The CIPD Profession Map

Our Professional Standards

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1 Profession Map Our Professional Standards V2.4
Introduction 2
The CIPD Profession Map 47
The design principles and architecture of the Profession Map 4
Bands and transitions 6
Professional areas 846
Professional area denitions 9
1 Insights, strategy and solutions 10
2 Leading HR 14
3 Organisation design 17
4 Organisation development 20
5 Resourcing and talent planning 23
6 Learning and development 26
7 Performance and reward 30
8 Employee engagement 33
9 Employee relations 36
10 Service delivery and information 39
Behaviours 4251
The Profession Map behaviours 43
Curious 44
Decisive thinker 45
Skilled inuencer 46
Personally credible 47
Collaborative 48
Driven to deliver 49
Courage to challenge 50
Role model 51
Contents
2 Profession Map Our Professional Standards V2.4 3 Profession Map Our Professional Standards V2.4
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The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge
and behaviours needed for success.
By the profession, for the profession
Based on research and collaboration with organisations around the world, and continuously reviewed
and updated with our research, essentially the CIPD Profession Map shares what the most successful HR
professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range
of organisations and HR professionals are now using the CIPDs Profession Map to benchmark and build their
HR capability at individual, team, function and organisation levels.
Who is it for?
Since its launch in 2009, a wide range of organisations have adopted the CIPD Profession Map standards to
dene or benchmark their HR capability at individual, team, function and organisational levels.
From Band 1 at the start of an HR career through to Band 4 for the most senior leaders, it has been designed to
be relevant and applicable to all professionals working across the HR spectrum; so whether you are a generalist
or a specialist (in learning and development, talent, reward, employee relations and engagement, resourcing
or OD), wherever you are operating in the world, whatever sector and/or size of your organisation, the CIPD
Profession Map is for you.
Use the standards to help you in your own professional development and plan your career path, or that of
your team. Use them to help you prioritise your work in the coming months, or to help pull together your HR
strategy. Simply use the professional areas that are relevant to you and your work at this time, at the band that
most suits your needs.
Introduction
Use the standards in the CIPD Profession Map for you and your organisation to:
define great HR
diagnose areas of success and improvement
build HR capability
recognise achievement through professional qualifications and membership.
How the CIPD Profession Map is used
For you
CPD planning Preparation for an appraisal or review
Preparation for CIPD membership Looking for a new job
Building a case for development Learning about the profession
Interview preparation Developing specialist expertise
I believe that a major part of my CPD is the CIPD Profession Map. It benets not only me but also the
organisation, as it is coupled with my CIPD qualication and it provides me with the knowledge, skills and
tools to deliver a sustained business success within the organisation. Dominic Ceraldi HR Manager
3 Profession Map Our Professional Standards V2.4
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The Profession Map insight bank
The Map is continuously informed by research and feedback from HR professionals and academics. In our recent
refresh, we focused on reinforcing the idea of a more global mindset in the practitioner and to reect the CIPD
Next Generation HR research.
The Map lays out the landscape as we know it now. As we continue to bank insight on the evolution of the
profession, so we will continue to review and update the map. So you can rest assured that you will always
have the latest thinking and standards for your profession at your ngertips.
How the CIPD Profession Map is used
For your organisation
Identify skills needed to make change happen Develop career pathways
Identify teams capability Focus on behaviours needed for success
Build a competency framework Build role profiles
Building a case for development programmes Identify areas for development
Want to know more?
cipd.co.uk/professionmap
Have feedback or comment for the next refresh?
We are now gathering feedback and insight to inform the next refresh of the Map. We are actively seeking
feedback and comment from organisations and individuals across the world.
If you or your colleagues have feedback or would like to comment on any aspect of the Map, please let us
know.
[email protected]
For the past few years we have worked with the CIPD to develop our own HR skills framework which
incorporates the relevant elements of the CIPD Profession Map and McDonalds existing leadership
competencies. McDonalds
4 Profession Map Our Professional Standards V2.4 5 Profession Map Our Professional Standards V2.4
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The Profession Map was developed by the profession for the profession. It was created by both specialists and
generalists, working in the UK and internationally, across the private sector, public and third sectors.
Its architecture is simple and exible it includes ten professional areas, eight behaviours in four bands.
The CIPD Profession Map
The Profession Map was developed using the following design principles:
It describes what you need to do, what you need to know and how you need to do it within each
professional area at four bands of professional competence.
It covers behaviours as well as the technical elements of professional competence required in the HR
profession.
It is organised around areas of professional competence, not organisation structures, job levels or
roles.
The scope of the Map covers the breadth and depth of the HR profession, from small to large
organisations, from fundamental to sophisticated practice, local to global, corporate to consulting,
charity to public sector, traditional to progressive.
It has the versatility to be used in part, or viewed as a whole, with the core professional areas acting
as the key or centre that is relevant to all.
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Band four
Band three
Band two
Band one
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
The Profession Map
Eight behaviours Ten professional areas Four bands of professional competence
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CIPD 2013
The design principles and architecture of the
Profession Map
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The architecture of the Profession Map
Professional areas
Describes what you need to do (activities) and what you need to know for each area of the HR
profession at four bands of professional competence.
Behaviours
Describes the behaviours and HR professional needs to carry out their activities. Each behaviour is
described across four bands of professional competence.
Bands and transitions
Describes the four bands of professional competence and the transition challenges faced when
moving from one band to the next. How their contribution and success is measured.
6 Profession Map Our Professional Standards V2.4 7 Profession Map Our Professional Standards V2.4
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Band 1 Band 2 Band 3 Band 4
Relationship with
client
Delivering fundamentals. Adviser, issues-led. Consultant, co-operative
partner.
Leadership colleague, client
confidante and coach.
Focus of activity Client support and processing
activity.
Immediate and ongoing.
Advising and managing
individual or team-based
human resource issues and
problems.
Current or near term.
Leading the professional area.
Addressing the HR challenges
at the organisational level.
Medium and longer term.
Leading the function or
professional area.
Leading the organisation.
Developing the
organisational strategy.
Developing the HR strategy.
Partnering with the client.
Where time is
spent
Providing information,
managing data, process
delivery.
Understanding the issues
and parameters, issue
analysis, evaluation,
solutions and likely
consequences.
Understanding the
functional and business
realities, providing insights
and linkages, flexible and
innovative solutions, risk
analyses.
Understanding the
organisational and industry
realities and the clients
needs, developing strategies
and plans.
Service to the
client
Facts and information.
Delivering fundamentals.
Process support.
Peace of mind.
Issues handled.
Flexible options and
recommendations.
Ideas, insights and
challenge.
Solutions.
Safe haven for challenging
discussions around the
hard issues, surfacing and
reflecting the truth.
Measures Execution excellence,
efficiency, accuracy,
flexibility and silent
running.
Client satisfaction.
Issues and problems
satisfactorily resolved.
Repeat business.
Trusted partner.
Seat at the leadership
table.
Lead team colleague.
Sought by client as
development and
performance coach.
Relative skill
balance
Behaviours:
technical
30:70 50:50 60:40 80:20
Bands and transitions
The bands
Introduction
The Profession Map knowledge and activities in the ten professional areas, as well as the statements in the
behaviours, are displayed in four bands. The four bands of professional competence dene the contribution
that professionals make at every stage of their HR career in the following key areas:
the relationship that the HR professional has with clients
the focus of the activities performed by the HR professional
where HR professionals spend their time
what services they provide to clients
how their contribution and success is measured.
Whether you are using the Profession Map for your own development or for your HR teams/organisation, the
bands help to give a clear pathway and focus to your developmental planning and activities. All professional areas
and behaviours set out the standards in these four bands or levels.
7 Profession Map Our Professional Standards V2.4
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Moving from band 1 to 2
First transition
Moving from band 2 to 3
Second transition
Moving from band 3 to 4
Third transition
Where time is
spent and the
perspective on
what is important
From delivering a real-time service to
analysing current and near-term issues
and operational problem-solving for a
line manager or group.
Taking a view on the totality of the
function and understanding how to get
things done across boundaries.
Working through and trusting other
people rather than delivering alone.
Managing the performance and delivery
of others on whom performance
depends and giving sufficient time to
coach and support.
Valuing rewards through others
achievements and recognising own role
in this.
Focusing on a broader team agenda
rather than individual agenda.
Medium and long term, increas-
ingly complex strategic and operational
problem-solving in a client partnership.
Taking a view of the totality of the
organisations business, not just the
function.

Taking time for less tangible activities
such as visioning, explaining, engag-
ing, involving, coaching and supporting
others.
Communicating with and influencing
a wider circle of internal and external
stakeholders.
Creating synergies with other functions
and overcoming parochial differences.
Building and maintaining organisational
image and personal impact.
Long-term complex and strategic problem-
solving plus long-term trusted consultant /
adviser working intimately with the client
on business strategic, intangible and
potentially invisible issues.
Taking the broadest frame of reference and
focusing beyond the existing business and
market drivers exploring the unknown.
Leading and integrating the totality of the
function at the highest level in the context
of the whole organisation.
Taking a visible position, closely watched
by senior line, functional leaders and
external counterparts.
Operating with little guidance.
The new skills
focus
Building an awareness of the human
resource levers that drive business value.

Building and testing a range
of interpersonal skills including
communication, listening, relationship
management, influencing.
Broadening knowledge of the
organisation and how decisions are
made.
Deepening technical skills and
knowledge.
Deepening understanding of the
business and economic levers that drive
value and pose risk.
Switching the balance to spending more
time using increasingly sophisticated
behaviours and less time using technical
knowledge.
Shifting from talking to listening and
eliciting ideas from internal and external.

Increasing capability to deal with
uncertainty, ambiguity and the
intangibles.
Becoming emotionally resilient and
deepening self-awareness
Deepening understanding of the
business in the context of the industry
and understanding the levers and risks
that drive and threaten value.
Honing and mastering partnering,
consulting, influencing, engaging and
communication skills.
Showing deference to technical experts
and knowledge and an ability to access
them readily.

Taking a stand of objectivity and
integrity and demonstrating courage to
challenge and confront.

