Competencies, Competence and the HRINZ Competency Framework
Competencies, Competence and the HRINZ Competency Framework
by Kris Cooper
HRINZ has a competency framework for Members to use. I hope you knew that. It is a key function of a professional association to provide members with guidance for their careers and how to maintain professional currency. A competency framework is a foundation for doing that. We have had a competency framework for many years and we are currently reviewing it.
What are competencies?
There are lots of different descriptions of competencies, and at the risk of starting a debate, here’s the general thinking we are applying at HRINZ in our competency framework. Competencies are descriptions of the skills and behaviour we require of professionals in order to perform their work successfully. Knowledge is also required, and how that knowledge is used is of prime interest. So competencies are about the scope of what we are required to do.
Is that the same as competence?
No, competence is different. It is about the ability to do the work successfully, effectively and efficiently. When we are developing a competency, we might not be fully competent at it yet. Importantly, others tend to judge our competence for us, although, of course, self-assessment is healthy.
So where does the HRINZ Competency Framework fit in?
The Institute’s Competency Framework and our use of it seek to address matters of both competencies and competence. We want members to use the framework to help guide career development, so we specify the “competencies” for when we are in the “developing” or learning stage of our careers, when we are “competent” to operate independently, and when we are leading complex people matters necessitating creative or innovative practice in an “advanced” way.
We encourage members to use the framework to:
- Identify the different competencies we need to be great HR professionals at the different stages of our careers
- Plan career development
- Facilitate conversations about how current learning and experience is building competence for the future
- Guide participation in targeted events and learning opportunities
- Endorse current practice through applying for professional accreditation when members want assurance that they are “competent” as either a generalist or specialist practitioner. This process involves judgment of competence in the competencies by a panel of peers. (No doubt there is another blog about that, or will be soon, so that’s all I’ll mention here.)
How good is the framework? Why should I use it?
You can be assured that we have a robust and current model.
Our competency framework is the result of international and local research about HR practices, and it is reviewed and updated regularly. In the last twelve months it has had a language update, and, as noted at the start of this piece, we are in the process of a thorough review right now. We are exploring the latest international research and we are committed to ensuring our members are working towards, and being appraised in line with, universal expectations. The exciting addition this time around is more depth and insight to assist our specialist members.
What does the framework include?
The framework covers not just our technical HR delivery competencies but also our more general need to make strategic contributions to our organisations, understand the business we work for (have business knowledge), use business technology for people solutions, and have personal credibility with our stakeholders. Why not go to this competencies link and take a look?
http://www.hrinz.org.nz/Site/My_HR_Career/competencies.aspx
Your thoughts
It is my pleasure to be leading the team of experienced HRINZ members involved with the review of our Competency Framework. So if you have views and thoughts about competence and competencies, or any queries about the review of our competency framework, I’d be delighted to hear from you.
Kris Cooper, FHRINZ
