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Civil Service HR

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Civil Service HR HR Capability Framework Purpose of the framework The HR capability framework sets out professional standards which Civil Service HR professionals ... – PowerPoint PPT presentation

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Title: Civil Service HR


1
Civil Service HR
  • HR Capability Framework

2
Purpose of the framework
  • The HR capability framework sets out professional
    standards which Civil Service HR professionals
    should demonstrate.
  • As we move to a One HR model in the Civil
    Service, we require a single set of professional
    standards for everyone in HR.
  • The standards supplement departmental competence
    frameworks and replace the PSG HR standards.
  • The framework incorporates four levels of
    professional standards ranging from entry level
    to SCS.
  • Within each level there are Activities,
    Knowledge, Behaviours and Outcomes.

3
Development of the standards
  • The standards are based on the new HR Profession
    Map which the Chartered Institute of Personnel
    and Development (CIPD) has developed in
    conjunction with HR practitioners in a range of
    organisations and sectors.
  • The CIPD Profession Map defines best practice HR
    competence and will form the basis of future CIPD
    membership accreditation.
  • In developing the HR capability framework, the
    standards from the CIPD HR Profession Map which
    are most relevant to the Civil Service HR Service
    Delivery Model were identified.
  • The framework therefore provides a link between
    the professional standards in CSHR and the wider
    HR profession.

4
How will the standards be used?
  • The capability standards help you to identify
    your strengths and your development areas and
    agree professional development objectives.
  • They will form the basis of professional
    development interventions CSHR professional
    development activity will be geared towards
    helping you to develop yourself to meet the
    standards.
  • They will be used in CSHR role profiles to
    describe some of the activities, knowledge,
    behaviours and outcomes which will be required in
    roles.
  • The framework will be used to supplement
    departmental competency frameworks it will not
    replace them.

5
Identify your Capability Level
6
Capability Level 1
7
Capability Level 2
8
Capability Level 3
9
Capability Level 4
10
Transitioning Between Levels
Level 1-2
Level 2-3
Level 3-4
New Priorities Medium and long term,
increasingly complex strategic and operational
problem-solving in client partnership. Understandi
ng the organisations business as well as the HR
function. Visioning, explaining, engaging,
involving, coaching and supporting
others. Building networks across functional,
departmental and cultural boundaries. Strengthenin
g and maintaining organisational image and
personal impact. New Skills Focus Understanding
of the business levers that drive value and pose
risk. Relying more on sophisticated
behaviours. Shifting from talking to
listening. Increasing capability to deal with
uncertainty, ambiguity and intangibles. Becoming
emotionally resilient and deepening
self-awareness. Things to leave behind Reliance
on personal HR technical knowledge. Need to have
adequate, quality information or time before
making a decision.
New Priorities Long-term complex and strategic
problem-solving in a trusted consultant/ adviser
relationship with the client. Partnering with
client to work on business, strategic and
potentially invisible issues. Taking broadest
frame of reference and focusing beyond existing
business, market and political drivers- exploring
the unknown. Leading and integrating the HR
function in the context of the whole
organisation. Taking a visible position,
respected by senior business leaders and external
counterparts. Delivering and innovating often in
ambiguous circumstances with little guidance. New
Skills Focus Deepening understanding of the
business and political context and of the levers
and risks that threaten and drive
value. Mastering partnering, consulting,
influencing, engaging and communication
skills. Drawing on technical expertise of
others. Role modelling objectivity, integrity and
courage to challenge and confront. Things to
leave behind Most hands-on/ technical work.
New Priorities Analysing short-term issues and
solving operational problems with a line
manager. Understanding the totality of the HR
function and how to get things done in
HR. Working through and trusting other
people. Managing the performance and delivery of
others and giving time to coach and support
them. Focusing on a broader team (not just
individual) agenda. New Skills Focus Awareness
of HR levers and interventions that drive
business value. Building interpersonal skills
including communication, listening, relationship
management and influence. Broadening knowledge of
the organisation and how decisions are
made. Deepening technical skills and
knowledge. Things to leave behind Focus on
delivering real-time service. Work which
previously defined success and was enjoyed. Being
personally in control.
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