Senior people professional

KSBs

Knowledge

K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance and relevant law and how to develop policy in line with this. Back to Duty

K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs. Back to Duty

K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases) and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles. Back to Duty

K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics. Back to Duty

K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy. Back to Duty

K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation. Back to Duty

K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing. Back to Duty

K8: How to integrate diversity and inclusion into wider organisational approaches. Back to Duty

K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation. Back to Duty

K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role. Back to Duty

K11: How projects fit as part of wider programme management and how to use project management methodologies in order to deliver a project. Back to Duty

K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance. Back to Duty

K13: (OD) How to critically evaluate and apply models and measures of culture and behaviour in organisational development. Back to Duty

K14: (OD) Organisational design theories, principles, models, structures, good work design and job design. Back to Duty

K15: (OD) Organisation development theories, principles, models, tools, interventions and scenario planning. Back to Duty

K16: (OD) Essential concepts of systems thinking. Back to Duty

K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures. Back to Duty

K18: (LD) The psychology of learning as well as current and future trends in adult learning and motivation and how to integrate into an organisations learning approach. Back to Duty

K19: (LD) Learning design principles and methods aligned to learning strategy. Back to Duty

K20: (LD) Complex facilitation techniques and when to use them. Back to Duty

K21: (HR) Strategies and drivers of employee well-being and engagement and how to integrate into wider organisation approaches. Back to Duty

K22: (HR) How to create remuneration and benefit approaches that are aligned to current and future organisation needs and market conditions such as equal pay. Back to Duty

K23: (HR) Employment law, (including associated case law), different theories and perspectives on employee relations and employee body relationships, and the implications on people policies and practices. Back to Duty

K24: (HR) The impact of performance management approaches and how performance management data can be used to drive improvement. Back to Duty

Skills

S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values. Back to Duty

S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours. Back to Duty

S3: Create and manage relevant budgets (for example HR and projects) and make balanced commercial decisions, recording them appropriately. Back to Duty

S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy. Back to Duty

S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value. Back to Duty

S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working. Back to Duty

S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies). Back to Duty

S8: Develop and implement people plans and integrated people practices in line with organisational and people strategy. Back to Duty

S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity. Back to Duty

S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies. Back to Duty

S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role. Back to Duty

S12: Align and evaluate worker voice tools and approaches and drive forward the outputs. Back to Duty

S13: Select appropriate project management methodologies and resources in order to plan, lead and deliver complex projects (often as part of wider programmes) including the management of risk. Back to Duty

S14: Influence senior leaders in order to position the people strategy at the heart of the business and ensure it is considered when decisions are taken across the organisation. Manage complex relationships across multiple and diverse stakeholders, building trust and rapport with the ability to positively challenge. Lead beyond area of control/authority and influence, negotiate and use advocacy skills to build reputation and effective collaborations. Back to Duty

S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines. Back to Duty

S16: (OD) Select and apply organisation development models and measures and lead the implementation of different approaches to enable cultural development. Back to Duty

S17: (OD) Select, evaluate and apply appropriate design theories, principles, models, structures, for good work design and job design. Back to Duty

S18: (OD) Select, evaluate and apply appropriate organisation development theories, principles, models, tools (including scenario planning), to design and implement interventions. Back to Duty

S19: (OD) Apply appropriate systems thinking approaches to organisational development and design. Back to Duty

S20: (LD) Select, evaluate and apply appropriate theories and concepts to embed the value of learning, and to create a coaching and mentoring culture. Back to Duty

S21: (LD) Integrate appropriate current and future trends in adult learning and motivation into an organisation’s learning approach, evaluating the effectiveness of the approach. Back to Duty

S22: (LD) Select and apply appropriate complex facilitation techniques to achieve the desired outcome. Back to Duty

S23: (LD) Select, evaluate and apply appropriate design principles and methods aligned to learning strategy. Back to Duty

S24: (HR) Select, evaluate and apply appropriate strategies to integrate employee well-being and engagement into wider organisation approaches. Back to Duty

S25: (HR) Select, evaluate and apply appropriate remuneration and benefit approaches which are aligned to current and future organisation needs and market conditions. Back to Duty

S26: (HR) Recognise, interpret and apply employment law, (including associated case law), and the implications on people policies and practices, ensuring the relationship between an organisation and its people is managed through transparent practices and relevant law whilst taking account of different theories and perspectives on employee relations. Back to Duty

S27: (HR) Select, evaluate and apply appropriate performance management approaches and use relevant data to drive improvement. Back to Duty

Behaviours

B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical. Back to Duty

B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in. Back to Duty

B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them. Back to Duty

B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes. Back to Duty

B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance. Back to Duty

B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications. Back to Duty

B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments. Back to Duty

B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people. Back to Duty