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.
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.
Develop, implement, and evaluate a HR strategy that drives business value creation and actively contributes to the organisation’s performance while delivering the desired employee experience.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Source information and data on the political, economic, social, technological, legal, and environmental issues impacting the HR strategy and operating model.
Support engagements with line managers to gather information on which will impact the overall HR strategy.
business objectives or goals and growth plans
Assist Adopt a Future Orientation in developing a future-oriented HR operating model
for executing the organisation’s HR strategy.
Develop change management collaterals to facilitate
clear and effective communication of the HR strategy to all stakeholders.
Support the execution of People initiatives and technology that align with the organisation’s HR strategy and are
responsive to current and future business needs.
Collect and process data to measure the
impact of People initiatives on the workforce and organisation’s performance.
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Assess implications of political, economic, social, technological, legal, and environmental issues on business and workforce, and adapt the HR strategy accordingly.
Identify and recommend key design principles that shape the HR operating model,
focusing on enhancing the end user experience.
Collaborate with employees, line managers and business leaders to drive HR function enhancements for
business value creation, innovation, and productivity.
Identify opportunities to augment HR processes, systems, and technology solutions to enhance delivery HR services and drive data-driven people decisions.
Design a
change management approach for effective communication
and alignment with managers and employees regarding HR strategies and People initiatives.
Propose, plan, and execute People initiatives in line with the organisation’s HR strategy and
approved budget.
Assess impact of People initiatives on business value creation and
end user experience
,
identifying ways to drive continuous improvements.
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Establish an HR strategy that aligns the organisation’s purpose,
business objectives
and
desired employee experience.
Collaborate across functions (e.g., operations, facilities, IT) to design HR strategy and initiatives, identifying synergies and
maximising collective impact to ensure business continuity and growth.
Develop or redesign the HR operating model based on business needs and workforce requirements,
to support the achievement of business objectives.
Spearhead the development and implementation of HR strategy and initiatives,
balancing business and end users’ needs to create solutions with a clear purpose, driving innovation and effectively addressing challenges.
Advocate for the use of digital tools and technology
(e.g., AI, data analytics) to uplift the effectiveness and efficiency of HR service delivery.
Guide HR team members to be agile and adaptable when implementing People initiatives, enabling them to
respond to ambiguous situations with agility and flexibility.
Establish and manage the
financial budget for people-related spending
during implementation of People initiatives across the employee lifecycle.
Evaluate the impact of HR strategy and initiatives
using tangible metrics to assess efficacy and value creation for stakeholders.
Develop a comprehensive workforce plan that addresses the organisation’s current and future workforce requirements (including required skills) and establish robust strategies to adapt to future scenarios.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Source information and data on
current and future impact of political, economic, social, technological, legal, and environmental issues
on the organisation’s workforce plan.
Gather, clean, and analyse workforce data, (e.g., headcount and turnover rates) to identify potential gaps and support data-driven workforce planning decisions.
Conduct data analysis to project future workforce requirements, analysing the impact of future headcount requirements on labour cost.
Support engagements with line managers to gather information on
business objectives and growth plans
Support in
communication of workforce plans and solutions
(e.g., to build, buy, borrow, bot, bounce) to line managers.
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Assess the impact of
political, economic, social, technological, legal, and environmental issues on business drivers and implications on current and future workforce requirements.
Adopt a skills-based approach to workforce planning
by identifying current and future critical skills required and addressing these skill gaps.
Develop workforce projection models and analyse outcomes to assess talent and skills demand, supply, and projected gaps.
Develop workforce plans based on outcomes of the projection models, considering different approaches to address talent gaps, including hiring, developing talent, and leveraging technology and automation.
Identify relevant digital tools (e.g., AI, advanced data analytics) that could augment or automate workforce planning processes.
Anticipate potential scenarios that may impact the organisation’s size, shape, structure, and skills requirement and
develop solutions to mitigate potential people and organisational risks.
Collaborate with business leaders to review workforce solutions
, considering opportunities to tap on alternative talent models (e.g., gig workers, freelancers).
Analyse and manage financial and manpower implications
resulting from the proposed strategic workforce plan.
Support business leaders and line managers in communicating a workforce plan that builds assurance and alignment with planned initiatives.
Design a change management approach
to proactively support line managers and employees impacted by strategic workforce plans,
ensuring that employees feel empowered to contribute through their roles.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Establish a robust strategic workforce planning framework incorporating
scenario planning, workforce analytics and projections, to prepare for workforce contingency plans and make informed decisions.
Advocate for a skills-based approach to workforce planning, guiding business leaders to identify critical skills required to meet current and future demands..
Guide the development and evaluation of workforce models to ensure that they account for and assess any existing skills gaps.
Leverage digital tools (e.g., AI, big data analytics) to
envision impacts of potential scenarios on workforce projections and enable a proactive approach to workforce planning.
Collaborate with senior management to address current and future talent gaps and develop workforce plans and talent strategies that align with
overall business objectives.
Collaborate with business leaders and senior management to develop
contingency plans and strategies
that address workforce-related challenges or changes.
Communicate the role of workforce planning
in future-proofing the organisation.
ensuring that the workforce remains relevant and aligned with the organisation’s strategic priorities
Develop a change management and communication strategy to address senior management or business leaders concerns regarding workforce planning
(e.g., talent movement across teams, expansions, and downsizing).
Design the organisation structure (hierarchy, people, process, and system), considering its impact on organisational culture and productivity to drive its business objectives.
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Support data and information collection to
build business cases
for organisational development or change initiatives.
Assist in analysing the current organisational structure, including job roles, and reporting lines, aligning them with
strategic goals.
Collect data and information to monitor progress against success metrics for organisational development or change interventions.
Develop communication and change management collaterals
to enable the implementation of organisational development or change interventions.
Respond to queries regarding organisational development or change interventions.
Monitor and escalate any issues or feedback received
regarding organisational development or change interventions.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Develop an evidence-backed business case to
quantify the benefits and business value of organisation development initiatives.
Establish the processes, methodologies, criteria, and tools to support the organisational structure development.
Utilise tools and frameworks to review the current state of the organisation, identifying organisational issues (e.g., duplication in functions, people, or processes) and
driving targeted initiatives to address gaps.
Evaluate the effectiveness of organisational development or change interventions against success metrics to
drive continuous improvement.
Execute
communications and change management strategy
to articulate the business case and impact of organisation development and/ or change interventions
on overall business objectives.
Conduct stakeholder analysis and
engagement activities to influence and gather support
for organisation development and change interventions.
Facilitate discussions with relevant stakeholders across various business functions to consolidate meaningful insights, address potential roadblocks or resistance, and guide the change and development efforts.
Monitor and analyse the implementation of organisational development or change interventions to assess impact on organisational culture.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Evaluate
external macros trends and conduct scenario planning
to inform long-term organisational development or change priorities.
Review outcomes
of organisational diagnosis
to identify opportunities to drive the organisation’s purpose and business objectives
through organisational development or change interventions.
