Human Resources Professional Competency …

1 Human Resources Professional Competency framework 2014 Human Resources Professionals Association (HRPA). This material either in part or in whole may not be copied, sold, licensed, or otherwise redistributed, except for the following purpose: HRPA grants all users permission to download, print and use one copy of the Professional Competency framework . expressly for individual non-commercial use. No copying or distribution of this document in whole or in part without HRPA's prior explicit written permission is permitted. To request permission to copy or distribute, please e-mail Human Resources PROFESSIONALS ASSOCIATION 29/10/2014. Human Resources Professionals Human Resources Professional Competency framework Association ACKNOWLEDGMENTS. The HRPA Board of Directors would like to acknowledge the contribution of the following volunteers in the development of the HR Professional Competency framework .

2 THE HR Professional Competency framework TASK FORCE. Antoinette Blunt, CHRL, CHRE, FCHRP, Chair Debbie Bennett, CHRL, CHRE. Brenda Clark, CHRL, CHRE. Louise Taylor-Green, CHRL, CHRE. Dr. Parbudyal Singh HR Professional Competency framework . FOCUS GROUP PARTICIPANTS. Brett Abram, CHRL Shady Hana, CHRL Rochelle Pelletier, CHRL. Tammy Anderson, CHRL Bev Hand Lynda Polan, CHRL. Kim Aspden, CHRL Renee Hannes, CHRL Jane Robitaille, CHRL. Rosemarie Auld, CHRL John Hardisty, CHRL Janet Claudia Rodas, CHRL. Franca Berti-Bogojevic, CHRL Julie Haynes, CHRL Yosie Saint-Cyr Loradonna Botter, CHRL Susan Hunter, CHRL Ravinder Sanghera, CHRL. Margaret Braun, CHRE Maria Kapsamer, CHRL Mark Schrader, CHRL. Carol Calvert, CHRL Susan Keast, CHRL Naseem Sherwani Manny Campione, CHRL Lorri Kennis, CHRL Joanna Stanko, CHRL. Dr. Nita Chhinzer Daria Kowalyk, CHRL Michael Stanojcic, CHRL. Jennifer Chung, CHRL Mary Kutarna, CHRL Wendy Sullivan, CHRL.

3 Robyn Cramer, CHRL Rhonda Lewis, CHRL, CHRE Lelean Tait, CHRL. Elena Daly, CHRL Donna Licowsky, CHRL Mari Ann Tammark , CHRL. Jennifer D'Antonio, CHRL Murray MacAlpine, CHRL Lu Traikovich-Gonsalves, CHRL. Joanne Echlin, CHRL Danielle Mandell, CHRL Rafael Uzeda de Oliveira, CHRL. Ali Farooqui, CHRL Susan Mangar, CHRL Susan Walsh, CHRL. Belinda Fernandez, CHRL Nicolette Mapplebeck, CHRL Jane Watson, CHRL. Heidi Flynn, CHRL Colleen McBride Joan Whitman, CHRL. Scot Forsyth, CHRL Joanne Melanson, CHRL Kristine Wulf, CHRL. Michelle Francis, CHRL Preiti Momaya, CHRL Anjana Yachamanani, CHRL. Denise Ghanam, CHRL Heather NearHopkins, CHRL Andrew Yu, CHRL. Dennis Good, CHRL Erin Noble, CHRL Zhenchen (Daniel) Zhu, CHRL. Sindy Goodman, CHRL Sarah Northrup, CHRL. Andrea Hampton, CHRL Kristie Obright, CHRL. 2014 Human Resources Professionals Association 2. Human Resources Professionals Human Resources Professional Competency framework Association CONTENTS.

4 A Competency FUNCTIONAL. framework FOR THE Human COMPETENCIES. Resources PROFESSION 4 MATRICES 27. What is a Competency ? 4 10 Strategy 27. Functional and Enabling 20 Professional Practice 42. Competencies 5. 30 Organizational Hierarchical Organization 5 Effectiveness 53. Origin 6 40 Workforce Planning and Talent Management 66. Uses 6. 50 Labour and Levels of Human Resources Employee Relations 83. Professionals in Ontario 6. 60 Total Rewards 96. Competency framework 8. 70 Learning and Development 105. FUNCTIONAL AREAS, GROUPINGS, AND 80 Health, Wellness, UNDERLYING COMPETENCIES 9 and Safe Workplace 117. ENABLING COMPETENCIES 26 90 Human Resources Metrics, Reporting, and Financial Management 126. ENABLING COMPETENCIES. MATRIX 135. 2014 Human Resources Professionals Association 3. Human Resources Professionals Human Resources Professional Competency framework Association A Competency framework FOR THE Human .

