HPMA London - HR Business Partner Competency Framework

Introduction
These competencies are based on NHS North West’s HR Business Partner Competency Framework (2010). They have been adapted by a group of HRDs and Deputy HRDs
from a range of London Trusts for their own use. The group simplified the original competency framework, primarily by amalgamated some of the elements within each
competency and incorporating the consultancy skills competency into ‘Change Catalyst’. They also started to identify how the competencies can be measured..

The aim of the original NHS North West competency framework is to provide HR Business Partners (HRBPs) and their stakeholders with clarity on what specific
competencies they are required to demonstrate in their work that differentiate the role of HRBP from any other HR role. For a broader perspective of HR competencies please
also see the CIPD HR Professional Map.

The original competency framework was intended to be used in conjunction with individual performance objectives to specify what the individual HR Business
Partner is required to achieve in terms of results. Within the original competency framework, the term ‘HR’ encompasses both HR and OD but for ease ‘HR’ is used
throughout other than under the competencies relating to capability builder which are generally OD related.

The original competencies draw on the work of Ulrich and include aspects of the six HR competencies he defines; the work of Shirley Dalziel in ‘HR Business Partnering’,
CIPD; including the CIPD’s HR Profession Map, in addition to PwC collateral from working across a range of organisations in the public and private sectors to develop HR
Business Partners.

Each competency has a definition. Examples of the type of activity and/or behaviour that HR Business Partners are expected to demonstrate are provided for each
competency at three levels from basic to advanced. Broadly, the levels are defined as: level 1: Delivers; level 2: influences, level 3: leads. The London group in general see
the competency framework as very broad and assume that level 1 is generally a given for HR Business Partners and that level 3 for some competencies may be the level at
which an Assistant Director or HR Director may be operating.

The seven HR Business Partner competencies are:

1. Business focused
2. Personally Credible
3. Strategic Operator
4. Change Catalyst
5. Capability Builder
6. Politically Astute
7. Human Resource Business Partner Expert

Many thanks to Michelle Webb, Programme Manager from NHS North West who presented the work on the original HR Business Partner Competency Framework and to
Andy Coombe from Kairos Consultancy who facilitated the process of adapting the competencies.
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 High Impact HR Model

Developed by NHS North West and adapted by HPMA London

1. Business focused
Links with WCHR factors: (3) Achieves desired results for the business (5) Aligns and integrates with the business (7) Creates value, innovates and demonstrates impact.

Definition: Demonstrates an understanding of the business including the economic and political environment, with a focus on effective service delivery, financial and other key
performance indicators and how these relate to the organisation in order to positively impact patient outcomes

Level 1 – delivers Level 2 -and influences Level 3 – and leads

Manages the interdependencies in relation to Works in collaboration with and influences multiple Leads the process to ensure that all business
their own business unit /area plan, priorities and business units/areas to ensure that business plan unit/area plans are aligned with the organisation’s
actions, particularly regarding workforce priorities and actions are aligned across the overall business plan
organisation regarding workforce

Manages key workforce performance indicators in Influences and develops key workforce Sets and agrees key workforce performance
line with the business unit/area service delivery performance indicators to deliver the business indicators for the business unit/area service
and workforce plan unit/area service delivery and workforce plan delivery and workforce plan

Takes into account the impact of external drivers Anticipates the impact of external changes on the Leads organisational thinking regarding external
and plans on the workforce workforce and influences the development of changes and impact on workforce and develops
potential solutions. solutions and strategies to address these.

Measures the impact of HR using specific metrics Sets and influences the HR, and productivity Leads the process to ensure that financial, activity
agreed with HR and business unit/area team and metrics which support overall business delivery and HR metrics are aligned, identifies gaps and
identifies ways for continuous improvement. within the organisations financial context advises on how to address.

Measurement

• Integrated plans in place that deliver against objectives and priorities

• Improvement in workforce KPIs and service measures
• Identified gaps and plans to address in place

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2. Personally credible

Links with WCHR factors (5) Aligns and integrates with the business (6) Proactively leads the people agenda (7) Creates value, innovates and demonstrates impact

Definition: Has the personal presence, credibility, authority and impact to positively influence people at all levels of the organisation, with a particular focus on the impact on
patient experience, care and outcomes.

Level 1 – delivers Level 2 - and influences Level 3 – and leads

Demonstrates high level of emotional intelligence, Uses emotional intelligence to influence others to Highly developed emotional intelligence; assumes
insight into own behaviour /working style and achieve positive outcomes in their areas of leadership position in a variety of settings in
emotional resilience. expertise. particular when dealing with organisational
transformation.

