HR Planner Competency Profile
Ministry of Environment, Ministry of Agriculture and Lands, Integrated Land Management Bureau and the Environmental Assessment Office A competency is any knowledge, skill, trait, motive, attitude, value or other personal characteristic that is essential to perform a job or role and that differentiates solid from superior performance.
Behavioural Competencies for the role of HR Planner
Change Management is the ability to support a change initiative within the organization. It involves helping the organization's members understand what the change means to them, and providing the guidance and support to maintain enthusiasm and commitment to the change process. People with this competency willingly embrace and champion change and take advantage of every opportunity to explain the vision of the future to others and gain their buy-in. Strategic Orientation is the ability to link long-range visions and concepts to daily work, ranging from a simple understanding to a sophisticated awareness of the impact of the world at large on strategies and on choices. Impact and Influence is the ability to influence, persuade, or convince others to adopt a specific course of action. It involves the use of persuasive techniques; presentations or negotiation skills to achieve desired results. Partners with Stakeholders is the desire to work co-operatively with all stakeholders to meet mutual goals. It involves awareness that a relationship based on trust is the foundation for success in delivering results. Commitment to Continuous Learning involves a commitment to think about the ongoing and evolving needs of the organization and to learn how new and different solutions can be utilized to ensure success and move the organization forward. Innovation indicates an effort to improve performance by doing or promoting new things, such as introducing a previously unknown or untried solution or procedure to the specific area or organization. Organizational Awareness is the acumen to appreciate and the ability to use the power relationships in either one's own, or other, organization(s). This includes the ability to identify the real decision-makers and the individuals who can influence them; and to predict how new events or situations will affect individuals and groups within the organization. Results Orientation is a concern for surpassing a standard of excellence. The standard may be one’s own past performance (striving for improvement); an objective measure (achievement orientation); challenging goals that one has set; or even improving or surpassing what has already been done (continuous improvement). Thus, a unique accomplishment also indicates a Results Orientation. Expertise includes the motivation to expand and use technical knowledge or to distribute workrelated knowledge to others.
Technical Competencies for the role of HR Planner
The following competencies have been adapted from the Canadian Council of Human Resource Association (CCHRA). What are the Required Professional Capabilities (RPCs)? In Canada, HR’s common body of knowledge has been well established and is kept current through CCHRA
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and its member associations. The information is categorized into eight HR-related areas, or functional dimensions, called the Required Professional Capabilities (RPCs). The RPCs are based on the core capabilities of the HR profession and HR policies and practices used in Canada. Ultimately, the RPCs encompass what an HR professional should know and be able to do while working in the profession. Mastery of the RPCs is what all Canadian HR professionals should strive toward. The RPC’s should be used as an overall guide of the desired competencies for this role. Candidates will not be required to possess all of these competencies in their entirety but should be familiar with them.
A. Professional Practice in Human Resources - This area identifies the most
important cross-discipline capabilities that link the practice of HR management with organizational success. Areas of importance to the HR professional include: 1. 2. 3. 4. Strategic contributions to organization success; Business acumen; Managing client relationships; Professionalism
1. Strategic contributions to organization success - This section focuses on the contribution that the HR professional makes to the overall success of the organization. Capabilities address the areas of adding human capital value, planning and implementing strategic HR programs, and measuring organizational results. a. Adding value to meet organizational needs 1. Contributes to the development of the organization's vision, goals, strategies with a focus on human capital. 2. Interprets and communicates business strategies and plans. 3. Guides and facilitates change in organizational culture and/or values consistent with business strategies. 4. Contributes to an environment that fosters effective working relationships. 5. Contributes to improvements in the organization's structures and work processes. 6. Advises the organization in ethical HR practices, and application of conflict of interest guidelines. b. Planning and implementing HR strategies 1. Leads or participates in the development of HR initiatives which support the organization's strategic directions. 2. Collects data, analyzes and reviews the organization's existing HR programs to ensure they are consistent with business activities. c. Measuring strategic organizational results 1. Evaluates the effectiveness of HR strategies using various measurement, assessment and accountability approaches. 2. Business acumen - This section focuses on the general business capabilities that the HR professional brings to the client/organization. Capabilities address the areas of business fundamentals, managing outside HR contractors and other specialists, project management, and complying with legal/legislative frameworks. a. Business fundamentals 1. Applies measurement, evaluation and assessment processes to business situations.
