To explain how the CIPD Human Resources Profession Map (HRPM) professional areas and bands defines the HR profession it is essential to understand that a HR professional needs to be business, contextual and organisationally savvy enabling them to create insights that will provide sustainable strategies adding to future success of organisations.   A HR professional must also master skills such as interpersonal, negotiation and conflict management as they are frequently required to promote and shape change and challenge situations. (Watson & Reissner, 2014)  It is therefore apparent that HR professionals need to have knowledge, skills and certain behaviours equally.
The HRPM was created as a result of research into what it means to be a HR professional, capturing what a successful and effective HR professional does by detailing the skills, behaviours and knowledge required. Watson & Reissner (2014) identify that the listed competencies within the framework are what HR professionals do in their daily practise rather than a reflection of any qualifications they hold, with Woodhams, et al., (2016) outlining that the framework applies to all within the profession regardless of role, level or size of organisation. 
 

The CIPD Code of Conduct (CIPD, 2018) states that HR professionals must ‘maintain professional knowledge and competence through continuing professional development’.  The HRPM is one way in which this can be achieved.  The ten sections within the map identify clear areas where knowledge and skills can be increased.  At the core of the map are ‘Insight, strategy and solutions’ and ‘ Leading HR’.  According to Woodhams, et al., (2016) these elements create the foundation of HR capability and should be used in conjunction with more specific and technically relevant areas such as Employee engagement.  As previously mentioned it is vital for HR professionals to be business savvy and understand how to use these insights to develop future focused strategies, procedures and processes.  The CIPD breakdowns Leading HR into three main areas, personal leadership; leading others and leading issues.  The importance of being a role model; supporting, developing and managing colleagues is emphasised not only in the HRPM but also within the Code of Conduct. (CIPD, 2018)
In addition there are eight more diverse areas.  The relevance of these areas will depend on whether individuals are generalists or specialists and the role that they hold ie a key area for an employment law specialist may be employee relations. Nevertheless the HRPM can be used as a tool to develop knowledge and competencies no matter what the role or current level of understanding, and gives a clear progression path for continual professional development and career mapping via the four bands/levels of competence within each area.
The four bands themselves outline contributions made at each level in the following five areas (CIPD, 2018):
-	the relationship HR professionals have with there clients
-	the focus of activities performed by the HR professional
-	where the HR professionals time is spent
-	what services they provide to clients
-	how their contribution and success is measured
This enables HR professionals to understand which band they are currently working at and highlights the progression needed to advance to the next level.   A HR professional operating at Band 1 would typically be a HR Assistant and a Band 4 HR professional would be a HR Director.  
The HRPM also includes eight behaviours.  It is interesting to look at the meaning of personality prior to looking at these behaviours in more detail.  Huczynski & Buchanan,D, (2013 pg 186) define it as the ‘psychological qualities that influence an individual’s characteristic behaviour pattern, in a stable and distinctive manner’ and continue to say that it is ‘widely believed personality is related to performance and career success’.    As behaviour is influence by personality it would be fair to say that behaviour is also related to performance and career success and the inclusion of behaviours on the HRPM would support this.   It is also important to understand that there are two main theories relating to behaviour, Hans Eysenck believed that behaviours were largely inherited and that people were born with certain behavioural traits in contrast to Erik Erikson who believed that personality and hence behaviour was developed through life, being built on experiences. (Huczynski & Buchanan,D, 2013) .  The HRPM lends itself to the Erikson theory as it shows clear progression of the behaviours through the bands of competence inferring that behaviour can be developed.  Christy in Rees & French, (2011, pg 84) , indicates that circumstance may have an influence on the effectiveness of behavioural styles of leaders.  This would suggest that a HR professional should adapt the most suitable behaviour given the specific circumstance or task in hand.  For example, faced with the task of creating new polices and procedures driven by organisational change it could be beneficial to adapt the curious thinking style – future focused, inquisitive, innovative and open minded, equally in a situation of change management there is often an air of resistance and HR professionals must be able to adopt ‘courage to challenge’ and also be a ‘skilled influencer’ in order to gain commitment and support to pursue organisational goals.   The CIPD stress that HR professionals need to be ‘business savvy’ and as such an ability to demonstrate ‘decisive thinking’ and a ‘drive to deliver’ is required, HR professionals should be able to understand data and information, use the insights in a way which identifies options and enables them to make effective and robust decisions, with a determination to deliver the  best results.    HR professionals are constantly required to effectively engage, consider, support, influence, manage and support people both inside and outside the organisation.  It is therefore vital that a ‘collaborative’ style is adapted in certain situations in order to work effectively with other colleagues and shareholders to ensure positive outcomes.  It is equally important to act as a ‘role model’, leading by example and ensuring that a balanced approach is considered between individual, organisational and legal boundaries.    The ability to adapt effective behavioural styles to a situation; to have an awareness of the negative manifestations of each behaviour; to be business savvy and provide up to date HR knowledge will ensure that not only that the HR professional is bringing value to the organisation but also being ‘personally credible’ and show themselves as ‘performing thinkers’.