Behavioural competencies for Management: Human resources management

Management technical competency (PDF, 88 KB)

Understands human resource administration practices, including Acts, regulations, policies and best practices related to some or all of the following (as relevant to the role): human resource planning, staffing/resourcing, organizational design, classification, training and development, organizational development, equity/diversity, employment equity, official languages, performance management, compensation, rewards/recognition and labour/management relations.

Level 1 - Foundational

Some familiarity with and ability to apply the competency in limited difficult situations

  • Has some general understanding of NRC's human resources issues, policies or practices.
  • Understands NRC's human resource management framework.
  • Aligns personal behaviours with HRM rules and procedures.
  • Realizes when sound HRM practices may not be in practice and informs others.
  • Seeks advice when HR issues become more challenging to address.
  • Knows who to call and where to consult to obtain more HR-related information.

Level 2 - Intermediate

Basic understanding of and ability to apply the competency in routine situations

  • Has a basic knowledge of NRC's Human Resource practices and procedures in related policy areas of recruitment/staffing, employee development, etc.
  • Understands the impact that the NRC's separate employer status has on its HR practices.
  • Can explain cogently to others the underlying principles of NRC's current human resource management framework.
  • Provides straightforward HR-related information to colleagues, staff and others.
  • Identifies misalignments or deviations in applications of HR procedures or validates them with the competent authority.
  • Provides information required to develop standardized job descriptions.

Level 3 - Seasoned

Solid understanding of and consistent ability to apply the competency in most situations

  • Demonstrates a good ability across the full range of HR policies, processes and procedures in support of NRC's mission and business needs.
  • Demonstrates sufficient HR expertise to achieve intended results.
  • Autonomously and effectively addresses HRM issues within area of responsibility.
  • Understands the linkages that exist between HR practices and the value they can add to NRC.
  • (Re-)aligns HR practices to audit results and findings.
  • Creates opportunities for staff to develop their skills and knowledge, manage performance, etc.
  • Enables HR planning for current and future needs with opportunities for continuous improvement within area of responsibility.
  • Participates effectively in job evaluation or classification committees.

Level 4 - Advanced

Advanced understanding of and ability to apply the competency in a full range of situations

  • Applies innovative strategies on HR issues; identifies and recommends solutions to various personnel.
  • Is sought out by others as a resource in helping to solve a range of HR problems.
  • Is a role model in the stewardship of Human Resources and HRM principles at NRC.
  • Keeps up-to-date on HRM and talent management issues and is aware of leading-edge HR thinking.
  • Demonstrates in-depth knowledge of approaches to handling staff development, labour issues, recruitment campaigns, etc.
  • Analyzes and forecasts HR needs and initiates required succession planning processes.
  • Is the go-to person for updates to existing human resources planning policies and procedures; implements these updates in an expedient timely manner to facilitate the successful implementation of NRC's strategy.

Level 5 - Mastery

Thorough understanding of and ability to apply the competency creatively in the most complex and challenging situations

  • Consistently uses in-depth knowledge of best practices to make fundamental changes to the NRC's Human Resources policies and procedures to bring about improvements to HR services.
  • Develops complex HR plans that take into consideration and capitalize on resourcing, staffing and/or performance management, etc.; capitalizes on flexibilities that are unavailable to other government departments.
  • Exercises a major influence on NRC HR strategic planning and development, succession planning, recruiting and sourcing strategies and/or other HR areas.
  • Contributes to linking policies and systems to performance management processes, competencies and performance outcomes in support of broader organizational goals.
  • Identifies horizontal HRM issues that can be addressed with NRC-wide HR priorities and plans.
  • Assures that there are no redundancies or gaps in HR plans; ensures alignement of HR plans with the objectives of the NRC's strategy.

Core:  Does the person have a good working knowledge of one or more specific HR functional areas?

Note:  This competency is relevant to those who are working in HR, and also to supervisors and managers who have to understand and apply staffing principles, conduct performance reviews, etc.