Shaping the softer side of the business.
What is let go or
relinquished?
Letting go of work which defined
previous successes and which was
previously enjoyed.
Letting go of being personally in control.
Letting go of the need to have
adequate, quality information or time
before making a decision.
Relinquishing most hands-on work.
Letting go of the need to know the
answer to technical questions.
Transitions: moving through the bands
Introduction
There are transitional challenges relating to moving from one band to the next in any career. These guidelines
set out advice for moving through the rst, second and third transitions:
where time is spent and the perspective on what is important
the new skills focus
what is let go or relinquished?
8 Profession Map Our Professional Standards V2.4 9 Profession Map Our Professional Standards V2.4
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Core professional area Definition
CORE: Insights, strategy and
solutions
Develop understanding of the organisation and its context and use these insights to tailor strategy
and solutions to meet organisational needs now and in the future.
CORE: Leading HR Act as a role model leader, maximising the contribution that HR, or your specialist function,
makes throughout the organisation both through own efforts and through supporting,
developing and measuring others across the organisation.
Professional area Definition
Organisation design Ensure the organisation is appropriately designed to deliver maximum impact in the short and
long term.
Organisation development Identify organisational and individual capability requirements and align strategy, people and
processes to optimise effectiveness and achieve organisation goals. Design interventions to drive
the appropriate culture, behaviours, skills, and performance and provide insight and leadership
on change management strategy, planning and implementation.
Resourcing and talent
planning
Ensure that the organisation has the right resource, capability and talent to achieve immediate
and strategic ambitions now and in the future.
Learning and development Build individual and organisational capability and knowledge to meet current and strategic
requirements, and create a learning culture to embed capability development.
Performance and reward Help create and maintain a high-achieving organisation culture by delivering programmes that
reward and recognise key employee capabilities, skills, behaviours, experience and performance,
and ensure that reward systems are market-relevant, fair and cost-effective.
Employee engagement Work to strengthen the connection that all employees have with their work, colleagues and
to their organisation so that employees are more fulfilled by their work and make a greater
contribution towards organisational objectives: give particular attention to good leadership and
management.
Employee relations Ensure that the individual and collective relationship between the organisation and its employees are
managed appropriately; within a clear framework underpinned by organisation culture, practices,
polices and ultimately by relevant law.
Service delivery and
information
Ensure customer-focused HR service delivery excellence across the entire employee lifecycle,
applying exceptional process and project management to enable effective and cost-efficient
HR service delivery; provide the organisation with meaningful analytics to enable business
improvement.
Leading H
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Insights,
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Performance
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Employee
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Employee
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Service
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Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
Leading H
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Introduction
The two professional areas Insights, Strategy and Solutions and Leading HR sit at the heart of the profession and
are applicable to all HR professionals, regardless of role, location or stage of career, whether inside organisations
or working with them.
They underpin the direction of the profession as an applied business discipline with a people and organisation
specialism, and describe how great HR professionals work for HRs purpose sustainable organisation
performance to be made real by using insights to create HR strategies and deliver solutions that stick, taking
people with them and staying agile and innovative.
Fundamental to the CIPD view of great HR is that without this core or professional foundation, HR will always
speak at the technician level. The Profession Map sets HR as a business discipline first and foremost.
Professional area denitions
The core professional areas
10 Profession Map Our Professional Standards V2.4 11 Profession Map Our Professional Standards V2.4
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Band 1 Band 2 Band 3 Band 4
Develop insights
and spot
opportunities
1.1.1 Using personal
experience, develop
understanding of the
organisation and its context
to inform work and activities.
1.1.2 Combine a range of
business data with personal
experience to develop insight
into the organisation, its
customers, and the external
context it operates in.
1.1.3 Assess and interpret
complex data to gain insights
about the organisation, its
customers and its broader
context.
1.1.4 Assess the changing
social, strategic and business/
economic environment to
gain insights and identify
organisational strategic
requirements.
1.2.1 Read relevant
information and articles
to build and broaden
understanding of new
initiatives and practices
across relevant specialist and
generalist areas of HR.
1.2.2 Network with specialist
colleagues and communities
of practice to understand
current trends, thinking
and innovations in HR and
specialist area/s.
1.2.3 Build relationships and
form alliances with internal
and external specialists and
communities of practice to
keep ahead of emerging HR
and specialist trends, ideas
and innovations, and keep
ahead of changes.
1.2.4 Establish a network
of internal and external
counterparts and executive
communities of practice to
keep ahead of emerging HR
and specialist trends, ideas
and industry/sector insights,
locally and internationally.
1.3.1 Collect, collate and
analyse data to spot potential
opportunities and risks for the
organisation.
1.3.2 Use insights about the
organisation and the context
to identify opportunities,
priorities and potential risks.
1.3.3 Use insights to influence
leaders and colleagues to
current risks or benefits of
decisions or actions that affect
the long-term reputation and
health of the organisation.
1.3.4 Use insight about
opportunities and risks to
influence executive team
decisions that affect the long-
term reputation, health and
growth of the organisation.
Turn insight into
strategy and
solutions
1.4.1 Collate and feed in
ideas and observations to
your colleagues and others to
influence policy, process and
decisions.
1.4.2 Share your insight and
work with colleagues (across
HR or specialist area) and
managers to influence the
development of organisational
plans and priorities.
1.4.3 Partner with colleagues
(across HR and in specialist
area) and leaders to develop
shared insights, priorities
and activities as part of the
organisational plan and
strategy.
1.4.4 Use organisational,
environmental, business
and market insight to shape
organisational strategy, and
challenge and shape executive
thinking around decisions
in partnership with leaders
across the organisation.
1.5.1 Provide relevant
information, data and reports
to support the design of
tailored people policy and
process solutions.
1.5.2 Develop and implement
people policy and process
solutions to address risks and
opportunities and align with
HR strategy and plans.
1.5.3 Develop prioritised
people plans and solutions
to support achievement of
organisational requirements
and align with HR and
organisation strategy.
1.5.4 Lead people and
organisation strategic
development to address risks
and opportunities for the
organisation.
1.6.1 Ensure diversity and
inclusion is considered in all
people processes and activity.
1.6.2 Ensure diversity and
inclusion considerations
are embedded in the
development of people
solutions and actions.
1.6.3 Ensure consideration
of diversity and inclusion into
the development of people
solutions and project design as
a key organisation issue.
1.6.4 Build diversity and
inclusion into strategic
planning as a strategic
organisation issue.
Deliver and
embed solutions
1.7.1 Help employees
understand their role in
change, the reasons for it and
the results that are expected.
1.7.2 Work with managers
through change by outlining
the rationale, vision, required
action and impact of change.
1.7.3 Lead and influence
change with and across areas
to support implementation of
major change initiatives.
1.7.4 Lead and champion
the implementation of the
most significant organisation
change activities.
1.8.1 Support the delivery
and evaluation of planned
one-off and ongoing people
programmes and projects.
1.8.2 Support the timely
and efficient delivery and
evaluation of planned one-
off and ongoing people
programmes and projects.
1.8.3 Lead the efficient
delivery and evaluation of
significant ongoing, annual
and planned one-off people
programmes and projects.
1.8.4 Sponsor and evaluate
delivery of major, planned,
new, high-impact people
programmes and projects
across the organisation.
1.9.1 Keep records of
identified risks and plans to
mitigate against them.
1.9.2 Identify potential risks
to implementation of people
policy and plans.
1.9.3 Develop action plans to
mitigate risk resulting from
the implementation of people
policies and plans.
1.9.4 Lead in risk mitigation,
governance and ethics
strategies.
Insights, strategy and solutions
Develop understanding of the organisation and its context and use these
insights to tailor strategy and solutions to meet organisational needs now
and in the future.
Review this core area in conjunction with relevant technical professional
area/s. For instance, the core professional areas plus Learning and
Development if you are a learning specialist.
Activity: what you need to do
Leading H
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Performance
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Employee
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Service
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Organisation
design
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development
Resourcing
and talent
planning
Learning and
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1.10.1 Collect, collate and
analyse project metrics,
data and report back on key
information.
1.10.2 Evaluate project
impact and results to ensure
people projects/solutions
meet organisation needs.
1.10.3 Assess and review the
impact of projects/solutions,
staying alert to changes
in context, and make
appropriate corrections to
strategy and solutions.
1.10.4 Assess and review the
impact of projects/solutions,
staying alert to changes
in context, and make
appropriate corrections to
strategy and solutions.
1.11.1 Promote the value of
diversity and inclusion in all
activities.
1.11.2 Promote the value
and business impact of
diversity and inclusion with
peers and managers.
1.11.3 Promote the value
of diversity and inclusion
with managers and within
functions, outlining the
business case showing
impact on organisational
performance.
1.11.4 Promote the value
of diversity and inclusion
with the executive, outline
the business case showing
impact on organisational
performance.
1.12.1 Support employees
and managers to apply
people policies consistently
and fairly.
1.12.2 Coach and build
capability of managers to
handle situations with skill
rather than managing the
issue for them.
1.12.3 Coach and build
capability of senior managers
to anticipate and pre-empt
organisation issues.
1.12.4 Coach and build
capability of senior
leadership team to anticipate
and pre-empt organisation
issues.
1.13.1 Provide accurate and
timely information, data
and advice to managers and
employees on organisations
people policies and
procedures and employment
law.
1.13.2 Work with managers
and employees to provide
people management and
development, and legal
direction, advice, challenge
and support.
1.13.3 Work in partnership
with leaders and managers
to provide challenge, legal
guidance and advice, hold
organisations members to
account for its behaviours
and espoused values.
1.13.4 Develop strong and
trusted partnerships with
organisations leadership
team to provide challenge,
legal guidance and advice;
hold executive to account
for its behaviours and
espoused values.
1.14.1 Recognise team and
organisational culture and its
impact on activity.
1.14.2 Assess team culture
and coach managers to drive
and sustain changes to deliver
strategy and goals.
1.14.3 Assess organisational
culture and support changes
by amending existing
policies, processes and
communications to deliver
strategy and goals.
1.14.4 Assess and shape
organisational culture
to deliver organisational
requirements and meet
current and future
challenges.
Insights, strategy and solutions
Develop understanding of the organisation and its context and use these
insights to tailor strategy and solutions to meet organisational needs now
and in the future.
Review this core area in conjunction with relevant technical professional
area/s. For instance, the core professional areas plus Learning and
Development if you are a learning specialist.
Activity: what you need to do (continued)
Leading H
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Performance
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Employee
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delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
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1.15.1 organisational
purpose, key products/services
and customers.
1.15.2 Organisation vision,
strategy, products and services
and customers.
1.15.3 Organisation and
functional/area vision, strategy
and plans, product and
services and customer profile.
1.15.4 Current and evolving
organisational vision, purpose
and strategic requirements.
1.16.1 Relevant press relating
to the organisation.
1.16.2 Relevant business
commentary relating to the
organisation and its wider
context.
1.16.3 Relevant business
commentary relating to the
organisation and its wider
context.
1.16.4 Relevant business
commentary relating to the
organisation and its wider
context.
1.17.1 Basic financial
and non-financial
performance information
on the performance of the
organisation.
1.17.2 Financial and non-
financial performance
information on the
performance of the
organisation.
1.17.3 The key organisation,
commercial and value drivers
and the impact on people
plans and solutions.
1.17.4 The total organisation,
commercial and value drivers
and the impact on people and
organisation strategies.
1.18.1 The sector context
in which the organisation
operates; legal and
market factors that impact
performance.
1.18.2 The sector context
in which the organisation
operates; legal and
market factors that impact
performance.
1.18.3 The sector in which the
organisation operates and the
legal and market factors that
impact sustainable long-term
organisation performance.
1.18.4 The sector in which
the organisation operates
and the legal and other
market factors that impact
sustainable long-term
organisation performance.
1.19.1 Significant issues
within the organisations
environment which impact
you and others around you,
for example economic, social,
political, environmental
conditions.
1.19.2 The major
political, economic, social,
technological, legal and
environmental issues that
may impact organisation
performance.
1.19.3 The immediate
and prospective political,
economic, social,
technological, legal and
environmental issues that
may impact organisation
performance (and its
competitors).
1.19.4 The immediate
and prospective political,
economic, social,
technological, legal and
environmental issues that
may impact organisation
performance (and its
competitors).
1.20.1 Diversity and inclusion
initiatives and activities within
your area.
1.20.2 Trends and approaches
within diversity and inclusion
practice.
1.20.3 The implications
of demographic change
and social expectations
on diversity and inclusion
practice.
1.20.4 Evolving societal
and demographic trends
impacting on diversity and
inclusion strategy.
1.21.1 The way the
organisation, and/or functions
and teams are structured and
managed.
1.21.2 Organisation structure,
processes, governance,
espoused values and
behaviours.
1.21.3 How the organisations
current shape and culture has
evolved over time and the
gaps between current and
future state requirements.
1.21.4 The levers to drive
cultural change through
behaviours and values
and how to engender
accountability at executive
levels.
1.22.1 The governance and
decision-making processes
guiding how you deliver.
1.22.2 Key relationships and
stakeholders and explicit and
implicit rules guiding these
interactions.
1.22.3 Organisational politics,
key influencers, internal and
external stakeholder groups,
dynamics between individuals
and groups which drivem
decisions.
1.22.4 Politics, culture and
norms; internal and external
stakeholders and relationships,
formal and informal decision-
making processes at executive
level and how to influence
within that.
1.23.1 A sense of how things
really work in the organisation
and the barriers to change.
1.23.2 A sense of how things
really work in the organisation
and the barriers to change.
1.23.3 Deep understanding of
how things really work in the
organisation and the barriers
to change.
1.23.4 Deep understanding of
how things really work in the
organisation and the barriers
to change.
Insights, strategy and solutions
Develop understanding of the organisation and its context and use these
insights to tailor strategy and solutions to meet organisational needs now
and in the future.
Review this core area in conjunction with relevant technical professional
area/s. For instance, the core professional areas plus Learning and
Development if you are a learning specialist.
Knowledge: what you need to know
Leading H
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Performance
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Employee
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Organisation
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Organisation
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Resourcing
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Learning and
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1.24.1 The capability and
skills that are needed within
the organisation.
1.24.2 The capability and
skills that drive competitive
advantage for the
organisation.
1.24.3 The differentiating
capabilities and skills that
drive competitive advantage
for the organisation, how
these can be built, bought or
developed.
1.24.4 The differentiating
capabilities and skills that
drive competitive advantage
for the organisation, how
these can be built, bought or
developed.
1.25.1 How the 10
professional areas in this Map
combine together to create
an overall human resources
offering to the organisation.
1.25.2 Awareness of the
technical skills across all 10
professional areas in this
Map, and how the HR levers
can be managed to drive
performance. May also have a
deep understanding in one or
more areas if a specialist (such
as L&D or reward).
1.25.3 Understanding of
the technical skills across all
10 professional areas in this
Map, and how the HR levers
can be managed to drive
performance. Expert-level
understanding in one or more
areas if a specialist (such as
L&D or reward).
1.25.4 Good understanding
of the technical skills across all
10 professional areas in this
Map, and how the HR levers
can be managed to drive
performance. Expert-level
understanding in one or more
areas if a specialist (such as
L&D or reward).
1.26.1 Knows or can access
relevant law, in relevant local
and international jurisdictions.
1.26.2 Knows or can access
relevant law, in relevant local
and international jurisdictions
and what the organisation
needs to do to mitigate
relevant risk.
1.26.3 Knows or can access
relevant law, in relevant local
and international jurisdictions
and what the organisation
needs to do to mitigate
relevant risk.
1.26.4 Knows or can access
relevant law, in relevant local
and international jurisdictions
and what the organisation
needs to do to mitigate
relevant risk.
1.27.1 Where to access
external information on HR or
specialist area good practice
and thought leadership.
1.27.2 Up to date with HR or
specialist area good practice
and thought leadership.
1.27.3 What external HR or
specialist area (business and
academic) thought leaders
and benchmark organisations
are doing and considers how
lessons may apply to own
organisation.
1.27.4 What external HR
or specialist (business and
academic) thought leaders
and benchmark organisations
are doing in a variety of
areas and considers how
lessons may apply to own
organisation.
1.28.1 Project management
principles and practices.
1.28.2 Application of
project management tools
and approaches within an
organisation.
1.28.3 Stages and phasing
of project, programme and
change management.
1.28.4 How to lead and shape
organisation transformational
programmes.
1.29.1 How a strategy and in-
year operating plan relate.
1.29.2 How to disaggregate
functional and specialist area
strategies into team operating
plans.
1.29.3 How to disaggregate
the overall people/HR strategy
into functional and specialist
area strategies and operating
plans.
1.29.4 How to develop
organisation and people
strategies and operating
plans.
1.30.1 Group and individual
responses to change.
1.30.1 Practice and principles
for engaging managers and
employees in change.
1.30.3 Principles and
approaches underpinning
effective organisational and
culture change.
1.30.4 Principles and
approaches underpinning
effective organisational and
cultural change.
1.31.1 How to collect and
provide information required
to support business cases and
monitor budgets.
1.31.2 How to develop
business cases, costed options
appraisals and set up systems
for benefits tracking.
1.31.3 How to interpret
and analyse business cases,
costed options appraisals and
benefits tracking information
and take corrective action as
required.
1.31.4 How to challenge
business cases, costed options
appraisals and benefits
tracking to ensure project or
activities deliver maximum
benefit and are aligned with
organisations strategy.
Insights, strategy and solutions
Develop understanding of the organisation and its context and use these
insights to tailor strategy and solutions to meet organisational needs now
and in the future.
Review this core area in conjunction with relevant technical professional
area/s. For instance, the core professional areas plus Learning and
Development if you are a learning specialist.
Knowledge: what you need to know (continued)
Leading H
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Performance
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Employee
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Employee
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Organisation
design
Organisation
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Resourcing
and talent
planning
Learning and
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14 Profession Map Our Professional Standards V2.4 15 Profession Map Our Professional Standards V2.4
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Personal
leadership and
professional
impact
2.1.1 Keep in mind the
organisations issues and
priorities in all activities.
2.1.2 Act with a commercial
mindset and sound point of
view on the organisation and
what can drive continuous
improvement.
2.1.3 Act with a commercial
mindset and strong point
of view of the organisation
and what will most likely
drive sustained organisation
performance.
2.1.4 Act as a business
leader with a strong sense of
purpose and a dynamic vision
for HR/specialist area and the
wider organisation.
2.2.1 Provide advice
confidently based on
sound understanding of
organisations policy and
practice.
2.2.2 Confidently advise
employees and managers
based on own point of view.
2.2.3 Act as provocateur,
confidently advising and
challenging leaders and
managers based on own
point of view.
2.2.4 Act as provocateur,
confidently advising and
challenging senior leaders
based on own point of view.
2.3.1 Seek out and act on
feedback and coaching
opportunities to develop
as a professional. Take
responsibility for your own
CPD.
2.3.2 Seek and act on
feedback and coaching to
continually learn and develop
as a professional. Take
responsibility for your own
CPD.
2.3.3 Continually seek
and act on feedback and
coaching to learn and
develop as a professional.
Take responsibility for your
own CPD.
2.3.4 Continually seek and
act on feedback and coaching
opportunities to improve as
a professional and business
leader. Take responsibility for
your own CPD.
Lead others 2.4.1 Work collaboratively
with colleagues to deliver
good policy, practice and
advice.
2.4.2 Apply sound people
management practices to
build high-performing teams.
2.4.3 Display strong people
management and leadership
capability with team and
across function/practice,
using the full range of people
management tools to great
effect.
2.4.4 Make self highly visible
and role-model exceptional
leadership.
2.5.1 Work in collaboration
with colleagues on different
sites or remotely.
2.5.2 Participate (where
relevant) in cross-country
projects that support the
design and implementation of
international people solutions.
2.5.3 Participate (where
relevant) in cross-country
projects that support the
design and implementation of
international people solutions.
2.5.4 Build global mind-
set, bring understanding
and insight into people
management and development
across any given countrys
society: its social structures,
institutions and demographics,
legal, regulatory and economic
structure.
2.6.1 Support deployment
of development plans and
programmes within function.
2.6.2 Build professional and
business insight through
development and talent
initiatives and tools.
2.6.3 Build professional
capability and business insight
through targeted talent and
development programmes
in line with organisational
needs.
2.6.4 Lead a cohesive
and influential function,
developing HR/specialist
capability and business insight
in advance of organisational
need.
2.7.1 Provide input to inform
decisions on required talent to
resource a project/activity.
2.7.2 Identify resourcing
needs of project teams.
2.7.3 Design flexible fit-
for-purpose teams and
programmes based on a long-
term view of requirements.
2.7.4 Design a fit-for-purpose
flexible function/practice
based on a long-term view of
requirements.
2.8.1 Assess own capability
and take steps to address as
required.
2.8.2 Assess team capability
to deliver professional
practice/activity.
2.8.3 Assess current
professional, technical
and commercial capability
and capacity of teams and
individuals.
2.8.4 Lead function capability
and succession planning in
line with immediate and long-
term requirements.
2.9.1 Gather and analyse data
to support the measurement
of resource and talent
management programmes.
2.9.2 Implement and measure
effectiveness of resource
and talent management
programmes.
2.9.3 Develop and implement
resource and talent
management plans, taking
account of availability of local
talent.
2.9.4 Ensure HR and specialist
capability is balanced
appropriately across the
organisation and professional
areas, taking account of
availability of local talent.
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strategy
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Performance
and reward
Employee
engagement
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relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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Leading HR
Act as a role-model leader, maximising the contribution HR, or your
specialist function, makes throughout the organisation both through own
efforts and through supporting, developing and measuring others across
the organisation.

