Building HR Capability
Public Sector Culture
» Proportionally manages risks
» Shares innovation
» Works collaboratively
» Achieves results within an accountability regime
» Sees itself as one public sector
» Has confidence in itself and the confidence of Government, Parliament and the community
Employment Instruments
» The Employment Standard
» Filling a Public Sector Vacancy
» Public Sector Management (Breach of Public Sector
Standards) Regulations 2005
Workforce Planning and Diversity
1. New Advice and Consultation Service
2. New Workforce Planning Tools and Templates
3. Supporting Commissioner’s Circular 2011-02
HR Workforce Challenges
» Competition from the private sector
» Contracting out of human resource functions
» Loss of HR knowledge and expertise
A framework by practitioners for practitioners
» Contextualised for the WA public sector
» Wide ranging consultation
» HR Managers
» 900 HR practitioners
» 160 Directors General and senior executives
» 14 agency site visits
Human Resources Capability Framework
Strategic Alignment
Results Driven
Workforce Capacity
Relationship Management
Credible Influence
Professional Expertise
Culture & Change Management
Shapes and manages a people strategy aligned with
whole of government objectives
Builds capability and expertise within the WA
government to deliver results
Builds workforce capacity for current and future
requirements
Builds and maintains productive relationships
Advises and influences with integrity and self
awareness to achieve organisational objectives
Builds and applies human resource knowledge and
expertise to deliver value to the organisation
Manages change processes and works to deliver the
desired organisational culture
The HR Function
The HR Practitioner
Can be viewed in two ways
The Individual Profile
The Comparative Profile
Reflects the reality of the differences in roles and accommodates agency
specific requirements and business needs
Defines the applicable degree of activity and knowledge
The HR Practitioner
Individual Profile
The HR Practitioner
Comparative Profile
» Consistency in the quality of information
» Clarity of performance expectations
» Effective change management
» Contemporary workforce practices
» Comprehensive professional development
» Less reliance on external training
Benefits of the framework for CEOs
• Strategic HR business planning
• job design and recruitment;
• performance management of existing staff;
• the identification training needs;
• workforce and succession planning;
• fast tracking talent; and
• General career planning with the aim to increase the
mobility of expert skills
Benefits of the framework for HR practitioners
Immediate priorities
» Assisting you to implement reform and workforce planning
» Building skills against the HR capabilities
Strategic Alignment
Results Driven
Workforce Capacity
Professional Expertise
Equip HR practitioners to understand and operate within the current legislative environment and identify economic and demographic trends that may influence HR plans and goals
Develop the skills to align HR activities to government objectives and deliver HR and people management activities
that contribute to agency objectives
Build capability in HR practitioners to implement strategies which will attract a skilled workforce and build capacity in
workforce planning and job design
Enable HR practitioners to translate HR theory into practice to deliver value to the organisation and deliver HR services that
improve workplace performance
» information sessions for HR practitioners to assist you to
understand the Capability Framework
» guides, tools and learning and development programs
aligned to the capabilities
» Opportunities to work collaboratively with us to share your
expertise and experience across the sector.
» an accredited professional development program aligned
to the Framework to build capabilities over the longer
term and assure the sustainability of our profession.
Building Capability – next steps