Secure buy-in from key sponsors and stakeholders by
communicating the business case and aligning on the rationale for organisational development and/or change efforts.
Establish framework and guidelines for the HR function to deliver organisational development or change initiatives
at speed and scale to drive resilience and agility.
Establish processes and define measurable success metrics based on productivity, organisational characteristics, and culture, to drive key business objectives.
Leverage the use of organisational change diagnostic tools (e.g., analytics software, AI) to
assess the organisation’s capability and agility when responding to internal and external changes.
Design and oversee the implementation of organisational development and
change management initiatives
that deliver tangible and quantifiable results.
Assess the impact of organisational development and change interventions by measuring metrics and progress,
driving iterative and continuous improvement.
Evaluate the structure and design of new and existing tasks and processes to maximise productivity, leverage technology and create work that meaningfully engages employees.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Support the implementation of the organisation’s job redesign methodology by collecting data through time and motion studies, on-site observations, employee surveys, user interviews and process reviews.
Analyse collected data to identify critical aspects of existing work that align with
the organisation’s strategic objectives.
Identify the skills required to perform work,
conduct gap analyses, and propose upskilling and reskilling initiatives.
Support the testing of solution prototypes, collecting feedback to
inform solution refinements
and achieve an optimal combination of human-automation interaction.
Support the execution of change management and communication activities,
responding to queries from line managers and employees.
Collect data and/or generate reports to measure the impact and success of end-state job redesign.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Identify stakeholders with functional expertise and knowledge who can provide inputs on designing work for the identified function areas.
Implement the organisation’s job redesign methodology by
observing and engaging stakeholders
to understand the current work tasks, processes, workplace environments, and technology systems across impacted functions.
Analyse the outcomes of the diagnosis and identify opportunities to restructure, simplify or optimise work to make it
valuable and meaningful for employees.
Collaborate with stakeholders from across the business to co-create and prototype job redesign solutions
(e.g., process enhancement, technology implementation, outsourcing, workplace optimisation, marketplace for talent assignments, segmenting tasks into projects).
Collect the outcomes of the solution prototypes and gather stakeholder feedback to create an
evidence-based business case
on effective job redesign solutions.
Develop a process for testing and measuring solution prototypes to
refine the suite of solutions that will enable effective job redesign.
Anticipate the impact of job redesign on HR policies and processes, (e.g., compensation, career pathways, learning and development).
Guide line managers to engage with employees affected by job redesign, ensuring clear communication on processes and impact, to foster a
positive employee experience during the transition.
Assess the success of job redesign against the organisation’s success metrics and
identify potential improvement areas.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Evaluate the organisation’s business strategy and external influences
to
identify areas where job redesign may be necessary.
Lead the implementation of the organisation’s job redesign methodology, identifying approaches to understand work and optimise work processes and tasks through redesign.
Build a business case
for job redesign by
demonstrating potential ROI and benefits to secure buy-in from senior management.
Determine success metrics for job redesign and identify areas where job redesign methodology can be improved.
Coach HR team and business leaders
on job redesign diagnosis, solution design, implementation and change management approaches,
championing the benefits of job redesign.
Recommend adaptations to wider HR policies and processes
(e.g., compensation, career pathways, learning and development).
Spearhead the design and implementation of upskilling and reskilling initiatives
to address skill gaps that emerged from job redesign.
Evaluate the impact of job redesign on the
workforce composition and skills needed for the future.
This relates to sourcing, acquiring and onboarding of suitably qualified talent into the organisation to enable the achievement of the organisation’s business objectives.
Source suitable candidates by building a compelling employer brand and employee value proposition, setting hiring standards, and accessing a range of recruitment channels to maximise the effectiveness of sourcing.
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Conduct research and analyse demographic and labour market trends
to diversify talent pools, including candidates from underrepresented groups (e.g., mature workers, people with disabilities, neurodiverse individuals).
Deploy a mix of internal and external recruitment channels (e.g., social media, job boards)
to engage diverse talent pools and candidates.
Support the execution of communication and marketing activities related to
employer branding and employee value proposition.
Identify potential stakeholder groups and communities to collaborate with to attract candidates aligned with the
organisation’s talent needs.
Assist in designing policies and defining metrics to expand sourcing across diverse groups (e.g., mature workers, people with disabilities, neurodiverse individuals).
Execute recruitment plans with business leaders to source for qualified candidates and fill open positions.
Leverage digital tools and technologies (e.g., AI, algorithms) where applicable, to
enhance screening and optimise sourcing processes.
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Recommend hiring standards, selection criteria and skill requirements aligned with the current and future business objectives.
Co-create
a unique and compelling employer brand with respective business units, aligning it with the corporate brand and articulating the employee value proposition.
Collaborate with marketing and corporate communications to design employer branding and recruitment materials that resonate with diverse demographics.
Design and execute initiatives (e.g., roadshows, employee ambassador programmes) to
deliver the employer branding strategy.
Implement policies and guidelines on hiring and sourcing to diversify the workforce and source talent beyond existing pools (e.g., matured workers, people with disabilities, neurodiverse individuals).
Partner with education providers (local and international) and government bodies on internship programmes to enhance brand exposure and broaden the pool of entry-level hires.
Develop a database of contacts to enable
proactive and timely sourcing of qualified candidates to meet business needs.
Evaluate market practices and digital tools to
streamline and innovate sourcing processes.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Establish sourcing guidelines, hiring standards, selection criteria, and skills requirements for senior positions
to meet the current and future business and leadership requirements.
Establish the employer branding strategy that is aligned with the overall corporate branding strategy,
ensuring desired candidate experience.
Engage with business leaders and industry stakeholders, to ensure that the organisation’s
employee value proposition and employer brand remain relevant and attractive.
Articulate a differentiated employee value proposition and influence others to be an ambassador for the employer brand.
Evaluate recruitment channels for effective
sourcing of candidates with future-ready capabilities.
Evaluate the demand and supply of talent (for the industry, country, region etc.)
to broaden and diversify talent pools and maintain a resilient talent pipeline.
Lead the diversity and inclusion strategies in sourcing,
ensuring a fair and unbiased process.
Communicate the benefits of a diverse workforce on business performance
and encourage sourcing from diverse talent pools (e.g., mature workers, people with disabilities, and those who are neurodiverse).
Build a strong personal brand and a robust network of senior industry and professional contacts
to attract senior candidates.
Advocate for digital tools and technologies
(e.g., AI) that enable an objective and merit-based approach towards candidate sourcing.
Select and secure candidates with suitable competencies, experience and culture-fit through effective, unbiased screening and assessment processes in accordance with employment laws, tripartite guidelines and advisories.
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Research and stay updated on the local and global labour markets and the cultural differences in hiring practices.
Coordinate inclusive practices and unconscious bias training for hiring managers to ensure
fair and unbiased
selection processes
in accordance with employment laws, tripartite guidelines and advisories.
Coordinate schedules, logistics, and queries for hiring managers involved in selection processes.
Respond to inquiries from candidates related to selection processes.
Collate pre-employment screening information, references, and background checks to authenticate candidate information and documentation.
