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The Human Resources Institute of New Zealand

Human Resources Institute of New Zealand (HRINZ) is the professional body for those involved in Human Resource Management and the development of people.

HRINZ represents the interests of 3,400+ individual members who make up around 45% of the known New Zealand HR market. Read More

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HRINZ HR Competency Model

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

As approved by the Board, 19 April 2013

Overview

Background:

The HRINZ Competency Model is summarised below (informed by 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, to HRMIS 
  • 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 HRINZ defines each competency area in terms of three levels at which HR 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 HR practitioner 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 HR 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 HR 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 HR practitioner can be expected  to operate at an advanced level in a senior role with organisational oversight, while making creative contributions and/or innovating in the field
  • The HR problems faced are likely to be highly complex, have organisation-wide implications, while the HR practitioner is likely to have significant direct employee responsibilities, with high levels of potential impact

 

HR Delivery

HR Delivery is the technical work of HR practitioners. This is the fundamental base of the HR profession, and requires HR 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:

    Generalist:
    Analyses, interprets and identifies resourcing strategies, workforce planning and capability requirements, implements and measures resourcing and talent management initiatives within an organisation. Implement a targeted recruitment strategy.  Plans and implements understanding of the organisation’s internal and external operating environment, business and capability needs for today and the future.

    Specialist:
    To meet their organisations’ needs for skilled and motivated people.

  • Learning and Development, Performance Management:

    Generalist:
    Identifies, designs and implements training, development and learning opportunities that are consistent with the organisation’s strategic objectives for internal capability.

    Develops and maintains an integrated performance management system that is aligned with the business direction.

    The system will reflect the needs of the business environment, supports the organisation’s needs for development and training, and provides recognition for employee achievement to increase engagement.

    It may involve identifying and developing talent management strategy and plan to support the organisation’s strategic plan.

    Specialist:
    To manage employee engagement and performance; developing and growing skill and talent internally.

  • Human Resource Management Information Systems (HRMIS):

    Generalist:
    Manages the HRMIS lifecycle which includes: Analyse, plan and design the systems structures that are linked to organisational requirements. Select, configure and implement appropriate systems to support organisational strategic plans. Maintain and enhance the current system to ensure continuity of service, maximum system value and business improvement.

    Understands how HR metrics are developed and used for the measurement and wellbeing so that the configuration of the system meets the needs of the organisation. The HR practitioner should have an understanding of the principles of project management to ensure strategic implementation decisions are implemented on to robust and stable platforms.

    The HR practitioner should have knowledge and experience in systems that include: HRIS, Payroll, portal/self service, remuneration, recruitment, talent management, performance management, learning and development, health and safety reporting, and the internet. The HR practitioner has an understanding of the business processes, policies and practices that contribute to business success.

    Specialist:
    To ensure that the client organisations are provided with accurate and up-to-date information about the state of their people assets so that the HR function can be effectively managed.

  • Remuneration and Reward:

    Generalist:
    Develops, implements and monitors effective remuneration and reward strategies, policies and systems directly aligned with the delivery of business objectives, rewards performance and retains talent.

    Specialist:
    To ensure that people are rewarded equitably and fairly for their contributions.

  • Cultural Awareness and Diversity Management:

    Develops and implements strategies that are consistent with the organisation’s culture and values and acknowledges 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 and leadership. Requires knowledge of the factors that drive business objectives.

  • Change Management and Organisation Development:

    Generalist:
    Develops and maintains a planned and systematic approach to enabling sustained organisation development is aligned with business /organisation strategy through developing the capability of its people.

    Ensures that the desired outcomes of change are clearly expressed and shared. The HR practitioner will have 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.

    Specialist:
    To ensure that appropriate changes to the business direction and methods are planned, facilitated and executed in such a way that they bed down quickly and produce intended benefits (e.g. culture change, organisational performance and development to meet future needs) for expected cost.

  • Health, Safety and Wellbeing:

    Generalist:
    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. Understands how health and safety contributes to business success.

    Specialist:
    To ensure that the work of the organisation is undertaken in a way that does not compromise the health and safety of employees and others. An aspirational goal might be to actively promote the wellbeing of employees.

  • Legal Compliance & Employment Relations:

    Generalist:
    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. Identifies and resolves employment relationship issues.

    Specialist:
    To ensure that client organisations operate within and comply with employment law and other relevant legislation pertaining to the people side of the organisation.

  • HR Measurement and Policy Development:

    Identifies and implements HR scorecards, produce statistics and measures that provide the organisation with an accurate picture of the impact of HR practices and policies or has broader impact  on the organisation e.g. cost management, workforce planning etc. Identifies successes and areas of concern and offers solutions to resolve or address.

