Chartered Professional in Human Resources (CPHR)
1 Human Resources Management Foundations
1-1 Introduction to Human Resources Management
1-2 Evolution of Human Resources Management
1-3 Strategic Role of Human Resources Management
1-4 Legal and Ethical Considerations in HRM
2 Organizational Behavior and Leadership
2-1 Understanding Organizational Behavior
2-2 Leadership Theories and Styles
2-3 Motivation and Employee Engagement
2-4 Team Dynamics and Collaboration
3 Human Resource Planning and Recruitment
3-1 Workforce Planning and Analysis
3-2 Job Analysis and Design
3-3 Recruitment Strategies and Techniques
3-4 Selection and Hiring Processes
4 Learning and Development
4-1 Training and Development Needs Assessment
4-2 Designing and Delivering Training Programs
4-3 Performance Management Systems
4-4 Career Development and Succession Planning
5 Compensation and Benefits
5-1 Compensation Strategies and Models
5-2 Designing and Administering Benefits Programs
5-3 Pay Equity and Fairness
5-4 Total Rewards and Employee Retention
6 Employee Relations and Engagement
6-1 Employee Relations Management
6-2 Conflict Resolution and Mediation
6-3 Employee Engagement and Satisfaction
6-4 Workplace Diversity and Inclusion
7 Health, Safety, and Wellness
7-1 Occupational Health and Safety Regulations
7-2 Workplace Wellness Programs
7-3 Managing Workplace Stress and Mental Health
7-4 Ergonomics and Workplace Design
8 Global and Cross-Cultural HRM
8-1 Global Human Resources Management
8-2 Cross-Cultural Communication and Management
8-3 International Employment Laws and Practices
8-4 Managing Expatriates and Global Teams
9 Technology and HRM
9-1 HR Information Systems (HRIS)
9-2 Digital Transformation in HRM
9-3 Data Analytics and HR Decision Making
9-4 Cybersecurity and Data Privacy in HRM
10 Ethics and Professionalism in HRM
10-1 Ethical Principles in Human Resources
10-2 Professionalism and HR Credentials
10-3 Advocacy and Social Responsibility in HRM
10-4 Continuous Professional Development
Ethics and Professionalism in HRM

10 Ethics and Professionalism in HRM - 10. Ethics and Professionalism in HRM

Key Concepts

1. Ethical Leadership

Ethical Leadership involves setting a moral example for others by making decisions that are fair, honest, and in the best interest of all stakeholders. It requires transparency, integrity, and a commitment to doing what is right.

Example: A CEO who refuses to cut corners on safety regulations to save costs, even when facing financial pressure, demonstrates ethical leadership by prioritizing the well-being of employees over short-term gains.

2. Confidentiality

Confidentiality in HRM means safeguarding sensitive employee information and ensuring it is only accessible to those who need it. This includes personal data, performance reviews, and disciplinary actions.

Example: An HR manager who locks physical files in a secure cabinet and uses encrypted digital systems to store employee records ensures confidentiality and protects against data breaches.

3. Fairness and Equity

Fairness and Equity involve treating all employees equally and without bias, ensuring that opportunities for advancement, compensation, and recognition are based on merit and not personal favoritism.

Example: An HR department that implements blind recruitment processes, where candidate names and personal details are removed from applications, promotes fairness by focusing on skills and qualifications.

4. Transparency

Transparency in HRM means being open and honest about policies, procedures, and decisions. It builds trust and ensures that employees understand the rationale behind HR actions.

Example: An organization that publishes its promotion criteria and provides clear feedback to employees on their performance evaluations fosters transparency and helps employees understand how they can advance.

5. Conflict of Interest

Conflict of Interest occurs when personal interests interfere with professional duties. HR professionals must avoid situations where their decisions could be influenced by personal gain or relationships.

Example: An HR manager who recuses themselves from a hiring decision involving a close friend to avoid any perception of bias demonstrates a commitment to avoiding conflicts of interest.

6. Professional Development

Professional Development in HRM involves continuous learning and skill enhancement to stay current with industry best practices and ethical standards. It ensures that HR professionals can effectively serve their organizations.

Example: An HR team that regularly attends workshops, webinars, and conferences to stay updated on labor laws and HR trends invests in its professional development and ensures better service to the organization.

7. Social Responsibility

Social Responsibility in HRM means considering the broader impact of organizational decisions on society and the environment. It involves ethical practices that contribute to the greater good.

Example: A company that implements fair trade practices and ensures its supply chain adheres to environmental standards demonstrates social responsibility and ethical HRM.

8. Respect for Diversity

Respect for Diversity involves valuing and appreciating differences among employees, including race, gender, age, and cultural background. It fosters an inclusive workplace where everyone feels respected and valued.

Example: An organization that celebrates cultural holidays, provides diversity training, and ensures diverse representation in leadership positions promotes respect for diversity.

9. Accountability

Accountability in HRM means taking responsibility for one's actions and decisions. It involves being answerable for the outcomes of HR policies and practices and making necessary corrections when needed.

Example: An HR manager who publicly acknowledges and rectifies a mistake in the hiring process demonstrates accountability and builds trust with employees.

10. Integrity

Integrity in HRM means acting with honesty and consistency in all professional dealings. It involves adhering to moral and ethical principles even when no one is watching.

Example: An HR professional who refuses to falsify records or manipulate data to meet performance targets demonstrates integrity and upholds the ethical standards of the profession.