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Explore Job Roles
This page provides a comprehensive overview of the 21 job roles outlined in the Skills Framework for Human Resource, along with their corresponding competencies from the Body of Competencies (BoC) framework that are tailored to each role.
Explore the 21 Job Roles outlined in the SkillsFuture Framework
The mapping process aligns the SkillsFuture Framework's critical work functions of each role with the relevant BoC competencies, ensuring a seamless integration between skills and competencies. As a HR professional, you can utilise this resource to identify the key competencies that will propel your success in your role, and take the first step towards enhancing your current abilities.This mapping process was conducted as part of the BoC Refresh 3.0, referencing the Skills Framework for Human Resource published in May 2018.
Click into each role to read what the role entails and what are the required competencies below!
Chief Human Resource Officer
Role Overview
The Chief Human Resource Officer (CHRO) is responsible for the effective and efficient running of the HR function. He/She applies his business and financial knowledge of the organisation and advises senior business leaders on HR matters and the relevant impact to the organisation. He drives the culture of the organisation by championing organisational values and cultivating the desired culture of the organisation with other senior business leaders and stakeholders. He has a sound understanding of the external environment impacting the organisation and provides strategic foresight and HR insights to offer innovative solutions in solving organisational issues.
The CHRO adopts a global, forward-thinking perspective and effectively integrates various considerations to arrive at well-rationalized decisions. He is an influential and inspiring leader who effectively builds relationships and engages with various stakeholders within and beyond the organisation.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | SP |
| Sustainability | SP |
| Technology and Operational Excellence | SP |
| Labour Policies and Legislation | SP |
| Relationships and Communication | SP |
| Advanced Competencies |
Certification Level |
|---|---|
| HR Strategy | MP |
| Diversity and Inclusion Management | MP |
| Workforce & Labour Relations | MP |
| People Engagement | MP |
| Holistic Wellbeing | MP |
Head, Employee Experience and Relations
Role Overview
The Head, Employee Experience and Relations creates an engaged workforce and positive relationships with tripartite bodies in pursuit of organisational goals and objectives. He/She establishes employee experience strategies for the organisation and directs the enhancement of employee engagement programmes. He designs employee relations strategies and drives key negotiations with trade unions and similar agencies to reconcile employee grievances and issues agreeable to all the stakeholders. As a department head, he is responsible for setting the direction and articulating goals and objectives for the team. The Head, Employee Experience and Relations is an influential and decisive leader who is able to communicate his vision clearly and address issues swiftly and effectively. He motivates and mentors others at the workplace, and is highly skilled in engaging and negotiating with stakeholders and vision.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | SP |
| Relationships and Communication | SP |
| Technology and Operational Excellence | SP |
| Sustainability | SP |
| Labour Policies and Legislations | SP |
| Functional Competencies |
Certification Level |
|---|---|
| HR Strategy | SP |
| Diversity and Inclusion Management | SP |
| Workforce and Labour Relations | SP |
| People Engagement | SP |
| Holistic Wellbeing | SP |
Manager, Employee Experience and Relations
Role Overview
The Manager, Employee Experience and Relations derives insights from employee engagement tools and liaises with business leaders to implement corrective action plans to enhance employee experience in the organisation. He/She designs the employee engagement programmes based on employee experience strategies in alignment with the organisation’s culture and values. He supports engagements in key negotiations by summarising implications on the business and associated risks. In addition, he is responsible for managing team operations and performance at the workplace. The Manager, Employee Experience and Relations leads by example and is passionate about analysing issues, devising new and creative solutions to problems, as well as encouraging innovation within the team. He is diplomatic and highly skilled at engaging with others, thereby promoting a cooperative work environment.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CP |
| Labour Policies and Legislation | CP |
| Relationships and Communication | CP |
| Technology and Operational Excellence | CP |
| Sustainability | CP |
| Functional Competencies |
Certification Level |
|---|---|
| Diversity and Inclusion Management | CP |
| Workforce and Labour Relations | CP |
| People Engagement | CP |
| Holistic Wellbeing | CP |
Head, HR Business Partner
Role Overview
The Head, HR Business Partner provides HR consulting and advisory to business leaders in the organisation. He/She guides business leaders to manage workforce surplus or shortfalls and works with hiring leaders to prioritise workforce requirements across the organisation, identifying ways to fulfil them. He partners business leaders to define and communicate performance goals for senior staff. He guides business leaders to identify critical positions in the organisation and supports the implementation of leadership development plans. He advises senior leaders and compensation manager on compensation issues. He promotes diverse and inclusive employment culture in the organisation. He recommends ways to manage redundancies and involuntary exit decisions in the organisation.