Demonstrates personal credibility and impact by Is perceived as having personal credibility and Has the personal credibility and influence to act as
acting professionally, assertively, and impact at all levels and across the organisation a critical friend and trusted confident to the most
authoritatively, articulating relevant past and has the confidence of the most senior leaders. senior leaders both individually and at a corporate
experience and success to instil confidence and level
trust in business unit/area

Is able to influence internal stakeholders on a wide Is perceived as having positively influenced Has a reputation for providing leading edge
range of workforce issues and in different individual stakeholders and the workforce agenda thinking on a range of workforce matters, that drive
circumstances, with a focus on the impact on both internally and externally, which has a positive improvements to patient outcomes
patient outcomes impact on patient outcomes

Measurement

• Portfolio of evidence of leading edge work or HR interventions

• 360 degree feedback
• Service improvements attributable to effective HR interventions.

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3. Strategic Operator

Links with WCHR factors (3) Achieves desired results for the business (5) Aligns and integrates with the business (6) Proactively leads the people agenda

Definition: Is aware of the strategic context they are operating in and considers the strategic implications of all key decisions.

Level 1 – delivers Level 2 -and influences Level 3 – and leads

Delivers own goals and objectives in line with the Has a vision for the organisation’s strategy and Leads in the creation of key elements of the
organisation’s service and workforce strategy plays a key part in influencing and creating this organisation’s workforce strategy

Contributes to key strategic HR priorities such as Presents the rationale and business case for Initiates and leads the development of business
helping to design a talent management and Strategic HR interventions at senior management cases across a range of strategic workforce
succession plan aligned with business objectives levels matters.
and priorities

Understands the impact of key trends on the Scans the horizon for up and coming workforce Leads the development of workforce and HR best
organisation’s workforce and has ideas about how trends and future initiatives that will impact the practice across the organisation using best in
these might be addressed organisation and articulates these to senior class external comparisons to continually improve
management. performance.

Measurement

• Benchmarking of HR practice
o Continuous improvements/plans to get there (1-3)
• Business Cases
o Workforce elements incorporated and delivered
• Workforce strategy
o Delivery all, 2-3 Developing/contributing (1 – deliver, 2 - 3 – developing)

(Measurements need to be adapted for each level)

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4. Change Catalyst Links with WCHR factors (3) Achieves desired results for the business (4) Has a compelling employee proposition (6) Proactively leads the people
agenda

Definition: Understands and communicates the need for change, builds support for change and helps groups and individuals to manage change effectively with particular
regard to the need to engage and consult with staff, trade unions and professional staff organisations

Level 1 – delivers Level 2 -and influences Level 3 – and leads

Works with line managers and their teams to help Identifies issues and gaps central to business Leads comprehensive change strategies and
them to be creative and positive in taking action to success and presents an inspiring vision for plans aimed at addressing key workforce priorities
continually improve performance change

Manages specific workforce change initiatives Builds an infrastructure to support and influence Effectively leads complex change management
demonstrating a range of effective change change management including change programmes to improve business performance
management skills approaches, policies and measures for success

Builds enthusiasm for and commitment to change Assesses the impact on and necessary support Proactively seeks to understand readiness for
amongst a range of stakeholders and recognises required of key stakeholders in relation to specific change plans across the organisation and
the need to actively engage and consult with staff, change initiatives and seeks to positively develops and leads initiatives to ensure their
trade unions and professional staff organisations influence them including engaging and consulting successful implementation, with key stakeholders
with staff, trade unions and professional staff including engaging and consulting with staff trade
organisations unions and professional staff organisations

Uses a consulting approach with line managers Ensures that all stages of the consulting approach Leads others in the use of a consulting approach
and team to bring about change in line with the are applied on key projects to ensure the to evaluate project plans, outcomes and risks to
principles of project management. achievement of business objectives aid future learning and improvements.

Takes calculated risks on specific workforce Undertakes feasibility and risk assessments to Leads the workforce risk strategy highlighting
issues balancing a range of relevant factors make the case for change to senior colleagues risks, issues and plans to mitigate against these
including business drivers, legal implications, including identifying potential risks to patient

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employee impact and overall cost benefit. including advising on key areas of potential risk. experience, care and outcomes.

Measurement

• Change programmes successfully delivered and LTD ER issues

o Appropriate timescale
o ‘Does it stick’ demonstrating created value to the business
• Feedback on change process from managers and staff affected
• Positive engagement from staff organisations

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5. Capability Builder

Links with WCHR factors (3) Achieves desired results for the business (4) Has a compelling employee proposition

Definition: Focuses on the effectiveness of the organisation and improves business performance through influencing positive changes to people management, competence
and capability, communications, systems processes and structures.