Support the preparation of internal and external compensation benchmarks for various job roles.
Utilise digital technologies (including AI) to augment/automate transactional tasks
within the talent acquisition process (e.g., data collection, offer preparation).
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Design
fair and equitable
hiring criteria for diverse talent pools.
Advise hiring managers on
fair and unbiased
employment selection practices
in accordance with employment laws, tripartite guidelines and advisories.
Define the appropriate duration and number of selection rounds and parties to be involved in selection processes.
Recommend and deploy assessment tools and technology solutions to evaluate the candidate job-fit to reduce hiring time and
manage hiring costs within the approved budget.
Coach hiring managers and HR team members
on screening and assessment process, enabling them to deliver a
positive candidate recruitment experience.
Analyse screening and assessment data to support managers’ hiring decisions.
Communicate the employee value proposition
to candidates through compelling employment letters and verbal communication to secure acceptance of employment offers.
Facilitate interviews and assessments with line managers, accounting for cultural nuances and evaluate candidates’ potential for success in a global context.
Manage the pre-employment screening and background checks
, partnering with third parties where applicable and resolving potential issues.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Design a
fair and unbiased screening
and assessment approach using a combination of criteria, assessments, and technology solutions to assess candidates fairly and efficiently.
Advise business leaders on
fair and unbiased
employment practices aligned with
employment laws, tripartite guidelines and advisories,
as well as
current and future business needs.
Prioritise hiring spending to invest in
critical, future-ready capabilities that the organisation needs.
Assess senior candidates and recommend qualified candidates to business leaders for employment offers.
Engage business leaders and relevant stakeholders
to review and
address bias in acquisition processes.
Advise on senior hiring recommendations based on
existing business considerations
,
future business needs and culture fit.
Guide teams to curate compelling offers that
communicate the employee value proposition to secure acceptance from targeted senior candidates.
Develop tailored policies and programmes
to address the needs of different employee groups (e.g., relocation assistance, allowances).
Provide advice on global workforce mobility processes
to local HR teams and line managers.
Oversee the pre-employment screening, reference and background checking process, guiding the team on issues resolution and handling senior level hire cases.
Evaluate and improve the effectiveness of the talent acquisition process by
integrating emerging practices and technology tools where relevant.
Onboard new joiners through well-designed orientation, induction, and assimilation programmes to enable them to contribute effectively.
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Collect feedback and inputs to identify the needs of new joiners for an
engaging onboarding experience.
Prepare standardised new joiner information kits and coordinate logistics to support new joiners.
Prepare materials for orientation programmes, incorporating cultural nuances to facilitate an inclusive experience for new joiners.
Gather feedback
to identify gaps and improve the onboarding experience and new joiner engagement.
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Analyse key touchpoints in the new joiner experience to tailor the onboarding programmes for different personas.
Design and deliver impactful orientation programmes for new joiners to facilitate their onboarding experience.
Develop and implement cultural orientation programmes for foreign employees, where applicable, providing information about local resources and
assist them in navigating critical processes
(e.g., visa applications and housing arrangements).
Identify and integrate digital tools for a streamlined onboarding experience.
Design and implement feedback processes for new joiners and line managers to gather data on engagement and performance, enabling
prompt actions to address areas for improvement.
Design onboarding sessions for new joiners enabling integration into functional teams, insights into business needs and job requirements.
Collaborate with business leaders and line managers
to
create a positive employee experience that promotes assimilation and enables new joiners to thrive in terms of wellbeing and performance.
Coach and support line managers
in effectively integrating new joiners, guiding them to consider the impact on existing team members.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Advocate for the employer brand, employee value proposition, and organisational culture
throughout onboarding programmes and touchpoints with new joiners.
Evaluate new joiner feedback, engagement levels, and turnover rates to identify key patterns to
continuously improve retention and engagement levels of new joiners.
Leverage advanced analytics knowledge and tools (e.g., predictive analytics)
to identify key drivers of engagement in order to predict new joiner attrition and performance.
Drive and prioritise improvements
to onboarding programmes to enhance new joiner experiences, enabling the adaption to the organisation’s culture.
Establish frameworks for cultural immersion programmes and partner with additional service providers
(e.g., relocation assistance, allowances)
to offer settling-in and integration support for foreign employees.
Collaborate with business leaders to curate tailored onboarding experiences for senior talent to ensure a seamless assimilation into the organisation.
This relates to the on-going investment by the organisation in developing the capability of its workforce required to deliver on its business objectives and future or growth plans. It encompasses learning and development, career development, performance management, talent management, and succession planning.
Foster a culture of lifelong learning through targeted learning and development initiatives that develop essential skills and competencies for current and future assignments.
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Conduct learning needs analyses to assess employees’ skills and
identify learning initiatives to bridge gaps
and empower employees to achieve the
organisation’s current and future business objectives.
Coordinate with internal stakeholders and external vendors to ensure regular updates to learning management systems or repositories.
Manage learning and development initiatives across internal social networks and platforms to
facilitate organisation-wide knowledge sharing.
Track metrics and generate reports on learner engagement, progress, completion rates, assessments, and satisfaction to assess training effectiveness and identify opportunities to enhance learning and development initiatives.
Conduct research and share insights on external programmes, learning opportunities and
emerging learning and development trends and technologies
to enhance learning experiences for all employees.
Identify ways to utilise digital tools (e.g., AI, data analytics, automation) to effectively identify individual learning needs and optimise feedback collection.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Collaborate with business leaders to identify critical skill gaps and translate them into learning and development initiatives that
drive business performance .
Prioritise learning needs based on the criticality of identified skills to
drive business objectives
and
future-proof workforce capabilities.
Develop personalised learning and development strategies, initiatives, and curricula to
enhance workforce capabilities, provide upskilling opportunities, and promote self-directed and lifelong learning.
Implement
innovative learning channels, platforms, and technology (e.g., learning management systems, AI)
to deliver personalised learning that integrates with the flow of work.
Equip line managers with the skills and tools to mentor, train and provide
on-the-job coaching, promoting an organisation-wide culture of learning.
Coach and support line managers
in promoting learning accountability, including identifying leadership development needs in collaboration with senior leaders.
Evaluate the effectiveness of learning transfer and
return on investment
to
recommend and prioritise improvement actions for learning and development initiatives.
Review and adapt the training approach
to meet
changing needs and learning preferences,
especially in a hybrid or remote work setting.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Champion lifelong and continuous learning
by promoting a growth mindset, learning agility and a focus on career health across the organisation.
Collaborate with business leaders to align learning and development strategies with the
current and future business objectives and skills requirements.
Establish a culture of learning accountability,
empowering business leaders to become advocates for learner ownership.
Develop budgets
for learning and development activities, prioritising spending on building strategic organisational capabilities that
support current and future business objectives.
Articulate financial budgets
and
return on investment
on learning and development strategies and initiatives.
Monitor and assess the impact of learning and development initiatives in developing organisational capabilities to meet
current and future business needs.
