Human resources capability profiles

Core Capabilities - HR Function and Practitioner

The Framework identifies and defines seven interrelated core capabilities that apply to both the HR function and the practitioner. They are:

  • Strategic Alignment
    Shape and manage a people strategy aligned with whole of government objectives
  • Results Driven
    Build capability and expertise within the WA government to deliver results
  • Workforce Capacity
    Build workforce capacity for current and future requirements of the WA government
  • Relationship  Management
    Build and manage productive relationships and partnerships
  • Credible Influence
    Advise and influence with integrity and self awareness to achieve organisational objectives
  • Professional Expertise
    Build and apply human resource knowledge and expertise to deliver value to the organisation
  • Culture and Change Management
    Manage change processes and work to support desired organisational culture

Understanding the Framework

To help you understand the Framework and how it can apply to you, make sure you have a copy of the HR Capability Framework on hand. View the 2011 Launch Slide Show and read the accompanying notes. There is also more information on the Implementing the HR Capability Framework page.

Benefits of the HR Framework

For Individuals

The Framework describes the individual capabilities you need to develop to be a successful and effective public sector HR practitioner either in your current role, or one to which you aspire.  In particular it:

  • focuses on building transferable skills and knowledge that you can apply in any HR function within the public sector,
  • helps you to identify those areas where you may need development to better do your job, and
  • assists you to plan your next career move. 

For Human Resources Managers

The Framework defines the capabilities that the HR function must develop if it is to build its internal capability to be recognised as a source of expertise and guidance to the sector.  It provides a basis on which to:

  • undertake strategic planning,
  • design jobs,
  • set clear performance standards,
  • conduct performance discussions,
  • identify learning & development opportunities, and 
  • plan for the future HR workforce to meet organisational needs and support the strategic directions of the Western Australia public sector.

For CEOs and the public sector

Increased capability and capacity of our HR workforce will ensure that the profession is well positioned to support the strategic directions of the Western Australia public sector now and into the future.  In particular it will provide:

  • consistency in the quality of advice CEOs receive,
  • clarity with respect to performance expectations,
  • effective change management processes,
  • workforce practices consistent with current legislative and best practice principles, and
  • human resource functions supported by a comprehensive professional development program.

The Human Resources Function Profile

The Human Resources Function Profile defines the capabilities that the HR function must develop to build its internal capability and be recognised as a source of expertise and guidance to the public sector.  It provides HR directors and managers with a common language on which to talk with their organisations about the work of the HR function and to define its value to the organisation.  It is the also the basis on which the capabilities for the individual practitioner are defined.

The HR Practitioner Profiles

The HR Practitioner profile can be viewed in two ways:

The Individual Profile  shows all view shows all the capabilities applicable to a given level range, that individuals need to develop and apply in order to be successful and effective HR professionals.  

  • For HR managers this is a tool to define the expected capabilities for specific roles within your organisation. 
  • For individuals, it provides you with an overview of where you may need to develop particular aspects of a capability to more effectively and efficiently perform your role, or one to which you aspire.

The Comparative Profile  provides a snapshot of each capability and its elements as it applies to the HR practitioner. It scans across the level ranges from 1 to 8 and above to identify the changes in activity, knowledge and capability at each level.

  • This view is useful to individuals wishing to transition to the next level of expertise, and for managers for workforce and succession planning, as it allows you to identify the changes in activity, knowledge and capability at each level.

Grouping of Levels 

Each of the HR Function capabilities are mapped to various groupings of levels detailing the capabilities required of the individual HR practitioner.  The HR Practitioner Profile is not a job classification tool  and the capabilities do not translate directly to a specific level.  You will see that they apply across a range of job levels that may require a similar range of capabilities.  The groupings are:

  • Levels 1 - 3
  • Levels 3 - 4
  • Levels 4 - 6
  • Levels 6 - 7
  • Levels 7 and above

These groupings accurately reflect the reality of the differences in roles across agencies from the generalist to the specialist.  These groupings accommodate agency specific requirements and business needs and note that issues and challenges will vary from agency to agency and  from role to role. 

Defining activity and knowledge

These profiles also define the degree of activity and knowledge expected of individuals in roles at that range.  

 At the lower range activity focuses on administration, support and processing.  Practitioners are expected to demonstrate knowledge of the basic principles of HR and deliver basic activities.

The complexity of activity and knowledge increases through the  levels until it reaches the most senior HR practitioner in the organisation.  Senior HR practitioners are expected to drive HR’s contribution to the organisation’s strategy and to represent the HR function to the organisation.

Further information

HR Capability Tools and Guides to assist managers and individuals to use the framework

Training and Development Opportunities aligned to the capabilities

You can also contact the Public Sector Commission for more information.


Page last updated 7 February 2014