    Identifies, develops and implements HR policies and strategies to meet the organisation’s strategic plan and intent. Develops a communications plan to communicate HR policies and procedures across the organisation.

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.

HR practitioners at this level are able to:

Context:

At this level, the HR practitioner will have gained a comprehensive understanding of HR Delivery functions and has the ability to apply knowledge with impact to the HR Delivery functions in business units of an organisation or across an organisation.

HR practitioners at this level are able to:

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 able to:

Resourcing Assist and support the organisation in the application of employee recruitment and selection methodologies including job analysis, writing job descriptions, competency profiles and interviewing potential candidates  Advise and support the organisation in the application of employee recruitment and selection methodologies, including undertaking job analysis, writing job descriptions, competency profiles and managing the recruitment process Identify recruitment and talent needs through business and environmental analysis and translate those needs into process and policy design, development and implementation strategies which contribute to business success, effective talent management, sourcing strategies , workforce planning, capability strategy and planning
Learning and Development, Performance Management

 Assist with identifying the training and development needs of individuals in the organisation.

Assist with the application of the organisation’s performance management system

 Manage the training and development opportunities against the organisation’s identified needs and implementing effective development programmes.

Manage and provide accurate and relevant advice and support in the application of the performance management system across the organisation

Identify leadership/management training and development needs; put in place the strategies to grow and develop leaders, managers and employees across the organisation.

Analyse the capability needs of the organisation. Development and implement a plan for the performance management system that directly links performance objectives to the organisation’s strategy and supports the achievement of organisational success

Human Resource Management Information System (HRMIS)

Demonstrate an awareness and understanding of how HR systems can be used to enhance the HR deliverables within an organisation.

Assist with the maintenance, configuration and implementation of HRMIS systems

Understand the implications of alternative configuration decisions through detailed analysis interpretation and system knowledge to provide the best HR systems to the organisation.

May lead small implementation initiatives and measures the impact of system changes on the organisation.

Identify system providers, implement and maintain appropriate systems that support the HR component of the organisation. Understands the linkage between business processes, HR policies/ procedures/ practices and how the system can enhance the HR deliverables

Is viewed as the expert contributor to planning a coordinated systems thinking response to organisational problems (identify internal inconsistencies in policies and processes), resulting in smart HR systems for the organisation.

Lead the HR systems initiative by planning and developing business cases for system changes and championing that change through to organisation leadership/ Senior Management team.

Select, implement and maintain appropriate systems that support the HR component of the organisation. Is able to show the linkage between business processes, HR policies/procedures/practices and how the system can enhance the HR deliverables

Remuneration and Reward Assist with the administration and application of organisational remuneration and reward systems and policies Manage and provide advice on the application of remuneration and rewards systems and administration of remuneration systems and policies Develop remuneration strategies, policies and systems that contribute to the achievement of business strategy, talent retention, performance rewarded
Cultural Awareness and Diversity Management Develop an understanding of organisational culture and how to build a more effective culture through interventions

Effectively communicate information, experience and knowledge across organisational boundaries to build a more effective culture.

Understand the organisation’s explicit and implicit cultures

Lead key strategic cultural interventions and the integration of good practice people management to achieve organisational objectives and success and coaching leaders
Change Management and Organisation Development

Build an understanding of the integral steps associated with change management processes to support the change management function.

Understand the need for change.

Assist in change management process

Promote the need for change and manage the integral steps associated with the change management process.

Ensure support for the expected business outcomes beyond the change process.

Act as a change champion and ensures change happens at an organisational level to meet current business needs.

Build a case for change, engage key stakeholders and overcome/manage resistance.

Manage the change process in partnership with the organisation

Analyse the capability needs of the organisation. Development and implement a plan. The organisation development strategy directly links the performance objectives to the organisation’s strategy and supports the achievement of organisational success

Seek to ensure the organisation’s capacity for change keeps pace with the external environment.

Act as a change champion to ensure change happens at an organisational level in anticipation of future and/or strategic business needs.

Manage the communications strategy to build a case for strategic business change, engage key stakeholders and overcome/manage resistance

Health, Safety & Wellbeing Develop an understanding of compliance through the application of organisational health, safety and wellbeing systems Manage and advise on the application and management of organisational health, safety and wellbeing systems to ensure organisational compliance with policies and procedures Develop, lead and implement strategies that use health, safety and wellbeing to enhance business effectiveness and achieve strategic objectives
Legal Compliance & Employment Relations

Show awareness of employment law and its application to the organisation’s policies, processes and systems to achieve legal compliance.