Champion integration of learning activities, technology,
and resources into daily work to build a culture of ‘learning in the flow of work’.
Lead refinements to learning and development strategies, incorporating digital technologies (e.g., AI) to create a
future-focused learning agenda.
Serve as a trusted advisor
on leadership development, working closely with senior management to provide guidance and recommendations for building leadership skills.
Develop organisation-wide career development policies, frameworks and initiatives to enable employees to build long term and sustainable careers.
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Conduct research on
emerging trends in skills demand
(e.g., job transformation maps) and
digital technologies
to support career management initiatives.
Identify the needs of
different employee profiles or personas (e.g., considering values, interests, personalities, and skills)
to inform the design of career development frameworks, policies, and initiatives.
Collect data on skills required and assess skill gaps to
enhance career development opportunities
across the organisation.
Assist in developing technical, behavioural and leadership skills taxonomy, identifying critical skills required to achieve the
organisation’s business objectives.
Consolidate feedback on the effectiveness of the organisation’s career development framework, policies, and initiatives
to identify areas for improvement.
Support ongoing organisation-wide communication and education on the benefits
of the career development framework, policies, and initiatives.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Research emerging market practices to enable employees to explore options (e.g., flexible, or part-time working) based on personalised needs and circumstances.
Review critical skills needed for
current and future business needs
while curating career growth opportunities across the organisation.
Formulate diverse career models, pathways (e.g., vertical, lateral, diagonal pathways), project-based assignments and rotations programmes based on skills required to perform the work.
Apply career development and coaching frameworks to
help the workforce understand career development options
and routes to achieve career goals.
Plan and execute organisation-wide communications to raise awareness and understanding
of the career framework and pathways, empowering employees to take ownership of their careers.
Coach line managers
in implementing individual and group career planning, providing guidance to
develop the workforce for future business needs.
Review and enhance career pathways and options in the organisation’s career development framework, policies, and initiatives, aligning with organisational strategies and
evolving employee development needs.
Guide managers to have career conversations with employees and create personalised development plans
that align with employees’ values, interests, aspirations, skills, and organisational needs.
Incorporate digital tools (e.g., AI-powered talent marketplace) into career management processes and initiatives
for personalised career guidance and enhanced efficiency.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Evaluate emerging market practices relating to career development (e.g., career portfolio, career resilience, internal talent marketplace), anticipating the impact of the future of work on current practices and policies.
Champion and communicate the organisation’s commitment to fostering career health
by ensuring that career frameworks are inclusive and aligned with the
organisation’s business objectives.
Lead internal analyses to understand how
changes in work requirements and workforce composition
impact career development models, policies, and initiatives.
Design career development and coaching strategies to build a strong talent pipeline
to meet the organisation’s current and future business needs.
Collaborate with senior management and business leaders to identify career development gaps and co-develop initiatives
aligned with overall business strategy and objectives.
Secure buy-in from senior management and business leaders
by building
a strong business
case for investment in career development initiatives.
Monitor and evaluate the costs
and effectiveness of career development initiatives against employee engagement levels and turnover rates and implement actions for
continuous improvement.
Advocate for a skills-based approach to career management
(e.g., skills-based job mobility, building career portfolios) to encourage employees to explore opportunities for
acquiring new skills and broadening their experience (e.g., internal talent marketplace or talent mobility programmes).
Champion technology tools (e.g., AI-powered talent marketplace)
to enable employee-driven career development and democratisation of talent processes.
Establish an organisation-wide performance management framework that aligns with business objectives and organisational values while ensuring fair and objective assessment of performance.
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Consolidate performance feedback and review documents used for performance management activities.
Maintain records and documents,
ensuring sensitive information is securely stored or destroyed for privacy and confidentiality.
Respond to inquiries, providing clarification and support to line managers and employees on
performance review processes.
Generate reports to analyse performance metrics, improving the performance review process and
reducing biases.
Support the rollout of assessment methods aligned with the organisation’s skills framework and
business objectives.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Develop and implement performance management systems, policies, and processes aligned with
business objectives
and performance management philosophy.
Provide guidelines to line managers in communicating
performance and behavioural indicators to team members and developing goals a
ligned with business objectives and organisational values.
Deliver effective, impactful communications
on performance management systems policies, and processes, ensuring employees understand how they will be evaluated, rewarded, and developed.
Provide advice to line managers
on performance management (e.g., fair assessment, objectivity) and encourage ongoing performance dialogues to support team growth.
Communicate the performance management process and philosophy to line managers
, guiding them in managing complex situations (e.g., addressing cases of unsatisfactory performance).
Understand the impact of tools (e.g., AI-generated performance reviews) on performance management
, and develop guidelines for fair and unbiased policies and processes.
Consult and work with industrial or employee relations specialists to resolve grievances related to performance evaluation outcomes raised by employees.
Review performance management systems, trends, policies, and processes to
mitigate bias or discrimination risks.
Adopt an evidence-based approach, leveraging data and insights, to evaluate performance management policies and processes, making informed decisions and
identify areas for improvement.
Integrate performance management into the broader talent strategy (e.g., aligning performance management with rewards, L&D, succession planning and talent management initiatives).
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Co-create the organisation’s performance management philosophy and framework with business leaders,
aligning it with business objectives, organisation culture and values.
Collaborate with business leaders to develop organisational key performance and behavioural indicators aligned with
business strategy and organisational values.
Establish a cohesive performance management framework that integrates key People processes, such as rewards, career management, and talent management approaches.
Advise business leaders on cascading and communicating
their key performance and behavioural indicators to their staff and developing performance goals aligned with
current and future business objectives.
Advise business leaders
in communicating performance evaluation ratings to individual employees on one-to-one basis.
Coach business leaders and the HR team
to instil an organisation-wide sense of accountability,
connecting employees with their contribution to the organisation’s purpose and business objectives.
Coach business leaders
to communicate organisation-wide performance and changes to performance-linked rewards.
Champion an objective, approach to performance management, identifying and addressing bias or discrimination.
Consult and work with industrial and/or employee relations specialists to resolve any grievances related to performance evaluation outcomes raised by business leaders.
Evaluate and propose changes to the performance management framework based on
emerging market practices, behaviour change principles, changing workforce composition, and future business objectives.
Design and implement initiatives and strategies to develop, engage and retain critical talent pools to enhance the organisation’s competitiveness.
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Implement talent management frameworks, processes and tools (e.g., internal talent marketplace) to identify, develop, and retain talent
aligned with current and future business objectives.
Generate assessment outcomes (e.g. skills proficiency levels, success profiles) and consolidate data for talent assessment and review processes.
Gather and consolidate feedback from individuals involved in talent management initiatives
to identify areas for improvement.
Conduct research on emerging tools
(e.g., AI-powered talent management systems, assessments, and career profiling)
to explore innovative talent management strategies and scenario planning possibilities.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Collaborate with line managers and business leaders to identify and
review the current and emerging skills required to drive business growth.
Evaluate the current skill gaps and develop talent management strategies to balance
employee needs
as well as the
current and future business needs of the organisation.
