Professional Documents
Culture Documents
Professionalising
the
Profession
February 2009
Introduction
People Directions has been developed to establish a strategic people and workforce
management framework for the State Service. It has been developed consultatively with, and
to cater for the differing nature, business and objectives of individual Agencies, while,
importantly, still meeting the whole of Government objective of Delivering Quality Services to
Tasmanians.
The following
Service in:
themes have been identified to progress People Directions across the State
Knowing who we are, what we do and why we do it.
Attracting and retaining the right people.
Developing and recognising our people capability.
Leading and managing for the future
Shaping our workforce and performance
Under each of these themes projects have been identified which collectively contribute to the
key core outcome for the State Service Workforce Delivering Quality Services for
Tasmanians.
Theme 3 Developing and Recognising Our People Capability focuses on the development,
recognition and involvement of the people in the Tasmanian State Service to deliver quality
services for Tasmanians. In particular, the focus of the themes for the State Service is to remain
contemporary; attractive as an employer; and to position the State Service to take advantage
of future demographic, social, economic and political directions.
Project Outcome
The HR Capability Framework includes specific elements equally applicable to general people
management capabilities, regardless of supervisory or management roles as well as having a
specific focus on the human resource professional. This framework provided for and includes
the opportunity of a four level professional membership, along with professional recognition
and formal accreditation. An accredited formal and informal learning framework supports the
HR Capability Framework..
The Training Consortium will facilitate programmes of both accredited and non-accredited
training and development opportunities as part of a supporting learning and development
framework.
The final outcomes of Professionalising the Profession project are a HR Capability Framework
which includes:
1. The HR Capability Model,
2. The HR Capability Structure, and
3. The HR Capability and Professional Development Guide.
Knowing Who We
Are, What We Do,
Why We Do It and
How We Do It .
Attracting and
Retaining the Right
People
Developing and
Recognising our People
Capability
Shaping Our
Workforce and
Performance
PEOPLE DIRECTIONS
Understanding
and applying
the service
values
Being
credible
Being an
expert
practitioner
Designing and
contributing to
workforce
structures and
performance
Leading and
maintaining
productive
relationships
Advancing
culture and
change
Designing an
organisation
for the future
HR CAPABILITY FRAMEWORK
OBJECTIVE:
A high performing, capable and competent HR workforce, delivering quality
people services for the Tasmanian State Service
The HR Capability Framework has seven capabilities which are designed to meet the
objectives of a high performing, capable and competent HR workforce in the Tasmanian State
Service, delivering quality people services. It also supports and aligns with the five themes of
People Directions.
The capabilities chosen are suited to the Tasmanian State Service context, to meet future
challenges whilst being aimed at achieving a high performing, capable and competent HR
workforce who delivers quality people services. The Frameworks design extends beyond HR
and into all areas of people management.
The HR Capability Framework details the capabilities against the different HR levels and HR
sub-disciplines and provides indicative professional recognition levels.
The Framework also provides an indication of the application of the capabilities against the
levels within the work environment and HR/People Management context. It provides for clear
goals, actions and behaviours that are required for achieving the objective of delivering quality
people services to the State Service.
The Framework also provides for people managers across Agencies with a development
framework in people management.
f.
Change and Priority factors. This follows on from above, and involves
questioning what change, what priority, by when and by whom. There may be
two levels here, the sections and the individuals priorities. Delivery time frames
may also factor in here.
overview and as noted in Guide point 2, there are a number of other indicators such as
complexity of the role, the sections goals and objectives and the individuals characteristics,
experience, knowledge and skills to be considered.
Does it hurt?
Categorically no! We all have capabilities and they will vary in type, application, level and
circumstance.
Whats in it for me?
A lot! Using the HR Capability Framework will assist you in identifying current capability
strengths and future capability needs. This can also be undertaken in a collective format, for
teams and sections. It is about building capacity and strength to do the duties well and
professionally. Capabilities are not confined to one occupational area exclusively, however for
HR there are different levels of complexity and this Framework aims to enhance and develop
HR skills and knowledge in a professional manner.
Where to now?
There are probably numerous questions at this point both from the individual point of view and
those who are team leaders and managers:
How do I relate the capabilities and the descriptions to my current role and my career
goals?
