HR Capability Framework & Professional Development Guide

Theme 3: Developing and Recognising Our People Capability

Professionalising the Profession (HR Capability)

Professionalising
the
Profession

February 2009

Public Sector Management Office

Department of Premier and Cabinet

HR Capability Framework & Professional Development Guide

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.

Scope, and Overview of the Project - Professionalising the Profession

The Project, Professionalising the Profession involved the development and subsequent
implementation of a Capability Framework within the State Service for Human Resource
People in particular, and people managers in general; and importantly, a framework that can
link with professional recognition, learning pathways and opportunities. In this context the
Framework incorporates the use of a model and a number of components.
The Scope of the Project was to:
Develop a HR Capability Framework that suits the Tasmanian context and the diversity
of Agencies;
Include a framework that identifies those capabilities required for human resource
professionals from entry to senior management levels; and
Develop a professional recognition and formal/informal learning development
framework.

HR Capability Framework & Professional Development Guide

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.

Contents & Overview of the HR Capability Framework & Professional

Development Guide
The Professional Development Guide has been developed to assist Agencies in
implementation of the HR Framework. The Guide is flexible so that Agencies can adapt the
sections to their own particular requirements.
There are several components of the Guide, including:
The HR Framework components;
An overview of the guide, its purpose and advice on implementing the framework and
notes on using the guide;
Guidance on how to assess work function/duties to a capability level (required
capabilities skills and knowledge) and actual activities, behaviour and role standards;
Detailing of the Capabilities along with extended descriptors plus with the identification
of the required skills and knowledge to assist in determining the current and future
level capability of HR people (and non-HR Managers);
Advice on how to bring training and work experience together in order to determine
development requirements;
Advisory notes about skills and knowledge, how capabilities are used and what types of
assessment can be adopted to determine capability strengths and opportunities for
development can be used;
The types of development opportunities, including formal and informal;
The benefits of seeking professional recognition;
The types of capability refresher and renewal activities available;

HR Capability Framework & Professional Development Guide

Training options: courses, workshops, individual topics/subjects, and where to find

further information; and
The provision of a number of templates which will assist individuals and managers in
determining areas of attainment and planning for development activities. These include:
o Professional Profile;
o A Validation Matrix against the HR Capabilities; and
o A Professional Development Matrix
The templates are designed for ongoing use and therefore can be used over a period of time,
which will assist in individual career planning and development, and organisational planning.

The HR Capability Framework

The Tasmanian State Service HR Capability Model
OUTCOME:
Delivering Quality Services For Tasmanians

Knowing Who We
Are, What We Do,
Why We Do It and
How We Do It .

Leading and Managing

for the Future

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

HR Capability Framework & Professional Development Guide

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.

HR Capability Framework & Professional Development Guide

HR Capability Framework & Professional Development Guide

The Purpose of the HR Capability Framework & Professional Development

Guide
The Guide has been designed to assist Agencies in implementation of the Framework. It is also
flexible so that Agencies can adapt the sections to their own particular requirements.
The primary purpose of the Guide is not only for Agencies in determining current and future
HR development in their section or area, but to assist individuals who work in HR and Line
Managers in determining their own training, development and career opportunities.
GUIDE NOTES:
1. This Guide does not replace or provide a substitute for Agencies performance
feedback, appraisal or management systems. The HR Capability Framework and the
supporting Development Guide are focussed on assisting individuals and, in turn,
Agencies to deliver high quality HR and people management services across the State
Service.
2. Whenever using the Framework components their application will all be dependent
upon the following:
a. The individuals experience relative to the Capabilities. A Capability Framework
considers that everyone will have a differing range of experience, skills and
knowledge, however these aspects must be considered within the work
environment and context.
b. The role diversity. Consideration should be extended to the level of role
diversity (and task diversity) within the section and the duties assigned to the
individual - what elements of the duties occur frequently, impact on others in
the section, or interface with other individuals tasks and external sections.
c. Duties assigned. Often a persons duties will be broadly defined and described.
Peoples duties will change in level of application, frequency and specialisation,
so this need to be considered. Also peoples duties will change over time with
new technology, procedural changes and new activities being included.
Reviewing this at regular intervals will assist in determining new or refresher
type development activities and the acquisition and competence of new skills
and knowledge.
d. Section structure. Assessing the structure of a section is necessary as it will help
identify changes, transitions and activities that may have not been reviewed in a
complete section format previously. New positions in sections can create
change to established positions, and therefore, may alter intended activities and,
in turn, development opportunities.
e. Organisational and section goals/requirements. Section goals and requirements
may align with wider or higher division or organisational goals. Changes at any
level may impact on sections and individuals development needs and therefore
needs to be reviewed regularly to ensure alignment and fit.

