When you believe you are ready to apply you can use the online application form to:
- Submit your information and employment history using the HRNZ standard CV format.
- Provide 3 referees and agree to abide by The Charter if you are successful.
- Provide the required information on how your experience relates to the HRNZ competencies.
You can download the Word document version of the online application form here in order to prepare your thoughts and notes prior to commencing the application process. This is recommended as you can then easily copy and paste into the online application form.
Please refer to pages 10 to 19 of the Chartered Membership information booklet.
You may find it helpful to watch the Podcast - Demystify the HRNZ Chartering Application process with Sharon Grant. Sharon is a member of HRNZ’s Chartering Assessment Panel.
The Assessment Process
The following are the steps in the assessment process once you have submitted your application:
Outline your competency in HR Delivery
- As part of the online application form, present a written submission or video outlining your competency in the HR Delivery area.
Demonstrate competency across the framework
- You will be contacted for an interview with members of the assessment panel to assess your competency in the remaining areas.
Verify your experience through referees
- HRNZ assessors will then contact your nominated referees to validate the information you have supplied about your capability across the framework.
Features of the HRNZ chartering process:
- Flexible and personalised
- Practical rather than study based
- Experience verified through referees
- Assessed by a panel of experienced Chartered Members
- Objective assessment measures
- Utilises the HRNZ Competency Framework
STEP 1: OUTLINE YOUR COMPETENCY IN HR DELIVERY
The first step in the chartering application process is to submit a written or video application that outlines and exemplifies your understanding and use of the HR delivery competencies, the technical basis of the HR profession. To demonstrate your capabilities, you will be asked to provide examples of your actions and the impact these had on your organisation.
You must be 'competent' or 'advanced' in the four compulsory areas (listed below) and at least ‘competent’ in one optional competency and at least ‘developing’ in one other optional competency.
Analyse and plan for current and future human resources and workforce needs by implementing talent management and recruitment strategies.
Learning/Development and Performance Management
Identify, design, and implement training to meet organisational objectives. Develop and maintain a performance management system that supports the business and recognises employees’ achievement.
Change Management and Organisational Development
Develop and manage change processes, effectively communicating changes to employees to provide them with support through the process. Develop and implement
systematic change strategy that enables an organisation to adapt its environment through changes in culture and capability.
Legal Compliance and Employment Relations
Develop and implement policies, processes, and systems to ensure the organisation’s compliance with employment law and HR legislation. Carry out individual and collective bargaining, work with unions and identify and resolve employment relation issues.
Health, Safety and Wellbeing
Develop and implement health, safety, and wellbeing strategies and policies that contribute to a culture of safety and wellbeing.
Remuneration and Reward
Develop, implement, and monitor remuneration strategies and policies that are effective and equitable.
Cultural Awareness and Diversity Management
Acknowledge diversity and the principles of the Treaty of Waitangi through strategy implementation.
HR Measurement and Policy Development
Develop scorecards, statistics, and measures that show the impact of HR practices and policies. Identify successes, concerns, and solutions. Develop, communicate, and implement policies and strategies that support the organisation’s HR goals.
Human Resource Management Information System (HRMIS)
Know how to use HRMIS systems and analyse the data they provide. Know about different options and be able to manage a project to introduce or improve systems.
STEP 2: DEMONSTRATE COMPETENCY ACROSS THE FRAMEWORK
The second step in the chartering application process is an interview, in which you will demonstrate your understanding and capability in the remaining four areas of
the framework that support HR Delivery.
The four other areas are: Personal Credibility, Business Technology, Business Knowledge and Strategic Contribution.
Assessors will ask further questions about the HR Delivery examples you provided in your application and from this, they will gather information about your competency
across the rest of the framework. The interview is generally done over the phone or on zoom, but occassionally this can be done face-to-face.
An HR practitioner must be a credible role model to those they interact with internally and externally. Credibility is built on effective relationships, a good track record,
personal awareness and communication.
- Effective Relationships: Build strong, trusting, customer-centric relationships.
- A Good Track Record: Have consistency in all that you do. This includes upholding professionalism, adhering to ethical practice and keeping updated on industry knowledge.
- Personal Awareness: Be mindful of and manage the effect of your behaviours and emotions on your practice.
- Communication: Communicate effectively at all levels.
By understanding how to effectively use HR relevant technologies, you will be able to help implement strategies within your business.
- Technology for HR practices: Understand how technology supports the business and HR practices, and know how, where, and when to apply it most effectively.
- Technology Use: Encourage employees to utilise technology for communication.
- Data for Decisions: Analyse data to make HR decisions. For example, in a business case on new technology.
An effective HR person must have the knowledge and experience to be able to apply HR practices to business needs. You’ll have a positive impact on organisational capability, and understand business goals and success factors.