Is there a strength-o-meter?
How do I fit in with the occupational area/group and levels? Operational/Frontline:
commencing, developing, and consolidating. Corporate HR/Transitional Zones.
How do I link where I think I am now and my career goals?
Where am I now?
Where would I like to be and where should I be in relation to my current job and future
challenges?
What capabilities are linked to my career goals- this is a personal aspect but how do
these relate to my current position?
The next section will address some of the questions, possibly pose more questions but that is
why the next section is called Planning Pathways.
Following this the Guide will:
Show you how to develop a Professional Profile,
Provide you with an example of how to develop a Professional Profile,
Provide examples of different HR occupational levels and the Professional Profile, along
with suggestions for formal and informal training and developing options, and
Provide you with a list of links to relevant resources and references.
Planning Pathways
A planning pathway is just that, it will differ between individuals and sections. The following is
written from an individual perspective but is easily transferrable for HR Managers, Team Leaders
and non- HR Managers as well. This is provided as a guide or as a reference only, it is indicative
not prescriptive.
Heres a story....
A person may commence for example, in Corporate Services Records Management as a
Records Clerk. They may have accepted the job offer for no other reason than to gain an
income. However over time they may have moved across to another area in Corporate
Services on secondment. A few years later the person becomes a team leader in the
remuneration and benefits section in HR. None of these moves were particularly planned per
se, events seemingly unfurled, some opportunities were taken up whilst others were declined.
Lets call this person Sam. Sam has attended a number of short courses both within work
arrangements and on a personal basis.
One of Sams team, Casseopeia has recently joined the Agency and is keen to progress her
career. Casseopeia has worked in the private sector for a number of years but has not
undertaken any training or development activities. Casseopeia is actively pursuing new
opportunities to develop her knowledge and skills and would like to join an association to
further her development.
Sam and Casseopeia are two different people, with different roles, responsibilities, work
experience and possibly education. One person, Sam, is part way through a public service
employment period with no defined career pathway. The other, Casseopeia wants a career plan
and to further this in a planned or structured way.
A planning pathway can assist both Sam and Casseopeia and the section and division. It provides
for a progression in a number of ways by providing a reference point and or map:
for individuals as far as determining current capability attainment;
for individuals to plan career paths, refresh/renew requirements to maintain
contemporary awareness/skills and knowledge, future skills and knowledge requirements;
to map current (individual and team) levels against the capabilities and the occupational
levels/classifications;
For assessing team capabilities;
For sections to identify training and development needs in being able to continuously
progress and maintain a professional and highly skilled work section;
In forecasting team skills and knowledge requirements and capability standards; and
For considering professional recognition opportunities.
Groups/areas and indicative levels. This will help to mark the X spot (I am here!). This is the
starting point for considering an assessment of current capabilities and possibilities for training
and development opportunities.
For instance, Sam may not wish to progress his career at this point in time, or even in the next
five years: he may be content with his duties and responsibilities and believes that a positive
work-life balance exists.
Casseopeia is keen to develop and progress her career and accepts that she will have different
priorities and goals for her current role and longer term career goals.
Both Sam and Casseopeia have current skills and knowledge applicable to their duties in HR.
These may have developed in these roles or have been transferred them from their previous
work history. Both however should prepare a professional profile - Casseopeia to chart a
career plan, certainly, but both Sam and Casseopeia need a reference point to review their
current capability and performance against current and future needs and requirements from a)
their current role and b) future needs. Future needs will differ from a) what is required in their
current role and b) future arrangements or requirements in their current role and from a longer
term and personal career decisions and plan.
So in viewing the HR Capability Framework, Sam and Casseopeia (and their Manager) decide
their indicative position on the following diagram. For instance, Casseopeia would be considered
to be at the first circle point, whereas Sam is possibly at the second circle point. Their positions
on the spectrum align with the Occupational Area/Group in the HR Capability Framework and
provide indicative points for training/development progression, qualification and professional
membership.
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Pathway Planning also includes reviewing current and future development areas including professional recognition, formal and informal development
activities along with qualifications. Indicative levels/positions are represented in the above diagram.
