Competency Framework For the HR Profession Developed by the Singapore Human Resources Institute

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1 Competency Framework For the HR Profession Developed by the Singapore Human Resources Institute 1. Introduction We must make an effort to raise the level of HR practice in Singapore. It is not easy for individuals to adjust to constant and rapid change on their own. A strong and capable HR community can be the catalyst and change agents to initiate and implement people development efforts in s, and help build stronger capabilities amongst our business leaders and managers. Prime Minister Lee Hsien Loong 11 th World HR Congress Singapore 2006 HR has been an established profession for a long time. The past few years have seen significant changes in the perception and outlook of HR by corporate leaders. Today, HR is viewed as a key player in driving corporate success and customer satisfaction, and no longer just a support function. It is becoming an increasingly vital function in many s and businesses, playing the critical role in the sourcing, allocation and application of personnel, expertise and human resources for efficient and productive endeavours. SHRI recognises and acknowledges the significant contributions the HR profession has made, and continues to make, to many s and businesses. With the increasingly competitive and complex business environment, the way forward for HR professionals is to acknowledge and respond to such challenges by sustaining and improving their own competitive advantages. The HR profession needs to establish itself as a credible brand through accreditation so as to raise its recognition, standing and reputation. To do precisely that, SHRI has taken the initiative to establish HR as a brand through accrediting HR practitioners in Singapore so as to raise the profession to meet avowed standards and practice. In December 2003, SHRI commenced a comprehensive study on the accreditation of the HR profession in Singapore. We reviewed the practices of accreditation bodies in Japan, Australia, New Zealand, Germany and the United States. We analysed the HR accreditation and certification schemes in various jurisdictions. We also looked into the Body of Knowledge Framework as promulgated after World Federation of Personnel Management Associations (WFPMA). This Body of Knowledge Framework presents a broad overview of the various competencies needed and expected of HR practitioners. As part of the comprehensive study, SHRI commissioned a survey of HR practitioners and CEOs, seeking their views and opinions on the competencies and practices that are significant and crucial to the HR profession in Singapore. The survey also sought inputs on the appropriateness and practicality of available assessment methods. From this comprehensive study, SHRI developed a Singapore model of accrediting HR practitioners. This Singapore model adopts the best worldwide HR practices and takes into account local needs. The model was presented to senior practitioners in Singapore in several dialogue sessions to iron out the kinks in the model. This has resulted in the Competencies Framework, which SHRI proudly presents to the HR profession in Singapore. Page 1 of 22

2 2. The Competency Framework The Competency framework provides a structure that organises and defines the competencies in terms of attitudes, skills and knowledge required of a HR practitioner to excel and achieve performance excellence. An HR practitioner needs to be equipped with the right set of capabilities to contribute to achieving of goals for the business. The following outlines the four categories of competencies for HR professionals in Singapore. 2.1 CORE ATTRIBUTES The core attributes define the fundamental traits, such as the ability to communicate and influence as well as the ability to tolerate ambiguity and stress, which an HR professional must possess in order to perform his / her role in the. 2.2 STRATEGIC BUSINESS PARTNER This competency defines the skills that enable an HR professional to play a strategic role to support businesses in achieving the objectives. He / she possesses business acumen and holds a strategic business perspective. 2.3 MANAGERIAL & PEOPLE MANAGEMENT This competency defines the traits and capabilities that an HR professional is equipped with to manage people / staff and operate within teams. The areas of people management include coaching, consulting and performance evaluation. 2.4 HR FUNCTIONAL / TECHNICAL HR professionals play a critical role to support businesses in achieving the objectives by ensuring sound and relevant HR policies, practices and advice. These competencies define specialised functional and technical traits & capabilities that various HR roles need to possess. Page 2 of 22