The Head, HR Business Partner is an excellent communicator who presents and positions business needs strategically to secure the buy-in from various senior stakeholders. He synthesises and effectively integrates multiple, diverse perspectives to arrive at optimal solutions for the organisation.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | SP |
| Labour Policies and Legislation | SP |
| Relationships and Communication | SP |
| Technology and Operational Excellence | SP |
| Sustainability | SP |
| Functional Competencies |
Certification Level |
|---|---|
| Plan | SP |
| Attract | SP |
| Develop | SP |
| Engage | SP |
| Separate | SP |
*HRBPs are required to demonstrate a comprehensive range of functional competencies as they provide guidance to their business regarding the People Strategy.
HR Business Partner / HR Manager
Role Overview
The HR Business Partner/HR Manager provides HR consulting to the business. He/She liaises with line managers to understand critical requirements, projects future skills demand and collaborates with hiring managers to prioritise requirements. He influences business leaders to support the assimilation of new hires into the organisation effectively. He guides learning managers to focus on learning programmes to bridge staff capability gaps and build new skills. He partners the business in the identification and management of high-potential talent, and the implementation of succession plans.
He advises on non-monetary benefits options to compensation manager to align it with workforce needs. He manages employee issues and supports line managers in exit and retirement processes.
As the main point of contact between HR and the business, the HR Business Partner/HR Manager is an excellent communicator who aligns interests among various stakeholders to promote a cooperative and collaborative work environment. He adopts a service excellence mindset and is passionate about addressing organisational and employees’ needs and issues.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CP |
| Labour Policies and Legislation | CP |
| Relationships and Communication | CP |
| Technology and Operational Excellence | CP |
| Sustainability | CP |
| Functional Competencies |
Certification Level |
|---|---|
| Plan | CP |
| Attract | CP |
| Develop | CP |
| Engage | CP |
| Separate | CP |
*HRBPs are required to demonstrate a comprehensive range of functional competencies as they provide guidance to their business regarding the People Strategy.
Head, Learning and Organisation Development
Role Overview
The Head, Learning and Organisation Development is responsible for establishing the organisation’s learning and development strategy and recommending organisational design and/or change interventions to deliver business strategies and plans effectively. He/She allocates the budgets for learning and development programmes to build capabilities in the organisation. He influences stakeholders to redesign the organisational model and spearheads organisational change interventions to drive the organisation’s vision, mission and business strategies. As a department head, he is responsible for setting the direction and articulating goals and objectives for the team, and driving the integration of Skills Frameworks across the organisation’s learning programmes.
The Head, Learning and Organisation Development is an inspirational leader with a forward-thinking mindset and a deep passion for developing organisational and people capabilities. He establishes and communicates a clear vision, and is highly skilled in influencing and engaging stakeholders to secure their buy-in and support.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | SP |
| Labour Policies and Legislation | SP |
| Relationships and Communication | SP |
| Technology and Operational Excellence | SP |
| Sustainability | SP |
| Functional Competencies |
Certification Level |
|---|---|
| HR Strategy | SP |
| Organisation Development | SP |
| Learning and Development | SP |
| Diversity and Inclusion Management | SP |
Manager, Learning and Organisation Development
Role Overview
The Manager, Learning and Organisation Development is responsible for developing learning and development plans based on the assessment of development areas for the workforce to meet business requirements. He/She liaises with stakeholders to communicate and implement organisation development and/or change interventions to ensure that the organisation’s strategy and plans are delivered in an effective and efficient way. In addition, he is responsible for managing team operations and performance, and leverage Skills Frameworks in creating learning roadmaps and integrate with learning programmes under team’s purview.
