Interim HRINZ HR Competency Model

Introduction
Overview
HR Delivery
Strategic Contribution
Business Knowledge
Business Technology
Personal Credibility

Introduction

The HRINZ HR Competency model encourages and supports the development of professional knowledge, competence and high standards of performance amongst its members. Its aims are:

To provide guidance for the professional development of people involved in Human Resource Management and Development
To gain Professional Membership Accreditation of HRINZ

Approved by HRINZ Board 20 April 2012

Overview

Background:

The HRINZ Competency Model is summarised below (based on the work of Ulrich et al).

HR practitioners need to be skilled in five main areas of HR work:

HR Delivery: the technical base of HR, from recruitment, through performance management, to organisational change
Strategic Contribution: an awareness of how HR policies and practices contribute to the overall performance of the business in the long run
Business Knowledge: clear understanding of how the business works as a whole
Business Technology: an appreciation of the generic technologies that power the business
Personal Credibility: the capacity to build trust and have credibility with all major stakeholders

In the HRINZ Competency model we define each competency area in terms of three levels at which practitioners might operate at different stages of their career: Developing, Competent and Advanced:

Developing

Key concept: Learning

The focus is on Learning and applying the HR competencies at an “entry” level, probably focussing on HR Delivery, and probably working under supervision
The HR problems faced are likely to be at lower levels of complexity, the person is likely to be operating under supervision and the impact of decisions is likely to be restricted in scope

Competent

Key concept: Independent application

The focus is on independent application. The practitioner is expected to be able to operate independently as an HR practitioner
The HR problems faced are likely to be of moderate complexity. The practitioner can be expected to assume full responsibility for actions, and the impact of decisions taken can be expected to be at a “medium” level in terms of risk, potential cost and likely benefit

Advanced

Key concepts: Leadership

The focus is on professional leadership. At the apex of their career, the practitioner can be expected to be able to operate at an advanced level in a senior role with organisational oversight, while making creative contributions and/or innovating in the field
The problems faced are likely to be highly complex, have organisation-wide implications, while the practitioner is likely to have significant direct staff responsibilities, with high levels of potential impact

HR Delivery

HR delivery is the technical work of HR professionals. This is the fundamental base of the HR profession, and requires practitioners to keep up-to-date with innovation and developments in HR. It covers the full range of HR activity required in an organisation to deliver effective people management.

Resourcing:
Analyses, interprets, identifies, plans, implements and measures resourcing and talent management initiatives within an organisation. Plans and implements understanding of the organisation’s internal and external operating environment and business needs for today and the future.
Development:
Identifies, designs and implements training, development and learning opportunities that are consistent with the organisation’s strategic objectives for increasing internal capability.
Performance Management:
Develops and maintains an integrated performance management system that supports the business direction. The system will reflect the needs of the business environment, support the organisation’s needs for development and training, and provide recognition for staff achievement to increase engagement. May involve identifying and developing talent management systems to support the organisation’s strategic future capability plan.
Remuneration and Reward:
Develops, implements and monitors effective remuneration and reward strategies, policies and systems to contribute to the delivery of business objectives.
Cultural Awareness and Diversity Management:
Develops and implements strategies that are consistent with the organisation’s culture and acknowledge cultural diversity in support of business objectives to meet business needs. This includes promoting a culture that respects diversity and the principles of the Treaty of Waitangi. Exhibits broad experience of positively influencing and supporting employees at all levels of the organisation. Requires knowledge of the factors that drive business objectives.
Change Management:
Ensures that the desired outcomes of change are clearly expressed and shared. The HR practitioner will benefit from knowledge of organisation design and experience in developing and recommending structural changes to meet the organisation’s evolving needs, managing the successful implementation of change within an organisation, communicating changes and supporting employees through the change process.
Health, Safety and Wellbeing:
Identifies and implements health, safety and wellbeing strategies and policies to ensure compliance, and contribution to the development and maintenance of a positive safety culture of wellbeing and understands how health and safety contributes to business success.
Legal Compliance & Employment Relations:
Operates within and is compliant with employment law and other relevant legislation pertaining to HR and business needs by developing appropriate policies, processes and systems to meet legislative requirements. Successfully undertakes and concludes individual or collective bargaining with unions, and identifies and resolves employment relationship issues.
HR Measurement and Policy Development:
Identifies and implements measures that provide the organisation with an accurate picture of the impact of HR practices and policies. Identifies areas of concern and success.