3 The competencies are further categorised into 3 levels to ascertain the competency level of an HR professional. These are Advance Competence: a. Equips with a good knowledge of HR areas (such as IR, Recruitment, Compensation, etc.) and their application in s. b. Describes the main elements of HR area(s). c. Applies basic skills in these HR area(s) under direction. Competence: a. Translates guidelines of a wide HR policy into a working, operational plan. b. Applies HR expertise in one or more areas in a given situation. c. Executes operational plans and delivers results for the business, within the specified parameters of law, policy and practice. d. Feedback to the management on lessons learnt and improvements required. Competence: a. Evaluates and resolves significant issues on a large scale. b. Absorbs, translates and develops new approaches for HR issues management. c. Guides and leads teams and s towards conclusive decisions on HR issues. d. Provide leadership on HR issues and encourages proactive HR management in an. For assessment purposes, the minimum competency level for the following accredited status are: (a) Human Resources Associate Level (b) Human Resource Professional Level (c) Senior Human Resource Professional Level and performance criteria of specific competency levels are found in Appendix E Competencies for the specialist tracks are only assessed based on 2 levels: and Each competency describes a specific performance criterion, which allows a more accurate and comprehensive understanding of the required performance expected of the individual. Individual need only to assess on whether he / she had the required competencies required for the status he / she had applied for. Page 3 of 22

4 3. Main Competencies Areas Core Attributes Comp 1. Relationship Orientation & Management Develops positive and effective relationships with others, in order to achieve al objectives, through collaborative work with internal and external people. Explains principles of interpersonal relationships Recognises situations requiring interventions Checks information and resources with others to promote positive collaborative work relationships. Analyses relationship issues in the Mobilises information and resources to promote positive collaborative work relationships Co-ordinates initiatives to address and develop positive human relationships with various parties Anticipates emerging human relationship issues Designs strategies, methods and resources for managing human relations within al context Guides others on human relationship dynamics, impacts and resolutions Describes general principles of interpersonal relationships Describes 2 key situations encountered where intervention is potentially required Communicates with colleagues Exchanges ideas & information with colleagues and other work group members Participates in team activities Produces document, presentations or advice memos, etc., highlighting relationship issues and their impacts Obtains, creates and documents information that would facilitate work relationships Plans activities that would support collaborative work relationships Communicates with relevant people in individual or group forums Organises activities to promote collaborative work relationships Records the outcome and analyses the feedback Suggests improvements to further initiatives, approaches and activities Produces documents or / and, papers to highlight human relationship issues, to advise management and staff Produces new or improve existing plans, policies and methodologies for the Designs and implements plans for addressing relationship issues Ensures operationalisation of these plans in real activities Page 4 of 22

5 Comp. 2 Positive & Innovative Thinking Thinks out of the box for effective solution to problems and / or difficult situations. Articulates various approaches of positive & innovative thinking Contributes to ideas and concepts on application of positive and innovative thinking in actual al situations Interprets various approaches for application of positive and innovative thinking Collaborates in implementation of positive and innovative thinking programs and actions for the s Evaluates effectiveness of approaches and initiatives to advise the management Creates approaches and methods for inculcating positive and innovative thinking in the Leads, influences and guides / department in adoption and application of positive and innovative thinking Improves al effectiveness through application of positive and innovative thinking Describes basic approaches of positive & innovative thinking Participates in team activities for positive & innovative thinking Contributes ideas and concepts Documents approaches for application of positive and innovative thinking Communicates these approaches in various forums Influences ideas and concepts among team members Organises activities on positive and innovative thinking programmes Records outcome and analyses feedback Suggests improvements to further initiatives, approaches and activities Produces new or improved existing methodologies and approaches for the / department Develops activities for adoption of activities, initiatives, methodologies of positive and innovative thinking Produces operational plans that document the implementation activities Produces document with analysis on results of the activities Devises improvements to further initiatives, approaches and activities Page 5 of 22