The Manager, Learning and Organisation Development is passionate about building capabilities in others, and harnesses appropriate resources to do so. He is highly skilled at engaging and building relationships with others within and beyond the team, thereby promoting a collaborative and co-operative work environment.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CP |
| Labour Policies and Legislation | CP |
| Relationships and Communication | CP |
| Technology and Operational Excellence | CP |
| Sustainability | CP |
| Functional Competencies |
Certification Level |
|---|---|
| Organisation Development | CP |
| Learning and Development | CP |
| Diversity and Inclusion Management | CP |
Head, Operations and Technology
Role Overview
The Head, Operations and Technology formulates and leads the implementation of organisation-wide HR operational policies, procedures and systems initiatives. He/She determines the criteria and measures to evaluate effectiveness of HR systems and leads communication of HR systems updates and changes to senior business leaders. He conceptualises new data models and reviews data-based recommendations to select optimal solutions to address business needs.
The Head, Operations and Technology adopts a broad, global perspective and synthesises knowledge from multiple domains to arrive at holistic solutions to optimise the organisation’s HR processes and systems. He is a forward-thinking leader who exercises sound judgement and defensible logic to influence others and secure their buy-in.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | SP |
| Labour Policies and Legislation | SP |
| Relationships and Communication | SP |
| Technology and Operational Excellence | SP |
| Sustainability | SP |
| Functional Competencies |
Certification Level |
|---|---|
| Plan | SP |
| Attract | SP |
| Develop | SP |
| Engage | SP |
| Separate | SP |
Head, Operations and Technology is required to demonstrate a comprehensive range of functional competencies as they provide guidance and support strategic HR initiatives for various HR functions.
Manager, Operations and Technology
Role Overview
The Manager, Operations and Technology implements and maintains processes and systems that support strategic HR initiatives for the various HR functions. He/She evaluates the effectiveness of HR processes and systems and liaises with various departments to understand their data reporting and analysis requirements. He sets objectives for data analysis and improves analytical models where necessary.
The Manager, Operations and Technology adopts an analytical and methodical approach to addressing issues. He is astute in managing resources and leveraging on people capabilities and technologies to improve HR processes and systems. He is at ease working with technical systems and data, and is able to derive and communicate insights in a compelling manner.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CP |
| Labour Policies and Legislation | CP |
| Relationships and Communication | CP |
| Technology and Operational Excellence | CP |
| Sustainability | CP |
| Functional Competencies |
Certification Level |
|---|---|
| Plan | CP |
| Attract | CP |
| Develop | CP |
| Engage | CP |
| Separate | CP |
*Manager, Operations and Technology is required to demonstrate a comprehensive range of functional competencies as they provide guidance and support strategic HR initiatives for various HR functions.
Head, Performance and Rewards
Role Overview
The Head, Performance and Rewards designs organisation-wide performance management strategies and total rewards philosophy for the organisation to attract and retain talent. He/She establishes performance review cycles and key performance indicators (KPIs) for the business units. He formulates compensation and benefits policies and maintains alignment with the organisation’s strategic direction and employee value proposition (EVP), thereby ensuring internal equity of compensation systems. In addition, he is responsible for managing team operations and performance, and integrating Skills Frameworks into performance management frameworks and total rewards philosophy of the organisation.
The Head, Performance and Rewards adopts a broad perspective and is able to clearly articulate a vision and strategy anchored on robust and defensible logic. He proactively guides others, and is able to communicate complex concepts in a simple manner to others.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | SP |
| Labour Policies and Legislation | SP |
| Relationships and Communication | SP |
| Technology and Operational Excellence | SP |
| Sustainability | SP |
| Functional Competencies |
Certification Level |
|---|---|
| HR Strategy | SP |
| Workforce and Labour Relations | SP |
| Performance Management | SP |
| Benefits Management | SP |
| Compensation Management | SP |
| Diversity and Inclusion Management | SP |
Manager, Performance and Rewards
Role Overview
The Manager, Performance and Rewards develops performance management policies, frameworks and compensation structures within the organisation’s financial budget. He/She provides support and guidance to line managers in establishing performance indicators, conducting performance reviews and communicating evaluation ratings to their team. He provides suggestions on compensation structures and benefits programmes based on industry benchmarks and the total rewards philosophy of the organisation. In addition, he is responsible for managing team operations and performance,
and integrating Skills Frameworks into performance management systems within the organisation.