HR Capability Framework & Professional Development Guide

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.

The Professional Profile can be used for a number of different activities.

i. For the individual within the context of their current duties and current
levels of skills and knowledge and those required in order to achieve
quality and professional outcomes;
ii. For the individual in view of contemplating career progression (This is
outside of the organisational or section requirements/activities/goals.
This is longer term individual planning);
iii. For the individual in view of secondment, higher duties, more
responsibility duties opportunities or transient activities such as project
work.
iv. For the section, to identify a persons development and training
requirements specific to the duties assigned;
v. For the section in terms of identifying change factors and others as listed
below, it becomes a report card or status profile;
vi. To consider future requirements for the section and individuals training
and development needs and current attainment levels; and
vii. To identify development activities and opportunities for individuals and
the section in meeting section goals.

What are Capabilities?

What are Capabilities?
A Capability according to the Oxford Dictionary is the quality of being capable; capacity for.
Rather foggy isnt it?
A Capability is an underlying characteristic of a person which results in effective or superior
performance on the job. Capabilities can encompass physical, mental and emotional abilities,
knowledge, attitudes and behaviours.
A capability has also been defined as:
An integration of knowledge, skills, personal qualities and understanding used
appropriately and effectively not just in familiar and highly focused specialist contexts but
in response to new and changing circumstances (Stephensen, 1998).
A Capability Framework provides a menu of broad capabilities, in this instance, required by HR
people and managers with people supervision/management responsibilities. It is a broad
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HR Capability Framework & Professional Development Guide

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.

HR Capability Framework & Professional Development Guide

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.

Assessing, Planning and Developing Pathways

As noted in Guide point 2, there are a number of factors to contemplate (experience,
previously demonstrated knowledge and skills, career aspirations etc.,) when considering
assessment, planning and development of a Pathway from either an individual or team/section
perspective. The first step is to consider the HR Capability Framework using the Occupational
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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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HR Capability Framework & Professional Development Guide

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

* AHRI membership level

^ Qualification require

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HR Capability Framework & Professional Development Guide

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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HR Capability Framework & Professional Development Guide

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?

14

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

Brief summary of employment history

List the key objective, functions/roles and
responsibilities of the position*
Your
position
within
the
section/organisational structure
Note if this was a team based role or
otherwise*
What are the common functions,
roles/responsibilities of these positions?*

HR Capability Framework & Professional Development Guide

Which key capability areas do you think could be enhanced?
Which key capability areas might be needed in the near future?
Which key capability areas link or form part of your longer term career plan/goals?
Discuss these with a friend, mentor /coach to see if they agree with you? Re work if necessary.
Is there a priority order to my identified capability components?
Consider which ones link to others or have a critical component to them.
Consider which ones would be required in more depth or detail before undertaking others.
Is there a natural flow or progression?
Which ones appear to be stand-alone items?
Discuss these when finalised with your manager but try to prioritise this against current performance feedback or other
development or career progression discussions.
Which courses or informal development opportunities match your assessment?
Which ones can wait? Which ones cant?
Finalise a plan, try and put in dates, but allow a measure of flexibility for change.

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

HR Capability Framework & Professional Development Guide

Tasmanian State Service-HR Capability Framework

Capability Descriptions
Capability-Identifier
Designing an organisation
for the future

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.

Advancing Culture and

Change

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.

Leading & maintaining

productive relationships

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.