6 Comp 3. Tolerance for stress, ambiguity, adaptability, change Applies flexibility in different approaches due to changing work demands. Explains various approaches of stress and change management Applies those appropriately and flexibly when faced with difficult and ambiguous situations Anticipates the changing work demands and applies various approaches to manage stress and tolerance levels Helps others to cope with stress and ambiguity Sets precedents for others to follow in management of ambiguity and new demands Devises new approaches to deal with stress, ambiguity and change Sets action plans for dealing with ambiguity and new demands for others to follow at the management level Sets concrete path for others to follow Describes general principles of stress management Describes general principles of change management Describes 2 key situations encountered where intervention is required Documents approaches for application of stress and change management Communicates these approaches in various forums Influences ideas and concepts among team members Communicates stress and change management to staff, either on individual or team basis Organises activities for stress and change management programmes Produces new or improved existing methodologies and approaches for the / department Develops activities for adoption, initiatives, methodologies of stress and change management Produces plans that serve as guide to Page 6 of 22

7 Comp 4. Communication & Influence Communicates and influences others to ensure that work is carried out efficiently and effectively. Explains the various communication approaches Develops communication documents for the department Contributes to department s communication activities that are meant for influencing certain management decisions Applies various approaches to communicating and influencing others Drives the communication channels to influence and encourage an environment of decision-making Leads the approaches of communication amongst teams, so that channels are formed for everyone to communicate and exchange information Creates communication channels and information flows among teams in complex and diverse environments Designs and develops communication approaches that can be used in team environments Monitors and adapts the communication impact and effectiveness Describes the general communication approaches and principles Prepares documents / memos Attends meetings / Prepares memos / Documents minutes Communicates approaches on how to communicate and influence others Influences ideas and concepts among team members Facilitates individual and team sessions with staff on various issues Facilitates communication to support decision making in various meetings Creates channels for information flow Produces new or improved existing methodologies and approaches for the / department Develops activities for adoption, initiatives, and methodologies of communication specific to situations Produces document with analysis on results of the activities Devises improvements to further initiatives, approaches and activities Page 7 of 22

8 Comp 5. Problem Solving Identifies and analyses problems, formulates alternative solutions, takes or recommends appropriate actions and follow-up to ensure problems are resolved. Explains various approaches of problem solving Identifies and analyses problems Identifies and analyses problems Formulates alternative solutions Takes and recommends appropriate actions and follow-up to ensure problems are resolved Proactively identifies and analyses problems Demonstrates use of alternative solutions towards a problem resolution Guides the appropriate parties involved towards resolutions Describes general principles of problem solving Describes 2 key situations where general principles of problem solving may be applied Produces documents / memos / presentation with description and analysis of a particular problem Produces documents / memos with discussion and guidelines pertaining to a particular problem Produces documents / memos with discussion and guidelines pertaining to a particular problem Produces documents / memos with recommendation pertaining to a particular problem and their follow-up Produces advisory document pertaining to a particular problem Produces advisory document with recommendations on problem-solving Performs /organises activities with others leading to problem resolution Produces advisory document on recommendation of problem-solving Performs / organises activities leading with others to problem resolution Page 8 of 22

9 Comp 6. Def: Active Listening Absorbs and translates others statements into objective responses and actions, to give and receive feedback in appropriate manner. Demonstrates the expression of statements received from others into appropriate documentation or action Demonstrates communication with relevant parties Demonstrates the analysis, interpretation and translation of information or statements received from others into appropriate documentation or action Demonstrates various levels of communication with relevant parties Demonstrates analysis, interpretation and translation of complex statements received from diverse sources into appropriate documentation or action Demonstrates communication with relevant parties Minutes of meetings on a particular issue Memos on a particular issue Produces correspondence on a particular issue Produces documents pertaining to a particular issue Produces correspondence with others on a particular issue Minutes of meetings and / or presentation on a particular issue Produces documents pertaining to a particular issue Correspondences with others on a particular issue Minutes of meetings and / or presentation on a particular issue Page 9 of 22