Recommend and deploy assessment tools to identify critical talent (e.g., high-performing individuals, high potentials, employees with critical skills) for the organisation.
Facilitate talent review sessions to identify critical talent (e.g., high-performing individuals, high potentials, employees with critical skills) based on the organisation’s ideal talent profile and assessment outcomes.
Guide and advise line managers
on how to coach, mentor and engage talent effectively.
Evaluate talent data (e.g. skills proficiency), key performance indicators and consolidated feedback
to assess efficacy of talent management strategies and refine approach.
Enable line managers to develop personalised talent development plans for
diverse employee groups
to enhance growth opportunities.
Utilise data and tools
(e.g., AI-powered talent management systems, internal talent marketplace, predictive analytics) to make
fair and objective talent decisions.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Collaborate with senior business leaders to develop a strategic talent management framework
aligned with current and future business objectives
and accelerate employee development.
Coach and advise senior business leaders
on how to coach, mentor and
manage senior level talent,
focusing on identifying and monitoring engagement drivers to retain talent.
Define success metrics to track progress and measure the effectiveness of talent management strategies,
prioritising areas for improvement.
Review talent management data and governance to ensure organisation-wide
consistent and fair talent practices.
Assess current skills and identify potential gaps for future talent needs,
recommending transformative talent management strategies and practices (e.g., market research, assessment tools, future workforce analysis) to bridge skill gaps.
Leverage
technology-driven talent management practices and tools
(e.g., AI, talent marketplace, analytics) to enable strategic,
ethical, and objective talent decisions.
Create robust, fair and inclusive succession planning frameworks to ensure a strong talent pipeline for business-critical or pivotal roles to enable the organisation’s business continuity, and achieve future business objectives.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Research specific skills required to excel in critical roles identified for succession.
Identify learning and development requirements, leadership development, and talent management programmes for potential successors.
Analyse critical skills and successor records to design talent success profiles and review succession plans in a timely manner.
Stay informed on the emerging tools (e.g., AI-powered assessments) to support succession planning activities.
Monitor and track key succession planning metrics (e.g., leadership bench strength, time to fill key roles, successor pool diversity, progress on development plans).
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Assess employees’ potential and aspirations
to fill the identified critical roles based on skills, performance, leadership abilities, and growth potential.
Advise and guide business leaders
on the criticality of succession planning to ensure business continuity and
minimise business disruption.
Implement fair and inclusive succession plans by collaborating with business leaders and HR partners to
identify and develop potential candidates for business critical and pivotal roles.
Communicate succession and leadership development plans to line managers
,
providing recommendations for talent development.
Review and assess internal and external candidates to identify potential successors for critical
and pivotal positions.
Deploy technology tools
(e.g., AI-powered assessments)
to identify potential successors and generate data-driven talent insights ranging from performance levels to exit risks.
Integrate succession plans with career management, coaching, talent management programmes and the broader People initiatives to ensure a holistic approach.
Communicate progress of leadership development plans to talent review boards
and
recommend next steps and potential solutions for identified improvement areas.
Assess the effectiveness of succession planning initiatives using key metrics (e.g., high potential turnover, bench strength) and recommend actions to build a robust and future-ready leadership pipeline.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Co-develop
guiding principles with business leaders to identify critical positions for succession planning
while ensuring fairness and objectivity across the succession planning process.
Build
comprehensive, robust and inclusive succession plans
aligned with
current and future business objectives,
ensuring business continuity and adaptability for the future.
Establish key success metrics to evaluate the effectiveness and fairness of succession plans and
ensure continuous talent and leadership pipelines.
Analyse organisational vulnerabilities and
develop talent strategies that address gaps in succession plans.
Establish strategies to transfer capabilities across the organisation to build a strong, sustainable pipeline of leaders to enhance organisational agility.
Engage with senior business leaders to
evaluate succession plans
and
drive accountability for business leaders to follow through with succession planning.
This relates to keeping the workforce of the organisation motivated to create value and deliver on business objectives. The functional activities span across core HR domains such as compensation and benefits management, people engagement, diversity and inclusion management, as well as managing workforce and labour relations.
Define and implement compensation strategies and practices aligned with the organisation’s total rewards philosophy, driving business objectives and effectively attracting, motivating, and retaining diverse segments of the workforce.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Consolidate information for job analysis and evaluation (e.g., roles, responsibilities, qualifications, and experience).
Review base salary, allowances, and other components of compensation calculations
in accordance with organisational policies and procedures.
Assist with external research and benchmarking to
ensure pay competitiveness and alignment with pay philosophy.
Execute compensation processes, including salary payments and merit increments,
in accordance with organisational policies and procedures.
Leverage digital tools (e.g., AI automation) to prepare reports for compensation and related administration.
Deploy analytics to understand pay variations among different groups to identify and
address discriminatory practices, ensuring compliance with prevailing employment laws, tripartite guidelines, and regulations.
Deploy analytics to understand pay variations among different groups to identify and
address discriminatory practices, ensuring compliance with prevailing employment laws, tripartite guidelines, and regulations.
Identify issues or respond to queries
related to compensation policies and procedures, addressing or escalating issues where necessary.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Conduct job analysis and evaluation to assess the
relative value of jobs and cost implications,
enabling data-driven decisions on grade and pay structure.
Track and analyse metrics
to determine the impact of compensation
in driving employee behaviour, performance and the achievement of business objectives.
Develop and implement pay-for-performance policies based on data points (e.g., job evaluation outcomes, business leaders’ inputs, market data)
to ensure competitive and relevant compensation.
Analyse market compensation data and
forecast compensation trends in the industry to support informed decision-making.
Review compensation policies and structures to ensure
compliance with prevailing employment laws, tripartite guidelines, and advisories.
Collaborate with HR managers, line managers, and business leaders to examine and address potential pay disparities or biases.
Incorporate technology enhancements (e.g., AI automation and analytics) into compensation processes
to
facilitate fair pay decisions and enhance operational efficiency.
Design and execute communication plans
and materials that effectively convey the total rewards proposition to employees.
Coach line managers
in communicating the total rewards philosophy and decisions to employees.
Manage and resolve escalation cases related to compensation policies and procedures, ensuring compliance with
agreed employment terms and conditions.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Define the organisation’s total rewards philosophy and policies in
alignment with business objectives, desired performance culture
and
desired employee experience.
Build an
evidence-based business case
to
align compensation strategies with business objectives.
Lead the design of
differentiated compensation policies
and structures, and / or the harmonisation of broader rewards policies and structures,
to ensure pay equity
for a diverse workforce.
Engage with business leaders
to establish
key compensation metrics for driving desired behaviours and performance culture.
Engage senior stakeholders in discussions on total rewards strategy and
present recommendations to the Board.
Evaluate the effectiveness and impact of compensation policies and processes using data (e.g., turnover rates, employee engagement scores), and
implement improvements.
Advise and coach business leaders
in navigating compensation conversations with senior hires.
Develop a total rewards communication strategy for employees and line managers to
understand and navigate compensation related policies and processes.