Capabilities will develop differently dependent on the experience, role diversity, duties and section objectives. However, it would be anticipated that
an increase in capability strength and breadth would occur in line with advancement in classification and role. So too, will the training and
development requirements. The Capabilities required at the first two stages will be different than the last two. For instance, an entry level person
would need fundamental knowledge and skills in line with each of the capabilities. However, there are a range of Capabilities and corresponding
skills and knowledge that will apply in different levels dependent on the role and function.
Team/Section
Leaders
Corporate HR
Operational/
Frontline Service
Delivery
Operational/
Frontline
Service
Delivery
Entry Level
*Affiliate Level
^Cert II/III
Operational/
Frontline Service
Delivery
Consolidating Level/
Transitional Zone
Developing Level
*Level 2 Membership
^ Cert IV/Diploma
*Affiliate Membership
^ Cert III/IV, Diploma
Transitional
Zone
* Professional
Membership
^Advanced
Diploma/Degree
Specialist HR/
Senior Corporate
HR
* Senior/
professional
Membership
^ Degree/Post
Graduate
Key
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Casseopeia appears to be at the first circle point of the Planning Pathway whilst Sam may be at
the second circle point and have some capabilities possibly aligning with the third circle point.
This is where the unique skills, knowledge and capabilities of each person must be aligned and
assessed against a scale, in this circumstance against the planning pathway.
However, it isnt as easy as settling on a point on the pathway, there are a number of factors to
be considered including:
The creation of a Professional Profile which includes,
o Prior employment history (including transferable skills and knowledge),
o Current duties/roles and responsibilities;
o Position within the section/division;
o Common functions/duties across the section;
o Previous performance feedback;
o Previous training and development activities; and
o Professional recognition (including membership past and current).
The following pages provide a table to use in developing a Professional Profile. You may wish to
have two profiles, one for their current role and one (personal) profile for their career
aspirations and development.
The Profiles may also be adapted by Managers or Team Leaders as a collated section profile in
order to established section training needs and delivery outcomes.
It may be of assistance to ask a mentor, co-worker or previous supervisor in identifying some of
the elements. However, you need to consider what constitutes development or training
activities. These may be formal courses, single subject or single topic training events, skills and
knowledge learnt through participating in community or outside work activities, assisting in
project work, higher duties undertaken or duties associated with job rotation. Also for
consideration are the groups, committees or project team in which you may have participated
Providing demonstration of work duties, supervision or being responsible for the
orientation/support of new employees should also be added.
These aspects should also be considered within the context that they occurred and the timing,
for example, a training event from five years ago may be important but should also include an
assessment of the currency of this and any need for refreshing or renewing the skills and
knowledge involved.
The Professional Profile will help you to bring work, training and experience together but also
attempt to identify what activities have consolidated or extended specific capabilities.
Professional recognition and membership should also be considered in building the profile.
Membership of a professional organisation provides for the maintenance and extension of
contemporary knowledge. In building your profile you should also use the HR Capability
Framework Capability Descriptions (pages 16-17) following the Professional Profile template.
The Skills and Knowledge chart which underpins the Capabilities are on page 18 and should be
reviewed at the same time.
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Professional Profile
Name
You may wish to list out the last two or three positions that you have held
You may wish to list out the last two or three positions that you have held
You may wish to list out the last two or three positions that you have held
Use your statement of duties for these activities
Note
any
performance
feedback
information relating to skills/knowledge or
development opportunities.
What if any changes have dramatically
changed during this time?
You may wish to list out the last two or three positions that you have held
Summary
Make a brief summary of the key points for this section here
Development/training undertaken
List out all training/development opportunities undertaken in the past 3-5 years. Note what the key objectives were for
each, try and identify what the key outcomes were for you.
Include informal events/activities here too, but try and identify the objectives and their relative key capability
component? Use the capability full descriptions for this task and there may well be cross-overs or inter-related aspects
to be noted.
Summary
Make a brief summary of the key points for this section here
Assessment
What are the common areas (link these back to the key capability components) between your employment and your
training and development activities?
Which areas do you believe are sound in considering the key capability components and your current occupational
classification/level?
Which key capability areas do you believe could be renewed or refreshed?