10 Strategic Business Partner Comp 1. Knowledge of External and Internal Environment Understands the social, economic, political, labour markets, legislative and regulatory framework and its impact on s HR issues. Understands s business, products, services, stakeholders, structure and goals and their demands from HR management. Discusses the meaning and current situation of the social, economic, political, labour markets, legislative and regulatory framework in the local context Explains the s business objectives, products, services, stakeholders, structure and goals Contributes to HR department s activities pertaining to s realisation of objectives Applies the s policies and practices within social, economic, political, labour markets, legislative and regulatory framework Aligns HR departments activities to support the s deliverables, goals, services and stakeholders Guides HR teams in implementation of initiatives pertaining to s deliverables, goals, services and Describes the latest status of social, economic, political, labour markets legislation regulations Describes the s vision, mission, products, services, stakeholders, structure and goals Participates in meetings / Prepare memos/ Documents minutes Advises line managers on s policies and practices through written memos or through engagement sessions Guides relevant teams including HR team on legislative and regulatory framework and their application in specific situations Advises senior management on discrepancies, deviations and alignments required Communicates s goals, vision and mission with the HR department through memos and / or engagement sessions Analyses and reports to management any discrepancies, deviations and alignments required Conducts orientation and engagement sessions for teams Page 10 of 22

11 stakeholders Reviews the external and internal environment Recommends strategies for managing HR issues arising out of internal and external influences Develops the application of s and industry s policies and practices within social, economic, political, labour markets, legislative and regulatory framework in the local and global context Guides the s in formulation of their vision, mission, products, services, stakeholders, structure and goals Produces documents, papers, memos (or through engagement sessions) to share the review of external and internal environment Produces documents that give details of the strategies Produces implementation plan with key issues Participates in various forums within and outside the Produces documents for guidance and observation, information feedback to various forums Comp 2. Strategic Business Perspective Identifies and addresses the critical needs and direction of the overall business. Ensures that HR practices and policies deliver results in line with the requirements of strategic business goals. Explains the key business goals and performance indicators Recognises the areas of HR policies and practices that need to be addressed in order to support the business goals Interprets information related to strategic business issues affecting HR management Identifies the impacts of business goals on HR management Implements operational activities to support achievement of business goals within the defined framework of the Develops team members to respond to strategic demands of the on HR management Describes s key business goals and performance indicators Describes key HR policies and practices Shares with team members own interpretation of business issues impact Produces analysis document on business impact on HR Produces operational plan with specific schedule and outcomes Implements the plan as per schedule Drives team activities to support the implementation plan Addresses issues Page 11 of 22

12 Develops HR strategies to enable HR policies and practices effectively respond to the critical needs of the overall business Sets detailed framework for implementation of HR activities to support achievement of business goals Leads the from HR perspective towards achievement of business goals Conducts engagement sessions for teams Produces documents that give details of the strategies Produces implementation plan with key issues Participates in various forums within and outside the Produces documents for guidance and observation, as well as information feedback to various forums Comp 3. Visioning & Alignment Aligns HR Department s mission with s vision and mission. Describes the HR department s mission and vision in relation to s vision and mission Contributes in activities that support the implementation of the HR department s mission and vision within the framework of the s vision and mission Guides HR teams in implementation of initiatives pertaining to s vision and mission Drives the practices and policies of HR within the framework of s and HR s vision and missions Sets an environment where HR practices are aligned with vision and mission of the Describes HR department s and s vision and mission statements. Attends meetings/ Prepares memos / Documents minutes Communicates s goals, vision and mission with the HR department through memos and / or engagement sessions Produces policy documents Produces advisory documents to management and line staff Produces strategy documents Produces documents, papers and memos (or through engagement sessions) to share the alignment of HR policies with s vision and mission Page 12 of 22

13 Develops the application of HR policies and practices that support the delivery of s mission Guides the in formulation of their vision and mission Produces plan and processes for implementation Participates in various forums within and outside the Produces documents for guidance and observation, information feedback to various forums Comp 4. Change Management / Process Facilitation Generates innovative ideas and applies best practices to ensure positive impact on the. Leads groups and teams to resolve issues and improve their relationships and interactions. Describes the key principles of change management within the s context Supports the HR department in implementation of change management initiatives in the Facilitates the design of change management initiatives by contributing innovative ideas Contributes to the resolution of issues arising out of change among teams and improvement of their relationship and interactions within a pre-defined framework Generates innovative ideas and applies best practices of change management to ensure impact on the Leads groups and teams to resolve issues arising out of change and improve their relationships and interactions Describes key change management principles applied by HR department for the Attends meetings / Prepares memos / Documents minutes Produces document on innovative ideas for sharing with management and others Presentations on innovation in change management Produces documents / memos with guidelines on change management initiatives Conducts engagement sessions with line staff and management Produces change strategy, implementation plan and processes Participates in various forums within and outside the Produces documents for guidance and observation, as well as information feedback for various affected groups Page 13 of 22