- Organisational Capability: Understand how employees make a difference to an organisation. This includes how employment, engagement, retention, development, employment legislation, and unions influence organisations and their success. You will understand the contribution of employees on the culture, process, or identity of an organisation.
- Business Understanding: Understand how the organisation achieves its business goals, and how it’s affected by internal and external factors (this includes knowing about financing options, growth strategies and how a business is structured).
- Business Drivers: Understand what’s important to the organisation’s success. For example, how it’s affected by external suppliers, production processes and capacities, competitors, financial management, and information systems.
Contributing strategically requires you to think and act from the perspective of the business. You need to help respond to external business conditions with internal actions, be future-minded in your work, and know how to position people to a competitive advantage.
- Business Context: Understand suppliers, competitors, and strategic partners, as well as current trends (social, technical, economic, political, environmental, and demographic).
- Customer Expectations: Know what motivates the organisation’s customers so you can shape an organisational culture that meets their needs.
- Strategic Development: Look for opportunities and barriers to business success, identify and manage risk, and help develop a flexible organisation that responds to change.
STEP 3: EXPERIENCE VERIFIED THROUGH REFEREES
The final step in the chartering application process is for accessors to verify your experience through personally nominated referees that are required as part of the online
application form in step one.
You must provide details for three referees, including one non-HR person (preferably a person currently or recently supported by you), one who is able to comment on your current and/or recent roles, and one who is your direct manager, or manager’s manager.
From the three references provided, only two will be contacted.
Once the assessment panel have been in touch with your references, you will be advised on the success of your Chartered Membership application.
If successful, you will be accredited as a Chartered Member and provided with guidance on how to maintain your status.
If you are not successful, you will receive feedback on which areas you need to improve on in order to strengthen your application.
This application process does not end in a 'pass' or 'fail' manner. Instead, we support you to reach the competencies required to become chartered.
Other requirements for your Written or Video Submission
- If you choose to make a written submission you will have a maximum of 250 words to tell your scenarios in each competency area.
- If you choose to make a video submission, you will have a maximum of 20 minutes to tell your story (see below for video tips).
- A typical entry will provide:
Overview: Describe in a few words your level of experience in this sub-competency.
A situation, problem, critical incident or task: Outline a specific situation in one or two sentences that relates to this sub-competency.
Actions: Describe what you (not your team) did that demonstrates your role and level of competence.
Outcome: Identify the impact on the organisation with measurable qualitative and/or quantitative results.
Once you’ve completed your submission upload it in PDF or MS Word format.
Additional information for Video Submissions
We suggest you spend about 2½ minutes talking about each competency. Your video must be no more than 20 minutes in length. You may choose to have this as one video or a series of smaller video clips related to each competency. However, the total time must not exceed 20 minutes.
The video needs to be in your own voice and not that of others. (Assessment will be based on the content of your examples [as specified in 1 above], not on the video being visually impressive.) Sound quality must be of a high standard. Your video should also begin with a descriptive title, including your name and HRNZ membership number.
You must provide only information that you have personally created. Wherever possible, please reference secondary artefacts (images, videos, music, sound effects, etc.) at the end.
Your video must be submitted via Vimeo or Youtube, please make the video private and share the link with us in your application form.
Helpful hints to make a more effective video communication
- Clarity - your narration is clear without any distracting background noise.
- Subtitles - you may choose to overlay the video with subtitles. These should be in a font, style and colour that can be easily seen and make sense to what is being articulated in the video at the time.
- Pacing - Speak at a pace that will enable others the opportunity to think about what information is being given. A pause between the articulation of sub-competencies sections on the video indicates that you are going to present a different competency in a way that on paper you would begin a new section.
- Images – if you are showing any images, ensure you give the viewer long enough to understand why before removing from screen (be careful not to infringe copyright on images)
- Visuals – any visuals used must align to your narration. (Remember, this is about you talking about your competencies and any visuals, other than you talking, need to be relevant.)
- Subheadings – you may wish to use these to emphasize a new section (competency) being outlined
- Distractors – do not try to over use the zoom in and out function or use unusual camera angles that may take away from your narration of how you meet the competencies. Audience – remember your target audience is an HRNZ Assessment Panel, please do not make it too simplistic nor skip over details about your own involvement/input by presenting an organisational or team view – avoid the use of “we” as it is “you” we need to know about.
- Depth – provide an example that enables you to outline your competence in each sub-competency. (Note that a specific initiative or intervention might be used to demonstrate competency in different areas but the narrative needs to be explicit about how each is addressed).
- Planning Script – before you begin to video yourself, you may want to script out your narrative related to each subcompetency to ensure it is coherent and logical. Do a practice run with someone before you video yourself.
- Storyboard – before beginning create a storyboard of what you want to cover and how much time you need for each narrative. (We suggest 2½ minutes per competency.)