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Strategic Human Resources Planning

Evaluating ideas, research, and industry best practices to support the organization in the present and in the future.
Level 1 Demonstrates introductory understanding, directing people to the appropriate source for further information.

BEHAVIORS

  • Weighs various factors involving data/information gathering and analysis on specific aspects of HR issues.
  • Identifies HR issues based on clear and basic business factors.
  • Selects solutions from existing HR best practices.
  • competency-level-behavior.760501.name

QUESTIONS

  • Please describe a situation when you had to explore options to resolve a recurring HR issue.

Probing Questions

* What was the situation/issue?

* What type of analyses did you perform?

* Which factors did you consider?

* What was your recommendation? Why?

* What was the outcome?

  • Tell us how the work you have done has resulted in recommendations for modified HR strategic planning assumptions.

Probing Questions

* What changes to the environment resulted in a need to review the assumptions?

* How did the work relate to broader organizational priorities?

* How did you evaluate the existing assumptions to determine where change was required?

* How did your knowledge of the organization's shifting business direction and priorities affect what you recommended?

* Were the modified assumptions accepted and adopted?

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

BEHAVIORS

  • Recommends optimal approaches to address critical HR issues.
  • Identifies implications of analyses (e.g., the potential impact of the judgment, the potential impact on employees) in formulating potential HR strategies.
  • Gives feedback on the implementation of HR plans.
  • Considers alternative approaches in recommending solutions to operationalize the HR plan.

QUESTIONS

  • Describe a time when you presented changes to operational HR activities to move forward on the overall strategic plan.

Probing Questions

* What was the reason for the presentation?

* What key messages did you want to emphasize?

* Which particular HR operations required changes in approach or processes?

* What role did your operational colleagues play in preparing the critical messages for delivery to senior management?

* Did your message result in the desired actions?

  • Tell me about a time you needed to translate strategy into implementation activities to assess whether or not moving forward was feasible in the given time frames.

Probing Questions

* What was the proposed HR strategy?

* How was it different from the current approach?

* What significant implementation issues/impacts did you identify?

* What was the result of your analysis?

* What was the ultimate result?

  • Describe a specific project or activity in which you had to identify tasks and set priorities for others. Tell us how you went about planning and organizing so that the group would reach the goal.

Probing Questions

* Describe the project or activity.

* How did you assign tasks and set priorities?

* What factors did you take into account in assigning tasks? in setting timelines?

* What was the outcome?

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

BEHAVIORS

  • Foresees longer-term implications of HR recommendations that are not readily apparent for inclusion in developing the Strategic HR Plan.
  • Evaluates emerging HR opportunities and risks to identify and articulate defensible options and recommendations.
  • Provides new and/or strategic HR information or data to key decision-makers or stakeholders to enhance their understanding and decisions.
  • Identifies potential HR issues based on a broad range of factors, many of which are ambiguous or difficult to define at the time of planning.
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QUESTIONS

  • Tell me about a time when you were asked to make a recommendation to management on the risks of proceeding with an HR project with unclear long-term implications.

Probing Questions

* What was the project?

* What made you feel that the implications were unclear?

* How did you carry out the risks/benefits analysis?

* What recommendations and supporting information did you provide to management?

* How did your recommendation influence management's decision?

  • Please tell us about a situation where you researched new and evolving HR practices and tools/technology to identify opportunities for inclusion in the strategic planning exercise.

Probing Questions

* How did you determine best practices that could apply to your own organization?

* What new tools/technology did you determine were available for your consideration?

* What key factors were identified to inform your analysis?

* Which practices, tools and technology did you suggest warranted further consideration?

* Did any of them make it into the strategic planning exercise?

  • Tell us about a time when you needed to break a large project or major activity into smaller components in order to get it done.

Probing Questions

* What project/activity were you responsible for?

* How did you break it into smaller components?

* How did you go about deciding what needed to be done first, second, third etc?

* How did things work out?

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

BEHAVIORS

  • Maintains a broad, strategic HR perspective in identifying and focusing on crucial details in business plans.
  • Communicates a broad and rich understanding of the dynamic relationships, HR viewpoints and agendas, both acknowledged and implicit, of key players and stakeholders.
  • Makes significant HR strategy recommendations that reflect the evolving business directions of the organization.
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QUESTIONS

  • How have you stayed abreast of national and international initiatives affecting your organization and potentially its HR strategies and practices?

Probing Questions

* What resources have you used to maintain your understanding of the industry?

* What have you done to validate your understanding of the impacts of changes in the industry?

* What steps did you take in your analysis of the industry and the HR impacts of changes?

* What have you proposed for inclusion in the HR strategy as a result of this thought process?

* What reception did your ideas receive?

  • Tell me about a time you developed a list of HR priorities for use in the development of the organization's strategic priorities.

Probing Questions

* What process did you follow to identify potential HR priorities?

* What did you do to assess the relative value of each potential priority?

* What process did you follow to determine those HR priorities that would have the most impact on strategic discussions?

* What was included on your list and which were you most supportive of as valuable to the strategic discussions?

* Which priorities were put on the organization's strategic planning table?

  • Describe the challenges you encountered in coordinating a number of complex activities or projects and how your planning and organizing ability proved to be key in keeping things on track.

Probing Questions

* What activities/projects were you responsible for?

* What challenges did you encounter?

* How did your planning/organizing skills prove to be key?

* What was the outcome?

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

BEHAVIORS

  • Identifies HR solutions and makes recommendations based on a multitude of factors, many of which are complex and sweeping in nature, difficult to define, and often contradictory.
  • Evaluates the results and impact of environmental scans on the organization’s expected outcomes and strategic goals.
  • Recommends HR initiatives that reflect gathered intelligence and have potentially wide-ranging impacts on the organization.
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