HR practitioners will demonstrate HR Delivery competence and have the abilities in the following:

HR Delivery Domain	Developing	Competent	Advanced
Overall	Context: At this level, the HR practitioner will be developing their skills, competence and knowledge and gain exposure to the HR Delivery functions, change management, culture and diversity management where they have an awareness of their application of HR Delivery:	Context: At this level, the HR practitioner will have gained a good understanding of HR Delivery and has the ability to apply knowledge with impact to the HR Delivery functions in business units of an organisation or across an organisation; understands, analyses and describes the organisation’s culture; maintains an appreciation for the success factors of change management and the linkage to effective strategic decision-making. Able to provide examples of demonstrated knowledge, understanding and application of HR Delivery:	Context: At this level, the HR practitioner will perform all the Advanced level functions across the entire organisation (in contrast to just some business units) as the senior HR practitioner for a medium to large-sized organisation or for a significant plant or section of a large organisation. HR practitioners at this level are highly proficient in the application and integration of HR Delivery:
Resourcing	Assisting and supporting the organisation in the application of staff recruitment and selection methodologies including job analysis, writing job descriptions, competency profiles and interviewing potential candidates	Advising and supporting the organisation in the application of staff recruitment and selection methodologies, including undertaking job analysis, writing job descriptions, competency profiles and managing the recruitment process	Identifying recruitment and talent needs through business and environmental analysis and translating those needs into process and policy design, development and implementation strategies which contribute to business success, and effective talent management
Development	Assisting with identifying the training and development needs of individuals in the organisation	Managing the training and development opportunities against the organisation’s identified needs and implementing effective development programmes	Identifying leadership/management training and development needs; putting in place the strategies to grow and develop leaders, managers and employees across the organisation
Performance Management	Assisting with the application of the organisation’s performance management system	Managing and providing accurate and relevant advice and support in the application of the performance management system across the organisation	Analysing the needs of the organisation in the development, implementation and application of a performance management system that supports the achievement of organisational success
Remuneration and Reward	Assisting with the administration and application of organisational remuneration and reward systems and policies	Managing and providing advice on the application of remuneration and rewards systems and administration of remuneration systems and policies	Developing remuneration strategies, policies and systems that contribute to the achievement of business strategy
Cultural Awareness and Diversity Management	Developing an understanding of organisational culture and how to build a more effective culture through interventions	Effectively communicating information, experience and knowledge across organisational boundaries to build a more effective culture Understanding the organisation’s explicit and implicit cultures	Leading key strategic cultural interventions and the integration of good practice people management to achieve organisational objectives and success
Change Management	Builds an understanding of the integral steps associated with change management processes to support the change management function	Managing and effectively implementing the integral steps associated with the change management process and supporting the change management function	Developing and leading the implementation of strategies that ensure the participation and involvement of all stakeholders in change management programmes across an organisation
Health, Safety & Wellness	Developing an understanding of compliance through the application of organisational health, safety and wellness systems	Managing and advising on the application and management of organisational health, safety and wellness systems to ensure organisational compliance with policies and procedures	Developing, leading and implementing strategies that use health, safety and wellness to enhance business effectiveness and achieve strategic objectives
Legal Compliance	Shows awareness of employment law and its application to the organisation’s policies, processes and systems to achieve legal compliance	Understanding of employment law and applying the organisation’s policies processes and systems to achieve legal compliance	Developing the organisational approach to the management of legal compliance
Legal Compliance	Developing experience in the use of current legislation when applying policies and procedures across the organisation	Using current legislation in developing policies, and providing legislative advice and guidance to the organisation	Researching, analysing and interpreting the impact of legislation on the strategic direction of the organisation. This includes mitigating or maximising the effect of legislation or legislative change and eliminating risk through the introduction or amendment of relevant policies and procedures
Employment Relations	Developing an understanding of individual or collective bargaining, including relationships with unions and how this impacts the organisation during bargaining rounds	Applying understanding of the collective or individual bargaining or contracting arrangements that apply to the units/organisation, including the relationships with unions, and how these arrangements impact on the achievement of goals	Developing organisation strategy and leading plans for the conduct of negotiations. Maintaining positive working relationships with the Unions and monitoring the impact the relationship has on the organisation’s ability to meet its strategic objectives
HR Measurement and Policy Development	Developing an understanding of the role that HR plays within an organisation	Applying working knowledge of the role HR plays within an organisation, able to demonstrate where possible the measurable outcome from an HR intervention and its impact on the organisation	Contributing to business outcomes as a key member of the Senior Management team and contributing to the organisation’s strategic planning process through planning, implementing, monitoring and reporting against HR measures and triggers that contribute to organisational success

