Civil Service HR

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Civil Service HR

• HR Capability Framework

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HR Capability and Professional Development
Strategy

• To be successful, Civil Service HR needs to
  consist of a full cadre of capable HR
  professionals with the right levels of capability
  and professionalism to deliver both now and in
  the future critical to achieving success are
• Common capability standards and practices across
  all departments
• A full professional tank fuelled by trainees,
  talent development and succession planning and
  with continuous professional development up to
  the most senior levels
• Embracing everyone working in HR whatever their
  role or specialism - organisational development
  experts are as much a part of HR as employee
  policy developers, business partners, advisors
  and HR contact centre agents
• Welcoming movement in and out of the HR
  profession, where it adds value and builds
  expertise within HR and across the Civil Service
• Ensuring a role in HR is a deliberate career
  choice
• Providing individuals with the opportunities to
  develop their skills and demonstrate their
  potential

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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.

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HR Capability and Professional Development
Strategy

• To be successful, Civil Service HR needs to
  consist of a full cadre of capable HR
  professionals with the right levels of capability
  and professionalism to deliver both now and in
  the future critical to achieving success are
• Common capability standards and practices across
  all departments
• A full professional tank fuelled by trainees,
  talent development and succession planning and
  with continuous professional development up to
  the most senior levels
• Embracing everyone working in HR whatever their
  role or specialism - organisational development
  experts are as much a part of HR as employee
  policy developers, business partners, advisors
  and HR contact centre agents
• Welcoming movement in and out of the HR
  profession, where it adds value and builds
  expertise within HR and across the Civil Service
• Ensuring a role in HR is a deliberate career
  choice
• Providing individuals with the opportunities to
  develop their skills and demonstrate their
  potential

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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.

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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.

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Identify your Capability Level
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Capability Level 1
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Capability Level 2
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Capability Level 3
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Capability Level 4
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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.