Designing and contributing

to workforce structures
and its performance

Builds and advances organisational capability through high performing people

1. Assists managers in achieving effective and productive work environment through the
provision of appropriate and timely advice/assistance.
2. Understands the core people competencies required for the organisation to meet its
goals and provide ways for employees to develop those competencies.
3. Advises on effective ways of identifying, recruiting, developing, retaining and promoting

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HR Capability Framework & Professional Development Guide

the right people.
4. Designs/contributes to procedures and provides advice for employees to achieve sound
performance levels within their capability in order to meet section/organisation goals
and objectives:
Facilitates the establishment of clear performance standards
Continuously identifies opportunities to enhance employee engagement levels
involving development and training aspects/opportunities
5. Provides and facilitates a work environment that motivates and retains key talent.
6. Demonstrates analytical and people/ workforce planning skills to meet current and future
requirements.
Being an Expert Practitioner

Applies expert people knowledge to the organisation

1. Undertakes tasks that delivers excellent people services (people management, HR
functions, roles, services and capabilities) and is consistent with other organisational
systems.
2. Applies and continuously grows personal knowledge to improve productivity and other
key organisational outcomes.
3. Adapts learned knowledge and skills theory into practice to deliver value to the
organisation.
4. Seeks out specialist expertise/tools from HR and other areas to achieve outcomes when
required/necessary.
5. Manages and promotes coaching, mentoring and development frameworks to provide
people management solutions to the line.

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.

Understanding and applying

the service values

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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HR Capability and Professional Development Framework

S
k
i
l
l
s
&
K
n
o
w
l
e
d
g
e

Strategic people and

business/forward focus
Communication - verbal,
written, interpersonal

Problem-solving &
decision-making

Team Skills

Managing for Performance

Leadership

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

Priority Planning &

Acting (Strategic)

Selection & recruitment , remuneration, terms and

conditions of employment, people management
procedures /policies/guidelines & activities, Diversity.
Workforce Planning , Development & Management,
Organisational Design, cultural/change issues, Training &
Development

Stakeholder
Management

*Mangers/teams leaders key knowledge area

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).

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HR Capability Framework & Professional Development Guide

Professional Profile of Casseopeia Gothere

Casseopeia Gothere
Payroll Admin Officer
July 2008 Administration Assistant
Solicitors McGhee and Glog
October 2005 June 2007

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

Level 1 position: admin office of 5 people and six solicitors.

Both positions responsible to a team leader/office supervisor. Received informal feedback mainly but positive about my performance, suggested training in communication, team work
and problem solving. No great changes in either position except increases in workload. I enjoy/ed the team environment.
Key points:
Administrative tasks, commencing skills/knowledge development
Training/development:
Informal: Systems for payroll, filing protocols
Formal: starting communications
Key objectives/Summary:
Key objectives: (informal) to understand the processing and data entry requirements for payroll, understanding about leave
and pay entitlements
(formal): what types of communication there are: verbal and non verbal
Assessment: Self
1.
People Management Knowledge- very important
(combination of formal and informal)
2.
Continue communication training very important.
Need to develop:
3.
Team skills, organisational awareness quite important
4.
Problem solving, working to goals - important but not urgent
Assessment: with manager
Agreed with self assessment
Planning:
Develop a plan for undertaking points 1 to 3 within 6 months
Consider linkages with point 4 in view of development opportunities.
Development 1: work out a schedule with manager for informal development at workplace. Attend the next PMK
training seminar with TTC. Development 2: Two identified courses at GHJ training and TTC.
Development 3: Organisational awareness activities within workplace, across work sections/organisation. To be overseen by
manager. Team Skills: this will be undertaken within a team training/development day next month.(dates to
commence/complete noted)Development 4: to be assessed during midway through 1-3 activities. Consider professional
membership to assist with development.

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HR Capability Framework & Professional Development Guide

Professional Profile/Matrix Casseopeia Gothere

Development/training
event
or prior experience

Capability

Capability Component

Designing an organisation
for the future
Advancing Culture and
Change
Leading & maintaining
productive relationships.