Strategic Contribution

Strategy refers to the overall direction, planning, decision-making and positioning of an organisation. The “buy-in” of employees is essential to an effective strategy process. Hence, HR practitioners have key roles to play in strategy, in crafting strategy at the highest levels, in advising strategic decision-makers, and in developing HR policies and practices to support strategic direction.

Strategic Decision-Making:
The ability to take part in framing business strategy and make key business decisions should the opportunity arise. Ability to identify problems central to business strategy and to develop and implement HR strategies, plans and processes in support of the long-term strategic needs and interests of the organisation, its employees and stakeholders.
Customer Focus:
Designs, develops and implements strategies, policies and initiatives that build closer relationships and better communications between employees and their customers.
Market Connection:
An effective HR practitioner helps organisational members to focus their area of competitive advantage – what the organisation is good at. This focus serves to amplify market signals within the organisation and enables appropriate and timely responses to emerging opportunities or threats.

HR practitioners will demonstrate Strategic Contribution competence and have abilities in the following:

Strategic Contribution Domain	Developing	Competent	Advanced
Overall	Context: At this level, the HR practitioner will have an awareness of the role that HR can play in meeting the organisation’s strategic objectives. They may be involved in strategy implementation and will be able to demonstrate the following:	Context: At this level, the HR practitioner can understand, analyse and describe the connection between HR and the organisation’s strategic objectives and how external factors impact the success of the organisation:	Context: At this level, the HR practitioner performs all the Advanced level functions and has demonstrated the ability to contribute to the strategic decision making of the organisation, usually as a member of the Senior Leadership team:
Strategic Decision Making	Understands the links between people, systems, practices and policy and how this contributes to organisational success Understands the link and integration between operational imperatives and HR practice and policy Assists with the development and implementation of guidelines that will encourage greater commitment, engagement and measurable outcomes for the organisation	Demonstrates and applies knowledge and understanding of the link between people, systems, practices and policy and how these contribute to organisational success Demonstrates applied understanding and manages the link and integration between operational imperatives and HR practice and policy to meet organisational strategic objectives Develops and implements guidelines that will encourage greater commitment and measurable outcomes for the organisation	Develops, leads and implements HR policies, programmes and strategies that embrace diversity in all its forms from conception through to completion Develops protocols in consultation with management and union representatives
Customer Focus	Shows awareness of design, contributes to the development and implementation of strategies, policies and initiatives to build closer relationships and better communications between employees and their customers	Understands, designs, develops and implements strategies, policies and initiatives that build closer relationships and better communications between employees and their customers	Takes organisational leadership in design, development and implementation of strategies, policies and initiatives that achieve closer relationships and better communications between employees and their customers
Market Connection	Shows awareness of the link between people management and the organisation’s competitive advantage	Reinforces the link between effective people management and the organisation’s competitive advantage through all HR initiatives	Develops strategies that respond to changes in the competitive environment, the complexity and size of the organisation, its technology, workforce demographics and values

Business Knowledge

Assists the organisation to deliver excellent service to customers, HR practitioners and must understand the core business of the industry or sector in which they work, and understand how external and internal factors influence the success of that business. There are three major areas to the Business Knowledge competency. The HR practitioner understands the importance of the following:

People Value:
Understands how employees make a difference to an organisation, including the effects that employment, engagement, retention, development, employment legislation or unions can have on an organisation and its ability to achieve objectives.
Business Value Proposition:
Understands how an organisation achieves business objectives. This includes market capitalisation, financial matters, mergers and acquisitions (where relevant), and work design and efficiencies through structural and relationship-based improvement processes.
Business Value Chain:
Understands the dynamics that are critical to the success of an organisation. This includes understanding the impact of external suppliers on organisational success, the criticality of the production or service delivery processes and capacity, competitor analysis, and how internal financial management and information systems impact on the value chain. This competency emphasises the importance of environmental scanning to identify changing dynamics in the value chain.