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14
You may wish to list out the last two or three positions that you have held. Consider any changes in terms of new skills
or knowledge that you have attained in order to meet these changes
Page
Putting these details into a journal or a matrix format using basic ticks, arrows or crosses will let you review this easily,
but you should really put a big note in to review and assess this at regular intervals. You may wish to revisit these
events, at a later time allowing for reflection and write down whether they indeed meet your expectations or what
aspects did you find out more than you thought you knew or simply that you can perceive you are using or still
developing the skills or knowledge learnt. The more detail you note at the initial or review stage will help when
revisiting the matrix and your plan.
15
15
Almost there!
Using the information above will comprise the first part of your professional profile.
When you attend a course or a development activity, spend a few minutes noting the objective (if any) of the course
or activities. What were the key outcomes? Do you believe they were met and what areas provided you the
opportunity to learn or consolidate your knowledge or skills? Has the event lessened/strengthened your need against
other key capability components? Or has the event had other positive benefits concerning other key capability
components?
With informal activities it may help to discuss this with a co-worker or manager as they may see areas that you havent.
Page
Planning
Description
Designs and enhances effective people management practices to position the Tasmanian State
Service for the future
1. Designs, leads and influences the development of people strategies that are aligned with
and contribute to the business strategy and executes people management plans that
contribute to strategic planning objectives.
2. Takes appropriate and ethical action to ensure people strategy, structure, capability and
processes support organisational objectives, goals and values by:
o Measures the impact of people practices on business results and adapts strategies
accordingly;
o Ensures people strategies turn organisational goals into people priorities;
o Builds organisational capabilities that assist line managers turn strategy into action;
o Applies people best practices appropriate to organisational objectives;
o Delivers and designs innovative people initiatives that contribute to the achievement of
organisational objectives; and
o Demonstrates the ability to identify key factors for service delivery planning and
development goals of the organisation.
Facilitates change and advances a Tasmania State Service culture that is focussed on delivering
quality services for Tasmanians
1. Designs and delivers innovative people practices that progress/enhance a positive
culture.
2. Has a understanding/awareness of the culture factors required for the organisation to
succeed.
3. Assists employees to understand the personal behavioural implications of culture and
change.
4. Translates culture into workplace practices and where required, develops adaptors for
change and acts with integrity.
5. Monitors progress and success of change processes and sustains change through people
practices.
6. Communicates the (outcomes ) benefits of change and seeks to implement change
initiatives with appropriate consultation and direction.
Identifies and responds to service demands and maintains positive and progressive relationships
1. Delivers information, products and tools to meet client and stakeholder needs and
employs a continuous evaluation process to ensure a high level of service.
2. Assists managers to develop the required capabilities and skills to perform their people
management responsibilities effectively, efficiently and ethically.
3. Incorporates organisational and stakeholder perspectives when developing and delivering
people initiatives, polices, practices and advice.
4. Develops and maintains effective contacts, relationship and networks to deliver best
outcomes; including mechanisms for communication and consultation with stakeholders
to people management requirements.
5. Fosters progressive team relationships by adopting collaborative practices.
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Being credible
Exercises influence and provides high level people advice to advance the organisation
1. Uses people skills and knowledge to assist and contribute to senior management
decision making.
2. Exercises sound judgment at all times and builds a track record of achieving results and
meets commitments in a timely and effective manner.
3. Displays integrity and promotes ethical organisational and individual behaviour and
practice.
4. Applies effective written and interpersonal communications skills to all activities.
5. Identifies risks and contributes to solutions to people issues.
6. Is a role model for organisations values and culture at all times.
Delivers quality people services to the organisation and to the State Service
1. Understands the implications for people operations and services of the organisation.
2. Understands the key drivers for achieving success in a public service organisation.
3. Recognises organisation and sectional imperatives in achieving objectives and goals.
4. Maintains an awareness and understanding of how change impacts on the organisation
and the delivery of its services.
5. Communicates with all levels to ensure that the state service principles are met at a high
level.
6. Demonstrates high levels of integrity and upholds a high standard of ethical conduct .
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Problem-solving &
decision-making
Team Skills
HR/People Management
Knowledge
State Service Legislation:
State Service Act, Directions (Code of Conduct/State
Service Principles), RegulationsPolicies and Guidelines (state/agency), Industrial
Relations, Occupational Health and Safety, Antidiscrimination Legislation, Workers Compensation.