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2. Gathers, analyzes, and reports relevant business and industry information including global trends. 3. Develops business cases for HR activities, eg Return on Investment (ROI) evaluations, data collection and assessment. 4. Sets clear goals and objectives for the HR activities of the organization, maintaining evaluation measurements of all HR activities against goals and objectives of the organization. 5. Communicates information to serve current and future needs of the organization. b. Project management 1. Establishes goals, deliverables, timelines, and budgets. 2. Assembles and leads teams to achieve established goals. 3. Monitors expenditures and timelines. 4. Evaluates progress on deliverables. 3. Managing Client Relationships - The HR professional interacts with other managers in addressing organizational needs. To be effective in this role requires an understanding of all management activities and the importance of these organizational relationships. In addition, the HR professional may be required to manage a unit or functional area within an HR or related field. This section covers fundamental capabilities associated with managing a client's HR services and those addressing the needs of the HR professional as manager. a. Managing and shaping expectations 1. Manages the use of resources, assigns work, and gauges the effectiveness of teams, individuals in meeting specific goals. 2. Establishes and maintains the trust and support of one's manager and subordinates. 3. Develops and administers project budgets. 4. Operates within organizational guidelines for procurement of equipment and services. b. Manager as client 1. Builds constructive and supportive relationships. 2. Effectively handles disagreements and conflicts. 3. Provides support and expertise to managers and supervisors with respect to managing people. c. Employee as client 1. Provides services to enable employee success while maintaining the well-being of the organization. 4. Professionalism - The HR professional is responsible for maintaining established standards in the area of personal conduct, professional development and advancement of the HR profession. a. Personal conduct 1. Understands and adheres to the Canadian Council of Human Resources Association's code of ethics (for CHRP’s). b. Professional development 1. Stays current in terms of professional development. c. Advancement of the Profession 1. Contributes to and promotes the development of the profession through active participation in the HR community.
B. Organizational Effectiveness - This area focuses on the HR professional's role in
optimizing the contribution of people to the well-being of an organization by providing leadership
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and expertise in the fields of organizational design and development, employee involvement, and HR planning. 1. Organizational design and development - The HR professional provides strategic and operational advice on major organizational structures and processes that promote superior performance through the optimization of human capital. The section addresses capabilities related to organizational design, development and change. a. Major Organizational Change and Development 1. Acts as an agent for major initiatives 2. Advises on OD intervention models 3. Monitors and reports on the progress of major change initiatives 4. Assesses the contribution of OD to the performance of the unit or organization 2. Employee involvement strategies - The HR professional develops processes to engage employees in organizational success. This section includes capabilities related to context, process, and communications. a. Context 1. Promotes a productive culture in the organization that values diversity, trust and respect for individuals and their contributions. b. Process 1. Develops processes to engage employees in achieving the objectives of the organization. 2. Provides input into the development of employee feedback systems that support the organizational directions and culture. 3. Gathers and analyzes employee feedback to assist decision making. 4. Develops and implements programs for employee involvement. 3. Human Resource Planning - The HR professional guides the organization through HR strategies for both current and future labour market conditions, and uses data collection methods that enhance those strategies. This section addresses capabilities in the areas of environmental scanning and labour market analysis, HR planning, and policy guidance and implementation. a. Environmental scanning and labour market analysis 1. Researches, analyses and reports on potential HR issues affecting the organization. 2. Forecasts HR supply and demand conditions. b. HR planning 1. Identifies the data required to support HR planning. 2. Using available data, develops HR plans that support the organization's strategic directions. 3. Maintains an inventory of HR talent for the use of the organization. c. Policy guidance and implementation 1. Coordinates the implementation of HR and succession plans. 2. Develops systems and processes that link the career plans and skill sets of employees with the requirements of the organization. 3. Encourages interaction between the organization and external stakeholders (eg. public, government, educational institutions, and community groups) which supports the development and implementation of the HR plan.
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C. Employee & Labour Relations - This area deals with the capabilities which relate to
the complex relationship between the organization and those it engages to do work. It requires a broad understanding of HR practices. 1. Employee Relations - The HR professional advises the client on how best to tailor the terms and conditions of employment to meet business objectives. The HR professional ensures this is done in a just and legally sound manner, and the framework within which employees perform work is set out in the organization's HR policies. The HR Professional is the architect of those policies. This section deals with terms and conditions of employment and with HR policy development. a. Terms and conditions of employment 1. Understands and advises mangers on appropriate terms and conditions of employment to meet organizational goals. 2. Provides advice on HR issues, including hiring and termination, related to the terms and conditions of employment, eg employment vs. contractor status, common law vs. contracted employment relationship, and legal jurisdiction. b. Policy 1. Understands and applies procedures for researching and establishing HR policies. 2. Updates, communicates, and provides support for HR initiatives/policies. 3. Monitors application of HR policies. c. Conflict Resolution i. Informal strategies for resolving conflicts 1. Contributes to a respectful workplace by addressing issues such as employee rights, diversity, and workplace violence. 2. Recommends action(s) in response to known or suspected incidents of conflict, even in the absence of a formal complaint. ii. Dispute Resolution 1. Advises on appropriate organizational response to complaints or appeals on issues such as human rights violations. 2. Evaluates the feasibility of alternative dispute resolution mechanisms. iii. Corrective Action 1. Identifies strategies for corrective action. 2. Recommends alternative forms of corrective action when necessary. 3. Monitors and evaluates the consequences of corrective actions. 2. Labour Relations - The HR professional applies knowledge of the organization's goals and culture, and with a broad understanding of union activities, achieves an optimal strategy for labourmanagement cooperation. This section addresses capabilities in areas dealing with certification, collective bargaining, interpretation and administration of collective agreements, and resolution of grievances. a. Bargaining Rights 1. Provides advice to clients on the establishment, continuation, and termination of bargaining rights. b. Collective bargaining 1. Recommends bargaining strategies consistent with the short and long-term needs of the organization, as well as its strengths and vulnerabilities. 2. Collects and develops information required for good decision-making throughout the bargaining process. c. Administration of the collective agreement 1. Interprets the collective agreement. 2. Advises clients of signatories' rights, including those with respect to grievance procedures. 3. May provide consultation and risk assessment in issues involving arbitration.