Review this core area in conjunction with relevant technical professional area/s.
For instance, core professional areas plus Learning and Development if you are a
learning specialist.
2
Activities: what you need to do
15 Profession Map Our Professional Standards V2.4
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Band 1 Band 2 Band 3 Band 4
Leading HR
Act as a role-model leader, maximising the contribution HR, or your
specialist function, makes throughout the organisation both through own
efforts and through supporting, developing and measuring others across
the organisation.
Review this core area in conjunction with relevant technical professional area/s.
For instance, core professional areas plus Learning and Development if you are a
learning specialist.
Activities: what you need to do (continued)
2.10.1 Feedback and areas of
concern around reward and
recognition.
2.10.2 Seek feedback from
team to identify areas of
concern around reward
and recognition package
and make suggestions
for improvement where
appropriate.
2.10.3 Benchmark reward
and recognition package
externally to ensure attractive
against market competitors.
2.10.4 Lead the overall
reward, benefits and
recognition package for
function to ensure attraction
and retention of key players.
Deliver value and
performance
2.11.1 Focus on delivering
flawless process and relevant,
timely and accurate advice
and data to support function
operations plan.
2.11.2 Develop team goals,
milestones and measures to
deliver against the function
operations plan.
2.11.3 Contribute to the
development of the people
strategy and translate
goals into operating plans
for specific specialist or
organisational areas.
2.11.4 Maintain a long-term
view of the organisations
direction, shaping and
aligning the HR/specialist
strategy in light of this.
2.12.1 Ensure individual
contribution is in line with the
team and functional delivery
plan.
2.12.2 Ensure that team
delivery plan is fully integrated
and that accountabilities are
clear.
2.12.3 Ensure that function
delivery plan is fully integrated
and that accountabilities are
clear.
2.12.4 Lead the development
of operating plans for
function, anticipating
changing organisation and
market needs.
2.13.1 Participate in
performance management
and improvement initiatives as
part of team.
2.13.2 Manage the delivery
and evaluation of performance
management, implementing
specific performance
improvement plans.
2.13.3 Actively manage
performance of function
through performance
management processes,
addressing team and individual
issues to ensure delivery and
continuous improvement.
2.13.4 Lead the performance
of function, addressing team
and individual performance
issues to ensure delivery and
continuous improvement.
Evaluate impact 2.14.1 Record progress on
agreed measures such as
service level agreement (SLA),
key performance indicators
(KPI).
2.14.2 Work with teams to
ensure targets are achieved
and measurements are
meaningful, for example SLAs,
KPIs.
2.14.3 Communicate metrics
and lead regular performance
reviews to monitor and assess
progress.
2.14.4 Establish clear and
meaningful metrics to drive
sustainable performance.
2.15.1 Provide cost/
expenditure/people data to
support budget development
and in-year tracking.
2.15.2 Provide relevant
information to support the
development and monitoring
of budgets.
2.15.3 Develop and monitor
budgets and financial plans for
specialist or organisational area.
2.15.4 Develop and manage
functional budget in line
with business expectations,
allocating funds for high-
priority, high-impact activity.
2.16.1 Provide financial data
to colleagues to support
development of viable
financial statements and
plans.
2.16.2 Support development
of viable financial statements
and plans that reflect the
teams objectives and priorities.
2.16.3 Develop viable financial
statements and plans,
including forecasting and
monitoring of income and
expenditure that reflect the
teams priorities and objectives.
2.16.4 Ensure accurate
financial reporting and full
consideration of financial data
when making decisions.
2.17.1 Collect data accurately
to measure effectiveness
of function in meeting
organisational priorities.
2.17.2 Ensure data collection
and measurement of people
projects and services.
2.17.3 Develop measures and
ensure people programmes/
activities are focused
on delivering beneficial
organisational outcomes.
2.17.4 Prioritise HR/specialist
strategy around driving
towards and measuring
value against organisational
outcomes.
2.18.1 Suggest ways of
completing activities more cost
-effectively.
2.18.2 Keep track of cost and
budget in all activities, raise
issues promptly.
2.18.3 Ensure people plans
and services are delivered at
best value cost.
2.18.4 Continually review
HR/specialist services and
strategies to ensure cost-
effectiveness.
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Insights,
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solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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16 Profession Map Our Professional Standards V2.4 17 Profession Map Our Professional Standards V2.4
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2.19.1 Differences in how
people work and interact.
2.19.2 Approaches to
engaging and motivating
people from all backgrounds.
2.19.3 Approaches to leading
and motivating diverse
groups of people in pursuit of
common aims.
2.19.4 Approaches to leading,
engaging and aligning people
at all levels and backgrounds
with functional and
organisational goals.
2.20.1 Personal skills profile
and strengths and gaps
against role requirements.
2.20.2 Capacity, capability
and skills profile of team and
what is required to meet
organisation need.
2.20.3 Capacity, capability and
skills profile of functional area
or programme teams and what
is required to meet organisation
need.
2.20.4 Capacity, capability
and skills profile of function or
practice and what is required
to meet organisation need.
2.21.1 How to work
effectively within a team to
deliver.
2.21.2 Methods for managing
and evaluating team
performance.
2.21.3 Methods for managing
and evaluating performance
within a functional area or
across project teams
2.21.4 Methods for managing
and evaluating performance
across an HR function
or practice/large-scale
programme.
2.22.1 Methods for collecting
and analysing financial and
non-financial data.
2.22.2 Methodologies for
evaluating and drawing
conclusions from budgets,
financial and non-financial
data.
2.22.3 Budget and financial
planning, management and
monitoring approaches.
2.22.4 Budget and financial
planning, management and
monitoring approaches.
Leading HR
Act as a role-model leader, maximising the contribution HR, or your
specialist function, makes throughout the organisation both through own
efforts and through supporting, developing and measuring others across
the organisation.
Review this core area in conjunction with relevant technical professional area/s.
For instance, core professional areas plus Learning and Development if you are a
learning specialist.
Knowledge: what you need to know
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Insights,
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Performance
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Employee
engagement
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relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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17 Profession Map Our Professional Standards V2.4
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Assess current
need and
operating model
3.1.1 Continually look for
areas of potential efficiencies
and improvements in the
way the organisation is
designed and share ideas with
colleagues.
3.1.2 Work with managers to
gain insight into opportunities
for efficiency improvement.
3.1.3 Work with and
challenge senior managers
to identify for design
improvement to help fulfil
organisation strategy and
objectives.
3.1.4 Anticipate need
for changes in structure,
accountabilities and spans of
control to maximise efficiency
and fulfil organisation
strategy.
3.2.1 Provide data on current
structure, accountabilities,
spans of control.
3.2.2 Provide analysis of
key processes, structure and
systems.
3.2.3 Complete 'as
is description of the
organisation and how it
operates.
3.2.4 Lead scenario
planning, financial analysis
and the connections
between people, processes
and systems.
3.3.1 Provide data for
benchmarking exercise to help
identify mismatches between
organisation design and needs.
3.3.2 Compare external
benchmark data with own
organisation and identify
potential mis-matches
between organisation design
and needs.
3.3.3 Using external
benchmark data, identify the
mismatches between current
design and organisational
need to help identify the way
the organisation needs to
operate.
3.3.4 Based on mismatches
identify the way the
organisation will need to
operate in the future to
achieve organisation strategic
aims.
3.4.1 Help managers/
individuals to see the
rationale for design change.
3.4.2 Work with managers
to complete tools and
frameworks which will help
define the case for change.
3.4.3 Identify and engage
with senior managers around
the purpose, principles and
benefits of change.
3.4.4 Engage with and
challenge senior leaders
around purpose, principles
and benefits of change.
Design 3.5.1 Collate data on
organisation structure,
accountabilities and spans of
control to support business
case development.
3.5.2 Analyse data on
organisation structure,
accountabilities and spans
of control to support the
business case for redesign.
3.5.3 Develop a business case
for redesigning the organisation
including options and
recommendation; proposing
a design solution that better
aligns structure, process,
reward, metrics and talent.
3.5.4 Articulate the strategic
need for change and build
a credible business case,
providing options and
recommendations based
on your consideration of a
range of operating models
that will build agility to meet
organisation challenges.
3.6.1 Agree the criteria for
change and key success
factors with managers.
3.6.2 Use an appropriate
model to systematically
assess the impact of the
design on factors such as
behaviour, attitudes, culture,
systems and communication
flows.
3.6.3 Use an appropriate
model to systematically
assess the impact of current
design at the highest level
on factors such as behaviour,
attitudes, culture, systems and
communication flows.
3.6.4 Work with senior leaders
to assess the impact of the
overall organisation design
on factors such as behaviour,
attitudes, culture, systems and
communication.
3.7.1 Analyse data on
organisation structure,
accountabilities and spans
of control to support
development of the as is.
3.7.2 Complete as is
description of the organisation
and how it operates today.
3.7.3 Complete as
is description of the
organisation and how it
operates today.
3.7.4 Lead scenario planning,
financial analysis and the
connections between people,
processes and systems.
3.8.1 Agree the criteria for
change and key success
factors with managers.
3.8.2 Ensure that design
principles remain robust and
that ongoing changes to the
organisation are consistent
with them in order to
maintain the integrity of the
whole organisation.
3.8.3 Translate the strategic
requirements for the new
design into a set of design
criteria that will guide and
inform the subsequent
redesign work.
3.8.4 Lead the overall
architectural design strategy
of the organisation at the
highest level, including the
development of key design
principles for use across the
organisation.
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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Organisation design
Ensure the organisation is appropriately designed to deliver maximum
impact in the short and long term.
Review this technical professional area in conjunction with the core areas.
3
Activities: what you need to do (in addition to core activities)
18 Profession Map Our Professional Standards V2.4 19 Profession Map Our Professional Standards V2.4
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Implement
and review
3.9.1 Provide and analyse
data to help colleagues
understand the likely impact
and investment of planned
changes.
3.9.2 Ensure that managers
and employees clearly
understand the likely impact/
investment that will be
required to make change
happen.
3.9.3 Ensure that senior
managers clearly understand
the likely impact/investment
that will be required to make
change happen.
3.9.4 Lead and engage
senior executives in the
process of change, ready for
implementation.
3.10.1 Support the review of
the impact of the changes by
feeding back information to
colleagues.
3.10.2 Assess the impact of
the design on factors such as
behaviour, attitudes, culture,
systems and communication
flows.
3.10.3 Work with senior
managers to systematically
assess the impact of the design
on factors such as behaviour,
attitudes, culture, systems and
communication flows.
3.10.4 Work with senior
leaders to assess the impact of
the design on factors such as
behaviour, attitudes, culture,
systems and communication
flows.
3.11.1 Keep detailed records
of changes implemented to
avoid drift.
3.11.2 Maintain boundaries
and controls to avoid drift.
3.11.3 Ensure boundaries
and controls are in place to
maintain the integrity of the
new structure.
3.11.4 Establish operating
principles and governance
that will keep the
organisation and its work
joined up.
3.12.1 Support plans and
execution of structural
changes.
3.12.2 Work with colleagues
and managers to ensure
flawless planning and
execution of structural
changes.
3.12.3 Plan and deliver
implementation, identifying
who will be the drivers of the
proposed changes to design
and how progress will be
tracked.
3.12.4 Lead implementation
approach and own high-level
risks and associated mitigation.
3.13.1 Work with employees
affected by changes to
explain rationale and
reinforce need to change.
3.13.2 Coach and advise
managers in the optimisation
of current team design to
improve performance and
communication.
3.13.3 Support senior
managers in leading through
design change.
3.13.4 Lead executive and
senior leaders in driving
through change to realise
strategic benefits.
3.14.1 Feedback responses
of people affected by the
new design.
3.14.2 Identify lessons
learned and further
improvements needed.
3.14.3 Identify benefits
realised, lessons learned and
further improvements.
3.14.4 Lead evaluation to
ensure design changes are
embedded, and outcomes
evaluated against success
measures.
Organisation design
Ensure the organisation is appropriately designed to deliver maximum
impact in the short and long term.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
Leading H
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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19 Profession Map Our Professional Standards V2.4
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3.15.1 How to access data
on organisation structure,
accountabilities and spans of
controls.
3.15.2 How to access
organisation design tools
and frameworks.
3.15.3 How a business case is
developed and the tools and
frameworks that support this.
3.15.4 The levers to increase
efficiency and/or quality within
an organisation and balance
different options (for example
outsourcing/JVs).
3.16.1 The fundamentals and
value of process improvement
tools.
3.16.2 How to apply various
tools and techniques to make
good organisation design
decisions.
3.16.3 How to work within
an organisation design
framework that ensures
integration of processes,
governance, people and
technology.
3.16.4 How business
processes, governance,
people and technology can
best be integrated to ensure
sustainable performance.
3.17.1 The roles that
people play in propelling or
blocking change and use this
knowledge to engage and
communicate with managers
and staff.
3.17.2 The key stages in
change management and
how organisation culture
can interfere with design
implementation.
3.17.3 The organisation
culture that they are
operating in and the
approaches that will best
encourage buy-in and
engagement to design
implementation.
3.17.4 The organisation
culture they are operating
in and the legal, capability
and resource constraints to
organisation design.
3.18.1 The principles of job
levelling and evaluation.
3.18.2 How job-levelling
tools work and their
limitations.
3.18.3 The limitations and
advantages of leading-edge
job-levelling and evaluation
tools and how to use them.
3.18.4 How to disaggregate
the organisation
strategy and plan and
assign accountabilities,
responsibilities and spans
of control to organisational
units.
Organisation design
Ensure the organisation is appropriately designed to deliver maximum
impact in the short and long term.
Review this technical professional area in conjunction with the core areas.
Knowledge: what you need to know
Leading H
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
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20 Profession Map Our Professional Standards V2.4 21 Profession Map Our Professional Standards V2.4
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Define strategy 4.1.1 Collate and structure
contextual information
relating to the organisations
current state.
4.1.2 Coach managers and
stakeholders to assess the
capability and capacity of the
team using an appropriate
model to assess the impact
of factors such as behaviour,
attitudes, culture, skills,
systems, communication
flows and organisation design
on the team's ability to deliver
the plan.
4.1.3 Collaborate with
leaders and human resources
managers to evaluate and
understand the capacity and
capability of the organisation.
4.1.4 Interrogate organisation
strategy and operating
plan at the highest level to
understand key organisation
development needs and
compare them with the
organisation's current capacity
and capability to deliver.
4.2.1 Collate and structure
data relating to gaps and
requirements to meet
objectives.
4.2.2 Work with managers to
identify gaps and barriers in
structure, people, process or
culture.
4.2.3 Engage with
appropriate stakeholders
to validate organisation
development needs to meet
business plans and priorities.
4.2.4 Identify organisation
development needs with
business leaders to meet
strategic and operational
priorities.
4.3.1 Provide relevant
organisational information for
the development of OD plans.
4.3.2 Work with managers
to develop an OD plan to
improve ability to meet their
objectives.
4.3.3 Collaborate with relevant
stakeholders to develop an
OD plan that addresses gaps
against organisation plans.
4.3.4 Collaborate with the
executive to develop an OD
strategy (or OD element of
people strategy) to improve
organisational effectiveness or
address emerging requirements.
4.4.1 Compile cost
information for business
cases and create
administrative systems to
track KPI data.
4.4.2 Develop metrics to
measure achievements and
performance against plans.
4.4.3 Test OD plan with
appropriate stakeholders and
HR colleagues to identify
and mitigate risks and
potential impacts.
4.4.4 Gain support for
the OD business case
with executive outline
anticipated business
outcomes, benefits and risks.
Assess
organisational
capability
4.5.1 Gather and analyse
data from individuals,
managers and teams to
support diagnostic activity.
4.5.2 Define hard and soft
data requirements to assess
capability and culture, and
identify appropriate sources
of data.
4.5.3 Manage the design
and execution of diagnostic
tools to assess organisation
capability and culture.
4.5.4 Define and secure
senior support for the overall
framework for organisational
capability and cultural
diagnostics.
4.6.1 Summarise trends in
capability data and feedback
conclusions to colleagues.
4.6.2 Analyse capability and
culture data, provide feedback
and explore potential actions.
4.6.3 Interpret available
internal and external data and
use analysis to identify the
range of OD interventions.
4.6.4 Present and test
hypothesis and formulate
options to address different
stakeholder OD needs.
4.7.1 Provide feedback
to colleagues based
on experience on the
organisations readiness for
change.
4.7.2 Work with managers
to assess opportunities,
barriers and risks to change.
4.7.3 Assess change
readiness and capacity, and
identify dependencies and
risks of potential scenarios
and options.
4.7.4 Assess the organisations
change capacity to absorb
scale of OD interventions, and
the potential risks and impact
on business performance.
Leading H
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c
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Organisation development
Identify organisational and individual capability requirements and align
strategy, people and processes to optimise effectiveness and achieve
organisation goals. Design interventions to drive the appropriate culture,
behaviours, skills, and performance and provide insight and leadership
on change management strategy, planning and implementation.
Review this technical professional area in conjunction with the core areas.
4
Activities: what you need to do (in addition to core activities)
21 Profession Map Our Professional Standards V2.4
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Build OD
interventions
4.8.1 Provide information and
input to the design of OD
interventions.
4.8.2 Develop OD interven-
tions with managers to
address specific aspects of
structure, capability, systems,
process or culture.
4.8.3 Build OD interventions
that align and integrate
structure, capability, systems,
process and culture to support
organisation goals and
objectives.
4.8.4 Develop organisation-
wide interventions that align
and integrate structure,
capacity, systems, process
and culture to meet strategic
priorities.
4.9.1 Provide feedback and
advice to employees on key
areas of change to support
the OD plan.
4.9.2 Recognise the key levers
of change and recommend
appropriate plans to
managers.
4.9.3 Identify the key
levers of change and build
implementation plans that
leverage these to have
maximum impact.
4.9.4 Support senior leaders
to recognise key levers of
change and how to build a
strategy around these.
4.10.1 Give feedback to
colleagues on proposed OD
interventions.
4.10.2 Develop proposals for
OD interventions at team and
individual level.
4.10.3 Develop options
and proposals for the most
appropriate focus of the
intervention (for example:
organisational, group, team,
individual).
4.10.4 Provide thought
leadership to organisational
leaders of OD methodologies
and how they can have most
impact.
4.11.1 Support colleagues in
delivering interventions and
associated change.
4.11.2 Lead planning and
implementation of simple OD
interventions, programmes
and plans.
4.11.3 Translate the OD
strategy and agreed deliverables
into achievable plans and a
prioritised implementation map.
4.11.4 Scope out the OD
strategy (or OD element
of the people strategy)
and organisation-wide
implementation plans, outlining
terms of reference, key
deliverables, stakeholders and
resource implications.
Managing
change
4.12.1 Provide advice and
support to employees and
managers during change.
4.12.2 Anticipate and
support the organisation
through barriers and
resistance to change.
4.12.3 Highlight enablers
and develop risk mitigation
plans to deal with barriers/
resistance.
4.12.4 Develop a risk
mitigation strategy with
executive/senior leaders.
4.13.1 Role-model the
change-ready employee by
remaining flexible, positive
and open to change.
4.13.2 Support a change-
ready culture by anticipating
barriers and obstacles and
working to remove them.