Provide consultative support to business leaders and make deliberate decisions
for cases requiring flexibility in compensation management.
Leverage automation and data analytics to optimise compensation processes
and
promote pay equity.
Define and execute employee benefits and total wellbeing strategies, policies and initiatives, including physical, mental, financial health and wellness initiatives, in alignment with the organisation’s total rewards philosophy to enhance the organisation’s employee value proposition and employee experience.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Benchmark employee benefits to assess
competitiveness and relevance of current benefits and total wellbeing offerings.
Administer and execute benefits and total wellbeing initiatives
in accordance with the organisation’s guidelines, employee benefits policy and statutory requirements.
Source and identify suitable corporate wellbeing partners to offer tailored solutions that
address employees’ physical, mental, social and financial wellbeing needs.
Prepare communications collaterals that effectively
convey and promote the organisation’s benefits and total wellbeing offerings.
Collect and review employee feedback to enhance benefits and wellbeing initiatives.
Assist in responding to individual employee queries on the
tax and social security implications
of benefits selection.
Support the implementation of technology tools (e.g., AI-powered benefits approval) to automate and streamline administration processes for benefits management.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Implement benefits and total wellbeing initiatives aligned with organisation’s total rewards philosophy, desired
employee experience, employee value proposition,
and
approved budget.
Analyse workforce demographics
to determine the diverse needs of various employee profiles and employment types.
Assess and recommend corporate wellbeing partners based on relevance, variety, cost and effectiveness of offerings in
addressing employees’ physical, mental, social and financial wellbeing needs.
Measure the impact and relevance of benefits and total wellbeing initiatives using appropriate metrics to
identify improvement areas.
Design benefits and total wellbeing initiatives based on
employee feedback, employee profiles, and employment types.
Plan and implement activities to
communicate and encourage uptake of the benefits and total wellbeing offerings.
Engage tax specialists in formulating responses
to queries on the implications of benefits selection.
Enhance and optimise the administrative processes through technology platforms and automation (e.g., AI-powered service delivery),
to enable flexible and differentiated offerings based on
individualised needs.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Define the organisation’s benefits and total wellbeing strategy, considering the organisation’s
employee value proposition
,
tripartite advisories, guidelines, and country-specific statutory requirements.
Design flexible benefits packages in alignment with employee’s distinct needs while optimising the
organisation’s benefits budget
(e.g., providing universal benefits such as hospitalisation insurance, while covering a suite of wellness benefits).
Secure commitment and investment from business leaders
to ensure the
long-term success and sustainability
of benefits and total wellbeing programmes.
Establish and manage the financial budget
for total wellbeing initiatives.
Evaluate the impact and uptake of benefits and initiatives to
recommend improvement areas and develop ways to integrate emerging market practices.
Guide the creation of a communications strategy to enable employees to
understand and engage with benefits and total wellbeing initiatives.
Advise business leaders on the
tax implications
of the benefits selection and offerings for the organisation, consulting specialists where relevant.
Champion the use of technology platforms and automation (e.g., AI-powered people analytics) to optimise analysis and management of benefits processes.
Foster a positive workplace environment, assessing organisation factors impacting holistic wellbeing (e.g., culture, policies, job redesign, processes) and driving practices and initiatives that promote employee health, engagement, and productivity.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Conduct a needs assessment to identify common themes and patterns in employees’ wellbeing needs and preferences,
informing the organisation’s approach to wellbeing.
Collect data to assess the current state of employees’ holistic wellbeing and its
impact on workplace productivity and employee engagement levels.
Prepare and execute
communication activities to create awareness
and promote participation in total wellbeing initiatives.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Apply methodologies (e.g., design-thinking, personas)
to identify employees’ needs and develop wellbeing initiatives that align with their requirements.
Review best practices and industry benchmarks to recommend practices that can be
adapted to meet organisational and employee-specific wellbeing needs.
Evaluate findings from needs assessment and develop tailored wellbeing initiatives accordingly.
Compare and assess productivity and wellbeing using metrics and tools (e.g., pulse surveys, check-ins, focus group discussions) to analyse organisational factors impacting employee wellbeing (e.g., culture, policies, job redesign) and the
impact on business performance.
Educate and equip managers on addressing complex wellbeing issues
,
helping managers understand the impact and importance of wellbeing (e.g., health, financial, safety) on business performance and workforce resilience.
Coach line managers in
creating a psychologically safe, supportive and culturally sensitive environment,
where employees feel comfortable discussing their wellbeing needs and challenges and are offered support.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Collaborate with stakeholders and departments to develop a holistic wellbeing strategy
aligned with the organisational strategy and diverse employee needs.
Design an approach to assess the impact of wellbeing on organisational performance,
highlighting the potential return on investment of wellbeing initiatives.
Develop clear and compelling communication strategies
to articulate the linkages between wellbeing initiatives and
business performance
as well as
workforce outcomes (e.g., higher retention, productivity).
Partner with business leaders to champion organisational wellbeing by
fostering a culture that values empathy and respect,
prioritising the holistic welfare of employees.
Leverage wellbeing insights and data to shape strategic People initiatives (e.g., organisation culture, organisation and job redesign, policies) that
enhance individual and business performance.
Continuously review and evaluate the various aspects of holistic wellbeing in the workplace (e.g., mental, social, financial, physical) and
identify opportunities for improvements
to address the evolving employee needs and challenges.
Elevate employee engagement levels through continuous listening and communication initiatives, creating a psychologically safe environment that drives productivity and enables employees to thrive.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Support and manage the two-way communication channels that facilitate open and interactive dialogue to drive engagement levels.
Administer continuous listening initiatives (e.g., surveys) to gather employee feedback.
Analyse results and identify key insights from continuous listening initiatives to tailor engagement initiatives to the specific context and needs of the organisation.
Collect data and feedback to monitor the impact of employee engagement and communication initiatives.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Collaborate with stakeholders to design and implement internal communication channels that support two-way communications, enhancing trust and engagement.
Design continuous listening initiatives, using feedback tools (e.g., surveys, focus group discussions)
to capture employee feedback across various touchpoints of the employee experience
(e.g., their role, their line manager, business leaders).
Implement robust policies and procedures to
safeguard employee confidentiality and anonymity.
Engage suitable vendors
to implement employee listening initiatives and communications activities.
Deploy tools (e.g., AI-driven analytics) to derive insights from employee feedback and identify areas and groups for improvement.
Present key insights to business leaders
on emerging employees’ sentiments and highlight areas which need focus.
Coach line managers
to
promote open and honest dialogues and cultivate a psychologically safe environment for diverse employee groups.
Partner with line managers to monitor progress and
identify actions that drive improvement in engagement levels.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Advocate for business leaders
to promote consistent two-way communications with employees and line managers, fostering trust and engagement.
Co-create and define the organisation’s employee engagement, continuous listening and communications strategy with business leaders.
Influence and advise business leaders on the importance
of employee listening, engagement, and communication initiatives, to create a
psychologically safe and inclusive environment.