5 Resources PROFESSION. WHAT IS A Competency ? A Competency is a cluster of related knowledge, skills, abilities, and characteristics that are related to the performance of a significant aspect of the practice of a profession. A Competency model is a collection of competencies that are relevant to the performance in a particular job, job family, or functional area. A Competency framework is a broad framework for integrating, organizing, and aligning various Competency models. A key aspect of Competency the sum of its parts meaning that behavioural indicators, which are modelling is the notion of having knowledge, skill, or ability descriptions of performance one performance. Competency is the may not, in isolation, be sufficient would expect at a given level. ability to perform a certain task. to be competent. Knowledge, The actual performance of a task skill, or ability may be essential These behavioural indicators are is evidenced as a behavioural for competence but they are not descriptions of what it looks like to indicator.

6 The same as competence. There demonstrate a given Competency . The view of the Human Resources must always be performance of Behavioural indicators have the Professional Association (HRPA) some sort, where knowledge and/ following characteristics: towards Competency modelling is or comprehension are necessary for They are highly specific markers that knowing and understanding that performance. that, if present, imply that the are not competencies. Indeed, In other words, knowledge for person has the Competency in although a Competency is a cluster knowledge's sake or comprehension question. of related knowledge, skills, for comprehension's sake is not that They help set the degree and abilities, and characteristics that useful. It is only when knowledge scope of expectation for each are related to the performance of or comprehension is used to level of HR Professional .

7 A significant aspect of the practice accomplish a task (performance). They are examples of observable of a profession, it is understood that they become useful. For this behaviours. that a Competency is more than reason, HRPA has focused on 2014 Human Resources Professionals Association 4. Human Resources Professionals Human Resources Professional Competency framework Association Within a set (or cell, in the tables to the performance of HR tasks but marked with an asterisk. Similarly, that follow), they are not to be are nonetheless required for the behavioural indicators may be taken as an exhaustive list. performance of such tasks. repeated across competencies and It would have been possible to between levels as appropriate (these One of the challenges of developing consider enabling competencies as are not specifically marked). a Competency model for the HR. fundamental skills underlying the profession is the wide variety of various functional competencies.

8 FUNCTIONAL. roles performed by HR professionals However, because of the AREAS. and the wide variety of contexts pervasiveness and importance of in which HR professionals practise these skills, it makes sense to refer their profession. It is not expected to them separately as enabling that all professionals will be required GROUPING OF. competencies. By separating RELATED COMPETENCIES. to demonstrate all competencies these enabling competencies, we in their work or even throughout recognize their distinct contribution their career. The HRPA Human to performance as an HR. Resources Professional Competency SPECIFIC. Professional . COMPETENCIES. framework applies to the broad HR. Despite this, there is a strong profession and not just to specific relationship between enabling and A numbering system is roles or career levels, industries, functional competencies. It needs employed to categorize the various regions, or organization sizes.

9 All to be recognized that all functional Competency elements. The numbers competencies are relevant to all competencies imply some level 10 through 90 are used to denote levels within the HR profession, of proficiency within the enabling the 9 functional areas. Groupings although the manner in which any competencies, and enabling are marked as a numeral after given Competency may be expressed competencies on their own are the decimal ( , is the first will differ depending on the level, not enough to define the scope of grouping in the first functional role, industry, and organization size. Professional HR practice. area). Competencies are numbered FUNCTIONAL AND starting with C001, and are simply ENABLING COMPETENCIES HIERARCHICAL ORGANIZATION sequential starting from grouping The HRPA Human Resources It is useful to organize competencies Finally, behavioural indicators Professional Competency hierarchically from the broader to all begin with the letter B, and framework recognizes two kinds the more specific or from the more then 1 if they originate as Level 1.

10 Of competencies functional specific to the broader. ( , B1001), 2 if they originate as competencies and enabling At the narrowest level of detail Level 2 ( , B2001), and 3 if they competencies. At the outset, are the specific competencies. originate as Level 3 (B3001). A Level it should be noted that this These may be regrouped into what 1 behavioural indicator will still start distinction is somewhat artificial are called groupings of related with B1 even if it is repeated under but it is made because it is useful competencies. At the broadest level Level 2 or Level 3, and a Level 2. in a number of ways. A functional are the functional areas. behavioural indicator will start with Competency relates to the Note that some Competency B2 even if it is repeated under competence to perform tasks that statements may be repeated Level 3. are within the scope of practice under different groupings, if that The numbering system is for of HR professionals.