14 Comp 5. Business Acumen Understands the business fundamentals and their application. Understands the fundamentals of business and its practices Applies the business practices and fundamentals in HR context Leads the HR department in the direction of blending HR and business needs Describes key business principles relevant for HR department e.g. strategic planning, financial management and etc. Produces HR documents with business analysis Produces HR strategy and plans with business analysis and impacts Communicates the plans to HR teams and others Managerial & People Management Comp 1. Human Capital Mobilisation & Maximisation Develops methods for building, mobilising human capital and resources to ensure maximum productivity and for effective work outcome. Explains s policies and practices of human capital management Explains the productivity goals of the Discusses the initiatives in place within the for maximising productivity through human capital management Contributes towards building methods of mobilising and maximising human capital resources to ensure that productivity goals are achieved Operationalise policies and practices defined by the towards achievement of human capital management Guides HR teams for implementation of policies, practices and activities Anticipates issues related to human capital development in the al context and the related impact on Lists specific s policies and practices for human capital management Lists productivity goals of the Describes various initiatives and their purpose Produces document that analyses HR plans and their alignment with business plan Produces operational plan with specific schedule and outcomes Implements the plan as per schedule Conducts orientation, engagement, training sessions for teams Produces documents that provide analysis and recommendation Page 14 of 22

15 productivity Develops methodologies, systems and processes for building and mobilising the workforce for maximum productivity Advises internal and external teams on human capital management Produces new or improve existing methodologies and approaches for the / department Develops activities for adoption of activities, initiatives, methodologies Participates in various forums within and outside the Produces documents or guidance and observation, as well as information feedback to various forums Comp 2. Staffing & Retention Develops staffing strategies and the ability to retain good workers for the. Identifies s skill requirements and the gaps. Develops action plans to close those gaps. Recognises the department s action plan for staffing and retention Recognises the prevailing issues in meeting staffing requirements Participates in initiatives for staffing and retention as per department s directions Co-ordinates operational activates for achievement of al goals on staffing and retention Guides teams to implement activities pertaining to staffing and retention Provides feedback to management on staffing and retention issues faced at the micro level Reviews the s requirements for human skills and the status of current workforce Develops methodologies, systems and processes for addressing the skill requirements both from external and internal sources Advises on external Lists department s action plan Lists key issues in meeting staffing requirements Describes various initiatives for staffing and retention and their purposes Produces operational plan with specific schedule and outcomes Implements the plan as per schedule Conducts orientation, engagement, training sessions for teams Produces documents that provide analysis and recommendation Produces document that analyses the results of the activities Produces new or improved existing methodologies and approaches for the / department Produces operational plans that document the implementation activities Participates in various Page 15 of 22

16 and internal issues affecting staffing and retention forums within the Produces documents on guidance and observation, as well as information feedback to various forums Comp 3. Coaching, Consulting and Developing Others Provides appropriate advice, feedback and development resources to improve the effectiveness of individuals and teams. Describes coaching techniques and performance development initiatives of the Provides support and information in coaching and consulting to others within the prescribed framework Guides others with appropriate advice, feedback and resources to improve their effectiveness Sets precedents and practices for providing appropriate advice, feedback and development resources to improve the effectiveness of individuals and teams Lists key coaching techniques Describes the performance development initiatives of the Produces memos / documents related to coaching and consultation Produces documents that provide guidance and feedback Conducts coaching and consulting and engagement sessions for individuals and teams Produces advisory documents for with detailed practices and processes Conducts engagement sessions to disseminate the practices and processes Comp 4. Compliance Applies understanding of key legal precedents, policies, and practices to protect the interest of the. Advance Describes key legal precedents, policies, practices applied in HR policies and practices Practices key legal precedents, policies, and practices to protect the interest of the Influences and promotes the key legal precedents, policies, practices to protect the interest Describes 2 key legal practices that are fundamental to the Produces documents that highlight the application of legal principles in HR policy or practice Produces advisory documents for management and HR Page 16 of 22