Develop experience in the use of current legislation when applying policies and procedures across the organisation.

Develop an understanding of individual or collective bargaining, including relationships with unions and how this impacts the organisation during bargaining rounds

Understand employment law and apply the organisation’s policies, processes and systems to achieve legal compliance.

Use current legislation in developing policies, and provide legislative advice and guidance to the organisation.

Apply 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

Develop the organisational approach to the management of employment relations.

Research, analyse and interpret 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

Develop organisation strategy and lead plans for the conduct of negotiations. Maintain positive working relationships with the unions and monitor the impact the relationship has on the organisation’s ability to meet its strategic objectives

HR Measurement and Policy Implementation Develop an understanding of the role that HR plays within an organisation Apply 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

Contribute to business outcomes as a key member of the Senior Management team and contribute to the organisation’s strategic planning process through planning, implementing, monitoring and reporting against key HR measures, scorecards and triggers business drivers e.g. cost management, workforce planning that contribute to organisational success


Strategic Contribution


HR practitioners think and act from the perspective of the business. They are aware of and able to translate external business trends into internal organisation actions. They understand the general business conditions (e.g. social, technological, economic, political, environmental and demographic trends) that affect their organisation and sector.

HR practitioners target and serve key customers of their organisation by segmenting customers, knowing customer expectations, and aligning the organisation actions to meet customer needs.
HR practitioners co-create their organisation’s strategic response to business conditions and customer expectations by helping frame and make strategic and organisational choices.

  • Interpreting Business Context:

    HR practitioners must understand social, technical, economic, political, environmental and demographic trends as well as stakeholder management of suppliers, locally and internationally competitor and strategic partners.

  • Understanding Customer Expectations:

    HR practitioners must understand expectations of external customers and customer buying criteria. HR practitioners must focus culture on meeting needs of external customers.

    HR practitioners must contribute to the building the brand of the organisation.

  • Participating in Strategic Development:

    HR practitioners participating in strategic development must spot opportunities for business success; forecast potential obstacles central to business strategy; identify and manage risk; provide alternative insights on business issues; help the organisation have strategic agility and respond to change.

 

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.

HR practitioners at this level are able to:

Context:

At this level, the HR practitioner understands analyses and describes the connection between HR and the organisation’s strategic objectives and how external factors impact the success of the organisation.

HR practitioners at this level are able to:

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 for the organisation, usually as a member of the Senior Leadership team.

HR practitioners at this level are able to:

Interpreting Business Context

Understand the links between people, systems, practices and policy and how this contributes to organisational success.

Understand the link and integration between operational imperatives and HR practice and policy.

Assist with the development and implementation of guidelines that will encourage greater commitment, engagement and measurable outcomes for the organisation

Demonstrate and apply knowledge and understanding of the link between people, systems, practices and policy and how these contribute to organisational success.

Demonstrate applied understanding and manage the link and integration between operational imperatives and HR practice and policy to meet organisational strategic objectives.

Develop and implement guidelines that will encourage greater commitment and measurable outcomes for the organisation.

Demonstrate applied knowledge about the impact of financial requirements on the organisation

Lead the identification of the business requirements and implications for the organisation.

Be knowledgeable about the external economic political environment.

Clarify social and environmental issues that may impact the sector and organisation.

Recognise demographic trends that influence the organisation’s employees and key stakeholders.

Be knowledgeable about current and potential government regulations including, where relevant, international business context and how this may affect the organisation.

Be knowledgeable about the financial requirements of the organisation from the point of view of investors

Understanding Customer Expectations

Show awareness of design; contribute to the development and implementation of strategies, policies and initiatives to build closer relationships and better communication between employees and their customers.

Show an understanding of the importance of building products, organisation, leadership and employee brand of the organisation

Understand design, develop and implement strategies, policies and initiatives that build closer relationships and better communication between employees and their customers.

Recognise who the key customers are and develop capability strategies to meet their needs.

Contribute to building the products, organisation, leadership and employee brand of the organisation

Take organisational lead in design, develop and implement strategies, policies and initiatives that achieve closer relationships and better communication between employees and their customers.

Segment customers into target groups.

Disseminate customer information.

Be knowledgeable about the requirements and expectations of key stakeholders.

Links organisation, HR and leadership practices with stakeholder expectations.

Contribute to building the product, organisation, leadership, and employee brand of the organisation

Participating in Strategic Development

Show awareness of the link between people management and the organisation’s competitive advantage.

