facets of the module can be practically implemented in diverse HR scenarios. Moreover, the Burton Model fosters critical thinking and is instrumental in forging links between academic theory and industry practice, an essential skill for an international student like myself who is navigating the complexities of a new educational culture while preparing for a strategic role in HR.

What:

My engagement with the HR4S013 module has been a significant learning curve, particularly in understanding the subtleties of organisational culture and behaviour as it relates to HR practices. The module shed light on various ethical perspectives and reinforced how these underpin decision-making within any business context, supported by Watson and Riessner (2023 pp109). As an international student grappling with the UK’s education system's analytical rigour, the complex interplay of cultural nuances and HR’s strategic influence on business outcomes presented a challenging yet enriching perspective.

Reflective Log Entry: HR4S013 - Leading and Managing People

What is the Author Saying and doing?

What the author is saying: They are focusing on specific CIPD professional standards that relate to their experiences within the module

What the author is doing: They are setting the context for their reflection and explaining the rationale behind the selection of the Burton Model for its structured approach to reflection, which is pertinent for analysing the practical implementation of HR theories.

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Reflection-on-action:

This type of reflection is present in the "What" section where the author recounts their experiences with the module, focusing on the understanding of organisational culture and behaviour.

What the author is saying: They reflect on their significant learning experience regarding organisational culture and behaviour and their relation to HR practices.

What the author is doing: Describing the concrete experiences and challenges faced as an international student in adapting to the UK education system and the analytical demands of the module

Reflection-in-action:

While not explicitly described in the reflection, it can be inferred that reflection-in-action might have occurred during the engagement with the module's content. The author's adaptation to the UK education system and the process of learning about change management methodologies may have involved real-time reflection to adjust their learning strategies.