4.13.3 Create trust and
facilitate a change-ready
culture by engaging,
partnering and coaching
leaders and stakeholders.
4.13.4 Lead and role-model
the development and on-
going management of a
learning and improvement
culture.
4.14.1 Co-ordinate and roll
out internal communication
messages.
4.14.2 Work with managers/
stakeholders to support
them in developing the
case for change, including
the vision for change, key
milestones, challenges,
and what success looks
like.
4.14.3 Engage and
involve senior managers,
colleagues and stakeholders
in developing and
implementing interventions.
4.14.4 Engage and challenge
senior leaders to understand
the rationale for change,
aligned and fully in support
of the strategy.
4.15.1 Create tracking
system to collect, collate and
analyse metrics, data and
feedback on performance
against plans.
4.15.2 Prepare evaluative
data for feedback to client
and assess potential risks to
the OD plans.
4.15.3 Conduct ongoing
evaluation of the plan,
reviewing impact, on-
going risks to delivery and
unintended consequences.
4.15.4 Monitor progress
against strategic priorities
and overall strategic
outcomes.
Organisation development
Identify organisational and individual capability requirements and align
strategy, people and processes to optimise effectiveness and achieve
organisation goals. Design interventions to drive the appropriate culture,
behaviours, skills, and performance and provide insight and leadership
on change management strategy, planning and implementation.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
Leading H
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c
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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22 Profession Map Our Professional Standards V2.4 23 Profession Map Our Professional Standards V2.4
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Band 1 Band 2 Band 3 Band 4
4.16.1 How the organisation
is structured, its culture, and
core processes.
4.16.2 How the organisation
is structured, its culture, and
core processes.
4.16.3 A systemic view of the
organisational system for how
work gets done (processes,
operations, structure, culture.)
4.16.4 A systemic view of the
organisational system for how
work gets done (processes,
operations, structure, culture.)
4.17.1 Basics of OD theory;
such as drivers of team and
organisation performance,
group dynamics, systems
theory.
4.17.2 Application of
OD theory into design of
intervention; such as drivers
of team and organisation
performance, psychoanalytic
assessment, group dynamics,
systems theory.
4.17.3 Application of OD
theory into OD plans; such
as drivers of team and
organisation performance,
psychoanalytic assessment,
group dynamics, systems
theory.
4.17.4 Application of OD
theory into OD strategy;
such as drivers of team and
organisation performance,
psychoanalytic assessment,
group dynamics, systems
theory.
4.18.1 OD diagnostic tools
and frameworks (engagement
surveys, assessment, cultural
diagnostics).
4.18.2 Application of
OD diagnostic tools
(engagement surveys,
assessment, cultural
diagnostics) in organisational
settings.
4.18.3 Development and
application of OD diagnostic
tools (engagement surveys,
assessment, cultural
diagnostics) and use in
planning.
4.18.4 Development and
application of OD diagnostic
tools (engagement surveys,
assessment, cultural
diagnostics) and use in strategic
development.
4.19.1 Listening, engaging
and advisory skills.
4.19.2 Appreciative inquiry
skills.
4.19.3 Facilitation and
consulting at managerial
level.
4.19.4 Consulting and
partnering at senior levels to
facilitate change.
4.20.1 Definition and
constructs of values and
behaviours.
4.20.2 Identify and define
values and behaviours to
support organisational
performance and cultural
shift.
4.20.3 Identify and define
values and behaviours to drive
organisational performance.
4.20.4 Leading organisation
to identify and define values
and behaviours to drive
organisational performance.
4.21.1 Individual responses to
change, people as enablers
and blockers.
4.21.2 Key stages in change
management, identifying
supporters, blockers and
fence-sitters.
4.21.3 Critical factors in
planning change across
business areas; identifying
risks and creating mitigation
plans.
4.21.4 Critical factors in
planning change across
complex, multi-site
organisations; identifying risks
and creating mitigation plans.
4.22.1 Basics of process
improvement tools such as
Lean, Six Sigma.
4.22.2 Application of
process improvement tools
to map and interrogate end-
to-end processes.
4.22.3 Application of
process improvement tools
to map and interrogate end-
to-end processes.
4.22.4 Using process
improvement tools to assess
and review organisational
performance.
Knowledge: what you need to know
Leading H
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Organisation development
Identify organisational and individual capability requirements and align
strategy, people and processes to optimise effectiveness and achieve
organisation goals. Design interventions to drive the appropriate culture,
behaviours, skills, and performance and provide insight and leadership
on change management strategy, planning and implementation.
Review this technical professional area in conjunction with the core areas.
22 Profession Map Our Professional Standards V2.4 23 Profession Map Our Professional Standards V2.4
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Develop talent
acquisition
(resourcing)
and talent
management
strategy and plans
5.1.1 Collect and collate data
regarding resource and talent
gaps.
5.1.2 Help managers to
identify skills and capabilities
they need to deliver current
and future work.
5.1.3 Identify the skills and
capabilities that need to
be developed in the short
and long term to ensure
sustainable performance.
5.1.4 In collaboration
with organisation leaders,
interrogate organisational
strategy and plans to
determine resourcing and
talent requirements to ensure
organisation performance and
sustainability.
5.2.1 Produce reliable and
relevant management
information by analysing
resource data such as
turnover, retention, new hires,
productivity and capability.
5.2.2 Assess the overall
current and future resource
and talent levels within teams/
areas of focus.
5.2.3 Assess the overall
current and future resource
and talent levels across the
organisation.
5.2.4 Lead the analysis
of current resource and
talent levels, including
current and future demand,
demographics, attrition,
capability by discipline,
geography, critical and scarce
resource.
5.3.1 Analyse management
information/data to help
provide advice on the right
choice to fill a resourcing
need.
5.3.2 Support managers and
HR colleagues in making the
right resourcing choice to fill
need for example permanent
staff member, fixed short-term
contract, experienced hire.
5.3.3 Develop in-year plan
to fulfil resourcing and talent
needs in one or more specific
areas (including external and
internal resourcing).
5.3.4 Lead the design of
resourcing and talent renewal
plans to meet gaps and fulfil
long-term requirements, test
with organisation leaders.
Deliver talent
acquisition
(resourcing)
and talent
management
plans
5.4.1 Support managers to
conduct resourcing and talent
processes to generate fair and
objective decisions.
5.4.2 Manage resourcing and
talent processes, ensuring
they are fit for purpose to
deliver required outcomes.
5.4.3 Lead implementation
of the annual calendar
for resourcing and talent
processes ensuring continuous
improvement.
5.4.4 Be accountable for
implementing the annual
calendar for resourcing and
talent processes.
5.5.1 Support the talent
identification processes
by collecting and collating
data and information from
managers and performing
appropriate analysis.
5.5.2 Conduct regular
internal and external talent
identification exercises in line
with agreed principles.
5.5.3 Lead and co-ordinate
regular internal and external
talent identification exercises
across the organisation in line
with agreed principles.
5.5.4 Lead the development
and ongoing management of
internal and external talent
identification process with
clear principles understood
and agreed by leadership.
5.6.1 Ensure that succession
plan records are accurate
and maintained, reflecting
ongoing appointments and
changes.
5.6.2 Work with managers to
use succession plan data for
filling key positions.
5.6.3 Implement and manage
the organisation-wide
succession planning process
and methodology, ensuring
integration across other
critical people processes.
5.6.4 Work with senior
leaders to develop an
integrated succession,
performance management
and talent strategy.
5.7.1 Research and
feedback information to
inform decisions on options
for internal and external
resourcing.
5.7.2 Advise and make
recommendations to
managers about when to
resource externally or use
internal talent to build short-
term capability.
5.7.3 Act as a talent broker
ensuring movement of
talent to build individual and
organisation capability.
5.7.4 Review current and
projected capability needs
and make recommendations
to senior leaders on how to
address potential gaps using
internal or external talent
pool.
5.8.1 Research and provide
analysis to inform decisions
on sources of talent and
recruitment channels (social
and professional media, press,
search etc.).
5.8.2 Test the external market
to ascertain levels of available
talent, what it will take to
attract them and how to
source (social and professional
media, search, press etc.).
5.8.3 Build relationships
with third party suppliers,
education bodies and
communities to build diverse
source of required talent to fill
medium-to long-term needs.
5.8.4 Maintain awareness of
global resource and talent
shifts and scarcity and feed
in insights into strategic
planning.
Leading H
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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Resourcing and talent planning
Ensure that the organisation has the right resource, capability and talent
to achieve immediate and strategic ambitions now and in the future.
Review this technical professional area in conjunction with the core areas.
5
Activities: what you need to do (in addition to core activities)
24 Profession Map Our Professional Standards V2.4 25 Profession Map Our Professional Standards V2.4
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5.9.1 Explain resourcing and
talent processes clearly to
applicants and employees
and give on going support as
necessary.
5.9.2 Work with managers
to ensure they understand
and are fully engaged with
resource and talent activities
and processes.
5.9.3 Ensure that leadership
understand and are fully
engaged with resourcing and
talent activities and processes.
5.9.4 Influence and challenge
senior leadership to ensure
they understand, sponsor
and are fully engaged with
resourcing and identification
activities and processes.
5.10.1 Provide individuals
with information to illustrate
how the recruitment
process has accommodated
reasonable adjustments as
necessary.
5.10.2 Ensure recruitment
policies and approaches
are regularly refreshed to
remove bias and prevent
discrimination.
5.10.3 Integrate diversity and
inclusion into resource and
talent management solutions
to build and nurture diverse
talent.
5.10.4 Champion
organisational and social
benefits of greater diversity in
the workforce.
Assessment and
selection
5.11.1 Support in delivering
range of e-enabled selection
approaches including online
tests and psychometrics.
5.11.2 Select a range of
assessment and selection
approaches to enable
the organisation to make
informed choices about
candidates.
5.11.3 Lead the design of
assessment and selection
processes to give the
organisation robust insights
about candidates.
5.11.4 Lead the identification
and implementation of
selection and assessment
processes to deliver strategic
requirements and fit with
organisational requirements.
5.12.1 Administer assessment
events, arrange logistics for
assessors and candidates,
and collate information for
assessors.
5.12.2 Ensure all internal and
external interviewers and
assessors are competent and
fully trained in the chosen
approach and in diversity and
equality practices.
5.12.3 Deliver assessment
events that are fair, take
account of gender, cultural
differences and norms
and meet standards for
diversity and fair access of
opportunities for all.
5.12.4 Lead and monitor
assessment design to ensure
assessments meet equality
and legal requirements and
good practice standards.
Induction 5.13.1 Support in the delivery
of induction processes.
5.13.2 Deliver, coach and
train managers, new starters
and transitioning employees
in induction processes.
5.13.3 Work with managers
to ensure that new starters
and transitioning employees
undergo appropriate and
supportive induction.
5.13.4 Lead the development
of organisation-wide
induction and transition
management.
Exit 5.14.1 Administer redundancy
or individual severance
programmes in line with
employment law, keeping
appropriate records.
5.14.2 Coach managers in
redundancy and severance
processes, in line with
organisational values and
legal parameters.
5.14.3 Manage organisation
redundancy programmes in
line with organisation need
and relevant employment law.
5.14.4 Gain senior leadership
agreement to an approach
to managing people out
of the organisation in line
with organisation need and
relevant employment law.
5.15.1 Support affected
individuals by providing
relevant information about
process, next steps and
options.
5.15.2 Support managers in
preparing for honest, timely
communications about
redundancy or performance
concerns.
5.15.3 Manage group and
individual conversations with
clarity and empathy, ensuring
people are clear about the
situation, steps and options.
5.15.4 Manage
sensitive organisational
communications regarding
redundancy, outlining purpose
and process.
Resourcing and talent planning
Ensure that the organisation has the right resource, capability and talent
to achieve immediate and strategic ambitions now and in the future.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
Leading H
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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25 Profession Map Our Professional Standards V2.4
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Band 1 Band 2 Band 3 Band 4
5.16.1 The legal, regulatory
and policy parameters which
guide recruitment, resourcing
and exit.
5.16.2 Jurisdictional law,
regulation and agreed policy
in relation to resourcing,
talent and exit.
5.16.3 Relevant jurisdictional
employment law, regulations
and policy affecting resourcing,
assessment and exit.
5.16.4 Relevant jurisdictional
employment law, regulations
and policy affecting resourcing,
assessment and exit.
5.17.1 The importance of
assessing skill requirements
and resourcing effectively for
business performance.
5.17.2 Range of approaches
to resource talent, for
example hire, develop,
contract, exit, retain.
5.17.3 Business area needs
for resourcing, approaches
to resourcing, for example
hire, develop, contract, exit,
retain and the evolving local
situation within the market
for skills.
5.17.4 Organisational needs
for resourcing, organisational
models to support resourcing,
for example permanent,
contractors, outsource, and
the evolving global situation
within the market for skills.
5.18.1 How to deliver within
an established recruitment
plan, working with colleagues
and managers to execute to
standard and key deadlines.
5.18.2 How to execute a
recruitment plan to agreed
standards and deadlines.
5.18.3 How to create a
recruitment plan from a
strategy for business areas,
from multiple sources.
5.18.4 How to develop a
recruitment strategy for
several talent groups, from
multiple sources and over an
extended time frame.
5.19.1 The organisations
need for and approach to
talent and succession.
5.19.2 How to deliver
effective talent and
succession solutions working
with managers/business area
needs.
5.19.3 How to create a
situational talent and succession
plan for a business area,
assessing their need and
providing best-fit approaches.
5.19.4 How to create talent
and succession strategies
to meet current and future
organisational requirements.
5.20.1 How to conduct
interviews and assessment
centres to generate objective
and fair decisions and/
or have a background in
occupational psychology.
5.20.2 How to conduct
effective assessment and
interviewing techniques and/
or have a background in
occupational psychology.
5.20.3 How to make
recommendations for effective
assessment and recruitment
techniques/approaches based
on business need and/or have
a background in occupational
psychology.
5.20.4 How to select from
a variety of assessment and
recruitment approaches based
on their relative contributions
to selection process and fit
with organisational demands
and culture.
5.21.1 Induction and
transitioning tools.
5.21.2 How to use a
variety of induction and
transitioning tools.
5.21.3 How to build and use
a process for induction and
transitioning and the value
they offer.
5.21.4 How to create value
from a common approach to
induction and transitioning.
Resourcing and talent planning
Ensure that the organisation has the right resource, capability and talent
to achieve immediate and strategic ambitions now and in the future.
Review this technical professional area in conjunction with the core areas.
Knowledge: what you need to know
Leading H
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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26 Profession Map Our Professional Standards V2.4 27 Profession Map Our Professional Standards V2.4
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Develop learning
strategy and plans
6.1.1 Collect and analyse data
on capability and learning
needs of the organisation,
reporting insights to
colleagues/managers.
6.1.2 Partner managers to
identify team and individual
capability levels and gaps
within teams that affect
organisation performance.
6.1.3 Partner senior managers
and leaders to build insight
into existing levels of
capability against future
requirements to identify gaps
and risks to the organisation.
6.1.4 Use knowledge of the
organisational strategy and
operating plans to anticipate
evolving and future capability
and talent requirements and
identify key organisational
risks.
6.2.1 Research and source
learning options and channels
for managers and employees
to meet specific needs.
6.2.2 Recommend suitable
learning options to meet
individual and team
requirements, considering
appropriate delivery channels
(for instance 70/20/10
principles).
6.2.3 Work with senior
managers and leaders
to develop learning and
development strategy and
plans to close key gaps
for their area, taking into
consideration appropriate
delivery channels (for instance
70/20/10 principles).
6.2.4 Lead and champion the
business case for learning,
developing the organisation
learning strategy to ensure
the organisation has the right
capability to deliver now and
in the future.
6.3.1 Support the
communication of learning
plans and their benefits.
6.3.2 Partner and coach
managers and employees to
ensure that they understand
the learning and talent
development plan and their
role in delivering it.
6.3.3 Ensure line
management and learning
and HR colleagues are clear
on their roles in the plan.
6.3.4 Challenge and influence
executive leaders to ensure
the right investment in
learning is made and delivery
accountabilities are clear
across the organisation.
6.4.1 Alert manager where
learning activity is negatively
impacting other people and
organisation activity.
6.4.2 Support colleagues
to integrate learning and
development with other
people and organisation
activities.
6.4.3 Align learning and
development plans with other
people and organisation
activity to maximise
performance impact.
6.4.4 Work with leadership
colleagues to ensure
alignment of the learning
strategy with overall people
and organisation strategy.
6.5.1 Give advice to
individuals and managers to
ensure that development,
deployment and career
management processes
provide fair access of
opportunity for all.
6.5.2 Coach managers to
ensure that development,
deployment and career
management processes
provide fair access of
opportunity for all.
6.5.3 Ensure that
development, deployment and
career management processes
are in line with organisations
talent management principles
and provide fair access of
opportunity for all.
6.5.4 Ensure approaches to
development, deployment
and promotions are in line
with organisations agreed
principles around learning and
development and deliver fair
access of opportunity for all.
Design solutions 6.6.1 Build own knowledge
and insights about learning
and talent development
approaches used by other
organisations.
6.6.2 Draw insights about
the external learning and
training marketplace from
the relationship with external
providers and experts.
6.6.3 Gather insights and
intelligence about trends and
developments in learning and
talent development from the
external marketplace.
6.6.4 Develop innovative,
thought-leading learning
and talent development
approaches.
6.7.1 Support design experts
(internal or external) in the
development of interventions.
6.7.2 Partner relevant subject
matter experts and third
parties, and take the design
lead in the development of
interventions.
6.7.3 Collaborate internally
and externally to lead the
design of major programmes/
interventions.
6.7.4 Collaborate internally
and externally to lead
innovative design of critical
learning interventions and
programmes across the
organisation.
6.8.1 Inform and advise
employees on the elements
of the development
infrastructure and how the
whole system is intended to
operate.
6.8.2 Advise and coach
managers in the optimal
use of the development
infrastructure, challenging
them to agree personal
development plans with
employees.
6.8.3 Lead the detailed
design and management of
a section of the development
infrastructure.
6.8.4 Lead the design of a
development infrastructure,
including career paths/
maps, capability frameworks,
technical ladders for each
technical discipline and
contribution level.
Leading H
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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Learning and development
Build individual and organisational capability and knowledge to meet
current and strategic requirements, and create a learning culture to embed
capability development.
Review this technical professional area in conjunction with the core areas.