Contribute to promoting the organisation’s vision.

Reinforce the link between effective people management and the organisation’s competitive advantage through all HR initiatives.

Contribute to promoting the organisation’s vision of the future.

Align HR practices with desired strategy.
Contribute to building leadership behaviours with desired strategy.

Contribute to strategic scorecard that links strategy to metrics and rewards

Be knowledgeable about how the organisation creates wealth.

Define the key wealth creating positions within the organisation.

Contribute to the business strategy and manage the process of shaping the strategy.

Clarify the strategy and build strategy as a story.

Align HR practices with desired strategy.
Align leadership behaviours with desired strategy.

Promote the organisation’s vision of the future.

Create a strategic scorecard that links strategy to metrics and rewards


Business Knowledge

HR practitioners need to create an effective and strong organisation which is not about structure or process but is centred on a distinct set of capabilities. Capability represents what the organisation is good at and known for. HR practitioners need to be able to invest in the creation of organisational capabilities which can then be audited. These capabilities outlast the behaviour or performance of any individual manager or system. Capabilities can be referred to as the organisation’s culture, process or identity. HR practitioners need to ensure that line managers recognise the importance of the organisation’s capabilities in sustaining an organisation’s success.

HR practitioners need to facilitate capability audits to determine the identity of the organisation. HR practitioners work with line managers to create a meaning for that identity so that the capability of the organisation reflects the deeper values of the employees.
Effective HR practitioners ensure they are aware of the latest insights on key HR practice areas related to talent sourcing, talent development, performance management, work and organisation design, and leadership brand. HR practitioners must also be able to turn these unique HR practice areas into integrated solutions that match business requirements.

The HR practitioner supports the organisation to deliver excellent service to its customers.  HR practitioners need to 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.

The HR practitioner understands the importance of the following:

  • Driving Organisational Capability:

    HR practitioners understand 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 its business objectives.

  • Business Value Proposition:

    HR practitioners understand how an organisation achieves its 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:

    HR practitioners understand the dynamics that are critical to the success of the 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 HR practitioner is the Line Manager’s advisor, or of the entire business if it is a small organisation.

HR practitioners at this level are able to:

Context:

At this level, the HR practitioner clearly understands and accurately expresses the aspects of operations that are critical to the performance of the business units where the HR practitioner is the Line Manager’s advisor, or of the entire business if it is a small organisation.

HR practitioners at this level are able to: 

Context:

At this level, the HR practitioner performs all the Advanced level functions for the entire organisation (in contrast to just some business units).

HR practitioners at this level are able to:

Driving Organisational Capability

Demonstrate an awareness of strategy and how the measurement systems that focus on individual and organisational behaviours impact the organisation.

Demonstrate awareness of links to measures of financial and non-financial rewards.
Provide follow-up and feedback (forward) to employees so they know what is expected of them.

Contribute to the performance and accountability culture of the organisation

Demonstrate and apply knowledge, understanding and application about how the measurement systems that focus on individual and behaviours impact the organisation and align to desired strategies.

Link measures to financial and non-financial rewards for individuals, teams and business units.

Ensure follow-up and feedback (forward) so employees, teams and business units know how they are doing.

Implement performance and accountability culture in the organisation

Articulate strategy in clear terms.

Design measurement systems that include individual and organisational level measures focused on both behaviours and outcomes.

Align measures to desired strategies.

Link measures to financial and non-financial rewards for the entire organisation.

Ensure follow-up and feedback (forward) so employees, teams and business units know how they are doing.

Develop performance and accountability culture in the organisation

Business Value Proposition

Understand the importance of leadership capability for the organisation and how this ties to the business results.

Identify potential leadership talent within the organisation

Demonstrate and apply knowledge, understanding and application of leadership capability in the organisation and how that ties to the business results.

Promote leadership standards and expectations.
Identify and invest in building future leaders.
Measure the impact of leadership and leadership investments.

Build the case for leadership capability in the organisation tied to clear business results.

Promote leadership with explicit standards and expectations.

Assess leaders against the desired standards.

Invest in building future leaders.

Measure the impact of leadership and leadership investments.

Create a leadership reputation for the organisation that is understood by key stakeholders

Business Value Chain

Demonstrate an awareness of the organisation’s capabilities and that of the competitors in the sector or industry.

Contribute to ensuring the people contribution and organisational capabilities are effectively communicated

Understand the organisation’s capabilities and its competitors in the sector or industry.

