Human Resource Management Association of Jamaica

Conference 2009

Hilton Hotel

​

November 26, 2009

​

Presenters: Fern Hamilton

Ludlow Thompson

Credentialing Workplace Learning and Professional Experience of HR Practitioners

Development of Qualification Structure for Professional Recognition in the HR Sector

Presentation Scope

• Rational for Professional Recognition within HR Sector
• Strategic Approach/Goal
• Learning Environment and Competency development
• Development of Qualification Structure
• Credentialing/Recognition Framework
• Discussion/Questions @Answers

Rationale

• Increasingly the changing requirements of the global marketplace is impacting and redefining the competency profiles of HRM professionals.
• HRM has become a structured industry with defined borders of professional practices.
• Repositioning of HRM functions in business entities as an important strategic component in the success of corporate objectives and business process.

• Recognition of Professional Certification has become an important requirement for employment and other business engagement of HRM professionals
• Need to have a structured Certification Framework base on workplace requirements to support the developmental needs of HR practitioners.
• Increasing need to credential workplace learning and work experiences

​

​

• Need for promoting and building relevance and current competence of HRM professional through the development of professional courses.
• Facilitating a system for assessment of Prior Learning.
• Need of HRMAJ to play a critical role in influencing institutional training programmes preparing new entrants to the industry as well as existing professionals.

• Many HRM Practitioners operating at various have honed their competencies and professionalism informally on the job and require formal recognition.
• Several HR Practitioners transition into the HRM industry by way of related occupations and thus needs HRM credentials.
• Global trends in Quality Assurance of professional practices through licensing and re-licensing/re-certification of practitioners.

Strategic Approach

Design and development of a Credentialing Framework based on workplace performance requirements (standards) to:

• Recognize work experience gained
• Inform the development of programmes towards professional certification/accreditation
• Evaluate qualifications and or determine qualifications for job positions within the HRM industry.

​

​

​

• Recognize work experience gained and the assessment of prior learning.
• Building a mechanism for the transfer and integration of academic learning into workplace practice and VALUE-ADDED PERFORMANCE
• Provide a basis for the Valuing HRM Competencies.
• Identify and award outstanding HRM professionals impacting on the quality development of the industry.

• Collaboration with the National Council on Technical Vocational Educational and Training (NCTVET) in the establishment and the management of the HRM Credentialing Framework. This partnership will involve the NCTVET:

- developing competency standards and qualifications for designated recognition

- facilitating assessment and certification strategies.

- Supporting national recognition of the framework and holders of the awards.

Development of Qualification Structure

​

​

​

A COMPETENCY-BASE STANDARDS DRIVEN FRAMEWORK BASE ON THE COMPETENCY REQUIREMENTS OF THE WORKPLACE

​

​

​

​

​

Learning Environment and Competency Development

TRAINING

​

• STANDARDS DRIVEN

​

• SPECIFICATIONS

​

• INDUSTRY RELATED

​

​

• TASKS IN MODULES

​

​

• INSTRUCTOR/COACH

​

​

• PRACTICAL(LESSONS)

​

• INSRTUCTOR/MATERIALLEAD

​

EDUCATION

​

• KNOWLEDGE DRIVEN

​

• DESCRIPTION

​

• SUBJECT RELATED

​

​

• CONTENT IN UNITS

​

​

• TEACH/LECTURE/GUIDE

​

​

• THEORECTICAL

​

• TEACHER/MATERIAL LEAD

WORK PLACE(LEARNING)

​

• EXPERIENCE DRIVEN

​

• PROCESSING

​

• LIFE/ROLE/FUNCTION RELATED

​

• CONTEXTUAL

​

​

• EXPLORE/OBSERVE/

SHOWALLOW

​

• EXPERIENTIAL

​

• LEARNER/WORKER/

SCENARIO-LEAD

Importance of Competency in Building Professionalism

​

​

“A define set of competencies is a hallmark of the true profession”

​

American Society for Training and Development

​

​

The Framework- A Competency-Driven Model

• The Framework is one which is driven by the performance requirements of the workplace for persons executing specific occupational roles.
• The focus is to establish a qualification and credentialing structure which defines the HRM profession in the context of learning, performance and the valorization of competency

Mission

Business Strategies

Position

Tasks and Demands

COMPETENCIES

CRITICAL SUCCESS COMPETENCIES

Knowledge Skills Attributes

Role

Role

Role

Role

Valuing learning and Qualifications

• Time-Base System : Credit hour used by educational institutions

​

• Outcomes-Based : Competencies as required by industry.