The Manager, Performance and Rewards enjoys working with data and leveraging them to analyse, investigate and solve complex problems. He grounds his decisions in sound reasoning and is able to communicate and justify his rationales to others in a diplomatic and engaging manner.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CP |
| Labour Policies and Legislation | CP |
| Relationships and Communication | CP |
| Technology and Operational Excellence | CP |
| Sustainability | CP |
| Functional Competencies |
Certification Level |
|---|---|
| Performance Management | CP |
| Benefits Management | CP |
| Compensation Management | CP |
| Diversity and Inclusion Management | CP |
Executive, Performance and Rewards
Role Overview
The Executive, Performance and Rewards supports the execution of performance management programmes and implements compensation and benefits plans. He/She performs benchmarking for the organisation’s compensation and benefits programmes with comparable organisations. He supervises the preparation of the payroll reports and collaborates with benefits partners and vendors for claim disbursements. He is also responsible for ensuring that performance and compensation records in the systems are accurate and that regulatory guidelines are adhered to. He performs data analytics and shares insights reports with senior members of the team.
The Executive, Performance and Rewards thrives in a team environment, and is comfortable communicating with various stakeholders within and beyond the team. He possesses an analytical mind and is able to derive insights from data, leveraging them to address issues and derive solutions to work challenges.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CA |
| Labour Policies and Legislation | CA |
| Relationships and Communication | CA |
| Technology and Operational Excellence | CA |
| Sustainability | CA |
| Functional Competencies |
Certification Level |
|---|---|
| Performance Management | CA |
| Benefits Management | CA |
| Compensation Management | CA |
Associate, Performance and Rewards
Role Overview
The Associate, Performance and Rewards assists with the administration of performance reviews and compensation and benefits programmes in the organisation. He/She researches on industry compensation and benefits practices and liaises with vendors for benefits programmes suitable for the workforce. He manages routine employee queries relating to
performance management systems and compensation and benefits processing. He generates salary and benefits reports, conducts data analyses and presents preliminary findings to senior members of the team.
The HR Associate, Performance and Rewards enjoys working in a team environment and interacts proactively with various stakeholders. He is enthusiastic and eager to serve others and can adapt to various forms of technology within his area of work to enhance work quality and meet others’ needs more effectively.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CA |
| Labour Policies and Legislation | CA |
| Relationships and Communication | CA |
| Technology and Operational Excellence | CA |
| Sustainability | CA |
| Functional Competencies |
Certification Level |
|---|---|
| Performance Management | CA |
| Benefits Management | CA |
| Compensation Management | CA |
Head, Talent Attraction
Role Overview
The Head, Talent Attraction is responsible for strategic workforce planning to support the organisation’s growth strategies through establishing talent sourcing strategies, determining the philosophy for the selection and securing of candidates and overseeing the onboarding and integration of new hires into the organisation. He/She develops various approaches to meet workforce requirements and designs employer branding strategies. He oversees the selection processes and collaborates with business stakeholders for the hiring of key leadership roles. As a department head, he is responsible for setting the direction and articulating goals and objectives for the team, and driving the integration of Skills Frameworks across the organisation’s talent attraction plans.
The Head, Talent Attraction is an influential and inspiring leader who adopts a broad perspective in the decisions he makes. He is articulate and displays a genuine passion for motivating and developing his team.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | SP |
| Labour Policies and Legislation | SP |
| Relationships and Communication | SP |
| Technology and Operational Excellence | SP |
| Sustainability | SP |
| Functional Competencies |
Certification Level |
|---|---|
| HR Strategy | SP |
| Workforce Planning | SP |
| Sourcing | SP |
| Acquiring | SP |
| Onboarding | SP |
| Diversity and Inclusion Management | SP |
Manager, Talent Attraction
Role Overview
The Manager, Talent Attraction plans and secures the organisation’s manpower. He/She designs the employee value proposition (EVP) and talent outreach plans to source for potential candidates. He determines cost-efficient and robust assessment and selection tools to identify the right candidates for hire. He establishes processes and guidelines to onboard new hires. He coaches and works with business stakeholders to facilitate the assimilation of new hires into the organisation to help them become effective contributors readily. In addition, he is responsible for managing the talent attraction team operations and performance, and integrating Skills Frameworks into the talent attraction programmes and initiatives under the team’s purview.