Level 1 – delivers Level 2 -and influences Level 3 – and leads

Uses coaching skills to enable managers to Advocates to managers the use of coaching Leads on the delivery of organisation wide
optimise their performance and that of their team skills to enable others to optimise their coaching, modelling a coaching style and
in order to deliver business goals/objectives. performance and that of their team in order to advocating coaching as a capability building tool.
influence and deliver business goals/objectives

Facilitates the TNA process in order to determine Influences the TNA process in order to determine Leads the TNA process in order to determine the
the required development, resourcing inputs and the required development, resourcing inputs and required development, resourcing inputs and
liaising with colleagues/commissioners to deliver liaising with colleagues/commissioners to deliver liaising with colleagues/commissioners to deliver
appropriate interventions appropriate interventions appropriate interventions

Facilitates the talent management process and Influences the Talent Management process and Leads the Talent Management process and
aggregate development requirements to inform aggregate development requirements to inform aggregate development requirements to inform
TNA TNA TNA

Measurement

• Successful succession plan

• Appraisal rates and evidence of effective appraisal
• Reduction in formal ER processes over a period of time (may be increase initially)
• Previously included ‘Feedback from line managers on how HRBP has helped them to deliver’ and ‘Positive effect on staff turnover’

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6. Politically Astute

Links with WCHR factor (5) Aligns and integrates with the business

Definition: Understands the diverse interest groups, power bases and politics internally and externally, seeking to balance competing agendas and needs of stakeholders.

Level 1 – delivers Level 2 -and influences Level 3 – and leads

Uses influencing and negotiating skills effectively Able to challenge and influence status quo in Able to lead and support others in dealing with
to work collaboratively achieving desired business politically sensitive situations whilst achieving complex situations where collaborative working is
outcomes. desired business outcomes. required to achieve outcomes.

Able to resolve conflict positively and Influences individuals and groups to ensure Identifies potential politically sensitive
constructively whilst delivering own objectives and diverse and complex interests are accommodated circumstances and lead on strategies to avoid
priorities. resolving conflict where necessary. conflict.

Able to adapt approach to dealing with Fosters an environment where internal and Leads initiatives to help the organisation identify
organisational issues ensuring positive outcomes. external stakeholders can maximise contribution and address political, economic and social factors
to organisational transformation. relevant to the organisation and its workforce

Measurement

• Success of projects

• Feedback from stakeholders especially external

• Engagement measures from staff survey

• Consistent engagement of external stakeholders in transformational projects

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7. Human Resource Business Partner Expert

Links with WCHR factors (1) Gets the basics right (2) Supports people management (7) Creates value, innovates and demonstrates impact

Definition: Builds and applies HR and OD knowledge and expertise to consistently achieve key business objectives

Level 1 – delivers Level 2 -and influences Level 3 – and leads

Demonstrates continuous development of Sets an example with own continuous Leads in developing and delivering interventions
relevant HRBP capability to deliver key business professional development and assists others to that help HRBPs to improve their skills, capability
objectives align their development to deliver key business and performance to deliver business objectives.
objectives

Consistently delivers employment strategies, Contributes to the development of employment Initiates and leads in the development of
policies, plans and processes in line with High strategies, policies plans and processes in line employment strategies, policies plans and
Impact HR practice model and achieve key with the High Impact HR practice model , and practice that are aligned with the High Impact HR
business objectives. achieve business objectives practice model , and achieve business objectives

Delivers HR policies, processes and procedures Influences the development of HR policies, Leads the development of HR strategies, policies
that are organisationally appropriate and processes , and procedures to ensure their and plans to ensure their alignment with the
supportive to line management alignment with the organisations values and organisations values and behaviours and that
behaviours and that they support the they support the achievement of business
achievement of business objectives objectives

Effectively and appropriately supports managers Contributes to the development of strategies and Leads the development of strategies and plans
in key people management areas e.g. staff plans which support and influence the delivery of which support and influence the delivery of
engagement, learning and development, health effective practices in key people management effective practices in key people management
and wellbeing and performance management. areas e.g. staff engagement, health and areas e.g staff engagement , health and
wellbeing, learning and development and wellbeing, learning and development and
performance management. performance management

Measurement

• Have business objectives been met using HR & OD knowledge and expertise
• KPIs

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 • staff survey ↑
• HR and business metrics (sickness, stat man, appraisal/1to1s)
• industrial relations climate ↑ (ETs, grievances, B&H)
• CIPs met
(previously included 360 and appraisals)

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