6
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26 Profession Map Our Professional Standards V2.4 27 Profession Map Our Professional Standards V2.4
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6.9.1 Share knowledge of
technology to support a
learning culture.
6.9.2 Advise colleagues
and managers on the best
use of innovative learning
technological solutions to
improve capability.
6.9.3 Ensure innovative
technological solutions are used
creatively to facilitate learning
and knowledge transfer
across networks, and improve
capability.
6.9.4 Foster development of
a technologically innovative
learning culture across the
organisation, to facilitate
learning and improve capability.
6.10.1 Tailor advice and support
to the diversity of learning
needs of individuals within the
organisation.
6.10.2 Support delivery of a
learning approach relevant to
diverse group and individual
requirements.
6.10.3 Provide a diverse
learning approach to
meet group and individual
requirements across the
organisation.
6.10.4 Lead and champion
the development of a
diverse learning approach to
meet group and individual
requirements across the
organisation.
6.11.1 Suggest ways to improve
elements of learning and talent
development activity.
6.11.2 Continually seek ways
to improve learning and talent
development activity to best
meet individual or managers
requirements.
6.11.3 Continually seek
improvement in the
organisation's learning and
talent development offering
to maximise impact and meet
evolving requirements.
6.11.4 Continually check to
ensure the organisation's
learning and talent
development strategies,
infrastructure and overall
offer is flexible to the evolving
organisation needs and context.
6.12.1 Manage learning
and training records system
and highlight retraining
requirements in safety-critical
skills and compliance areas.
6.12.2 Engage with managers
and employees to ensure
that the organisation is in
compliance at all times with
relevant training legislation.
6.12.3 Establish systems and
processes to ensure that staff
are adequately trained and
regularly retrained in safety-
critical and compliance issues in
line with legislation.
6.12.4 Keep abreast of relevant
legislative changes that may
impact learning and talent
development, and ensure
relevant changes are made to
plans.
Delivery 6.13.1 Talk enthusiastically
around learning and
development to encourage
individuals and managers to
benefit from opportunities open
to them.
6.13.2 Inspire and coach
managers to build learning and
development priorities within
their teams and areas.
6.13.3 Generate enthusiasm
and commitment to L&D
frameworks and practices
which enable establishment of
a learning culture.
6.13.4 Lead the learning and
talent agenda with passion to
inspire creation of a culture
that encourages individual and
organisational learning.
6.14.1 Support the delivery
of learning and training
programmes, managing
delegate lists, joining
instructions and evaluation
processes.
6.14.2 Facilitate internal
learning events and workshops,
delivering content as
appropriate.
6.14.3 Facilitate internal
learning events and workshops,
delivering content as
appropriate.
6.14.4 Facilitate executive
leadership learning events and
workshops, delivering content
as appropriate.
6.15.1 Give learning and
training advice to individuals
and managers.
6.15.2 Support managers
to understand learning
and training needs of their
employees.
6.15.3 Support and coach
managers to build leadership
competence.
6.15.4 Act as a partner and
performance coach to executive
leaders.
6.16.1 Support employees in
assessing their strengths and
development needs.
6.16.2 Support and coach
managers to have honest
conversations with their
people about their strengths,
limitations, development needs
and career aspirations.
6.16.3 Coach leaders to have
clear and straightforward
conversations with people about
their strengths, limitations,
development needs and career
aspirations.
6.16.4 Coach and challenge
leaders to have clear and
straightforward conversations
with people about their
strengths, limitations,
development needs and
career aspirations.
Leadership
development
6.17.1 Collate and analyse
metrics, measures, data and
feedback on potential future
leaders.
6.17.2 Assess the capability
and capacity of potential
future leaders in the
development pipelines against
the requirements for the
organisations future challenges.
6.17.3 Assess the capability
and capacity of potential
future leaders in the
development pipelines against
the requirements for the
organisations future challenges.
6.17.4 Assess the capability
and capacity of current leaders
against the requirements for the
organisations future challenges.
Learning and development
Build individual and organisational capability and knowledge to meet
current and strategic requirements, and create a learning culture to embed
capability development.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
Leading H
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Curious Decisiv
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
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28 Profession Map Our Professional Standards V2.4 29 Profession Map Our Professional Standards V2.4
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6.18.1 Administer leadership
development interventions.
6.18.2 Deliver interventions to
ensure that senior and potential
leaders have appropriate
experience and capability as
individuals and as a leadership
team to fulfil the organisations
strategic ambitions.
6.18.3 Design and deliver
interventions to ensure that
senior and potential leaders
have appropriate experience
and capability as individuals
and as a leadership team to
fulfil the organisations strategic
ambitions.
6.18.4 Identify interventions
needed to ensure that senior
and potential leaders have
appropriate experience and
capability as individuals and
as a leadership team to fulfil
the organisations strategic
ambitions.
Talent
management
6.19.1 Administer talent
management processes and
keep detailed records of talent
data.
6.19.2 Work with employees
and managers to ensure
talent management processes
are embedded and work
appropriately.
6.19.3 Work in partnership with
senior managers to implement
and embed talent management
processes.
6.19.4 Partner leadership
colleagues to develop leaders
and embed systematic processes
to manage identified talent.
6.20.1 Prompt individuals
when training or learning
opportunities in line with their
personal development plans
become available.
6.20.2 Work to facilitate
appropriate job moves for
individuals in line with their
plans and in line with the talent
management principles of the
organisation.
6.20.3 Act as talent broker
encouraging the transfer of
individuals from one part of
the organisation to another to
obtain specific developmental
experience.
6.20.4 Challenge leadership
colleagues to consider talent
as a corporate-wide resource
to ensure identified talent is
exposed to an appropriately
diverse set of development
challenges across the
organisation.
6.21.1 Facilitate the connection
and sharing of information
across talent pools.
6.21.2 Support the
development of talent pool
members by coaching them on
their career and development
plans and encouraging contact
across the group.
6.21.3 Build relationships with
the talent pool and facilitate
opportunities for interaction
across the group.
6.21.4 Build a sense of
community and understanding
across talent pool/group
through organisation-wide
forum.
6.22.1 Manage the
administration and data
that underpin and drive
development and deployment
processes.
6.22.2 Partner with managers
to implement development,
deployment and career
management processes.
6.22.3 Partner with
senior managers to
deliver organisation-wide
development, deployment and
career management processes.
6.22.4 Lead organisation-
wide executive development,
deployment and career
management processes.
6.23.1 Keep records of career
and development plans.
6.23.2 Support and challenge
managers to understand
learning needs and career
aspirations of their employees.
6.23.3 Support and coach
senior managers to build
leadership competence and
ensure the talent pool is
appropriately mobilised across
the organisation.
6.23.4 Act as a learning partner
and performance coach to
executive leaders and manage
the movement of resources
across the organisation.
Evaluating
learning impact
6.24.1 Capture and analyse
data from learning and talent
development events to support
the evaluation of initiatives in
the immediate and longer term.
6.24.2 Pilot and evaluate
learning and talent
development initiatives for
effectiveness, business relevance
and efficiency, and continually
seek ways to improve learning
activity.
6.24.3 Develop a robust and
measurable business case for
learning and development
initiatives, and continually
seek ways to improve learning
activity.
6.24.4 Champion the business
case for learning and talent
investment, and continually
check to ensure the learning
strategy, third party contracts
and infrastructure is flexible
to the evolving organisation
environment.
6.25.1 Collect and collate
accurate evaluation and
measurement data on third-
party suppliers learning and
training interventions
6.25.2 Work with third-party
providers to monitor service
levels and give timely feedback.
6.25.3 Manage third-
party learning and talent
development suppliers against
agreed standards, contracts or
service-level agreements
6.25.4 Negotiate and manage
major third-party contracts for
the delivery of learning and
training services, establishing
standards and metrics to track
delivery.
Learning and development
Build individual and organisational capability and knowledge to meet
current and strategic requirements, and create a learning culture to embed
capability development.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
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6.26.1 Learning approaches
used by other organisations.
6.26.2 The external learning
market.
6.26.3 Trends and
developments in learning from
the external market.
6.26.4 Innovative, thought-
leading learning approaches.
6.27.1 Fundamentals of training
and learning needs analysis.
6.27.2 Conducting training
and learning needs analysis at
individual and team levels.
6.27.3 Conducting training
and learning needs analysis at
individual, team and functional
levels.
6.27.4 Conducting a
strategic learning and talent
development needs analysis to
assess organisational capability
levels.
6.28.1 Adult learning theories. 6.28.2 Adult learning theories,
instructional design and
supporting technologies.
6.28.3 Adult learning theories,
instructional design and
supporting technologies.
6.28.4 Organisational learning
and knowledge capture/transfer.
6.29.1 Learning and training
delivery channels, pros and cons
of each (70/20/10 principles, for
example).
6.29.2 The differences between
and potential benefits of a
variety of learning delivery
channels (70/20/10 principles,
for example).
6.29.3 Building learning
and talent plans, taking into
account employee segments
and delivery channels (70/20/10
principles, for example).
6.29.4 Building learning and
talent development strategy,
taking into account employee
segments and delivery channels
(70/20/10 principles, for
example).
6.30.1 Is IT-literate and able
to mine data from learning
management or training records
systems.
6.30.2 How to work with third
parties and how to raise and
deal with service or quality
problems.
6.30.3 How to create and
manage service-level and
specialist agreements with third
parties.
6.30.4 Negotiation and
management of large
commercial contract and
tender processes with learning
providers.
6.31.1 Facilitation models and
styles to manage and optimise a
learning event.
6.31.2 Facilitation models and
styles to manage and optimise a
learning event.
6.31.3 Facilitation models and
styles to manage and optimise a
learning event.
6.31.4 Facilitate skills to
support executive-level learning
interventions.
6.32.1 Application of diversity
and inclusion principles within
instructional design.
6.32.2 Application of diversity
and inclusion principles and
research within instructional
design.
6.32.3 Embedding diversity and
inclusion principles and research
within learning and talent
development activity.
6.32.4 Embedding diversity
and inclusion principles within
learning and talent development
strategies.
6.33.1 Data collection and
evaluation.
6.33.2 How to identify and
demonstrate tangible business
and performance benefits from
learning interventions.
6.33.3 How to engage the
business in understanding and
optimising the value of learning
and talent development.
6.33.4 How to engage the
business in the value that
learning and talent development
can add to the business.
6.34.1 Collecting and collating
cost data about learning
interventions.
6.34.2 ROI analysis;
demonstrate ROI by analysing
the total investment made to
develop, produce and deliver
programmes.
6.34.3 Business case
development; putting a business
case together, including the
identification and tracking of
relevant metrics.
6.34.4 Evaluating organisational
impact; evaluating outcomes
and demonstrating tangible
organisation/service benefit
from learning and talent
development programmes over
time.
Learning and development
Build individual and organisational capability and knowledge to meet
current and strategic requirements, and create a learning culture to embed
capability development.
Review this technical professional area in conjunction with the core areas.
Knowledge: what you need to know
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Performance
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Employee
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delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
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Identify
requirements and
develop strategy
7.1.1 Analyse data and
performance and reward
information on individuals or
groups and advise colleagues to
aid decision-making.
7.1.2 Work with managers to
ascertain and develop reward
requirements for key individuals
within their area.
7.1.3 Review and analyse
the organisation strategy,
demographic profile and market
activity against current reward
activity to identify current and
long-term reward requirements.
7.1.4 Thoroughly assess internal
and external factors driving
reward requirements against the
long-term strategic plan.
7.2.1 Collect data and develop
insights from reward functional
and performance surveys.
7.2.2 Analyse information from
external benchmarking exercise
and compare information against
internal practices.
7.2.3 Lead external benchmarking
exercises regarding strategic and
financial performance for overall
reward and individual package
elements.
7.2.4 Develop strategic
and financial insights from
reward surveys and external
benchmarking exercises with
executive to inform development
of strategy and operating plan.
7.3.1 Provide analysis and insights
from reward data to support
development of reward plans and
strategy.
7.3.2 Take the lead on particular
specialist areas within the reward
arena such as base pay, retirement
benefits.
7.3.3 Develop detailed reward
plan, choosing an appropriate mix
of base to variable pay, fixed to
flexible benefits and pay to non-
pay rewards.
7.3.4 Build an integrated and
flexible pay and reward package
which will support and drive
organisation strategy and plans.
7.4.1 Provide data and analysis
regarding market positioning.
7.4.2 Make recommendations for
structural change or adjustments
to market positioning and overall
levels for constituent parts of the
reward package.
7.4.3 Develop proposals for
market positioning and overall
levels for constituent parts of the
reward package.
7.4.4 Propose and agree market
positioning and overall levels
for constituent parts of the
reward package with executive
leadership, balancing the
dynamics of cost, market and
employee engagement.
7.5.1 Explain to employees how
pay and reward fits and supports
overall people processes and
activities, such as performance
management.
7.5.2 Help managers to see
connectivity between pay and
reward and overall people
activities such as training, careers,
performance management.
7.5.3 Ensure that reward plans
are linked and supportive of
overall reward strategy and
other people activity such as
performance management,
employee engagement.
7.5.4 Ensure reward strategy
is aligned with overall people
strategy and people plans.
Diversity and
compliance
7.6.1 Analyse reward data and
identify potential anomalies with
respect to legislation.
7.6.2 Keep abreast of legislative
changes that impact reward and
highlight risks of current practice.
7.6.3 Keep abreast of legislative
changes that impact reward
and make appropriate changes
to the structure of affected
programmes.
7.6.4 Ensure executive leadership
and HR professionals are aware
of and take appropriate action in
response to changes in legislation
that affect reward.
7.7.1 Collect and collate data
relating to workforce diversity and
reward strategies.
7.7.2 Scrutinise workforce pay
and reward data by personal
identity characteristics and
working practices to spot
unjustifiable differences that may
be rooted in discrimination.
7.7.3 Ensure that reward and
recognition plans and packages
are non-discriminatory and
actively encourage inclusivity in
the workforce.
7.7.4 Ensure that reward
strategies are fair and inclusive
across all groups and working
patterns.
Implement pay and
reward practice
7.8.1 Support the delivery of
programmes by providing
relevant and timely information
and efficient administrative
support.
7.8.2 Work with colleagues
to roll out existing annual pay
and reward programmes and
implement changes.
7.8.3 Manage the delivery of on-
going and annual pay and reward
programmes.
7.8.4 Lead the delivery of key
organisation-wide pay and
reward strategy and plans.
7.9.1 Provide up-to-date data
on current total reward and
recognition costs.
7.9.2 Continually assess
costs and benefits of reward
and recognition package
and recommend change as
appropriate.
7.9.3 Outline costs vs. benefits
of reward and recognition plans,
ensuring value for money and
making appropriate changes.
7.9.4 Provide clarity regarding
costs of pay strategy and risks to
the organisation.
7.10.1 Listen for feedback
from managers and employees
on reward matters and feed
messages to HR leaders.
7.10.2 Gather feedback on
reward programmes from
employees and managers to feed
into continuous improvement
activity.
7.10.3 Evaluate the organisations
overall reward plan to ensure that
it delivers the intended outcomes.
7.10.4 Continually review the
reward strategy with executive
leaders to manage cost/benefit
balance against strategic
requirements.
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Performance
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Employee
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Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
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L
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Activities: what you need to do (in addition to core activities)
Performance and reward
Help create and maintain a high-achieving organisation culture by
delivering programmes that reward and recognise key employee
capabilities, skills, behaviours, experience and performance, and ensure
that reward systems are market-relevant, fair and cost-effective.

Review this technical professional area in conjunction with the core areas.
7
31 Profession Map Our Professional Standards V2.4
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7.11.1 Collect and collate
data for job evaluation/sizing
exercises.
7.11.2 Support job evaluation/
sizing exercises.
7.11.3 Lead job evaluation/sizing
exercises to identify appropriate
pay and progression structure.
7.11.4 Establish the criteria for
evaluation/sizing exercises based
on organisational need, and
desired culture and behaviours.
7.12.1 Collect and collate data
for pay review process.
7.12.2 Support implementation
of annual pay review process.
7.12.3 Ensure effective
implementation of annual pay
review process.
7.12.4 Lead and manage
the signals that pay sends
out about the organisation,
explain what behaviours, values
and performance levels the
organisation is rewarding, how
and why.
7.13.1 Provide pay and reward
data to support union/staff
negotiations.
7.13.2 Provide relevant analysis
and reports as required for
union/staff negotiations.
7.13.3 Provide robust data and
outline impacts and risks to
support union/staff negotiations.
7.13.4 Lead high-level sensitive
union/staff negotiations around
pay and reward .
Executive,
individually
tailored and
international
reward
7.14.1 Provide data and analysis
for organisations remuneration
committee.
7.14.2 Collect and prepare
data, information and
recommendations for
organisations remuneration
committee.
7.14.3 Manage organisation
remuneration committee
decisions and outputs.
7.14.4 Support and guide the
organisations remuneration
committee, providing
recommendations, supporting
data and delivering on decisions.
7.15.1 Provide research and
analysis for HR or reward
managers for non-standard/
tailored reward packages.
7.15.2 Develop and manage
tailored reward packages for
individuals.
7.15.3 Develop and manage
tailored reward packages for
leadership-level individuals.
7.15.4 Manage executive/
senior-level individual reward
matters to meet the needs of the
organisation and individual.
7.16.1 Provide relevant and
timely information and efficient
administrative support for
executive leadership pay reviews.
7.16.2 Administer executive-level
pay reviews.
7.16.3 Manage executive-level
pay reviews.
7.16.4 Lead the governance
process for executive staff pay
matters.
7.17.1 Support implementation
of international and expatriate
remuneration policies.
7.17.2 Implement and review
international and expatriate
remuneration policies.
7.17.3 Develop international and
expatriate remuneration policies
to support the international
reward plan.
7.17.4 Consider constituent
parts and levels of the
international reward package
for expatriates across the
organisation, ensuring coherence
in the overall offer and alignment
with organisational strategy and
plans.
Communication
and performance
culture
7.18.1 Ensure that supporting
literature, internet and
intranet material contain clear,
transparent and consistent
messages about reward.
7.18.2 Develop communications
to support the roll-out of annual
programmes that reinforce
overall reward philosophy and
key messages.
7.18.3 Develop communication
plans which explain changes,
rationale and how employees
will be affected by changes or
alterations to reward approach,
and provide data for external
stakeholders.
7.18.4 Develop a clear rationale
and ongoing communication
plan to ensure that employees
understand the guiding principles
and policies that underpin
the reward strategy and how
elements fit together, and
manage external stakeholder
communication.
7.19.1 Ensure literature
describes and reinforces the link
between reward, individual and
organisation performance.
7.19.2 Coach managers to
communicate clearly to teams
on the link between organisation
and individual performance, and
the resulting reward.
7.19.3 Challenge senior
managers to adopt performance-
driven culture underpinned by
performance management
capability.
7.19.4 Challenge senior leaders
to reflect a performance-driven
culture through using a principles
approach to performance and
reward strategic decisions.
7.20.1 Ensure personal
objectives are clear, realistic,
and measurable and seek
feedback to understand whether
performance is on track.
7.20.2 Role-model effective
performance management and
creation of performance culture
with team/colleagues.
7.20.3 Role-model effective
performance management
and creation of a performance
culture in function/with
colleagues.
7.20.4 Role-model effective
performance management
and work with executive team
to ensure goals and rewards
are aligned across teams and
individuals in the organisation.
Activities: what you need to do (in addition to core activities) (continued)
Performance and reward
Help create and maintain a high-achieving organisation culture by
delivering programmes that reward and recognise key employee
capabilities, skills, behaviours, experience and performance, and ensure
that reward systems are market-relevant, fair and cost-effective.

Review this technical professional area in conjunction with the core areas.
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Organisation
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Organisation
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7.21.1 Elements of reward
package and how they
combine to attract, engage
and retain.
7.21.2 Elements of reward
package and how they
combine to attract, engage
and retain.
7.21.3 Design of overall
reward programmes, packing
elements to attract, motivate
and retain individuals and
groups.
7.21.4 Design of overall
reward programmes, packing
elements to attract, motivate
and retain individuals and
groups.
7.22.1 Methodologies and
approaches for collation,
analysis and evaluation of
data.
7.22.2 Tools and systems for
comparative analysis and data
interpretation.
7.22.3 Approaches to
benchmarking, locally and
internationally, factors
determining reward (for
example critical and scarce
skills, talent mobility).
7.22.4 Local and international
competitor reward landscape,
factors determining reward
(for example critical and
scarce skills, talent mobility).
7.23.1 Awareness of what
drives business performance
and implications for reward
and recognition.
7.23.2 Business drivers and
implications for reward and
recognition.
7.23.3 Understanding of
business drivers, balance
sheet, and the impact of
reward costs on it.
7.23.4 Understanding of
business drivers, balance
sheet, and the impact of
reward costs on it.
7.24.1 Organisational reward
procedures, policies and
systems.
7.24.2 Communication needs
and approaches at individual
and group level.
7.24.3 Communication needs
and approaches at managerial
and organisational level.
7.24.4 Communication needs
and approaches at executive
and external stakeholder level.
7.25.1 Awareness of
differences between local and
international reward policies.
7.25.2 International
remuneration issues,
expatriation and cross border
policies and complexities
(for example tax and legal
frameworks, works councils,
cultural drivers of reward,
international mobility).
7.25.3 International
remuneration issues,
expatriation and cross border
policies and complexities
(for example tax and legal
frameworks, works councils,
cultural drivers of reward,
international mobility).
7.25.4 International
remuneration issues,
expatriation and cross border
policies and complexities
(for example tax and legal
frameworks, works councils,
cultural drivers of reward,
international mobility).
7.26.1 Awareness of
executive remuneration issues.
7.26.2 Executive
remuneration issues,
approaches and policies.
7.26.3 Executive
remuneration issues,
approaches and policies and
how to manage at a strategic
level.
7.26.4 Executive
remuneration issues,
approaches and policies and
how to manage at a strategic
level.
7.27.1 Methods for evaluating
pay and reward practice.
7.27.2 Methods for evaluating
pay and reward practice.
7.27.3 Strategic evaluation
and assessment of reward
practice.
7.27.4 Strategic evaluation
and assessment of reward
practice.
Knowledge: what you need to know
Performance and reward
Help create and maintain a high-achieving organisation culture by
delivering programmes that reward and recognise key employee
capabilities, skills, behaviours, experience and performance, and ensure
that reward systems are market-relevant, fair and cost-effective.

