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Civil Service HR. HR Capability Framework. Purpose of the framework. The HR capability framework sets out professional standards which Civil Service HR professionals should demonstrate.

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civil service hr

Civil Service HR

HR Capability Framework

purpose of the framework
Purpose of the framework
  • The HR capability framework sets out professional standards which Civil Service HR professionals should demonstrate.
  • As we move to a “One HR” model in the Civil Service, we require a single set of professional standards for everyone in HR.
  • The standards supplement departmental competence frameworks and replace the PSG HR standards.
  • The framework incorporates four levels of professional standards ranging from entry level to SCS.
  • Within each level there are Activities, Knowledge, Behaviours and Outcomes.
development of the standards
Development of the standards
  • The standards are based on the new “HR Profession Map” which the Chartered Institute of Personnel and Development (CIPD) has developed in conjunction with HR practitioners in a range of organisations and sectors.
  • The CIPD Profession Map defines best practice HR competence and will form the basis of future CIPD membership accreditation.
  • In developing the HR capability framework, the standards from the CIPD HR Profession Map which are most relevant to the Civil Service HR Service Delivery Model were identified.
  • The framework therefore provides a link between the professional standards in CSHR and the wider HR profession.
how will the standards be used
How will the standards be used?
  • The capability standards help you to identify your strengths and your development areas and agree professional development objectives.
  • They will form the basis of professional development interventions; CSHR professional development activity will be geared towards helping you to develop yourself to meet the standards.
  • They will be used in CSHR role profiles to describe some of the activities, knowledge, behaviours and outcomes which will be required in roles.
  • The framework will be used to supplement departmental competency frameworks it will not replace them.
transitioning between levels
Transitioning Between Levels

Level 1-2

Level 2-3

Level 3-4

New Priorities:

Medium and long term, increasingly complex strategic and operational problem-solving in client partnership.

Understanding the organisation’s business as well as the HR function.

Visioning, explaining, engaging, involving, coaching and supporting others.

Building networks across functional, departmental and cultural boundaries.

Strengthening and maintaining organisational image and personal impact.

New Skills Focus:

Understanding of the business levers that drive value and pose risk.

Relying more on sophisticated behaviours.

Shifting from talking to listening.

Increasing capability to deal with uncertainty, ambiguity and intangibles.

Becoming emotionally resilient and deepening self-awareness.

Things to leave behind:

Reliance on personal HR technical knowledge.

Need to have adequate, quality information or time before making a decision.

New Priorities:

Long-term complex and strategic problem-solving in a trusted consultant/ adviser relationship with the client.

Partnering with client to work on business, strategic and potentially invisible issues.

Taking broadest frame of reference and focusing beyond existing business, market and political drivers- exploring the unknown.

Leading and integrating the HR function in the context of the whole organisation.

Taking a visible position, respected by senior business leaders and external counterparts.

Delivering and innovating often in ambiguous circumstances with little guidance.

New Skills Focus:

Deepening understanding of the business and political context and of the levers and risks that threaten and drive value.

Mastering partnering, consulting, influencing, engaging and communication skills.

Drawing on technical expertise of others.

Role modelling objectivity, integrity and courage to challenge and confront.

Things to leave behind:

Most hands-on/ technical work.

New Priorities:

Analysing short-term issues and solving operational problems with a line manager.

Understanding the totality of the HR function and how to get things done in HR.

Working through and trusting other people.

Managing the performance and delivery of others and giving time to coach and support them.

Focusing on a broader team (not just individual) agenda.

New Skills Focus:

Awareness of HR levers and interventions that drive business value.

Building interpersonal skills; including communication, listening, relationship management and influence.

Broadening knowledge of the organisation and how decisions are made.

Deepening technical skills and knowledge.

Things to leave behind:

Focus on delivering real-time service.

Work which previously defined success and was enjoyed.

Being personally in control.