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d. Strikes, lockouts and work stoppages 1. Anticipates and prepares the organization for work disruptions. 2. Supports the organization in response to legal and illegal job actions. 3. Contributes to communication plan during work disruptions.
D. Total Compensation - This area includes capabilities associated with integrating the total
compensation package, which includes compensation (remuneration), benefits and pension, with the organization's overall goals. The HR professional brings to this task a broad understanding of the employment environment and the statutory framework within which the organization operates. 1. Total Compensation Strategy- The HR professional aligns total compensation strategy with the organization's internal and external environments. This section covers the capabilities associated with understanding external factors affecting the organization such as statutes and competition, and internal factors such as corporate culture, and then applying the knowledge of both to create an effective total compensation strategy. a. Total compensation philosophy, strategy and policy 1. Contributes to the philosophy, strategy and policy with respect to the total compensation package that is consistent with the organization's goals. 2. Recommends compensation strategies to reflect the organization's goals, culture, structure, and external environment. 3. Identifies potential sources and the markets in which the organization competes for qualified candidates. 4. Evaluates total compensation strategies to determine if they are consistent with the objectives of attracting, motivating and retaining the qualified people required to meet organizational goals. 5. Monitors the competitiveness of total compensation strategies on an ongoing basis.
E. Organizational Learning, Development and Training - Continuous learning,
career development, and training for improved performance are key elements of an organization's successful HR strategy. The HR professional integrates performance measurement, coaching and development policies and programs, and training initiatives to achieve overall organizational effectiveness. 1. Organizational Performance - The HR professional promotes and leads in the pursuit of continuous improvement within the organization. This section addresses capabilities in the area of measuring organizational performance. 1. Monitors and evaluates HR effectiveness as it relates to business success and identifies areas that need improvement and development. 2. Recommends best learning approaches and human capital development initiatives required for continued organizational success. 3. Performs a cost-benefit analysis of developing existing staff versus acquiring new staff, or outsourcing. 4. Recommends learning strategies to close the gap between current human capital capabilities and the future needs of the organization. 5. Monitors and reports on the results of HR development activities in terms of their effect on organizational performance. 2. Performance Management - The HR professional guides the organization in developing practices that improve performance in the workplace. This section addresses capabilities in the areas of managing and coaching performance in the workplace.
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1. Identifies, evaluates, and implements measurement systems for current and future job performance. 2. Ensures performance feedback is an integral part of the organization's HR information system. 3. Provides development information, support activities and procedures for learners, supervisors, and managers to assist in achieving performance improvement, eg training, coaching, feedback and techniques for setting objectives. 4. Assists and coaches supervisors to help employees achieve required performance levels. 5. Monitors the success of performance feedback and coaching. 3. Development Programs - The HR professional prepares and ensures effective delivery of development programs designed to meet objectives that sustain and enhance organizational performance through continuous learning. This section covers capabilities in the areas of program design, delivery, and evaluation. a. Program design 1. Recommends development programs, consistent with organizational performance requirements at varying stages of the employment cycle. 2. Assesses and reports on the costs and benefits of engaging internal and external suppliers of development programs, given the organizational constraints and objectives. b. Program delivery 1. Ensures the application of appropriate development methods and techniques based upon generally accepted principles of adult learning. 2. Using a variety of methods, facilitates the delivery of development programs to groups and individual learners. 3. Documents participant feedback to evaluate effectiveness of program delivery. c. Evaluation 1. Establishes measurement tools and processes to evaluate development programs for effectiveness relative to the needs of the organization. 2. Conducts an evaluation of the program. 3. Compiles, analyses, and documents evaluation data based on feedback. 4. Interprets results of development programs in terms of contribution to organizational objectives, and does a post-development follow-up. d. Career development planning 1. Helps supervisors/managers to identify career options for employee which are consistent with the organization's needs. 2. Recommends appropriate assessment tools for determining career development options for employees. 3. Ensures performance management information is an integral component of employee development. 4. Assists employees in identifying career paths, establishing learning plans and activities required for achieving personal success. 5. Facilitates the implementation of cross-functional developmental work experiences for employees. 6. Monitors, documents and reports on career development activities within the organization.
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