Review this technical professional area in conjunction with the core areas.
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Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
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33 Profession Map Our Professional Standards V2.4
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Research
and measure
employee
engagement
8.1.1 Build and feedback
insights and messages about
employee engagement by
talking and working with
employees.
8.1.2 Identify the ongoing
prime drivers of employee
engagement for the organisa-
tion through appropriate
academic and good practice
research and data analysis.
8.1.3 Initiate research to
develop organisational
insights into drivers of
employee engagement and
the link to organisational
performance.
8.1.4 Create the business case
for engagement based on
clear evidence/research into
the link between employee
engagement drivers and
organisational performance.
8.2.1 Analyse and develop
reports on employee
engagement identifying
areas that complement
performance metrics such
as sales, customer service,
retention, turnover, absentee
rates, and retention.
8.2.2 Monitor, measure &
evaluate key organisation
performance metrics, providing
reports on trends/issues to the
management team.
8.2.3 Lead on and develop
approaches to capturing,
measuring and analysing
employee feedback linked to
performance metrics.
8.2.4 Use best practice
to identify employee
engagement metrics focused
on emotional and intellectual
engagement measures linked
to performance metrics.
8.3.1 Collect and analyse
responses from employee
engagement diagnostics and
processes.
8.3.2 Implement employee
satisfaction/feedback
processes, encouraging
managers and staff
participation.
8.3.3 Manage employee
engagement diagnostic
processes to deliver relevant
organisational data, working
closely with senior managers
to gain insight.
8.3.4 Lead the design of
employee engagement
diagnostic processes ensuring
clear linkage to strategic
initiatives and outcomes, and
championing with colleagues
to ensure full engagement
and support.
Develop employee
engagement
proposals and
plans
8.4.1 Facilitate the
contribution of employees to
solutions and plans in their
area.
8.4.2 Facilitate the
development of local plans for
employee engagement that
will address critical concerns
and drive sustainable
organisational performance.
8.4.3 Develop change
proposals and plans for
employee engagement in
response to engagement
drivers that will drive
sustainable organisational
performance.
8.4.4 Develop a strategic,
comprehensive and actionable
approach to employee
engagement, focusing on
benefits to individuals and the
organisation.
8.5.1 Design, develop and
implement the ongoing
presentation of results
to key groups across the
organisation, such as index
dashboards, narrative reports.
8.5.2 Facilitate alignment
across key groups to proposals
and plans.
8.5.3 Work with senior
managers to build alignment
to engagement strategy and
plans, and assess the potential
impact of the changes.
8.5.4 Engage senior leaders
to ensure alignment of
organisation values and
beliefs with engagement
plans, and conduct an
organisation impact
assessment of the proposed
changes.
Embed employee
engagement
interventions
8.6.1 Administer the roll-
out of regular employee
engagement initiatives.
8.6.2 Devise and implement
(through others) practical and
timely interventions that will
help to create an environment
that is conducive to genuine
engagement of staff.
8.6.3 Devise and implement
practical and timely solutions
and ensure these are
reinforced to embed cultural
change in the longer term.
8.6.4 Act as sponsor to
employee engagement
initiatives, engaging leaders
to drive real change from
employee insight.
8.7.1 Work with employees
to benefit positively from
engagement practices
and tools, for example
communications, work life
balance, diversity.
8.7.2 Work with managers to
implement practices and tools
that help build and facilitate
engagement.
8.7.3 Develop process for on-
going engagement, including
provision of working practices
and tools that help to build
and facilitate engagement.
8.7.4 Foster an environment
that is conducive to employee
engagement ensuring
solutions focus on releasing
the talents, creativity and
innovation in the workforce.
8.8.1 Train and coach
managers to understand
how to engage teams and
individuals differentially to
address their different needs.
8.8.2 Challenge and ensure
momentum is maintained
across actions resulting
from sources of employee
feedback.
8.8.3 Articulate issues and
present options resulting from
ongoing feedback in complex
situations ensuring proposed
solutions meet strategic needs.
8.8.4 Work with and through
senior leaders to facilitate,
challenge and ensure
momentum across actions
resulting from employee
feedback.
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Insights,
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Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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Employee engagement
Work to strengthen the connection that all employees have with their
work, colleagues and to their organisation so that employees are
more fulfilled by their work and make a greater contribution towards
organisational objectives: give particular attention to good leadership and
management.
Review this technical professional area in conjunction with the core areas.
8
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34 Profession Map Our Professional Standards V2.4 35 Profession Map Our Professional Standards V2.4
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Embed employee
engagement
interventions
(continued)
8.9.1 Maintain and share
information with colleagues
to help build engagement
solutions.
8.9.2 Co-ordinate practitioners
and specialists within the
organisation to build solutions,
commissioning external
consultancy support to build
capability where required.
8.9.3 Manage
interdependencies across
wider organisation, engaging
with colleagues to drive
employee engagement
across the organisation and
people processes/strategies,
commissioning external
consultancy support to build
knowledge and skill where
required.
8.9.4 Engage leadership
colleagues, making timely
and relevant connections
with people and organisation
strategies and plans.
8.10.1 Provide meaningful
and accessible information
that informs future
investments and strategies
linked to organisational
performance improvements.
8.10.2 Promote the use of
engagement data to inform
and challenge local decisions
and plans.
8.10.3 Promote ongoing
ownership and accountability
for using engagement metrics
to inform and challenge
initiatives and priorities.
8.10.4 Measure progress
against the organisation plans
and key performance indicators;
drive appropriate actions
and initiatives to facilitate
engagement and strategic
objectives and outcomes.
Employer brand 8.11.1 Work with IT and
marketing to communicate
key messages of the employer
brand.
8.11.2 Coach managers
on how to communicate
with and get feedback
from employees around the
employer brand proposition.
8.11.3 Lead internal and
external research and
maintain an active network
to develop, communicate
and manage an attractive,
balanced and authentic
employer brand proposition.
8.11.4 Lead the development
and implementation of a clear
employer brand proposition
across the employee lifecycle
to attract and retain new
and existing talent.
8.12.1 Advise employees
about the organisations values
and behavioural expectations.
8.12.2 Ensure that the values
and behavioural expectations
permeate through the
organisations processes,
policies, intranet and other
literature.
8.12.3 Develop ongoing
communication and
engagement plans to ensure
that employees and other
stakeholders understand and
respect the organisations
values and behavioural
expectations, disseminating
key messages and best
practice throughout the life-
cycle of employment.
8.12.4 Lead the identification
and articulation of the
organisations core values and
behavioural expectations.
8.13.1 Advise employees
about processes to raise
concerns about the
values and behavioural
expectations.
8.13.2 Influence and advise
managers on organisation
values and behaviour
expectations, and manage
processes to raise concerns.
8.13.3 Influence and challenge
senior managers to role-
model organisation values and
behavioural expectations.
8.13.4 Influence and challenge
leadership at all levels to
behave in a manner that is
consistent with the values and
behavioural expectations.
Employee engagement
Work to strengthen the connection that all employees have with their
work, colleagues and to their organisation so that employees are
more fulfilled by their work and make a greater contribution towards
organisational objectives: give particular attention to good leadership and
management.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
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Insights,
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and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
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35 Profession Map Our Professional Standards V2.4
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8.14.1 The key influences on
how people behave at work.
8.14.2 The influences on how
people behave at work.
8.14.3 Workplace psychology
and psychological contract.
8.14.4 Workplace psychology
and psychological contract.
8.15.1 Perspectives and
needs of different groups of
employees.
8.15.2 Perspectives of diverse
groups of people and how to
tailor employee engagement
initiatives with optimised
results.
8.15.3 Research and models
outlining key drivers of
employee engagement and
how they link to organisational
performance.
8.15.4 Research and models
outlining key drivers of
employee engagement and
how they link to organisational
performance.
8.16.1 Internal
communications tools.
8.16.2 Approaches to
communicating with a range
of people at varying levels.
8.16.3 Approaches to
communicating with a diverse
mix of people.
8.16.4 Approaches to
communicating successfully
with global communities.
8.17.1 Survey and research
design and implementation
methodologies such as focus
groups.
8.17.2 Survey and research
design and implementation
methodologies such as focus
groups.
8.17.3 Survey and research
design and implementation
methodologies; their strengths
and weaknesses in differing
situations.
8.17.4 Survey and research
design and implementation
methodologies; their strengths
and weaknesses in differing
situations.
8.18.1 Data analysis tools, for
example regression analysis
and data reporting.
8.18.2 Data analysis tools, for
example regression analysis
and data reporting.
8.18.3 Establishing methods
for business performance
metric analysis.
8.18.4 Establishing methods
for business performance
metric analysis.
8.19.1 External employee
research and survey contracts.
8.19.2 Managing external
employee research and survey
contracts.
8.19.3 Tendering, procuring
and managing external
employee research and survey
services and contracts.
8.19.4 Tendering, procuring
and managing external
employee research and survey
services and contracts.
Employee engagement
Work to strengthen the connection that all employees have with their
work, colleagues and to their organisation so that employees are
more fulfilled by their work and make a greater contribution towards
organisational objectives: give particular attention to good leadership and
management.
Review this technical professional area in conjunction with the core areas.
Knowledge: what you need to know
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Insights,
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Performance
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Employee
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Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
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planning
Learning and
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36 Profession Map Our Professional Standards V2.4 37 Profession Map Our Professional Standards V2.4
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Develop employee
relations strategy,
policy and practice
9.1.1 Work with individuals
and managers to ensure
adherence to organisational
values and behaviours in
everyday practice.
9.1.2 Involve managers
in defining and delivering
cultural initiatives to embed
trust, respect and fairness into
everyday practice.
9.1.3 Working with senior
managers, create and
implement initiatives to build
a culture with associated
behaviours and values focused
on trust, respect and fairness
into values and behaviours.
9.1.4 Establish the overall
employee relations culture
with organisational leaders,
building trust, respect and
fairness between organisation
and employees.
9.2.1 Maintain relevant ER
documentation, ensuring all
contractual/legal documents
and templates are kept up to
date and in line with current
legislation.
9.2.2 Develop relevant ER
documentation, ensuring all
contractual/legal documents
and templates are kept up to
date and in line with current
legislation.
9.2.3 Develop employee
relations plans, policies and
practice to cover the full
employee engagement with
the organisation.
9.2.4 Lead the development of
the employee relations strategy
that delivers and supports the
organisations objectives.
Embed employee
relations strategy,
policy and practice
9.3.1 Monitor people
processes and activity to
ensure compliance with ER
plans and legislation.
9.3.2 Ensure that all activity
relating to ER is consistent
and in line with legislation.
9.3.3 Ensure that ER plans
are integrated consistently
across all HR/people
strategies and plans.
9.3.4 Ensure that all HR/
people strategies, policies and
procedures are consistently
deployed in line with the
organisations stated values.
9.4.1 Implement guidelines
on ER issues, ensuring new
information and updates
are provided to staff and
managers.
9.4.2 Develop comprehensive
guidance to HR colleagues
and managers on ER issues.
9.4.3 Ensure that ER
principles, policies, practices
and procedures are clearly
communicated and understood
within the organisation.
9.4.4 Ensure that the
appropriate ER tools, policies
and practices are well executed.
9.5.1 Inform and advise
managers and staff about
employee relations policies
and practices.
9.5.2 Support and coach HR
colleagues and managers in
understanding and complying
with ER policies and practices.
9.5.3 Co-ordinate and work
with legal providers to ensure
that all HR colleagues and
managers receive the relevant
ER training.
9.5.4 Co-ordinate and work
with legal providers to ensure
that ER professionals have
capability and are sufficiently
developed to meet ER
strategy.
9.6.1 Give accurate and
appropriate advice, training
and support to managers to
recognise, respect and enable
the flourishing of individual
differences.
9.6.2 Give accurate and
appropriate advice, training
and support to managers to
recognise, respect and enable
the flourishing of individual
differences.
9.6.3 Design policies
and practices and lead
implementation to promote
diversity and inclusion across
the organisation.
9.6.4 Stimulate debate and
challenge leaders across the
organisation on diversity and
inclusion and build the business
case for recognising and
respecting individual differences.
9.7.1 Track and monitor team
performance against plans,
recommending areas for
improvement.
9.7.2 Track employee relations
plans against agreed metrics,
recommending areas for
improvement.
9.7.3 Assess ER plans against
metrics and recommend areas
for improvement.
9.7.4 Monitor the impact
of ER strategy on relations
between organisation and
employee and make changes
as required.
Conflict
management
9.8.1 Encourage open and
honest conversations between
individuals and supervisor/
manager.
9.8.2 Focus interventions
on enhancing constructive
and honest communications
between employees and
managers.
9.8.3 Coach senior managers
to foster positive working
relationships with employees.
9.8.4 Encourage executives
to behave in a consistent,
transparent manner with
integrity.
9.9.1 Provide accurate, timely
information and support to ER
advisers and managers who
are leading the resolution of
ER issues.
9.9.2 Provide specialist advice
and instruction to managers
who are leading the
resolution of ER issues.
9.9.3 Instruct or strongly
influence those leading
sensitive ER issues on the
appropriate approach to
conflict management.
9.9.4 Advise the organisation
on appropriate conflict
management approaches,
including mediation.
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Organisation
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Activities: what you need to do (in addition to core activities)
Employee relations
Ensure that the individual and collective relationship between the
organisation and its employees are managed appropriately; within a clear
framework underpinned by organisation culture, practices, policies and
ultimately by relevant law.
Review this technical professional area in conjunction with the core areas.
9
37 Profession Map Our Professional Standards V2.4
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9.10.1 Keep accurate and
appropriate records of ER-
related events.
9.10.2 Take the lead on
investigating and resolving
employee relations issues.
9.10.3 Take the lead on
resolving complex ER issues
that create significant risk to
the organisation.
9.10.4 Ensure that grievance
and disciplinary practice is
robust and thoughtful to
avoid tribunal action where
appropriate.
Collective
negotiation and
consultation
9.11.1 Provide accurate
and timely information and
support to colleagues who are
managing conflict situations.
9.11.2 Manage and facilitate
potential conflict situations to
achieve consensus legally and
ethically.
9.11.3 Lead key negotiations
and foster constructive
working relationship with
trade unions, works councils,
employee forums and similar
bodies.
9.11.4 Design and define
the organisations industrial
relations strategy that secures
business performance and
employee engagement while
meeting legal requirements.
9.12.1 Provide accurate
and timely information and
support to colleagues who are
leading negotiations.
9.12.2 Lead key negotiations
with trade unions, works
councils, employee forums,
on a range of labour issues.
9.12.3 Lead key negotiations
with trade unions, works
councils, employee forums,
on a range of labour issues.
9.12.4 Lead key negotiations
with trade unions, works
councils, employee forums on
a range of business issues.
9.13.1 Look for opportunities
to overcome barriers to
change and feed back
to colleagues involved in
negotiations with unions.
9.13.2 Seek and identify ways
to overcome barriers to change
from the perspectives of both
the organisation managers and
the trade unions.
9.13.3 Challenge organisation
managers to address and
modernise the organisations
working practices and not to
accept the status quo.
9.13.4 Adopt an independent
stand between the organisation
and the trade union to
constructively challenge
both parties to improve and
modernise working practices.
Performance
culture
9.14.1 Support individuals
and managers to create clear,
realistic and measurable
objectives to link to
reward and performance
management approaches.
9.14.2 Train and coach
managers to manage
performance on an ongoing
basis and to have honest
and straight performance
conversations.
9.14.3 Challenge senior
leadership to adopt a
performance-driven culture
underpinned by strong
performance management
capability.
9.14.4 Challenge executive
leadership to adopt a
performance-driven culture
underpinned by a strong
performance management
capability.
9.15.1 Advise managers and
individuals on performance
management policy.
9.15.2 Coach managers
to communicate clearly to
employees on performance
and reward matters, seeking
to avoid conflict.
9.15.3 Coach senior managers
to communicate clearly to
employees on performance
and reward matters, seeking
to avoid conflict.
9.15.4 Design and advocate
non-bureaucratic performance
management processes in line
with organisational values.
Employee relations
Ensure that the individual and collective relationship between the
organisation and its employees are managed appropriately; within a clear
framework underpinned by organisation culture, practices, policies and
ultimately by relevant law.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
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38 Profession Map Our Professional Standards V2.4 39 Profession Map Our Professional Standards V2.4
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9.16.1 Relevant current
local employment law and
discrimination law. Knows
what the organisation needs
to do to mitigate risk.
9.16.2 Relevant current
local employment law and
discrimination law in local and
international jurisdictions, plus
proposed changes. Knows
what the organisation needs
to do to mitigate risk.
9.16.3 Relevant current
local employment law and
discrimination law in local and
international jurisdictions, plus
proposed changes. Knows
what the organisation needs
to do to mitigate risk.
9.16.4 Relevant current
local employment law and
discrimination law in local and
international jurisdictions, plus
proposed changes. Knows
what the organisation needs
to do to mitigate risk.
9.17.1 Understands the role
of legislation in progressing
issues of diversity.
9.17.2 Understands the role
of legislation in progressing
issues of diversity.
9.17.3 Understands the role
of legislation in progressing
issues of diversity.
9.17.4 Understands the role
of legislation in progressing
issues of diversity.
9.18.1 The fundamentals of
employee relations.
9.18.2 Employee relations
issues and risks and knows how
to coach managers in them.
9.18.3 The significance
of the employee relations
climate and culture in the
organisation and its impact
on employee motivation and
performance.
9.18.4 Employee relations
issues and how their
management can both
positively and negatively
impact the organisations
performance and culture.
9.19.1 Communicating
information regarding
employee relations policies
and procedures.
9.19.2 Gathering, analysing
and presenting feedback on
ER-related communications
and feedback.
9.19.3 Creating and delivering
employee relations plans,
including communication and
involvement mechanisms.
9.19.4 Developing an
employee relation strategy
with corresponding
communication and
involvement plan.
Employee relations
Ensure that the individual and collective relationship between the
organisation and its employees are managed appropriately; within a clear
framework underpinned by organisation culture, practices, policies and
ultimately by relevant law.
Review this technical professional area in conjunction with the core areas.
Knowledge: what you need to know
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
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39 Profession Map Our Professional Standards V2.4
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Band 1 Band 2 Band 3 Band 4
Establish customer
requirements
10.1.1 Ask the right
questions and collate data to
understand customer need.
10.1.2 Gain deeper insight
into customer need or
problem by questioning and
exploring concerns, and
reviewing data in reports.
10.1.3 Assess customer
requirements and priorities
through partnering with key
customers and stakeholders,
and establish data and MI
requirements at function level.
10.1.4 Establish high-level
customer requirements and
priorities through partnering
with executive customers
and senior stakeholders, and
establish MI requirements at
organisation level.
10.2.1 Alert manager to
service issues or customer
complaints.
10.2.2 Raise repeated
problems or blocks to
excellence customer service.
10.2.3 Identify problems with
current HR service which
indicate ineffective design/
processes.
10.2.4 Identify current and
potential HR service issues
and problems across the
organisation.
Create service
approach
10.3.1 Use available
technology effectively to
access relevant HR content to
resolve customer issues.
10.3.2 Use technology
effectively to access and tie
together relevant HR content
to resolve case.
10.3.3 Determine most
effective service delivery
channels to meet organisation
need.
10.3.4 Determine cost-
effective and appropriate
service delivery approach and
model to best meet needs of
organisation.
10.4.1 Analyse and report on
external benchmark response
time and cost data.
10.4.2 Analyse and report on
external benchmark response
time and cost data.
10.4.3 Benchmark externally
to compare cost of HR service
providers to deliver quality
and response times.
10.4.4 Benchmark externally
to compare cost of HR service
providers to deliver quality
and response times.
10.5.1 Manage
transactional process around
commissioning and managing
service providers.
10.5.2 Support the options
appraisal, needs identification,
specification design and
provider selection in line
with corporate standards for
agreed HR services.
10.5.3 Lead the options
appraisal, needs identification,
specification design and
provider selection in line
with corporate standards for
agreed HR services.
10.5.4 Negotiate major
third-party contracts for the
delivery of services.
10.6.1 Keep accurate records
of case history, and track
progress against SLAs.
10.6.2 Maintain and
monitor accuracy of case
records, making necessary
improvements and tracking
progress against SLAs.
10.6.3 Establish effective and
efficient case management
processes within policy area,
and reassign as appropriate to
meet SLAs.
10.6.4 Establish strategy and
model to ensure effective
and efficient service delivery,
and adapt process and
delivery SLAs to meet crucial
organisational needs.
10.7.1 Comply with
organisational procedures and
legislative requirements.
10.7.2 Analyse the effects of
legislative changes on services
and implement changes to
ensure compliance.
10.7.3 Identify and act on any
legislative changes that may
impact on service delivery.
10.7.4 Ensure compliance
and legislative requirements
are given critical priority in
design and implementation of
service.
Build customer
service culture
and measure
effectiveness
10.8.1 Deliver service
excellence, customer care
and display strong customer
service ethos, even through
times of change.
10.8.2 Foster a culture of
service excellence, role-model
this as a customer champion
and coach team to deliver
customer care, including
through times of change.
10.8.3 Drive a culture of
service excellence, customer
care and value for money,
managing major change
programmes effectively.
10.8.4 Visibly lead and
motivate the service delivery
team, driving a culture of
service excellence and value
for money, leading service
model restructuring.
10.9.1 Recognise own
accountability and authority
level for handling inquiries.
10.9.2 Ensure clear
accountability within team for
delivery.
10.9.3 Communicate
accountabilities within
wider HR team for design,
implementation, customer
support and administration.
10.9.4 Define accountabilities
within wider HR team for
design, implementation,
customer support and
administration.
10.10.1 Track case
management performance
against SLAs.
10.10.2 Track service handling
performance against SLAs.
10.10.3 Analyse case load and
reassign where appropriate to
meet SLAs.
10.10.4 Adapt processes and
delivery SLAs to match critical
business need.
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Performance
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relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
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Service delivery and information
Ensure customer-focused HR service delivery excellence across the entire
employee lifecycle, applying exceptional process and project management
to enable effective and cost-efficient HR service delivery; provide the
organisation with meaningful analytics to enable business improvement.
Review this technical professional area in conjunction with the core areas.
10
Activities: what you need to do (in addition to core activities)
40 Profession Map Our Professional Standards V2.4 41 Profession Map Our Professional Standards V2.4
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10.11.1 Deliver MI and
documented processes in line
with service-level agreement
for the division and
organisation, highlighting any
potential need for corrective
action.
10.11.2 Deliver MI and
service in line with established
service-level agreement and
metrics for the division or
organisation, taking corrective
action as required.
10.11.3 Create, agree
and manage service-
level agreements and key
performance indicators with
internal customers, taking
corrective action as required.
10.11.4 Lead development
and monitoring of internal
service-level agreements, key
performance indicators and
metrics, taking corrective
action as required.
10.12.1 Implement systems
and processes to measure
efficiency of suppliers.
10.12.2 Monitor service levels
and give timely feedback to
suppliers.
10.12.3 Manage suppliers
against service-level
agreements, key performance
indicators and contracts.
10.12.4 Establish key
performance indicators,
metrics and short-and-long
term targets for service
delivery from outsourced/off-
shored providers.
Project and
change
management
10.13.1 Strive to maintain
continued service excellence
during times of change
using existing processes and
infrastructure.
10.13.2 Maintain continued
service excellence during
times of change, while
parallel-testing new
approaches.
10.13.3 Develop the business
case for significant change
programmes and manage
implementation in support
of major service model
restructuring.
10.13.4 Lead and sponsor
any major service model
restructuring, and use MI to
build organisation insights
and highlight priorities and
risks to organisational leaders
10.14.1 Support
implementation of change
by thoroughly testing new
technology and feedback user
experience.
10.14.2 Pilot the
implementation of new
processes, policies, technology
across end-to-end processes
and with multiple users
to mitigate risk to service
delivery.
10.14.3 Work with specialists
and HR colleagues to design
or amend IT processes in
support of changes to HR
processes.
10.14.4 Ensure that policies,
processes and information
technology are fit for
purpose, in service of efficient
and effective delivery and
flexible enough to respond to
changing service needs.
10.15.1 Utilise technology
to collect and analyse service
performance data in order
to provide management
information on service levels
and costs.
10.15.2 Monitor and evaluate
data, information and
customer feedback to ensure
ongoing service quality.
10.15.3 Seek process
improvement ideas and
feedback from customers
through formal and informal
feedback processes.
10.15.4 Engage with
customers in driving
continuous improvement in
service levels.
10.16.1 Continuously seek
to identify ways to improve,
challenging current practice
and suggesting a better way.
10.16.2 Use process analysis
tools to map and analyse
processes, seeking continuous
improvement in response
times, quality, cost and waste.
10.16.3 Use process analysis
tools to map and analyse end-
to-end processes, understand
blockages and drive
continuous improvement in
service delivery and customer
satisfaction.
10.16.4 Drive the use
of formal continuous
improvement processes to
improve process efficiency
and effectiveness and reach
customer delivery and
satisfaction targets.
Service delivery and information
Ensure customer-focused HR service delivery excellence across the entire
employee lifecycle, applying exceptional process and project management
to enable effective and cost-efficient HR service delivery; provide the
organisation with meaningful analytics to enable business improvement.
Review this technical professional area in conjunction with the core areas.
Activities: what you need to do (in addition to core activities) (continued)
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Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
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41 Profession Map Our Professional Standards V2.4
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10.17.1 How to operate the
organisations HR technology
model.
10.17.2 Methods for
identifying and measuring
needs for HR services and
how HR technology can
support delivery.
10.17.3 Options for HR
technology models, how
to design and commission
new technology solutions
for HR and how to monitor
effectiveness once in place.
10.17.4 Models and options
for running the HR function
(for example centralised,
decentralised, account
management, shared services,
outsourced, integrated service
delivery) and the risks and
opportunities associated with
these.
10.18.1 Use of an HRIS and
analysing and presenting data
in understandable terms.
10.18.2 Management of small
commercial contracts and
tender processes.
10.18.3 The options for
delivering HR solutions
through technology
appropriate to the
organisation.
10.18.4 Leading-edge
solutions to service delivery
and their appropriateness to
the organisation.
10.19.1 The employee
lifecycle and diverse needs at
specific points (for example
entry, promotion, exit).
10.19.2 The employee
lifecycle and diverse needs at
specific points (for example
entry, promotion, exit).
10.19.3 The employee
lifecycle and diverse needs at
specific points (for example
entry, promotion, exit).
10.19.4 The employee
lifecycle and diverse needs at
specific points (for example
entry, promotion, exit).
10.20.1 Handling, escalating
and resolving complaints.
10.20.2 Delivering service
excellence and dealing with a
range of customer situations
in a service centre setting.
10.20.3 Managing and
motivating a service centre
operations team to deliver
service excellence against
specified indicators and
metrics.
10.20.4 Leading and
motivating a service
operational team.
10.21.1 Cost restraints and
service delivery targets for
organisation.
10.21.2 Organisational
financial model underpinning
service delivery.
10.21.3 Managing against
operational metrics.
10.21.4 Setting short-and
long-term metrics and service-
level agreements with internal
customer and external
suppliers.
10.22.1 The foundations
of tools such as Six Sigma,
Kaizen and Lean.
10.22.2 Use of process
re-design tools such as Six
Sigma, Kaizen and Lean
to interrogate end-to-end
processes.
10.22.3 Use of process
re-design tools such as Six
Sigma, Kaizen and Lean
to interrogate end-to-end
processes.
10.22.4 Use of process
re-design tools such as Six
Sigma, Kaizen and Lean
to interrogate end-to-end
processes.
10.23.1 Project management
principles and practices.
10.23.2 Application of
project management tools
and approaches within an
organisation.
10.23.3 Stages and phasing
of project and programme
management.
10.23.4 Stages and phasing
of complex, multiple
programme management.
10.24.1 Individual responses
to change, people as enablers
and blockers.
10.24.2 Key stages in change
management, identifying
supporters, blockers and
fence-sitters.
10.24.3 Critical factors in
planning change across
business areas; identifying
risks and creating mitigation
plans.
10.24.4 Critical factors
in planning change
across complex, multi-site
organisations; identifying risks
and creating mitigation plans.
Service delivery and information
Ensure customer-focused HR service delivery excellence across the entire
employee lifecycle, applying exceptional process and project management
to enable effective and cost-efficient HR service delivery; provide the
organisation with meaningful analytics to enable business improvement.
Review this technical professional area in conjunction with the core areas.
Knowledge: what you need to know
Leading H
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Insights,
strategy
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solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
42 Profession Map Our Professional Standards V2.4 43 Profession Map Our Professional Standards V2.4
B
A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
B
E
H
A
V
I
O
U
R
S
C
O
R
E