Participate in the preparation of annual plans and reports at the business unit level or organisational level and ensure people contribution and organisational capabilities are effectively communicated

Fully understand the organisation’s capabilities and its competitors in the sector or industry.

Participate in the preparation of organisational annual plans and reports and ensure people contribution and organisational capabilities are effectively communicated

 

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:

  • Improving Utility of HR Operations:

    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 and Leveraging Social Media Tools:

    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).
  • Connecting People Through Technology - 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.

HR practitioners at this level are able to:

Context:

At this level, the HR practitioner clearly demonstrates their ability to understand the linkage between technology and business plans.

HR practitioners at this level are able to:

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.

HR practitioners at this level are able to:

Improving Utility of HR Operations Demonstrate applied awareness and use of HRMIS to support business information and reporting needs Manage HRMIS capability and delivery to support business strategies, such as the development of HR and business metrics and the use of social media Demonstrate evidence of system reviews and upgrades being carried out to ensure compliance and business efficiency
Effective Data Analysis and Leveraging Social Media Tools

Demonstrate 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.

Understand and use technology to benefit the organisation

Understand how the range of business metrics across all operational functions can be used when making HR business decisions.

Leverage the use of technology as a communication and relationship building tool, both inside and outside the organisation.

Use current and emerging technologies to meet current business needs

Demonstrate evidence of business metrics being used to inform business decisions and influence the strategic planning process.

Capture metrics as part of a business plan.

Apply current and emerging technologies to improve HRM efficiency and effectiveness within the organisation and enable the business to position itself for future growth

Connecting People Through Technology - Facilitation Skills Demonstrate awareness of how electronic HR positively influences business plans Deploy electronic HR to positively influence business plans Manage 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. HR practitioners earn credibility and respect through their actions and service deliverables, and doing what they say they will do. 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 Awareness and Communication:

    Ability to self-regulate and communicate effectively at all levels, both internally and externally.

    Has a point of view, not only about HR matters, but also about business demands more generally. Influences people in positive ways.

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.

HR practitioners at this level are able to:

Context:

At this level, the HR practitioner creates effective relationships externally and internally across the organisation and uses them to influence positively. Has established credibility across all levels of the organisation.

HR practitioners at this level are able to:

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 or for a significant business unit/section of a large organisation.

Has significant influence with the CEO and Executive Team.

HR practitioners at this level are able to:

Effective Relationships Display awareness of the importance of the stakeholders to the organisation’s operation

Act in a manner that drives the business to achieve optimum performance.

Understand the importance of stakeholder needs to their operations and acts accordingly disposition

Create, deliver and build robust and sustainable relationships with internal and external stakeholders across the organisation that convinces Senior Management of personal integrity and executive
Achieving Results

Hold a relevant tertiary qualification and/or experience at HR Advisor level.
Identify and build enduring and productive relationships that engender high levels of trust.

Perform in a manner that demonstrates their personal integrity.

Demonstrate awareness of how their personal contribution and interventions impacts the strategic success of the organisation.

Understand the importance of professional development to build and maintain their HR skills at an acceptable level, that is relevant and current

Hold a relevant tertiary qualification and/or experience at Senior HR Advisor level or HR Manager in a small organisation.

Build enduring and productive relationships that engender high levels of trust and respect.
Perform in a manner that demonstrates their personal integrity.

Understand the deliverables and how their personal contribution and interventions impact the strategic success of the organisation.

Maintain up-to-date HR knowledge and practice skills, and continuously looks for self improvement opportunities

Hold 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.

Build enduring and productive relationships with Senior Management, including the CEO that engenders high levels of trust and respect.

Be recognised by senior managers within the organisation as a key contributor to the personal credibility of the rest of the HR team.

Consistently deliver to a high standard and know how their personal contribution and interventions impacts the strategic success of the organisation.

Set HR professional development objectives for self and others in the HR team.

Maintain knowledge, skills and demonstrate good practice skills that are current and relevant.
Proactively look for innovative ways to remain current with HR concepts, leadership and practice

Personal Awareness and Communication

Communicate advice effectively, both verbally and in writing.

Be aware of when issues need to be addressed or escalated

Consistently communicate advice effectively, both verbally and in writing.

Display a good level of self-awareness and emotional intelligence.

Challenge and influence to achieve better outcomes

Present or facilitate tertiary level courses, or professional development workshops, or seminars and publish significant research on ethical business practices for the HR community, or speak at HR related conferences.

Apply self-awareness and emotional intelligence to achieve good outcomes in complex situations.

Behave as a positive activist, challenging and influencing better business outcomes.

Contribute to the credibility of the HR profession


 


 

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