Assess the current state of the organisation using diagnostic tools to
identify and prioritise employee engagement drivers that have a significant impact on the employee experience and business outcomes.
Ensure that the organisation’s employee engagement, continuous listening, and communication initiatives
evolve in response to changing workplace environment and workforce composition.
Evaluate the effectiveness of employee engagement, listening and communication initiatives,
recommending areas for improvement
based on employee feedback and learnings from industry best practices.
Design strategies and practices to support a diverse, inclusive workplace where differences in values, beliefs, perceptions and attitudes are respected, and the employees’ sense of belonging and diversity is recognised as a competitive business advantage.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Assist in facilitating diversity and inclusion initiatives (e.g., training sessions, business resource groups) to
promote awareness and understanding of the organisation’s commitment to diversity and inclusion.
Monitor and measure diversity, inclusion and belonging metrics to
track progress and identify areas for improvement.
Develop and prepare communications collaterals and resources
that effectively communicate the importance of diversity and inclusion.
Apply digital tools (e.g., AI analytics) to analyse and implement evidence-based actions.
Address employee queries relating to diversity, inclusion and belonging policies and initiatives,
escalating complex queries or instances of non-compliance.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Incorporate diversity, inclusion and belonging principles into People initiatives and policies, translating them into
day-to-day practices at the workplace.
Plan and execute diversity, inclusion and belonging related activities aligned with the organisation’s diversity, inclusion and belonging strategy and
foster an inclusive working culture.
Develop policies and processes to manage instances of
non-compliance with the organisation’s diversity, inclusion and anti-discriminatory policies.
Review diversity, inclusion and belonging policies and practices to
keep pace with external developments
and ensure
continued adherence to employment laws, tripartite advisories and guidelines.
Design targeted actions for specific groups to address bias,
fostering a more inclusive culture and promoting a sense of belonging.
Conduct training and advise line managers
on topics such as unconscious bias to ensure
fair and non-discriminatory
practices and decisions.
Leverage digital technologies (e.g., AI-powered data analytics, sentiment analysis tools) to identify gaps and prioritise areas for improvement.
Identify opportunities to
raise awareness
about diversity, inclusion and belonging through communications with internal and external stakeholders, including employer branding.
Promote effective working relationships across diverse groups,
embracing differences in perspectives, traditions, abilities and culture,
and adopting an
open mindset.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Define the organisation’s diversity, inclusion and belonging strategy and policies with business leaders, aligning
to the environmental, social and governance standards, and relevant laws across respective countries.
Guide the creation of diversity, inclusion and belonging campaigns to
raise awareness, promote mindset shift and foster an inclusive culture.
Establish metrics to measure the organisation’s progress on diversity, inclusion and belonging, including measures for recruitment, promotion rates, and compensation.
Foster discussions and knowledge-sharing with industry groups, community partners, and other external parties to
gain insights on the latest practices and trends in diversity and inclusion.
Evaluate and strengthen the organisation’s
anti-discriminatory policies
on a regular basis,
in alignment with relevant employment laws, tripartite advisories and guidelines across regions.
Build compelling business cases to obtain buy-in
from business leaders on diversity, inclusion and belonging objectives and initiatives.
Guide the organisation to reinvent systems and processes
to foster an inclusive culture that enables a
compelling employee experience
for all employees.
Cultivate a culture that
embraces psychological safety
, allowing employees to express themselves without fear of judgment and challenge existing ways of working.
Manage individual and collective relationships between an organisation, its workforce of various employment types and wider external stakeholders to create an environment which enables employees to thrive and the achievement of the organisation’s business objectives.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Prepare and maintain materials and documentation to communicate the organisation’s workforce and labour relations policies and processes.
Respond to queries related to workforce and labour relations.
Collect and review the information required
to navigate workforce and labour relations issues or disputes.
Document and cascade information relating to workforce and labour relations issues and disputes.
Execute initiatives and programmes to foster positive workforce and labour relations.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Analyse the business impact and risks
associated with workforce and labour relations issues and disputes,
including ethical, legal and regulatory requirements,
to support union and employee negotiations.
Manage workforce and labour relations issues or disputes, including grievance management and handling of employee misconduct, conducting investigations where required
in line with the organisation’s values, policies and processes, and legal requirements and guidelines.
Review the effectiveness of current policies and processes for managing workforce and labour relations,
identifying improvement areas
and
ensuring compliance with employment laws, tripartite advisories and guidelines.
Identify opportunities to implement initiatives or programmes that promote positive workforce and labour relations and build relationships with external stakeholders, such as trade unions, works councils, employee forums and similar bodies.
Support line managers
in navigating difficult conversations and implementing workforce relations policies and processes.
Analyse
emerging workforce relations research and industry practice to suggest best practices which could be adopted.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Foster constructive working relationships
with external stakeholders, such as trade unions, works councils, employee forums and similar bodies, to manage the organisation’s reputation and achieve mutually beneficial outcomes.
Build networks
with external stakeholders, such as government bodies and agencies,
to influence
and
anticipate emerging workforce and labour relations policies.
Develop effective workforce and labour relations strategies that enhance and strengthen the working relationships and
Build networks
with external stakeholders, such as government bodies and agencies,
to influence
and
anticipate emerging workforce and labour relations policies.
create an environment for employee growth
and
achievement of business objectives
in
accordance with employment laws, tripartite guidelines and advisories.
Establish the organisation’s policies and processes to resolve workforce and labour relations issues and disputes,
in line with legal frameworks and policies.
Coach business leaders to champion
positive workforce and labour relations and ensure
compliance with legal frameworks and policies throughout the organisation.
Guide HR team and business leaders
in navigating complex workforce and labour relations situations where
careful interpretations of guidelines and policies are required.
This relates to the ending of an employment relationship through voluntary exits, involuntary exits and retirement. Voluntary exits and retirement happen when an employee chooses to resign or elects to retire from work respectively, whereas involuntary exits refer to dismissal, redundancy and termination due to performance or business needs and conditions.
Manage voluntary employee exits (such as resignations) to ensure separation is conducted in a professional and empathetic manner, supporting line managers, and ensuring a positive exit experience for employees.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Execute exit clearance procedures, including the collection of company property and updating of internal systems to reflect the employee’s exit in alignment with
employment laws, tripartite guidelines and advisories.
Coordinate employee exit processes, including conducting exit interviews and administering exit clearance procedures.
Compile responses from employee exit interviews to
gather feedback on the overall employee experience.
Support execution of off-boarding initiatives such as corporate alumni programmes.
Deploy digital technologies (e.g., AI, predictive analytics) to optimise employee exit processes and identify patterns in voluntary exits.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Design processes to manage exit clearance procedures, ensuring adherence to
employment laws, tripartite guidelines and advisories.
Review exit interview feedback to understand employees’ motivations for leaving the organisation.
Analyse exit interview insights to identify and manage attrition risks in the organisation.
Communicate with empathy and sensitivity
with exiting employees to foster positive sentiments about the organisation.
Engage with line managers to address queries about exit processes and
coach them
to facilitate a smooth transition that considers the emotional and social impact on all stakeholders, including remaining employees.