Specifying Industry Resources

• Money
• Methods
• Materials
• Manpower

• Human Relation practices

• Health and Safety practices

• Technical know-how

• Knowledge requirements

The work competencies that the standards

seek to define for effective work performance

include:

• Critical Employability Skills

• is expected to be able to complete; the task, job or function
• needs to know in order to succeed in today’s workplace
• the work attitudes to be demonstrated

​

The competency standards help us to determine

when the workers/learner are performing to the

outcomes defined.

Competency standard describes what a worker/learner:

Components of a Competency Standard

• Performance Criteria

​

​

​

​

​

• Range Statement

• Describe the performance to show that an element has been attained. They indicate the quality of the performance (I.e. what has been done, used) if the candidate meets the standards
• Gives condition/boundary or context to the elements and performance criteria to minimise variations of interpretation.

Components of a Competency Standard

• Competency

​

• Elements

​

​

​

​

​

• Outcome of performance

​

• Sub-outcomes/competency builders that make up each competency and describe what the person should be able to do. Each element has various performance criteria a person can be measured against.

​

THE DEVELOPMENT PROCESS

• ESTABLISHMENT OF HRM INDUSTRY LEAD GROUP
• CONDUCT OF THE OCCUPATIONAL ANALYSIS OF THE INDUSTRY
• VALIDATION OF THE HRM COMPETENCIES
• DEVELOPMENT OF THE QUALIFICATIONS TARGETED BY THE LEAD GROUP
• ENDORSMENT BY HRMAJ
• APPROVAL BY NATIONAL COUNCIL ON TVET

A collaborative and consensus building process involving critical players in ...

Industry

Education

Training

Labour

STANDARDS DEVELOPMANT PROCESS

OUTCOMES

• DEVELOPMENT OF INDUSTRY MAP: A definition of the landscape of the industry/profession with the elaboration of the sectors, related occupations and associated competency standards.

The intention to set up a qualification structure which defines the profession in the context of learning, performance and the valuing of competencies.

�

​

HUMAN RESOURCE MANAGEMENT

MANAGEMENT

DEVELOPMENT

OHS

(Health & Wellness)

Strategic Management

Workforce Planning & Employment

Compensation & Benefits

Employee Development

Laws & Regulations

REGULATORY

Performance Improvement Practices

Separation

Source & Select

Payroll Administration

Policy & Ethics

Succession Planning

Administration & Management of Pension Funds

Procurement of Uniforms

Business Process Analysis

Organizational Design

Loan Administration

Administration of Group Life & Health

HRMS (Mgmt of Info. System)

​

COMPETENCY FIELDS

​

SUBSECTORS

​

HRM Industry Mapping of Occupational Areas

Qualifications Developed and Approved

• Compensation and Benefits
• Employee and Industrial Relations
• Loan Administration
• Occupational Health and Safety
• Payroll Administration

Qualifications Projected for Development

• Employee Development (Work-in-Progress)
• Human Relation
• Human Resource Management
• Law and Regulations
• Manpower Planning
• Management of Information Systems
• Strategic Management

Credentialing/Recognition Framework

• Driven essentially by workplace learning and experience.
• Utilization of Prior Learning Assessment Strategies including Professional Peer Review to confirm competency.
• Certification managed by a Board of Certifiers

Recognition Categories

• Essential/Core Competencies: These are underpinning competencies that ensure successful performance in the profession and are common to all HR occupations regardless of an individual position/role.
• Expertise: Demonstration of key technical and professional competencies required for successful performance in various work contexts. These competencies represents high level mastery and proficiency honed by several years of experience.

Recognition Categories (Contd.)

• Work Role: Individual normally require to exercise/demonstrate wide range of competencies within a broad are of responsibility within the profession. These persons operate mostly in very unpredictable work situations which require creative solutions to problems/creative deployment of resources.

HRM Award Designations (Proposed)

• Certificate
• Chartered
• Associate
• Fellow

Credentialing Workplace Learning and Performance of HRM Professionals

• One of the best way to recognize individuals who have met certain predetermined professional standards and qualifications.
• Support workplace learning and performance in order to shape the future of the HRM industry.
• Empowerment of HRM Practitioners to provide their organization value-creating competencies and high quality service