2009/2010 HRINZ HR Initiative of the Year Distinction Awards

Department of Labour

At the Department of Labour we faced a significant problem.  We had multiple behavioural capability frameworks (some people call them competencies) each describing different things, used in different ways across different people processes.  Our managers were wading through a confusing mess of unsupported, time consuming, inefficient and ineffective people systems that was hindering productivity.  In short, managers were grumpy and didn’t like us much.

The solution was to implement one capability framework that managers and staff would actually use.  After looking at commercial off the shelf frameworks the Department decided it was better value for money and more effective to design and implement an in-house capability framework to use with staff. 

We now have one capability framework and great tools linking job descriptions, recruitment, performance management and learning and development.  These are supported by great tools that staff actually use.  Managers now ‘get’ behaviour, understand how people processes link together and have better conversations with their staff.  They are less grumpy and like us a lot more.