Guide and support line managers or business leaders
to address post-employee exit issues, such as breaches of non-solicitation clauses.
Assess different methods to integrate information
related to employee exits, such as conducting interviews with current employees to understand their reasons for staying or with employees who exited more than 6 months ago.
Implement formal corporate alumni programmes and other talent interventions to enhance alumni engagement.
Design user-friendly alumni platforms and talent interventions with relevant content to continuously drive and maintain alumni engagement and potential rehiring.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Advise business leaders on exiting employees in a professional manner,
finding a balance between business objectives, empathy and legal obligations.
Coach business leaders on managing exits and transition plans that
enable business continuity
, while ensuring timely and sensitive communications to key stakeholders.
Demonstrate situational awareness
in managing individual and group communication regarding employee exits, considering the broader emotional and social impact on all employees.
Leverage data and predictive analytics to
identify patterns in voluntary exits,
collaborating with teams to develop mitigation strategies and manage attrition risks.
Devise People initiatives and solutions to address gaps and areas for improvement
based on the evaluation of data and insights related to employee exits.
Develop alumni engagement strategies, ensuring
alignment with the organisation’s business objectives
and the interests of alumni.
Manage involuntary employee exits (termination by organisation, dismissal, termination due to economic restructuring, health, disability, death, etc.) with respect, professionalism, and empathy, ensuring all viable options have been considered and ensuring a positive exit experience for the departing employees.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Administer redundancy or individual severance programmes
in accordance with the employment laws, tripartite guidelines and advisories.
Conduct research to collate information on post-involuntary exit support options and programmes (e.g., interview preparation courses, job fairs).
Support affected individuals by providing and communicating relevant information about processes and obligations around contractual and legal parameters and available post-exit assistance and options.
Assist in preparing standard responses to help line managers address potential questions from terminated employees.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Interpret prevailing employment laws, tripartite guidelines and advisories to assess the impact
on the organisation’s involuntary exit policies and processes.
Review reasons for involuntary exits
to ensure compliance with employment laws, tripartite guidelines and advisories
, ensuring fair and evidence-based decisions.
Design communication materials, programmes, and toolkits to provide clear and consistent messages on involuntary exit processes and decisions, supporting business leaders and line managers to provide an empathetic and inclusive involuntary exit experience.
Develop and implement strategies to prevent redundancies
, such as process or job redesign, training or reskilling, redeployment and assessing the relevance of available government or industry initiatives.
Design materials to support and guide employees following their involuntary exit (e.g., providing options and resources for internal or external redeployment opportunities).
Develop processes to address low performance or misconduct to ensure options are explored before termination is considered.
Manage the implementation of redundancy and severance programmes
in accordance with organisation policies, employment laws tripartite guidelines and advisories
, engaging stakeholders such as unions as appropriate.
Design processes to manage exit clearance procedures.
Coach line managers
in executing redundancy and severance processes,
in accordance with established guidelines, and contractual and legal requirements,
while providing empathy and support for affected employees.
Collaborate with line managers to support remaining employees,
providing information and guidance to navigate the changing dynamics and uncertainties.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Design the organisation’s policies and processes for managing involuntary exits
in accordance with employment laws, tripartite guidelines and advisories.
Evaluate the business impact and enterprise risk of redundancies
, ensuring that they are managed compassionately and responsibly.
Collaborate with internal stakeholders (e.g., corporate communications, legal) to develop communication strategies, programmes, and toolkits to provide necessary information and support to employees during their exit.
Oversee communications and management of key stakeholders
(e.g., unions, government agencies, media) during redundancy and involuntary exit processes.
Develop and communicate a
business case to minimise the impact of redundancies
through strategies such as process or job redesign, training or reskilling and redeploymework designnt.
Guide business leaders
in communicating redundancy decisions and concerns to affected individuals with professionalism, compassion, and empathy.
Guide business leaders, line managers and HR
on handling separations that are unamicable by offering expertise on best practices and conflict resolution techniques.
Conduct scenario planning exercises
to prepare business leaders and line managers for potential situations during the redundancy process.
Advise business leaders on the legal complexities and financial implications of terminating groups of employees, consulting specialists where relevant.
Collaborate with government associations and external agencies to explore potential job placements, training programmes, and personalised support such as career counselling for terminated employees.
Engage with relevant industry or government stakeholders
to stay informed about emerging practices and policy changes
which may impact involuntary exits.
Manage employee reemployment and retirement to ensure the transition is conducted professionally, to support employees and to evoke positive association with the organisation upon their retirement.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Maintain records of retirement benefits and entitlements of retiring employees based on their respective employment contracts or collective agreements.
Communicate relevant information to employees nearing retirement regarding the process, rights and obligations of retirement and reemployment.
Execute reemployment processes and activities
in accordance with the employment law, tripartite guidelines and advisories.
Research and provide information about training programmes for skills development and resources for retirement planning, to support the transition process for employees nearing retirement.
Address general queries on policies and guidelines related to retirement and reemployment of employees.
Hover on the blue text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Implement and manage the retirement process in accordance with the relevant
employment law, tripartite guidelines and advisories.
Implement strategies to support the reemployment of employees beyond their retirement age
in accordance with the employment law, tripartite guidelines and advisories.
Advise employees nearing retirement on complex post-retirement queries.
Develop and maintain proactive programmes to provide career support (e.g., structured career planning) and flexible working options
for reemployment opportunities.
Implement wellness programmes to support employees in planning for retirement, covering areas such as physical, financial, social and mental wellness.
Hover on the orange text to discover which HR Mindset and Behaviour is embedded in the Performance Statement.
Evaluate the business impact of retirement
and address enterprise related risks and concerns.
Translate retirement policy into operational frameworks and processes,
in accordance with the legal requirements, tripartite guidelines
,organisational needs and the employees’ wellbeing.
Develop and drive reemployment strategies and policies to enable reemployment of employees beyond their retirement age
in accordance with the employment law, tripartite guidelines and advisories.
Design
talent strategies to meet the needs of employees nearing retirement
(e.g., improved workplace practices, designing work to meet their needs, flexible working options, customised compensation and benefits packages), ensuring their retention and continued employment.
Foster an
inclusive organisational culture
for employees nearing retirement by implementing policies and initiatives to address their unique challenges.
Evaluate emerging market practices
and data to understand the impact of different retirement programmes and options on organisation’s performance and employees’ wellbeing.
Read our Caselets to learn about these Competencies in action
Discover, learn and explore how the IHRP Body of Competencies have been used to empower individuals and organisations in driving effective and meaningful transformations.
The IHRP Body of Competencies (BoC) outlines the competency standards required for HR professionals to be future-focused, ready to deliver impactful employee experiences and create sustainable value for the organisation.
Comprehensive overview of the 21 job roles outlined in the Skills Framework for Human Resource, with corresponding competencies from the Body of Competencies (BoC) framework tailored to each role.
Discover, learn and explore how the IHRP Body of Competencies have been used to empower individuals and organisations in driving effective and meaningful transformations.