Advocacy, Ethics, Accountability and decision-making.
Working to goals
Stakeholder
Management
Planning /organisational
skills- systems thinking
Project
Management
Organisational
Awareness
S
k
i
l
l
s
&
K
n
o
w
l
e
d
g
e
Objective: a high performing, capable and competent HR workforce, delivering quality people services
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On page 20 you will find Cassiopeias profile. It provides an assessment of current capabilities
along with a projected development plan for the next twelve month period. Using the
Professional Profile will assist Casseopeia and her manager in assessing and determining her
development needs and her attainment in these areas. When the profile is used at regular
intervals it also provides a discussion point for changes that have occurred, along with an
outline or overview of possible/suggested development/training opportunities.
The HR Professional Profile/Matrix on page 21 is a progression for the Profile. The
Profile/Matrix assists in alignment the outcomes of the Profile for recording the identification of
development/training opportunities and related activities undertaken. This document can be
used over a period of time and will highlight a persons progress against the capabilities and
components. Please note that these are merely listed and correlations between the capabilities,
the components and individuals skills, experience, roles, responsibilities and the work context
need to be considered at the individual level.
The HR Capability Framework and the Development Guide have been designed to provide a
placemat/matrix to assist individuals, managers, and ultimately the work section to build the
capabilities of people working in HR, or in the other words, up skilling the HR workforce to a
high professional standard. It is in this context that the Framework has included a level or
standard for each of the occupational groups/levels. This will assist individuals and agencies in
developing high level professional and consistent standards. The Framework Capabilities have
been designed and structured to align with the Frameworks objective: A high performing,
capable and competent HR workforce, delivering quality people services.
To achieve the Frameworks objective, the indicative levels on the Guidance Chart on page 22
details the grouped occupational groups/levels against professional levels and provide for
expected development and training levels and indicated achievements. This is necessary to
ensure that HR/people management roles and functions across the state service meet People
Directions and the HR Capability Frameworks objectives.
As noted this is indicative and involves both formal and informal development:
commencement, developing and consolidating levels, refresher and renewal activities and for
section and individual objectives. Informal activities may include merely observation type
activities, project or specific task activities, inter or intra-agency activities and others deemed
suitable.
If you have a mentor you should discuss your profile and career aspirations with them or
someone else as this may assist in exploring development or training possibilities as well as
indentifying current skills, knowledge and capabilities from a broader perspective. Networking
may also be beneficial here. If you dont have a mentor, then consider the Mentoring Program
(TTC).
19
Undertake admin functions including payroll data entry, records checking, providing information relating to leave, overtime and
pay related queries
Level 3 position. One of five, section number 18. Corporate Services-Agency total (667 people)
Undertake word processing and filing duties. Compile stationery and lunch orders. Take phone messages.
Page
20
20
Capability
Capability Component
Designing an organisation
for the future
Advancing Culture and
Change
Leading & maintaining
productive relationships.
Date
completed
Objective/goal
Page
21
Additional detail can be added as required progressively. Template can be used for either HR or people managers.
21
HR GUIDANCE CHART
Operational: frontline entry/developing
LEVEL 1-HR FUNDAMENTALS
High Level
Consideration should be given to the different types of assessment activities that are involved at the different levels.
22
www.ttc.tas.gov.au
The Training Consortium has a range of courses and events delivered across Tasmania.
www.ahri.com.au
The Australian Human Resource Institute has formal courses (some with Certificate/Diploma
qualifications), short courses, e-courses, on-line courses and events.
www.utas.edu.au
The University of Tasmania has a range of courses and subjects that would align with this
framework.
http://www.australianapprenticeships.gov.au/
This is the Australian Apprenticeships Homepage.
The following two links are for the new Skills Institute and the Polytechnic (formerly TAFE)
http://www.skillsinstitute.com.au/
http://www.polytechnic.tas.edu.au/
www.governmentskills.com.au
This is the Government Skills Australia site and is responsible for Diploma and Certificate
(Level 3 & 4) courses for the public sector.
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