The Manager, Talent Attraction is open to exploring new ideas and possibilities and is also able to evaluate them in a methodical and systematic manner in order to make decisions and manage resources effectively. He is a confident communicator and possesses the ability to build and leverage strong relationships with others to achieve desired objectives.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CP |
| Labour Policies and Legislation | CP |
| Relationships and Communication | CP |
| Technology and Operational Excellence | CP |
| Sustainability | CP |
| Functional Competencies |
Certification Level |
|---|---|
| HR Strategy | CP |
| Workforce Planning | CP |
| Sourcing | CP |
| Acquiring | CP |
| Onboarding | CP |
| Diversity and Inclusion Management | CP |
Executive, Talent Attraction and Employee Experience and Relations
Role Overview
The Executive, Talent Attraction and Employee Experience and Relations analyses various approaches to identify potential candidates and ensures an engaging and optimal experience for employees. He/She conducts background checks, negotiates pay packages and presents employment offers to selected candidates. He creates new hire information packs, develops content and delivers orientation sessions for new hires. He develops the employee engagement surveys, analyses data collected and implements initiatives to enhance employees’ engagement levels and well-being. He supports the management of workplace issue and, investigates routine grievances raised and proposes resolutions.
The Executive, Talent Attraction and Employee Experience and Relations thrives in a team environment, and is comfortable interacting with various stakeholders within and beyond the team. He possesses an analytical mind and is enthusiastic about solving problems in service of others.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CA |
| Labour Policies and Legislation | CA |
| Relationships and Communication | CA |
| Technology and Operational Excellence | CA |
| Sustainability | CA |
| Functional Competencies |
Certification Level |
|---|---|
| Sourcing | CA |
| Acquiring | CA |
| Onboarding | CA |
| Workforce and Labour Relations | CA |
| People Engagement | CA |
| Holistic Wellbeing | CA |
| Diversity and Inclusion Management | CA |
Associate, Talent Attraction and Employee Experience and Relations
Role Overview
The Associate, Talent Attraction and Employee Experience and Relations executes planned talent outreach and engagement activities to source for potential candidates and maintains an optimal experience for employees. He/She conducts the initial screening of potential candidates, administers assessments and prepares employment contracts as per guidelines. He tracks the conversion success rate for each sourcing channel and provides administrative and logistical support during onboarding. He administers employee engagement surveys and collates responses and feedback while ensuring confidentiality of information provided.
The Associate, Talent Attraction and Employee Experience and Relations enjoys working in a team environment and interacts proactively with various stakeholders. He has a service-oriented mindset and can adapt to various forms of technology within his work space to enhance his work.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CA |
| Labour Policies and Legislation | CA |
| Relationships and Communication | CA |
| Technology and Operational Excellence | CA |
| Sustainability | CA |
| Functional Competencies |
Certification Level |
|---|---|
| Sourcing | CA |
| Acquiring | CA |
| Onboarding | CA |
| Workforce and Labour Relations | CA |
| People Engagement | CA |
| Holistic Wellbeing | CA |
Head, Talent Management
Role Overview
The Head, Talent Management is responsible for establishing the overall talent management strategies and frameworks to identify, prepare and position the right talent to drive organisational success. He/She formulates career development frameworks and programmes to provide fulfilling career opportunities to employees in the organisation. He liaises with senior business stakeholders to formulate robust succession plans for business-critical roles in the organisation, ensuring future viability and alignment with business plans and direction. He is responsible for establishing retirement and exit policies and guidelines, and evaluating the business impact of redundancy, retirement and exit decisions. He also guides and advises senior business leaders in the management and communication of sensitive talent decisions. As a department head, he is responsible for setting the direction and articulating goals and objectives for the team, and driving the integration of Skills Frameworks across the organisation’s talent management plans.