HR practitioners will demonstrate Business Knowledge competence and have abilities in the following:

Business Knowledge Domain	Developing	Competent	Advanced
Overall	Context: At this level, the HR practitioner has an awareness of aspects of operations that are critical to the performance of the business units where the practitioner is the Line Manager’s advisor, or of the entire business if it is a small organisation. They are able to:	Context: At this level, the HR practitioner clearly and accurately expresses the aspects of operations that are critical to the performance of business units where the practitioner is the Line Managers’ advisor, or of the entire business if it is a small organisation. They are able to:	Context: At this level, the HR practitioner perform all the Advanced level functions at the level of the entire organisation (in contrast to just some business units) as : · the senior HR Practitioner for a medium-sized organisation (over 100 staff) or · for a significant plant or · section of a large organisation and · are recognised by senior Line Managers within the organisation as a key contributor to the development and implementation of overall organisational strategy and either · have conducted tertiary level courses, professional workshops, seminars or published significant research on the relationship between HR and the business; or · have had a significant period of responsibility for a non-HR part of the business in a senior management capacity
People Value	Demonstrate awareness of job design, including inter-relationships between roles within the units/organisation	Demonstrate and apply knowledge, understanding and application of the critical aspects of job design, including the inter-relationships between roles within the units/organisation
People Value	Understand the methods used to make best use of the talents of the people employed by the organisation to maximise performance	Demonstrate and apply knowledge, understanding and application of the methods employed to make the best use of the talents of the people employed within the units/organisation to maximise performance
People Value	Demonstrate awareness of the structural design of workflows and the improvement processes that are required to maintain effectiveness	Demonstrate and apply knowledge, understanding and application of the vital aspects of the structural design of the workflows in the units/organisation, and the improvement processes that are employed to maintain effectiveness
Business Value Proposition	Demonstrate knowledge, understanding and application of how the financing of the units/organisation, including revenue streams, cost recovery operation and expenditure impacts on the organisation	Demonstrate and apply knowledge, understanding and application of the financing of the units/organisation, including revenue streams, cost recovery operations and expenditure management
Business Value Chain	Demonstrate awareness of the critical aspects of the production or service delivery mechanisms employed by the units/organisation	Demonstrate and apply knowledge, understanding and application of the critical aspects of the production or service delivery mechanisms employed by the units/organisation
Business Value Chain	Demonstrate awareness of the impact that information systems have on the efficiency and effectiveness of the units/organisation	Demonstrate knowledge, understanding and application of the impact that information systems have on the efficiency and effectiveness of the units/organisation
Business Value Chain	Have an awareness of the importance of environment scanning to identify changing dynamics including economic and environmental factors and market competitors	Demonstrate and apply knowledge of the importance of environment scanning to identify changing dynamics including economic and environmental factors and market competitors

Business Technology

Business technology is the delivery tool for business services when implementing strategies. There are three major areas to the Business Technology Competency that HR practitioners will display:

Linkage to Plans:
Has strategic awareness of technology’s linkage to the business plan and the strategic application of e-knowledge including how, where, and when to deploy for maximum benefit. This relates mainly to the design of technological applications and their linkage to business and HR practices.
Effective Data Analysis:
Has evidence of rigorous and effective data analysis being used to make HR business decisions (e.g. presenting a business case to senior management executives and managers to acquire and implement new technology/strategies that will improve services).
Facilitation Skills:
Facilitates the use of business systems by the workforce, effectively communicates the use of them and has a realistic grasp of the technological applications that exist throughout the organisation, from both theoretical and applied perspectives.

