"Lead The Design, Creation, Implementation And Review Of People Policies And Practices Aligned To The Needs Of The Organisation, Critically Evaluate A Range Of People Practices To Ensure Fit For Purpose And Review As Appropriate."

Knowledge must have for Duty 1:

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

Skills must have for Duty 1:

• S1: Design and implement a range of people policies, processes, approaches, and practices in line with the organisations strategic plan, culture, and values.
• S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
• S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.

Behavior must have for Duty 1:

• B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
• 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.
• B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
• B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
• B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
   

"Using Critical Analysis And Evaluation Of Internal And External Factors Contribute To The Development Of The Wider Organisational People Strategy And Lead On The Implementation Of A Workstream (E.g. HR/L&D/OD) Relevant To The Role."

Knowledge must have for Duty 2:

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

Skills must have for Duty 2:

• S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment with organisational strategy.
• 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.
• S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.

Behavior must have for Duty 2:

• B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
• 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.
• B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
• B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
• B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.

"Manage And Lead People Projects And Lead The People Element Of Broader Organisation Wide Projects And Programmes. Critically Analyse, Interpret And Evaluate Complex Information, Concepts And Problems To Develop Business Cases For Change And Evaluate And Apply Appropriate Change Management Methodologies."

Knowledge must have for Duty 3:

• K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
• K11: How projects fit as part of wider programme management and how to use project management methodologies in order to deliver a project.
• K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance.

Skills must have for Duty 3:

• S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
• S12: Align and evaluate worker voice tools and approaches and drive forward the outputs.
• 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.
• 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.

Behavior must have for Duty 3:

• B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
• B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
• 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.
• B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
• B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
• B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
• B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.

"Assess Both Current And Future Workforce Needs, Building Future Capability And Talent And Actively Contribute To The Organisation’s Strategic Workforce Planning Or Talent Management Processes."

Knowledge must have for Duty 4:

• 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. 
• K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing.
• K8: How to integrate diversity and inclusion into wider organisational approaches.
• K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.

Skills must have for Duty 4:

• S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working. 
• S8: Develop and implement people plans and integrated people practices in line with organisational and people strategy.
• S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
• S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.

Behavior must have for Duty 4:

• 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.
• B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
• B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.

"Proactively Develop And Maintain Relationships With Senior Stakeholders In Order To Communicate, Engage, Influence And Challenge Effectively In Order To Achieve The People Strategy And Represent The Organisation Externally."

Knowledge must have for Duty 5:

• 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.
• K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.
• K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.

Skills must have for Duty 5:

• S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
• 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.
• S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
• S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.
• S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
• 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.

Behavior must have for Duty 5:

• B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
• B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
• B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.

"Bring Together The Right People To Ensure Resource Availability To Drive Sustained Commercial Success And Value For People. Manage A Budget And People Metrics, Review And Forecast Spend Relating To The Workforce."

Knowledge must have for Duty 6:

• 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.
• K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing.
• K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.

Skills must have for Duty 6:

• S3: Create and manage relevant budgets (for example HR and projects) and make balanced commercial decisions, recording them appropriately.
• 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.
• S8: Develop and implement people plans and integrated people practices in line with organisational and people strategy.
• S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.

Behavior must have for Duty 6:

• B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
• B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.

"Select And Implement Appropriate Technology To Deliver The People Strategy, Policy And Practices, Taking Into Account The Risks, Opportunities, Impact And Value Of Technology. Seek Out, Critically Evaluate And Utilise Technologies To Drive A Continuous Improvement Approach."

Knowledge must have for Duty 7:

• 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.
• 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.
• K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.

Skills must have for Duty 7:

• 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.
• S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
• S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
• 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.

Behavior must have for Duty 7:

• B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
• B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.

"Review And Critically Evaluate Current And Future Trends To Ensure Organisation Effectiveness And Commercial Awareness. Interpret People Analytics To Provide Insight, Make Recommendations, And To Influence Senior Stakeholders Regarding Organisation Decisions."

Knowledge must have for Duty 8:

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

Skills must have for Duty 8:

• S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
• 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.
• S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
• 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.

Behavior must have for Duty 8:

• B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
• B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
• B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.

"Proactively Shape And Drive The Organisation’s Culture And Role Model The Organisations Core Values And Beliefs, Creating Working Practices That Reflect The Organisation’s Culture, Core Values And Beliefs."

Knowledge must have for Duty 9:

• K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
• K8: How to integrate diversity and inclusion into wider organisational approaches.

Skills must have for Duty 9:

• S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
• S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.

Behavior must have for Duty 9:

• B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
• B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
• B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.

"Integrate Diversity And Inclusion Into People And Wider Organisation Approaches."

Knowledge must have for Duty 10:

• K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
• K8: How to integrate diversity and inclusion into wider organisational approaches.

Skills must have for Duty 10:

• S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
• S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.

Behavior must have for Duty 10:

• B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
• 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.
• B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.

"Proactively Keep Up To Date With External Trends And Developments, Both In The People Profession And Wider Context (Relevant To Your Role) And Take Responsibility For The Development Of Other People Professionals, Managers And Leaders, Including Providing Coaching And Mentoring Where Appropriate."

Knowledge must have for Duty 11:

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

Skills must have for Duty 11:

• S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
• S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.

Behavior must have for Duty 11:

"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."

Knowledge must have for Duty 12:

• 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.
• K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.

Skills must have for Duty 12:

• S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values.
• S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).

Behavior must have for Duty 12: