Improve people practices in organisations in order to drive organisational performance and effectiveness.
This occupation is found in small, medium and large organisations which sit within any of the public, private or third sectors. Senior People Professionals are found in all industries and are a key component of virtually all types of business model where there is a workforce to support and manage.
The broad purpose of the occupation is to improve people practices in organisations in order to drive organisational performance and effectiveness. Senior People Professionals are the in-house experts in people, work and change. They champion the people agenda to create working environments and cultures that help get the best out of people, delivering great organisational outcomes.
In their daily work, an employee in this occupation interacts with a range of stakeholders across their organisation, creating medium to long-term value for a wide audience. In larger organisations, they may be part of a wider specialist team. They may also lead a team of HR/L&D/OD consultants/advisers. In smaller organisations, they might be solely responsible for the entire people agenda and report directly to the organisation lead. At this level, Senior People Professionals are ambassadors for their organisations and will typically have wide-ranging networks and need to interact with a wide range of internal and external senior stakeholders.
An employee in this occupation will be responsible for applying their knowledge and expertise to lead the design, implementation and evaluation of people policies and practices aligned to the needs of the organisation and its employees. They will be responsible for leading people projects and/or playing a key role in larger organisation-wide programmes, managing their own work with a high level of autonomy. Senior People Practitioners have to keep up to date with relevant legislation and regulation and make timely interventions to ensure their organisation’s relations with its people are effective and compliant.
Senior People Professionals engage with a wide range of stakeholders, including developing and maintaining strong relationships with senior stakeholders to facilitate engagement on people issues. Keeping up to date with key trends and developments in the profession is critical to this occupation. Analysis of future workforce trends and providing insight around people analytics is an essential responsibility which enables Senior People Professionals to influence senior stakeholders and make recommendations for change. Senior People Professionals are increasingly responsible for seeking out, evaluating and utilising technology to deliver the people strategy. Typically, Senior People Professionals have some budget responsibility and will be expected to employ continuous improvement approaches to maximise the use of limited resources.
Senior People Professionals may specialise in either Human Resources (HR), Learning and Development (L&D) or Organisation Development (OD). This Apprenticeship Occupational Standard takes a core and options approach. All apprentices will complete the core and must select the one most appropriate option to their role from HR, L&D and OD.
As a Senior People Professional, you can do one of the following positions:
Senior People Professionals are the in-house experts in people, work and change. They champion the people agenda to create working environments and cultures that help get the best out of people, delivering great organisational outcomes.
- Employment specialist
- Human resources specialist
- Recruitment manager
- Human resources manager
- Labor relations specialist
- Director of employee experience
- Director of human resources
- Operation Manager
- Vice President in charge of HR
SENIOR PEOPLE PROFESSIONAL STANDARDS
The Senior People Professional Certified is a master-level recognition for senior HR specialist based on the UK government’s standards. The Senior People Professional standards could find more HERE
Core occupation duties
Knowledge must have for Duty 1:
K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance, and relevant law, and how to develop policy in line with this.
K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases), and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles.
K8: How to integrate diversity and inclusion into wider organisational approaches.
Skills must have for Duty 1:
S1: Design and implement a range of people policies, processes, approaches, and practices in line with the organisations strategic plan, culture, and values.
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
Behavior must have for Duty 1:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 2:
K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases) and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles.
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K8: How to integrate diversity and inclusion into wider organisational approaches.
Skills must have for Duty 2:
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment with organisational strategy.
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
Behavior must have for Duty 2:
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 3:
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
K11: How projects fit as part of wider programme management and how to use project management methodologies in order to deliver a project.
K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance.
Skills must have for Duty 3:
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
S12: Align and evaluate worker voice tools and approaches and drive forward the outputs.
S13: Select appropriate project management methodologies and resources in order to plan, lead and deliver complex projects (often as part of wider programmes) including the management of risk.
S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines.
Behavior must have for Duty 3:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 4:
K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy.
K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing.
