People professionals must have good communication skills and the ability to influence for their ‘people practice voice’ to be heard within an organisation. In line with the CIPD Professional Map, professional courage and influence are key traits that facilitate human resource communication in HR, L&D, and OD departments. HR must influence people to advocate for change, promote ideas, gain stakeholder support, and aid line managers with hiring decisions (Professional Courage and Influence, n.d). For instance, HR managers are responsible for establishing the precise concept of “fair” within an organisation when addressing the issue of pay equity. As a result, this provides employees with an understanding of what they can expect from the organisation and influences management’s decision-making process regarding awards. They play a crucial role in educating the company on regulations, including the 2010 Equal Pay Act and pay reporting standards, thereby ensuring legal compliance and fair practices. Non-participation in these conversations could have serious consequences for the organisation, as it may result in legal violations and subsequent lawsuits..
To influence others, people managers need a number of traits, such as effective communication skills and courage. To achieve good efficacy of influence, it is necessary to have the courage to encourage voicing ideas, transporting changes, and upholding best practices in people management. This courage is not just a trait, it’s a necessity. It’s what allows you to take risks, such as identifying areas of vulnerability or proposing alternative ways to present processes. Common qualities associated with courage include the ability to overcome any resistance or opposition, speaking up when something is wrong, and taking a stand when it is the right thing to do. To fully understand the perspectives, concerns, and needs of others, people managers must build relationships with those around them. They must then apply this expertise to develop communications that resonate with their target audiences and produce positive outcomes. For instance, it is the role of HR to stand up and address this injustice, bolstering arguments with the help of the law if an organisation forces employees to sign non-disclosure agreements to conceal racial and gender pay discrepancies.
For example, in discussions about performance management within my organisation, I demonstrated confidence and effective communication by challenging the outdated performance management system used to evaluate employee performance. During a team meeting, I brought up the issue of ineffective employee engagement through annual performance appraisals. I boldly proposed an altered course of action, citing findings that backed the benefits of providing continuous feedback. Drawing on references from the broader literature, I highlighted the shift toward continuous feedback and practice-based approaches, emphasising that agility is essential in contemporary workplaces. I communicated clearly and straightforwardly, providing evidence to support the change and demonstrating how it aligned with organisational objectives.