P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
I
N
T
R
O
D
U
C
T
I
O
N
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
L
e
a
d
ing
H
R
C
u
r
io
us D
e
c
i
s
i
v
e

t
h
i
n
k
e
r









S
k
i
l
l
e
d

i
n
f
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e
n
c
e
r

























































































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r
a
g
e

t
o

c
h
a
l
l
e
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g
e






R
o
l
e

m
o
d
e
l








D
r
i
v
e
n

t
o

d
e
l
i
v
e
r


C
ollabo
r
a
t
i
v
e



P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
e
a
ding

H
R
Behaviours
43 Profession Map Our Professional Standards V2.4
C
O
R
E

P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
I
N
T
R
O
D
U
C
T
I
O
N
B
A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
B
E
H
A
V
I
O
U
R
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
Behaviour Definition
Curious
Is future-focused, inquisitive and open-minded; seeks out evolving and innovative ways to add value
to the organisation.
Decisive thinker
Demonstrates the ability to analyse and understand data and information quickly. Uses information,
insights and knowledge in a structured way to identify options, make recommendations and make
robust, defendable decisions.
Skilled influencer
Demonstrates the ability to influence to gain the necessary commitment and support from
diverse stakeholders in pursuit of organisation value.
Personally credible
Builds and delivers professionalism through combining commercial and HR expertise to bring
value to the organisation, stakeholders and peers.
Collaborative Works effectively and inclusively with a range of people, both within and outside of the organisation.
Driven to deliver
Demonstrates determination, resourcefulness and purpose to deliver the best results for the
organisation.
Courage to challenge
Shows courage and confidence to speak up skilfully, challenging others even when confronted with
resistance or unfamiliar circumstances.
Role model
Consistently leads by example. Acts with integrity, impartiality and independence, balancing
personal, organisation and legal parameters.
Leading H
R
Curious Decisiv
e
t
h
in
k
e
r









S
k
i
l
l
e
d

i
n
f
l
u
e
n
c
e
r







































C
o
u
r
a
g
e

t
o

c
h
a
l
l
e
n
g
e






R
o
l
e
m
o
d
e
l








D
r
i
v
e
n

t
o
d
e
liv
e
r
Collaborative

P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
The Profession Map
Behaviours
This section describes the behaviours an HR professional needs to
carry out their activities. Each behaviour is described at four bands
of professional competence.
44 Profession Map Our Professional Standards V2.4 45 Profession Map Our Professional Standards V2.4
B
A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
B
E
H
A
V
I
O
U
R
S
C
O
R
E

P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
I
N
T
R
O
D
U
C
T
I
O
N
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
Band 1 Band 2 Band 3 Band 4
Interested in finding out about
the organisation and the
connections between wider
organisational issues and their
own role.
Actively seeks ways to develop
understanding of organisational
and sector issues and develop-
ments.
Keeps up with and anticipates
emerging organisational
and commercial issues and
developments.
Proactively develops deep
insights into the commercial and
strategic context around their
organisation.
Inquisitive about current issues
and developments within the HR
community and how they impact
their current practice.
Keeps up to date with issues and
trends in HR and brings insights
back into the organisation to
evolve and improve advice and
solutions.
Connects with peers across HR and
benchmarks against organisations
to bring best practice ideas and
innovations back to benefit the
organisation.
Connects into the HR community
to debate and shape HR activity
and practice and develop
leading-edge insights for the
organisation.
Extends understanding to
underlying issues and causes.
Considers an issue or
opportunity from a number of
angles, based on experience,
intuition and knowledge of the
organisation.
Extends reference sources to
include the views of others
outside the immediate or most
apparently relevant frame of
reference.
Sheds light on big issues that
others hadnt spotted or dont
want to see through probing,
digging deep and asking
why?.
Reflects, analyses and tests
ideas and insights with others.
Seeks or creates opportunities
to test new ideas or
innovations.
Skilfully balances risk and
innovation in trialling new ideas
or translating insights into
action.
Fosters an inquisitiveness in
the organisation, resulting in
new lines of thinking, original
insight and breakthrough ideas
in the business.
Open to trying new ideas
and takes on board change.
Is willing to try and not to
succeed first time.
Drives self and supports
others in working outside of
comfortable environments and
allows room for failure.
Fosters a continuous learning
approach, showing interest
and curiosity in new ideas and
opportunities and allowing time
to build success.
Promotes and sponsors
a culture that supports
experimentation, continuous
improvement and innovation.
Driven to understand how
people in various organisations
or contexts react or behave
differently in a range of
circumstances.
Driven to understand how
people in various organisations
or contexts react or behave
differently in a range of
circumstances.
Driven to understand how
people in various organisations
or contexts react or behave
differently in a range of
circumstances.
Driven to understand how
people in various organisations
or contexts react or behave
differently in a range of
circumstances.
Contra-indicators
Fails to see relevance of wider organisation issues, sector trends or contextual developments to
organisation or role.
Takes immediate information at face value and fails to ask questions when unclear.
Needs to know all the answers, rather than the right method of enquiry.
Rejects ideas quickly or spontaneously without reection or adequate insights.
Is focused on the present and the past and has a low interest in emergent or future issues.
Leading H
R
Curious Decisiv
e
t
h
in
k
e
r









S
k
i
l
l
e
d

i
n
f
l
u
e
n
c
e
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C
o
u
r
a
g
e

t
o

c
h
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l
l
e
n
g
e






R
o
l
e
m
o
d
e
l








D
r
i
v
e
n

t
o
d
e
liv
e
r
Collaborative

P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Curious
Is future-focused, inquisitive and open-minded; seeks out
evolving and innovative ways to add value to the organisation.
45 Profession Map Our Professional Standards V2.4
C
O
R
E

P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
I
N
T
R
O
D
U
C
T
I
O
N
B
A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
B
E
H
A
V
I
O
U
R
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
Band 1 Band 2 Band 3 Band 4
Assesses the value of information
and data before applying it to a
decision.
Gathers information from
multiple sources, analyses and
critiques it before making a
decision.
Evaluates information from
multiple sources, applying
intuition and judgement to
weigh their value and relevance
to the decision at hand.
Analyses both tangible and
intangible information and
data rapidly to develop critical
insights.
Ensures details and facts are
correct, complete and consistent,
ensuring that conclusions drawn
from the information are built on
solid foundations.
Compares and contrasts
situations and information,
identifying patterns and trends
which inform subsequent
decisions.
Maintains a broad view of the
situation, identifying the key
elements while keeping an
overview of the detail.
Sees macro connections,
relationships and opportunities
which others miss.
Uses previous experience,
standard procedures and
common sense to make
decisions.
Applies own judgement and
criteria to adapt previous
recommendations or experience
in the light of the current
circumstances.
Makes effective decisions
in the absence of complete
information, but with a strong
understanding of organisation
priorities.
Takes decisions in a strategic
context where there are many
unknowns, always mindful
of existing and emerging
organisation priorities.
Accurately collects and
interprets relevant data in
order to support organisation
decision-making and delivery
of task.
Identifies the most suitable
analytical tools or data-
gathering approaches
according to the specific
context.
Identifies how best to distil
a mass of complex data
into distinct, clear and
concise concepts others can
understand.
Identifies the key questions
to ask in complex situations,
providing direction for the
course of investigation or data
interrogation.
Is able to use common sense
and knowledge to solve
problems while recognising
limits of personal experience
or authority within the
organisation.
Identifies scope of own and
others decision-making
authority, works appropriately
within this to move forward
resolution of organisational
issues.
Creates an environment where
others can make decisions
by clarifying roles and
responsibilities and providing
appropriate support.
Provokes the organisation to
address complex or sensitive
issues and guides senior
management to pragmatic,
sustainable solutions.
Contra-indicators
Avoids long-standing, difcult or sensitive issues.
Focuses on symptoms rather than causes.
Makes fundamental errors in data analysis.
Accepts data or analysis without evaluating the meaning or source.
Fails to understand organisation decision-making processes (explicit or implicit) and how these translate
into personal authorities.
Takes a narrow focus, taking decisions in the interest of their own department, team or self.
Leading H
R
Curious Decisiv
e
th
in
k
e
r