17 of the Guides management in areas of legal interventions Produces advisory documents for management and HR Comp 5. Organisation Design, Development and Effectiveness Performs work and process re-design to improve the individuals, teams and al relationship and work outcomes. Contributes to work and process re-design, as per the prescribed framework Contributes towards the development of work and process re-design Implements initiatives that contribute to improvement of work outcomes Formulates the work and process re-design at -wide level to improve the individuals, teams and al relationships Guides the through initiatives to improve work outcomes Produces document / memos under direction Produces documents that support the design and development work Conducts engagement sessions Produces advisory documents for the line staff Produces macro level plans Formulates implementation plans for micro levels Conducts engagement sessions to drive the initiatives Comp 6. Assessment, Evaluation and Measurement Demonstrates the ability to determine key needs, diagnose and address problems and monitor progress of important initiatives. Describes the assessment and measurement standards in the Displays the usage of tools and techniques used to diagnose and address key needs Conducts regular assessment, evaluation and measurement of key needs and initiatives Develops and plans the diagnosis of needs, assessment, evaluation and measurements of the various key initiatives deliverables Monitors the impact and progress of initiatives Describes the key assessment standards used in the Demonstrates the usage of key tool and technique Deploys assessment tools and techniques Produces evaluation reports Determines the appropriate tools and techniques to be used Produces evaluation and recommendation reports Page 17 of 22

18 HR Functional & Technical Comp 1. Human resource planning & staffing Conducts recruitment, selection, appointment, deployment and placement processes and activities. Implements the processes related to recruitment, selection, appointment, deployment and placement Implements and monitors recruitment, selection, appointment, deployment and placement processes and activities Develops methodologies, strategies, policies and practices for recruitment, selection, appointment, deployment, placement and monitoring Determines and reviews the effectiveness of the practices of recruitment, selection, appointment, deployment, placement and monitoring processes Organises interviews, selection activities Draws the recruitment operational plan and activities Conducts interviews and selection process Produces advisory memos / document / presentations related to selection, deployment and placement matters Develops guidelines and policy documents Produces documents that provide analysis and recommendation Comp 2. Performance Management & Development Actively supports s culture and practice on the development of and staff. Articulates the performance management and development needs of the Implements the processes related to staff and development Effectively implements the performance management and staff development system in the Describes the performance management and development initiatives of the Participates in the performance management and development activities of the as per the supervisor s direction Formulates the operational plan for performance management and staff development activities Conducts follow-up Page 18 of 22

19 Develops and designs performance management and development methodologies and policies that meet individual and needs Reviews and evaluates the performance management and development initiatives of the that maximise individual and team empowerment and performance activities such as engagement sessions, to gauge the success of initiatives taken Develops guidelines and policy documents Conducts feedback and monitoring exercises Produces documents that provide analysis and recommendation Comp 3. Employee & Industrial Relations Recommends / implements / monitors industrial relations and employee relations strategies. Explains industrial relations (IR) and employee relations (ER) programmes, needs and legislation locally Implements industrial relations and employee relations programmes as prescribed by the Manages the industrial relations and employee relations strategies, programmes and situations Maintains effective relationship with employee and union Develops, improves and influences the industrial relations and employee relations strategies Describes key points of industrial relations laws Describes the current employee relations programme of the Produces document/ presentations / memos, etc. highlighting issues and their impacts Conducts engagement sessions with various parties within the Delivers plans and activities to support a successful implementation of IR & ER objectives for the Produces documents / presentations / memos etc. as advice to management Conducts engagement sessions and forums with employees and union to address various IR & ER issues Records the impacts of legislation at operational level by engaging relevant persons / bodies to obtain information Designs and develops guidelines and action Page 19 of 22

