Functional Competencies

The Human Resource (HR) Functional Competencies are required for HR practitioners to successfully deliver their functional roles. For each phase, the performance statements for interrelated tasks are set out in a way that, when taken as a whole, they deliver a desired functional outcome for the organisation.

Use Cases

Plan

This relates to how the HR function designs and manages a HR strategy and workforce planning approach which enables value creation and the achievement of the organisation’s purpose and business objectives. It also encompasses organisation development interventions and job redesign to prepare for change and build a sustainable organisation.

HR Strategy & Workforce Planning

Design and manage a HR strategy and workforce planning approach which enables value creation to achieve the organisation’s purpose and business objectives with the desired employee experience.

Organisation Development

Job Redesign

HR Strategy & Workforce Planning

Design and manage a HR strategy and workforce planning approach which enables value creation to achieve the organisation’s purpose and business objectives with the desired employee experience.

Hover on the blue underlined text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.

IHRP Certified Associate

Support the execution of HR initiatives in line with the organisation’s HR strategy.
Gather data and feedback from employees and line managers to measure the impact of HR initiatives.
Collect and clean data required for strategic workforce planning and manpower analyses.
Support engagements with line managers to gather information related to business objectives or goals and growth plans which will impact strategic workforce and manpower planning outcomes.
Source information and data to inform research on the political, economic, social, technological, legal and environmental issues which may impact strategic workforce planning outcomes.
Assist with the preparation of cost and headcount implication calculations of strategic workforce plans and manpower plans.

IHRP Certified Professional

Propose, plan and execute HR initiatives in line with the organisation’s HR strategy and within the approved budget.
Review all employee lifecycle activities to validate alignment with the organisation’s HR strategy and desired employee experience.
Measure the impact of HR initiatives to understand value creation and the end user experience, identifying ways to drive iterative, continuous improvements.
Collaborate with other business stakeholders to design work spaces and ways of working which enable employees to thrive and drive productivity.
Collaborate with employees, line managers and business leaders to identify emerging ways the HR function can be disrupted to drive value creation, innovation and productivity.
Identify the relevant data sources to perform strategic workforce and manpower planning analyses.
Identify ways to introduce tools and technologies which can automate or introduce data analytics to strategic workforce planning and manpower planning processes.
Analyse and model current workforce composition and talent supply and demand, to identify high-impact job roles and skillsets which will drive growth.
Interpret the political, economic, social, technological, legal and environmental issues and assess the implications on strategic workforce planning for the organisation.
Analyse strategic workforce planning information, working together with business leaders to review the range of resource planning and other workforce strategy options, considering how changing workforce compositions (e.g. using “gig” workers) could be leveraged.
Analyse cost and headcount implications resulting from proposed strategic workforce plan and manpower plans.
Design a change management approach to proactively support line managers and employees who are likely to be impacted by strategic workforce and manpower plans, considering how to ensure employees feel empowered to understand how they can make an impactful contribution through their role.
Manage manpower cost and cost to hire within the approved budget.

IHRP Senior Professional

Establish a HR strategy which enables the organisation’s purpose, business objectives and desired employee experience, collaborating with business leaders to determine how HR can enable the implementation of business strategy and the creation of a sustainable organisation.
Evaluate the organisation’s HR strategy to measure how it meets the needs of, and creates value for, the business, customers, external stakeholders (e.g. communities or society) and employees.
Propose ways to adapt and transform the HR function, strategy and initiatives in an agile way to drive productivity, innovation and build employee resilience to enable the organisation to respond to ambiguous situations.
Collaborate with other functions, such as operations, facilities or IT, when designing HR strategy and initiatives to find opportunities for synergies and ways to collectively maximise impact and enable business continuity.
Evaluate how HR strategy and initiatives enable employee safety, considering what “safety” means in different contexts or workplace environments for a diverse group of employees.
Establish and manage the financial budget for people-related spend on the implementation of HR initiatives across the employee lifecycle and the maintenance of HR operations.
Guide the development and implementation of HR initiatives which align with the HR strategy, adopting an end-user focus to create and iterate solutions which have a clear purpose, drive innovation and solve problems.
Evaluate how HR strategy and initiatives the touchpoints across the end-to-end employee lifecycle are making work safe, purposeful and productive for different employee groups / personas.
Determine HR’s role in shaping work spaces (e.g. in terms of look, feel, technology enablement and location) and designing ways of working (e.g. flexible or part-time working), to create an employee experience which enables employees to thrive and drives productivity.
Guide other members of the HR team to find a balance between agile and process-driven responses as they implement HR strategy and respond to evolving, ambiguous situations.
Design the strategic workforce and manpower planning approach, methodology and cadence, taking into consideration the size and capabilities of the workforce, financial budget, and the nature and complexity of the organisation.
Collaborate with business leaders to evaluate current and future workforce composition, reskilling and job redesign requirements and talent supply and demand, considering the impacts of evolving workplace environments and employment types (e.g. increasing deployment of “gig” workers and part-time contractors).
Oversee the application of strategic workforce planning tools and techniques, including the deployment of data analytics, to plan for long- term manpower and future capability needs to deliver against the organisation’s business objectives.
Lead discussions with businesses leaders to align on strategic resourcing options and workforce strategies to address manpower or competency shortfalls or surpluses, in line with business objectives and growth plans.
Oversee the management of headcount strategically against the business needs.