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Human Resources Management

Applying an understanding of human resource management (HRM) practices, policies, and principles.
Level 1 Demonstrates introductory understanding, directing people to the appropriate source for further information.

BEHAVIORS

  • Describes key aspects of HRM legislation, policy, and practices.
  • Describes the components of an HR Management Regime and the interdependence of these components.
  • Conducts limited, administrative HRM transactions (e.g., screening applications on straightforward requirements).

QUESTIONS

  • Discuss how you identified and gained an appreciation of the legislation and policies that are most relevant to your area of HRM.

Probing Questions

* How have you gained an appreciation for the legislation and organizational policies relevant to your specific role?

* Describe the difference between a legislated and a policy requirement.

* How do you stay current in your understanding of HRM laws, policies, and procedures?

* What have you done when there is a change to the legislation or policy in your HRM area?

  • Tell us when you have been called upon to perform some HRM administrative tasks such as basic candidate screening?

Probing Questions

* What aspects of the transaction were you responsible for?

* Did you face any challenges?

* How did you handle those challenges?

* What type of feedback did you receive?

* What was the outcome?

Level 2 Applies the competency in common situations that present limited difficulties, working with a moderate level of guidance.

BEHAVIORS

  • Explains HRM issues (e.g., fundamental staffing practices), at a basic level.
  • Provides basic HRM information to others.
  • Conducts components of straightforward HRM transactions (e.g., develop a statement of qualifications).
  • Identifies immediate human resource implications of changes to current program requirements.

QUESTIONS

  • Can you describe a time when you provided information to an employee or manager on the aspect(s) of human resources that are of interest, for example, in staffing, pay and benefits or training and development programs?

Probing Questions

* Who was seeking the information?

* What information did you provide?

* How did you present the information?

* What did the employee/manager do with the information you provide?

* Was the manager or employee client satisfied?

  • Tell us about a time when you identified an immediate effect on the HRM of changes to a program's requirements.

Probing Questions

* What program was involved?

* How did program requirements change?

* What HRM implication did you identify?

* What recommendations/suggestions did you make to change processes or procedures as a result?

* Were your recommendations/suggestions accepted?

Level 3 Applies the competency in the full range of typical situations, requiring guidance in only the most complex or new situations.

BEHAVIORS

  • Identifies the short-term HR implications of organizational changes.
  • Applies varied HRM tools and approaches (e.g., varied approaches to identify sources of qualified candidates).
  • Identifies solutions to HR issues, respecting organizational values and legal requirements.

QUESTIONS

  • Tell us about a time when you needed to take broader organizational considerations into account when addressing an HRM need.

Probing Questions

* What HRM need were you addressing?

* What broader organizational considerations were at play?

* How did you take these broader considerations into account?

* What was the impact on the results?

* Were you satisfied with the situation?

  • Describe a time when you capitalized on the flexibility in an HRM system to better meet the needs of a specific HRM situation.

Probing Questions

* What HRM situation was involved?

* Why was the flexibility needed to meet the needs of the situation?

* What did you do that capitalized on flexibility in the HRM system?

* How did the flexibility change what you would have normally done?

* What was the outcome?

Level 4 Applies the competency in new or complex situations and advises others.

BEHAVIORS

  • Develops solutions for difficult, complex, and multidisciplinary HRM issues (e.g., complex staff relations issues).
  • Shares information on the latest HRM issues and best practices.
  • Identifies long-term human resource implications of organizational initiatives and changes.
  • Develops strategies that promote integration across HR functions.

QUESTIONS

  • Tell us about the most complex or highly sensitive Human Resources issue that you have handled.

Probing Questions

* What were the circumstances surrounding this situation?

* What made this issue so sensitive?

* What steps did you take to deal with the sensitivity?

* What was the resolution of the issue?

* How did it work out?

  • Sharing information on the latest HR information or best practices can often be crucial to the success of current practices or procedures. Please tell us about a time when you made it a priority to share such information with colleagues, partners, or other organizations.

Probing Questions

* What kind of information did you share?

* With whom did you share?

* How did you know that this was the latest information/best practice?

* Why did you think it important to share this information?

* How was this information used?

Level 5 Develops new approaches and methods in the area. Is recognized as an expert within the organization.

BEHAVIORS

  • Develops new or enhanced HRM initiatives/policies (e.g., enhanced recruitment strategies; enhanced succession planning).
  • Identifies new ways in which HRM can support the achievement of long-term organizational objectives.
  • Plans for future human resource requirements based on the long-term vision and strategic direction.

QUESTIONS

  • Describe a time when you assumed a leadership role in the development or enhancement of a specific HRM initiative or policy.

Probing Questions

* What was the initiative or policy?

* How did you lead its development?

* What challenges did you experience?

* How was your leadership a factor in the development or enhancement?

* Was it a successful initiative?

  • Talk about a time when you looked at the long-term vision and the strategic direction of the organization and then anticipated and planned for the future human resource requirements.

Probing Questions

* What was the rationale for selecting key issues to address?

* What knowledge helped you to approach this planning process?

* What future requirements were addressed?

* What initiatives were planned for as a direct result of this analysis?

* What was the outcome of this work?