The Head, Talent Management is a forward-thinking and influential leader who is able to integrate knowledge across diverse domains to make robust decisions and address multi-faceted issues effectively. He has the desire to motivate employees and develop talent capabilities both within the team and across the organisation, and demonstrates sensitivity and diplomacy when interacting with stakeholders at various levels.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | SP |
| Labour Policies and Legislation | SP |
| Relationships and Communication | SP |
| Technology and Operational Excellence | SP |
| Sustainability | SP |
| Functional Competencies |
Certification Level |
|---|---|
| HR Strategy | SP |
| Career Management | SP |
| Diversity and Inclusion Management | SP |
| Succession Planning | SP |
| Talent Management | SP |
| Voluntary Exit | SP |
| Involuntary Exit | SP |
| Retirement | SP |
Manager, Talent Management
Role Overview
The Manager, Talent Management develops and implements talent management programmes to groom talent in the organisation for the fulfilment of current and future business requirements. He/She designs career pathways to generate awareness on career progression opportunities in the organisation and guides line managers on employee career development policies and programmes. He manages high-potential talent and succession planning programmes, to develop a strong pipeline for critical roles in the organisation and ensure business success and continuity. He is also responsible for implementing retirement and exit policies and programmes in the organisation, managing redundancies and guiding other colleagues in managing staff exits. In addition, he is accountable for managing team operations and performance, and integrating Skills Frameworks into the talent management programmes and initiatives under his team’s purview.
The Manager, Talent Management possesses strong people-orientation; he is an excellent communicator who is diplomatic and engaging when interacting with stakeholders at the workplace. He critically analyses complex issues and is able to arrive at robust decisions and solutions.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CP |
| Labour Policies and Legislation | CP |
| Relationships and Communication | CP |
| Technology and Operational Excellence | CP |
| Sustainability | CP |
| Functional Competencies |
Certification Level |
|---|---|
| Career Management | CP |
| Diversity and Inclusion Management | CP |
| Succession Planning | CP |
| Talent Management | CP |
| Voluntary Exit | CP |
| Involuntary Exit | CP |
| Retirement | CP |
Executive, Talent Management and Learning and Organisational Development
Role Overview
The Executive, Talent Management and Learning and Organisation Development prioritises learning needs, based on current and future capability requirements, liaises with line managers for development of learning programme materials, selects suitable internal trainers and external vendors and provides necessary support for delivering different learning programmes. He/She manages communication of learning calendars and employee participation across various learning programmes, and analyses evaluation scores and post-learning feedback from the employees. He assists in talent assessment to identify high-potential talent and programme implementation for high-potential talent, and supports the organisational HR function in developing and implementing programmes for succession planning. He administers the exit processes and supports re-employment programmes.
As someone who is people-oriented, the Executive, Talent Management and Learning and Organisation Development thrives in a team environment, and is confident in engaging and building relationships with various stakeholders. He is eager to serve and enjoys critically analysing and solving problems at the workplace to meet others’ needs.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CA |
| Labour Policies and Legislation | CA |
| Relationships and Communication | CA |
| Technology and Operational Excellence | CA |
| Sustainability | CA |
| Functional Competencies |
Certification Level |
|---|---|
| Learning and Development | CA |
| Succession Planning | CA |
| Career Management | CA |
| Talent Management | CA |
| Voluntary Exit | CA |
| Involuntary Exit | CA |
| Retirement | CA |
Associate, Talent Management and Learning and Organisational Development
Role Overview
The Associate, Talent Management and Learning and Organisation Development assists in procuring training programmes and documenting learning needs in the organisation, maintaining the organisation’s learning systems and provides administrative support in conducting learning programmes. He/She manages resources and logistics for delivering learning programmes and collects data from learning evaluation surveys to measure learning programmes’ effectiveness. He supports the conduct of assessments to identify high-potential talent in the organisation, and documents assessment records and succession plans for critical roles identified. He also responds to employee queries that are related to assessments and learning programmes. He is responsible for maintaining exit and retirement records.
The Associate, Talent Management and Learning and Organisation Development enjoys working in a team environment and interacts proactively with various stakeholders. He is eager to explore and analyse problems, and is able to communicate information in a clear and concise manner to meet others’ needs at the workplace.
HR Mindsets & Behaviours
Enable Business Value Creation
Influence and Inspire Change
Adopt a Future Orientation
Lead with Principles and Values
Shape the Employee Experience
Body of Competencies Mapping
| Foundational Competencies |
Certification Level |
|---|---|
| Insights-Driven Practices | CA |
| Labour Policies and Legislation | CA |
| Relationships and Communication | CA |
| Technology and Operational Excellence | CA |
| Sustainability | CA |
| Functional Competencies |
Certification Level |
|---|---|
| Learning and Development | CA |
| Succession Planning | CA |
| Career Management | CA |
| Talent Management | CA |
| Voluntary Exit | CA |
| Involuntary Exit | CA |
| Retirement | CA |