HR practitioners will demonstrate Business Technology competence and have abilities in the following:

Business Technology Domain	Developing	Competent	Advanced
Overall	Context: At this level, the HR practitioner is developing skills to understand the linkage between technology and business plans:	Context: At this level, the HR practitioner clearly demonstrates their ability to understand the linkage between technology and business plans:	Context: At this level, the HR practitioner performs all the Advanced level functions, and in addition, scopes the technology needs for the HR function across the organisation:
Linkage to Plans	Demonstrates applied awareness and use of HRIS to support business information and reporting needs	Manages HRIS capability and delivery to support business strategies, such as the development of HR and business metrics	Demonstrates evidence of system reviews and upgrades being carried out to ensure compliance and business efficiency
Effective Data Analysis	Demonstrates knowledge, understanding and awareness of the range of business metrics across all operational functions and how metrics can be used when making HR business decisions	Understands how the range of business metrics across all operational functions can be used when making HR business decisions	Demonstrates evidence of business metrics being used to inform business decisions and influence the strategic planning process. Able to capture metrics as part of a business plan. Applies current and emerging technologies to improve HRM efficiency and effectiveness within the organisation
Facilitation Skills	Demonstrates awareness of how electronic HR positively influences business plans	Deploys electronic HR to positively influence business plans	Manages and implements electronic HR to positively influence business plans to achieve the organisation’s goals

Personal Credibility

HR practitioners act as role models and are seen as credible business partners in the organisation and with stakeholders. They earn credibility and respect through their actions and service deliverables. There are three major areas to the Personal Credibility competency:

Effective Relationships:
Builds sustainable relationships of trust and credibility based on effective delivery that leads to engagement with a customer-focused business model of HR across the organisation.
Achieving Results:
Meets commitments and has a proven track record of achieving results.
Delivers work with a high degree of business and professional integrity. Professional integrity means operating in a professional and ethical manner and maintains up to date HR, business and industry knowledge.
Personal Communication:
Ability to communicate effectively at all levels, both internally and externally.

HR practitioners will demonstrate Personal Credibility competence and have abilities in the following:

Personal Credibility Domain	Developing	Competent	Advanced
Overall	Context: At this level, the HR practitioner has the ability to create effective relationships in their business unit or across the organisation.	Context: At this level, the HR practitioner creates effective relationships externally and internally across the organisation.	Context: At this level, the HR practitioner performs at the Advanced level across the entire organisation (in contrast to just some business units) as the senior HR practitioner for a medium-sized organisation (over 100 staff) or for a significant plant or section of a large organisation. In addition,
Effective Relationships	Has awareness of the importance of the stakeholders to the organisation’s operation	Acts in a manner that drives the business to achieve optimum performance. Understands the importance of stakeholder needs to their operations and acts accordingly	Creates, delivers and builds robust and sustainable relationships with internal and external stakeholders across the organisation that convinces senior management of personal integrity and executive disposition
Achieving Results	Holds a relevant tertiary qualification and/or experience at HR Advisor level Identifies and builds enduring and productive relationships that engender high levels of trust Performs in a manner that demonstrates their personal integrity	Holds a relevant tertiary qualification and/or experience at Senior HR Advisor level or HR Manager in a small organisation Builds enduring and productive relationships that engender high levels of trust and respect Performs in a manner that demonstrates their personal integrity	Holds a relevant tertiary qualification and/or postgraduate diploma. Has experience at senior management level where a significant contribution has been made to connect HR with organisational capability Builds enduring and productive relationships with senior management, including the CEO, that engender high levels of trust Recognised by senior managers within the organisation as a key contributor to the personal credibility of the rest of the HR team
Achieving Results	Demonstrates awareness of how their personal contribution and interventions impact the strategic success of the organisation	Understands the deliverables and how their personal contribution and interventions impact the strategic success of the organisation	Consistently delivers to a high standard and knows how their personal contribution and interventions impact the strategic success of the organisation
Personal Communication	Communicates advice effectively, both verbally and in writing	Consistently communicates advice effectively, both verbally and in writing	Presents or facilitates tertiary level courses, or professional development workshops, or seminars and publishes significant research on ethical business practices for the HR community, or speaks at HR related conferences
Achieving Results	Understands the importance of professional development to build and maintain their HR skills at an acceptable level, that is relevant and current	Maintains up-to-date HR knowledge, practice and skills, and continuously looks for self improvement opportunities	Sets HR professional development objectives for self and others in the HR team Maintains knowledge , and demonstrates good practice that is current and relevant Proactively looks for innovative ways to remain current with HR concepts, leadership and practice

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