S
k
i
l
l
e
d

i
n
f
l
u
e
n
c
e
r







































C
o
u
r
a
g
e

t
o

c
h
a
l
l
e
n
g
e






R
o
l
e
m
o
d
e
l








D
r
i
v
e
n

t
o
d
e
liv
e
r
Collaborative

P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Decisive thinker
Demonstrates the ability to analyse and understand data and
information quickly. Uses information, insights and knowledge in
a structured way to identify options, make recommendations and
make robust, defendable decisions.
46 Profession Map Our Professional Standards V2.4 47 Profession Map Our Professional Standards V2.4
B
A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
B
E
H
A
V
I
O
U
R
S
C
O
R
E

P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
I
N
T
R
O
D
U
C
T
I
O
N
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
Band 1 Band 2 Band 3 Band 4
Seeks to understand how to
influence within the culture,
governance frameworks and
politics of the organisation.
Takes account of culture, govern-
ance frameworks and politics
within their influencing and
delivery approach.
Builds relationships with key
current and future influencers,
working within and around
politics and formal processes.
Secures consensus across a
range of complex stakeholders
and in sensitive and challenging
situations.
Uses logical persuasion, backed
by evidence to support their
opinion or proposal.
Takes steps to understand and
consider the diverse opinions
of involved parties ahead of a
proposal.
Builds a comprehensive
stakeholder map to understand
the interested parties and the
diversity of their views.
Systematically maps the
complexity of interactions and
relationships, views, values and
motivations of key stakeholders.
Compares and contrasts options
to highlight relative advantages
and disadvantages of progressing
along alternative paths.
Addresses potential and
anticipated reactions and
resistance by using a flexible
communication and influencing
approach.
Seeks out key stakeholders
ahead of a key interaction or
meeting to understand their
points of views or concerns,
and gains early support and
buy-in.
Develops and pursues a
strategic internal and external
influencing plan, at individual
and organisation levels.
Identifies the key points
to communicate on any
interaction, selecting the right
channel for the message and
audience.
Tailors communications to
appeal to, include and engage
different audiences.
Makes the complex or
ambiguous clear for others,
enabling people to participate
in debate and discussion.
Communicates in an
authoritative, engaging and
compelling way, leaving a clear
and memorable message.
Seeks to understand themselves
and how they differ from
others in style, approach and
beliefs.
Proactively develops
understanding of different
people and adjusts own
behaviour and approach to
manage impact on others.
Has deep insights into own
style and impact and is adept
at reading and influencing a
variety of people.
Builds own, senior leadership,
and the wider organisations
ability to understand self and
the impact on others.
Contra-indicators
Does not prepare adequately for meetings or interactions.
Tends to over-rely on a single, previously reliable strategy for all eventualities.
Takes interactions at face value.
Fails to understand or appreciate impact on others; does not consider situation from others viewpoint.
Fails to appreciate need to engage the support of stakeholders.
Takes a manipulative approach, using inuence in a negative way.
Leading H
R
Curious Decisiv
e
t
h
in
k
e
r









S
k
i
l
l
e
d

i
n
f
l
u
e
n
c
e
r







































C
o
u
r
a
g
e

t
o

c
h
a
l
l
e
n
g
e






R
o
l
e
m
o
d
e
l








D
r
i
v
e
n

t
o
d
e
liv
e
r
Collaborative

P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Skilled inuencer
Demonstrates the ability to inuence to gain the necessary
commitment and support from diverse stakeholders in pursuit
of organisation value.
47 Profession Map Our Professional Standards V2.4
C
O
R
E

P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
I
N
T
R
O
D
U
C
T
I
O
N
B
A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
B
E
H
A
V
I
O
U
R
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
Band 1 Band 2 Band 3 Band 4
Considers how best to add value
and ensures own expertise is
sufficiently developed to do so.
Brings theoretical and practical
HR expertise to bear on indi-
vidual and organisation issues
and opportunities.
Develops own and others HR
capability to deliver against
organisational needs.
Keeps HR expertise and
professional practice flexible
and evolving to meet strategic
priorities and organisation
requirements.
Shows enthusiasm to broaden
own experience, knowledge,
skills and self-insight.
Identifies and pursues
opportunities to do work which
will provide new experiences or
stretch existing skills.
Acts as a role model for continuous
learning, focusing own and others
efforts on building professional
and organisational knowledge.
Creates a shared learning and
knowledge transfer environment
and process across the
organisation.
Passes on own skills to others,
sharing knowledge and
experience readily.
Provides advice and guidance
to colleagues, building a
reputation as a reliable source
of collegiate support.
Provides formal and informal
development support to peers
in the organisation.
Acts as a coach or mentor to
others across the organisation
and externally, provides a
strategic perspective.
Accepts and acts on feedback
on own performance,
reacting appropriately to both
constructive criticism and
praise.
Seeks out feedback from HR
colleagues and managers,
taking the learning and
development points on board
and modifying own practice.
Builds regular reflective reviews
into the work plans while
encouraging informal, day-to-
day feedback as a matter of
course.
Uses both formal and informal
processes to gain feedback
on own performance and
development and the HR team,
implements improvements.
Offers sensible, impartial advice
and is considered as wise
counsel.
Builds trust of employees and
managers by consistently giving
carefully thought-through
advice.
Offers professional, up-to-date
views, opinions and advice to
leaders, managers, staff and
peers and is regularly sought
out to do so.
Combines leading-edge HR and
business insights to provide
highly impactful advice and
challenge to senior leaders.
Contra-indicators
Does not possess required technical depth and breadth.
Focuses on development of HR knowledge at expense of wider understanding of the organisation
and its context.
Applies HR knowledge without considering how it ts within the organisational context.
Offers advice beyond boundaries of knowledge or experience.
Spends little time on personal and professional development activities.
Is unwilling to share expertise with others.
Gives little time to the development of peers and colleagues.
Leading H
R
Curious Decisiv
e
t
h
in
k
e
r









S
k
i
l
l
e
d

i
n
f
l
u
e
n
c
e
r







































C
o
u
r
a
g
e

t
o

c
h
a
l
l
e
n
g
e






R
o
l
e
m
o
d
e
l








D
r
i
v
e
n

t
o
d
e
liv
e
r
Collaborative

P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Personally credible
Builds and delivers professionalism through combining
commercial and HR expertise to bring value to the organisation,
stakeholders and peers.
48 Profession Map Our Professional Standards V2.4 49 Profession Map Our Professional Standards V2.4
B
A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
B
E
H
A
V
I
O
U
R
S
C
O
R
E

P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
I
N
T
R
O
D
U
C
T
I
O
N
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
Band 1 Band 2 Band 3 Band 4
Shows sensitivity and respect
for others feelings, cultures
and beliefs, showing respect for
diversity.
Makes time to get to know
individuals, listens to and builds
understanding of their skills, in-
terests and motivations, to work
together more effectively.
Brings people with
complementary skills, interests
and viewpoints together,
ensuring the work benefits from
diverse input.
Promotes a collegiate culture
that encourages difference and
respects diversity.
Makes a positive contribution to
the team, supporting colleagues
in their day-to-day work.
Builds a sense of team spirit,
encouraging shared ownership
of objectives and deliverables.
Promotes a team ethos across
organisation boundaries.
Builds active strategic
partnerships with others
functions, breaking down silos
and territorial behaviour.
Establishes constructive and
collaborative relationships with
immediate colleagues.
Builds mutually beneficial
relationships, listening to
and gaining the respect and
confidence of others.
Forms collegiate working
relationships with a diverse
range of contacts within and
outside the organisation.
Builds strategic relationships
outside of the organisation for
the good of the organisation.
Passes on information promptly,
keeping colleagues up to date.
Solicits the involvement of
others and readily shares own
experience and expertise.
Ensures the right people are
involved at the right time,
navigating internal politics with
skill.
Acts in line with organisation
needs, rising above the
demands of any one
stakeholder or influential
group.
Handles disagreements as they
occur, seeking a constructive
solution.
Recognises sensitive or
controversial situations and
plans how best to handle them.
Identifies and pre-empts
any potential sources of
conflict, ensuring continued
collaboration.
Resolves highly charged, high-
profile conflicts, bringing all
parties together to effect a
mutually acceptable solution.
Contra-indicators
Consistently works in isolation, pursuing own solution without involvement of appropriate
stakeholders.
Fails to build contact with people beyond own work area.
Shows little consideration or respect for other colleagues.
Withholds relevant information, expertise or knowledge from others.
Does not contribute willingly to the team and adopts a passive role.
Fails to listen, showing little interest in the views of others.
Fails to recognise the value of diversity.
Does not understand the importance of relationships and so fails to nurture them.
Leading H
R
Curious Decisiv
e
t
h
in
k
e
r









S
k
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i
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t
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D
r
i
v
e
n

t
o
d
e
liv
e
r
Collaborative

P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Collaborative
Works effectively and inclusively with a range of people,
both within and outside of the organisation.
49 Profession Map Our Professional Standards V2.4
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O
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P
R
O
F
E
S
S
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O
N
A
L

A
R
E
A
S
I
N
T
R
O
D
U
C
T
I
O
N
B
A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
B
E
H
A
V
I
O
U
R
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
Band 1 Band 2 Band 3 Band 4
Demonstrates a consistently
strong bias for action and a
desire to deliver.
Leads delivery at a team level by
prioritising, setting clear mile-
stones and establishing unam-
biguous measures.
Delivers personally and through
others across projects by
setting clear goals and targets,
monitoring progress and holding
people to account.
Ensures delivery across the
organisation by inspiring others
with energy and personal drive.
Identifies the steps to achieve
agreed tasks, goals and
objectives in the immediate or
short term.
Creates and drives delivery of
clear project plans for multiple
projects in the short to medium
term.
Creates and drives delivery of
clear programmes which span the
organisation over the medium to
long term.
Creates and drives delivery of
a long-term strategy through
establishing a clear governance
structure with single-point
accountabilities.
Focuses own activity on the
agreed priorities, getting things
done efficiently and effectively.
Identifies and focuses on
the priorities in line with
overall organisation goals and
deliverables.
Is agile, works with the
business to confirm priorities
when facing conflicting
agendas.
Is agile, re-prioritises objectives
in line with the organisations
changing needs.
Keeps track of own progress,
completing work to deadlines
or informing others when
targets cant be met.
Tracks progress and resolves
issues promptly when projects
are slipping.
Pre-empts setbacks on projects
by anticipating and addressing
potential sources of delays.
Identifies ways to deliver
despite challenging internal
and/or external circumstances.
Consistently delivers to
expectations and commitments,
meeting or exceeding agreed
standards.
Maintains enthusiasm and
commitment to deliver results
in the face of difficulties.
Shows persistence and
resourcefulness in the face of
obstacles.
Sets a personal example of
consistency and determination,
taking full accountability for
the delivery of organisation
goals.
Contra-indicators
Unwilling to recognise, or deal with, capability or performance issues in self or others.
Works in an unfocused way, failing to prioritise or keep track of progress.
Fails to adapt approach when deadlines, targets or standards are threatened or changed.
Gives up in the face of obstacles and does not demonstrate a sense of personal responsibility for
delivery.
Leading H
R
Curious Decisiv
e
th
in
k
e
r









S
k
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l
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i
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f
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t
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m
o
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l








D
r
i
v
e
n

t
o
d
e
liv
e
r
Collaborative

P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Driven to deliver
Demonstrates determination, resourcefulness and
purpose to deliver the best results for the organisation.
50 Profession Map Our Professional Standards V2.4 51 Profession Map Our Professional Standards V2.4
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A
N
D
S

A
N
D
T
R
A
N
S
I
T
I
O
N
S
B
E
H
A
V
I
O
U
R
S
C
O
R
E

P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
D
E
S
I
G
N

A
N
D
A
R
C
H
I
T
E
C
T
U
R
E
I
N
T
R
O
D
U
C
T
I
O
N
P
R
O
F
E
S
S
I
O
N
A
L

A
R
E
A
S
Band 1 Band 2 Band 3 Band 4
Stands by own proposals in
the face of difficult questions,
providing supporting evidence.
Remains calm and stands by
decisions in the face of opposi-
tion or resistance, addressing
challenges appropriately.
Holds own position determinedly
and with courage when it is the
right thing to do, even when
those in power have divergent
views.
Takes a stand and acts on their
own beliefs, despite significant
opposition and personal risk.
Explores and takes into account
the full range of viewpoints.
Observes, listens, questions
and challenges to ensure a full
discussion.
Surfaces the unsaid, fostering
openness and honesty through
own example.
Builds close partnerships with
senior leaders, providing a safe
haven for difficult conversations
around the hard issues and
surfacing the truth.
Adopts a questioning approach
to clarify or more fully
understand an issue.
Reaches a conclusion and takes
an early view on an issue.
Makes own position clear in
the debate early on and backs
it with relevant professional
knowledge.
Stands up for self and the
organisation publicly when
the worst happens in difficult
circumstances.
Helps to uncover pertinent facts
to move a debate forward.
Intervenes in lengthy process
or excessive debate to draw
conclusions and reach a
decision.
Identifies when a quick
decision will be more effective
than consultation or further
research, ensuring others
understand and are aligned.
Takes a visible lead in
progressing a disputed issue or
ethical dilemma for the benefit
of the organisation.
Consults others for ideas,
advice and direction when
facing unusual problems.
Works closely with others who
are involved in and impacted by
the issue, consulting for their
views and involving them in
developing the solution.
Explores and takes account of
both the organisations political
forces and personal standing in
a debate.
Skilfully navigates and copes
effectively with organisation
politics. Is sufficiently self-
reliant to manage extended
periods of isolation or
unpopularity in order to do the
right thing.
Contra-indicators
Avoids difcult conversations and confrontation.
Shows stubbornness in the face of opposition, even when proved wrong.
Caves in when challenged or questioned.
Shows lack of condence in own knowledge, abilities and judgements.
Tends to apportion blame and accountability to others when things go wrong.
Sits on the fence rather than taking a clear stand.
Courage to challenge
Shows courage and condence to speak up skilfully,
challenging others even when confronted with resistance
or unfamiliar circumstances.
51 Profession Map Our Professional Standards V2.4
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D
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B
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A
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S
P
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S
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A
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E
A
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B
E
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A
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U
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S
D
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I
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N

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D
A
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C
H
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C
T
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Band 1 Band 2 Band 3 Band 4
Has a deep sense of own core
values and operates within
personal boundaries.
Has a deep sense of own core
values and operates within
personal boundaries.
Skilled at managing any conflict
between personal values and
those of the organisation.
Skilled at managing any conflict
between personal values and
those of the organisation.
Consistently acts according
to organisational and legal
principles and agreed processes.
Encourages others to act in line
with organisational standards
and frameworks.
Sets out the standards and values
for managers and peers and holds
people accountable for their
actions.
Challenges leader and
organisation actions when
inconsistent with espoused
values, beliefs and promises.
Delivers to expectations and
promises.
Articulates own principles
and expectations and acts
consistently to uphold these
in line with organisational
processes and values.
Consistently role-models,
acting according to ones
own principles and delivering
to espoused values and
expectations.
Represents and promotes the
reputation of HR to operate
professionally within the
organisation.
Accepts responsibility and takes
remedial and developmental
action when mistakes are
made.
Takes and promotes a learning
approach to decisions and
activities that turn out to be
flawed or mistaken.
Encourages ongoing reviews of
projects and decisions to build
a learning and improvement
approach within HR.
Takes ultimate accountability
for decisions and actions of
the HR team, addressing any
concerns raised by managers
promptly and robustly and
promoting the lessons to be
learned.
Deals with personal data
and information in a highly
professional manner and within
the boundaries of relevant
legislation, such as the Data
Protection Act.
Applies sound personal
judgement in dealing with
sensitive or critical information,
respecting confidentiality.
Handles emotive issues with
sensitivity, applying wisdom
and judgement to identify a
constructive path forward.
Can be relied upon to skilfully
balance the respect of
confidentialities and the need
to feed key messages to the
organisation leaders.
Contra-indicators
Does not lead by example or stand by own principles or espoused beliefs.
Is preoccupied with own agenda rather than the needs of the client or organisation.
Acts inconsistently or overlooks inappropriate behaviour with regard to the companys processes,
values and expected behaviours.
Enforces organisational and HR processes without considering impact on individuals and the
interaction with personal values.
Leading H
R
Curious Decisiv
e
th
in
k
e
r









S
k
i
l
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i
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R
o
l
e
m
o
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e
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D
r
i
v
e
n

t
o
d
e
liv
e
r
Collaborative

P
e
r
s
o
n
a
l
l
y

c
r
e
d
i
b
l
e
Insights,
strategy
and
solutions
Performance
and reward
Employee
engagement
Employee
relations
Service
delivery and
information
Organisation
design
Organisation
development
Resourcing
and talent
planning
Learning and
development
L
eading H
R
Role model
Consistently leads by example. Acts with integrity,
impartiality and independence, balancing personal,
organisation and legal parameters.
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Chartered Institute of Personnel and Development
151 The Broadway London SW19 1JQ UK
Tel: +44 (0)20 8612 6200 Fax: +44 (0)20 8612 6201
Email: [email protected] Website: cipd.co.uk
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