People Management Knowledge

Date
completed

Objective/goal

Notes: meet requirement, noted further

development required, additional
outcomes

Communication: written, verbal,

non-verbal, written
Problem solving and decision
making

Designing and contributingTeam Skills

to workforce structures
and its performance
Being an Expert
Strategic people business/forward
Practitioner
focus
Being credible
Planning/organisational skillssystems thinking
Understanding & applying Organisational Awareness
the service values
Stakeholder Management
Working to goals
Priority Planning and acting
strategically
Leadership
Managing for performance
Project Management

Page

21

Additional detail can be added as required progressively. Template can be used for either HR or people managers.

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HR Capability Framework & Professional Development Guide

HR GUIDANCE CHART
Operational: frontline entry/developing
LEVEL 1-HR FUNDAMENTALS

Operational: consolidating. Transitional zones, Team Leaders.

Corporate: entry/developing. Line Management
LEVEL 2- HR SUSTAINING

Senior Corporate HR. Section/

Division managers
LEVEL 3 HR LEADING

Introduction to the State Service Course (run by the TTC).

It is strongly recommended that employees in this category
should attend the above course within their first 12 months of
employment. In addition to this, employees will participate in
the HR Fundamentals Course (to be provided by the TTC).
These courses are designed to set the framework within which
the employee will undertake their duties.

HR Specific Course (provided via TTC)

This builds on from level 1 (HR Fundamentals) with a focus on
recruitment, selection, advanced knowledge relating to the
Directions, Awards and skills covering communication. Uses
scenario, cases, theoretical and practical frameworks.
Identification of key skills e.g. advocacy will be included.

High Level

HR Fundamentals comprise the centre section of the Skills and

st
Knowledge-HR/People Management Knowledge (1 section)
Identification of key skills and knowledge along with work
duties will determine other development/training activities.
The following plan may be Cassiopeias.

Requires level 1 and 2 knowledge and application.

More strategic in focus.
Leadership an integral component
Higher analytical/problem solving skills.

Employees at this level are strongly recommended to complete

this within a six month period from entry. Refresher activities
should be undertaken each year but may be drawn from other
courses or training events.

A minimum of 21 -25 hours per year is indicated for this level

for developing and maintaining professional competency.

From this additional pods are added to meet individual needs

and workplace requirements. This may include project
management, managing for performance for example. This plan
below may be suitable for Sam given their current level of
experience, duties and responsibilities.
A minimum of 21 -25 hours per year is indicated for this level for
developing and maintaining professional competency.

Example development/training plan

HR Fundamentals
Intro to the State Service
Communication Skills
Introduction to team skills
Diversity awareness

Example development training plan

HR Specific
Managing/leading teams
Negotiating and influencing
Dealing with difficult people
Introduction to Project Management

*Professional membership should be considered

^ Certificate level II or III qualification should be considered as
a minimum goal for this level.

*Professional membership should be strongly considered

^ Certificate level III/Diploma qualification should be considered
as a minimum goal for this level.

A minimum of 21 -25 hours per year is

indicated for this level for developing and
maintaining professional competency.
Example development training plan
HR specific
Leading change
Strategic planning
Project Managing
Analysis and Planning
*Professional/senior level membership is
indicated as a requirement.
^Completion of a Degree level course
(minimum). Progression should include a
formal course e.g. PSM Program

Consideration should be given to the different types of assessment activities that are involved at the different levels.

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HR Capability Framework & Professional Development Guide

Resources for Development and Training Opportunities

There are a number of considerations regarding the selection of training and development
events. The Guide has identified both formal and informal activities and provided an indicated
course attainment level e.g. Certificate, Diploma, Degree. However, there are other activities
including single event/single subject type activities as well. Consideration may also extend to
Traineeships or Apprenticeships.
Time required to complete activities is another factor to be considered, time and day of the
event, work requirements and location need to be included in these deliberations.
As courses and events change, it is not possible to provide a full list that will be accurate over a
given period of time. Therefore a number of links are provided below for sourcing training and
development activities.
The following icon will be displayed on all Training Consortium flyers to indicate the alignment
with the HR Capability Framework. TTC also issues a regular newsletter with a listing of
potential development and training activities. Those with a particular focus on HR will have the
following icon on the event flyer for easy identification.

This event aligns with the HR Capability Framework

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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