COMPETENCY FRAMEWORK FOR HUMAN RESOURCE MANAGEMENT

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COMPETENCY FRAMEWORK FOR HUMAN RESOURCE
MANAGEMENT 04 October 2007 Ms M Morena (DPSA)
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PRESENTATION OUTLINE

• The role of competency framework for HRM
• Competency dictionary
• Behavioural competencies
• Technical/ functional competencies
• Implementation

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THE ROLE OF COMPETENCY FRAMEWORK FOR HRM

• To support interventions to improve the HRM
  function in the Public Service.
• The framework will be central to the development
  of currently employed HR practitioners.
• To enhance the effectiveness of recruitment of HR
  practitioners.
• It describes a set of competency standards for
  the HRM function, which has been determined
  through research and a consultative process
• Outlines the range of knowledge, skills and
  attributes required from HR practitioners
• Covers a range of job levels up to senior
  managers, it therefore, provides individuals with
  the opportunity to identify and plan their
  competency development in order to pursue
  progression to other roles

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Technical
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BEHAVIOURAL COMPETENCIES

• Emotional and Social Competencies
• Self Awareness
• Emotional Self Awareness
• Self Confidence
• Self Management/ Regulation
• Emotional Self Control
• Trustworthiness
• Conscientiousness
• Adaptability
• Achievement Drive
• Initiative
• Social and Cultural Awareness
• Empathy
• Organisational Awareness
• Service Orientation

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BEHAVIOURAL COMPETENIES

• Relationship Management
• Developing Others
• Conflict management
• Teamwork/ Cooperation and Collaboration
• Communication
• Influencing Others
• Professional Conduct
• People Skills
• People Orientation
• Valuing Diversity
• Professional Ethics
• Honesty
• Punctuality
• Responsiveness

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FUNCTIONAL/TECHNICAL COMPETENCIES

• HR Organisational Strategy
• Organisational Architecture
• Organisational Structure Design
• Change Management
• HR Planning
• Human Resource Monitoring, Evaluation ,Reporting
  and Delegation
• Business Processes Reengineering
• Total Quality Management
• HR Information Management
• HR Management Systems
• HR Records Management
• Knowledge Management
• Diversity Management
• Gender Mainstreaming
• Job Access Management

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FUNCTIONAL/ TECHNICAL COMPETENCIES

• HR Practices
• Recruitment and Employee Life Cycle Management
• Managing Recruitment, Selection and Deployment
• Managing Employee Retention
• Managing Employee Movement
• Exit Management
• Compensation Management and Conditions of Service
• Managing Job Evaluation and determining Job Worth
• Job Profiling
• Management of Remuneration and Allowances
• Managing Salary Administration
• Managing Benefits

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FUNCTIONAL/TECHNICAL COMPETENCIES

• HR Utilisation and Development
• Human Resource Development
• Managing Orientation and Induction
• Career Management
• Managing Training and Development
• Managing Coaching and Mentoring
• Skills Development Facilitation
• Managing Learnerships and Internships
• Leadership Pipeline Management
• Performance Management
• Managing Performance Management Systems

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FUNCTIONAL/TECHNICAL COMPETENCIES

• Employee Health and Wellness
• Quality of work life management and environment
  management
• Wellness management
• HIV/ AIDS management
• Occupational Health and Safety
• Health management
• Occupational Hygiene management

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FUNCTIONAL/TECHNICAL COMPETENCIES

• Labour Relations
• Collective Bargaining
• Managing Negotiations
• Managing Consultations
• Employee Relations
• Managing Grievances/ Disputes
• Managing Discipline

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Implementation

• The framework must be read in conjunction with
  other competency frameworks, i.e, SMCF, MMCF
• A number of key legislations and policy
  frameworks need to be taken into account when
  implementing the competency framework
• The framework can provide a benchmark against
  which individuals can be evaluated for
  recruitment and selection
• The framework can be used as a benchmark for
  developing job descriptions
• SAMDI is in the process of developing an HRM
  learning framework that will be linked to the
  competency framework

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THANK YOU!