20 plans in relation to IR & ER issues Comp 4. Compensation & Benefits Develops, implements, administers and monitors effective and equitable policies and systems of remuneration, reward and recognition that are consistent with the s strategy that encourages employees to join, contribute to and remain within the. Supports the administration of effective and equitable policies and systems of remuneration, reward and recognition within the prescribed framework of the Implements, administers and monitors effective and equitable policies and systems of remuneration, reward and recognition that are consistent with the s strategy Develops, implements, administers and monitors effective and equitable policies and systems of remuneration, reward and recognition that are consistent with the s strategy that encourages employees to join, contribute to and remain within the Develops and influences at the macro level, the equitable policies and systems of remuneration, reward and recognition that are consistent with the s strategy, and align them with the market needs to retain and reward staff Produces memos / documents / presentations as information to employees on particular compensation and benefits policies and plans Prepares operational plan for implementation of policies Advises employees on particular compensation and benefits policies and plans Develops guidelines and policy documents Conducts feedback and monitoring exercises Produces documents that provide analysis and recommendation Comp 5. Environmental, Health and Safety Welfare Understands the issues and legislation of environmental, health and safety welfare. Explains the issues and legislation of environmental, health and safety welfare Applies the issues and legislation of environmental, health and safety welfare to s Describes the key issues and legislation of environmental, health and safety welfare Produces advisory documents for management and Page 20 of 22

21 HR policies and programmes Determines and implements the application of legislation of environmental, health and safety welfare for the Influences and reviews the legislation of environmental, health and safety welfare for the employees Implements and monitors the legislation of environmental, health and safety welfare within the framework of s policies and practices Develops policies and practices that integrate the appropriate legislation of environmental, health and safety welfare for the. Produces documents as advice to management Comp 6. Systems & Information Management Leverages technology for HR practices and uses IT tools to deliver value to both internal and external customers. Uses IT tools Uses the IT tool prescribed by the in dayto-day HR work Leverages technology for HR practices and uses IT tools to deliver value to Drives activities such as orientation sessions to support the usage of IT tools among HR community and others in the Leads in selection and application of technology for HR practices to deliver value to Implements HRIS solutions for the Comp 7. Training and Development Ability to develop and identify programmes that meet the needs of individuals in the for improvement in performance and growth. Explains the current training & development systems and policies in the Implements the training & development budget and plans for departments and Describes the current training & development systems and policies in the Implements training and development plans, programmes and policies Produces documents / reports / memos / presentations to facilitate the training and Page 21 of 22

22 Conducts gaps analysis and identify programmes to close the gaps for and individual development Leads the development of programmes, setting standards of delivery and measurements for training and development programmes. development process Formulates the training plan for the based on gaps analysis Formulates the training and development strategy for the entire About Singapore Human Resources Institute (SHRI) Singapore Human Resources Institute (SHRI) is a not-for-profit professional. Founded in 1965, SHRI is dedicated to raising the quality of work-life in Singapore through effective human resource practices that support the development of a world-class workforce. An active player in the regional HR scene, SHRI is the elected Secretary General and Treasurer of the World Federation of Personnel Management Associations (WFPMA) and member of the Asia Pacific Federation of HRM (APFHRM) representing the APFHRM globally in the WFPMA. Usage of the Competency Framework This Competency Framework is developed for the HR Profession as part of the HR Accreditation Framework where HR Professionals undergo a series of assessment to ascertain their professional status Human Resource Associate, Human Resource Professional or Senior Human Resource Professional. No part of the competency framework should be used wholesale or partial or in any form. For, it is recommended that a unique competency framework be developed to meet, business and employees needs. Competency units found in the framework would not be sufficient or complete for use. SHRI provides competency development services to company. Competency framework helps to develop other areas such as HR Audit, Training Needs Analysis and Performance Management. A total competency system helps build capability. Contact details SHRI Secretariat 2 Serangoon Road Level 6 Tekka Mall Singapore Tel Fax HR Accreditation Framework Competency Development and Services Page 22 of 22

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