(Slide 1)
Hello and welcome to this short video on preparing your examples for your Chartered Member upgrading video assessment.
(Slide 2)
We will be looking at 3 key areas in this video.
Firstly, the overall structure of the assessment
Then we’ll move on to explore in-depth the 4 key areas and how best to prepare your examples
And lastly, a re-cap on what we mean by impact and how to really showcase the practical value of your work
(Slide 3)
We’ll start the assessment, by asking you to share a brief overview of your current role and any previous roles you had in the last 5 years. This helps us get a sense of your context and the environment you’re working in.
We’ll then move on to 4 key areas:
people,
change,
ethics & challenge
professional development.
We’ll ask you a headline question on each section and following up with additional questions as needed. Sometimes we may ask a question to clarify something, or we may ask for another example. We may even stop you and move the conversation to the next question – please don’t worry about this, we’re making sure you have the best opportunity to demonstrate your experience against our membership standards.
When you’re sharing your examples, be succinct and specific about your contribution. Tell us a bit about the context and what you did, but really focus on the value you created – the impact. Talking about the value of your work is an important part of the assessment. We’ll look at this more closely at the end of the video.
Let’s move on to looking at each of these specific areas.
(Slide 4)
In the people part of the conversation, we will ask you to share an example of where you’ve led the development and delivery of a people approach that has created medium to long-term value for your organisation.
When describing your initiative, you’ll need to explain how you aligned and integrated your approach with other people practices in the business, how you understood your stakeholders’ needs, what wider organisational considerations, like culture, processes, systems and structures you considered and what evidence you drew on to gain insight from.
And importantly, how your new approach created medium to long-term value for your organisation.
(Slide 5)
The next part of the conversation focusses on ‘change’. We will ask you to share an example of when you’ve taken a lead role in planning and implementing medium to long-term change.
When describing your initiative here, you’ll need to explain how this initiative contributed to your organisation’s strategy, the value it created for your stakeholders as well as the levers you used to create and sustain the change. You’ll also need to explain how you gave a voice to those impacted by the work and how you used people skills like coaching, facilitation, consulting or mentoring to support the change.
And again, how your new initiative created medium to long-term value for your organisation
(Slide 6)
The 3rd part of the conversation is on ethics & challenge. We will ask you to share an example of a difficult decision you have taken as a people professional in the face of opposition. You’ll need to explain how ethics and values influenced your decision and how you managed opposition to your approach, as well as the outcome.
(Slide 7)
And finally, in the last part of the conversation – Professional Development, we will ask you to share an example of how you’ve built people capability in others, such as developing other people professionals, how you’ve connected with other people professionals externally and how you’ve applied those external insights to your own approach.
So, those are the 4 key areas and the types of examples you will need to prepare.
We’re going to finish by focussing on ‘impact’ and what ‘medium to long-term value’ actually means.
(Slide 8)
A core theme of your work as a people professional, is delivering positive change through your people solutions. We call this ‘the value of your work’ or ‘the impact of your work’
So, reflecting on those people and change initiatives you led, how did your solutions meet the needs of different stakeholders in your business? What was the positive change and how did you know your initiatives were successful?
We refer to this as - it’s not the ‘what’, but the ‘so what’ of your work.
(Slide 9)
Demonstrating this ‘so what’ in your assessment conversation is key.
At Chartered Member level, the time-scales for demonstrating impact are the medium to long-term. So value which has been sustained over more than a year.
Which means, for your People and Change examples, gather evidence that demonstrates the changes have been sustained for over a year. This is really valuable and speaks to the medium to long-term impact of your work. Tell us what your initiative was (so what actions you took), what the output was (the new approach or initiative) and the impact (what the initiative allowed you to do differently)
You can evidence the impact in two ways:
Firstly, by using data and metrics, which show the measurable value of the change. So things like productivity measures, engagement survey results, absence data, DE&I Metrics etc. We call this quantitative evidence.
Other evidence you may have, may not include explicit data or metrics, but still demonstrates that change has taken place. We call this qualitative evidence. Examples of this could be feedback from stakeholders/focus groups, more open communication, positive cultural change etc.
Let’s look at an example in more detail.
(Slide 10)
Say you’re thinking of sharing an example of when you developed and delivered a new approach to performance management.
You used several sources of evidence to build your business case, engaging key stakeholders in the development of your approach. The output was a new, streamlined, development focussed, performance management approach. But the value created is that managers are now having more focussed development discussions, and employees feel the culture is more positive.
So you can demonstrate the value created by your new approach in 2 ways:
Firstly, through using metrics like productivity measures, engagement survey results, absence data, internal promotions etc.
Secondly, other evidence you may have to demonstrate that change has taken place, could be the upskilling of line managers, skills gaps now being met, senior team regularly reviewing performance, having performance reviews now enables the talent team to identify high potential individuals.​
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So, spend some time pulling this information together beforehand and make sure to select examples that have been implemented and evaluated.
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(Slide 11)
So in summary, we’ve talked about how the assessment conversation will be structured and what to expect.
We’ve talked in detail about preparing your examples on the 4 key areas of People, Change, Ethics & Challenge and Professional Development
And finally, we’ve spoken about the importance of evidencing the impact of your work and how you might do this.
For further specific examples of impact, please have a look at the Candidate Guidance pack for Chartered Member available on our website.
(Slide 12)
If you’d like to get in touch with any questions, please contact our customer services team on +44 208 612 6208
Thank you very much