K8: How to integrate diversity and inclusion into wider organisational approaches.
K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.
Skills must have for Duty 4:
S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
S8: Develop and implement people plans and integrated people practices in line with organisational and people strategy.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.
Behavior must have for Duty 4:
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 5:
K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases) and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles.
K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.
K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.
Skills must have for Duty 5:
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.
S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
S14: Influence senior leaders in order to position the people strategy at the heart of the business and ensure it is considered when decisions are taken across the organisation. Manage complex relationships across multiple and diverse stakeholders, building trust and rapport with the ability to positively challenge. Lead beyond area of control/authority and influence, negotiate and use advocacy skills to build reputation and effective collaborations.
Behavior must have for Duty 5:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 6:
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing.
K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.
Skills must have for Duty 6:
S3: Create and manage relevant budgets (for example HR and projects) and make balanced commercial decisions, recording them appropriately.
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S8: Develop and implement people plans and integrated people practices in line with organisational and people strategy.
S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
Behavior must have for Duty 6:
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 7:
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy.
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
Skills must have for Duty 7:
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
S13: Select appropriate project management methodologies and resources in order to plan, lead and deliver complex projects (often as part of wider programmes) including the management of risk.
Behavior must have for Duty 7:
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 8:
K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases) and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles.
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.
Skills must have for Duty 8:
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
S14: Influence senior leaders in order to position the people strategy at the heart of the business and ensure it is considered when decisions are taken across the organisation. Manage complex relationships across multiple and diverse stakeholders, building trust and rapport with the ability to positively challenge. Lead beyond area of control/authority and influence, negotiate and use advocacy skills to build reputation and effective collaborations.
Behavior must have for Duty 8:
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 9:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K8: How to integrate diversity and inclusion into wider organisational approaches.
Skills must have for Duty 9:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
Behavior must have for Duty 8:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
Knowledge must have for Duty 10:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K8: How to integrate diversity and inclusion into wider organisational approaches.
Skills must have for Duty 10:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
Behavior must have for Duty 10:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
Knowledge must have for Duty 11:
K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy.
K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.
Skills must have for Duty 11:
S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.
Behavior must have for Duty 11:
B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.
Knowledge must have for Duty 12:
K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance and relevant law and how to develop policy in line with this.
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
Skills must have for Duty 12:
S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values.
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
Behavior must have for Duty 12:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
Option for Senior Human Resources (HR) Professional certified:
Knowledge must have for Duty 13:
K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance and relevant law and how to develop policy in line with this.
K23: (HR) Employment law, (including associated case law), different theories and perspectives on employee relations and employee body relationships, and the implications on people policies and practices.
K24: (HR) The impact of performance management approaches and how performance management data can be used to drive improvement.
Skills must have for Duty 13:
S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values.
S14: Influence senior leaders in order to position the people strategy at the heart of the business and ensure it is considered when decisions are taken across the organisation. Manage complex relationships across multiple and diverse stakeholders, building trust and rapport with the ability to positively challenge. Lead beyond area of control/authority and influence, negotiate and use advocacy skills to build reputation and effective collaborations.
S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines.
S26: (HR) Recognise, interpret and apply employment law, (including associated case law), and the implications on people policies and practices, ensuring the relationship between an organisation and its people is managed through transparent practices and relevant law whilst taking account of different theories and perspectives on employee relations.
S27: (HR) Select, evaluate and apply appropriate performance management approaches and use relevant data to drive improvement.
Behavior must have for Duty 13:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
Knowledge must have for Duty 14:
K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance and relevant law and how to develop policy in line with this.
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance.
K23: (HR) Employment law, (including associated case law), different theories and perspectives on employee relations and employee body relationships, and the implications on people policies and practices.
K24: (HR) The impact of performance management approaches and how performance management data can be used to drive improvement.
Skills must have for Duty 14:
S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values.
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S12: Align and evaluate worker voice tools and approaches and drive forward the outputs.
S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines.
S26: (HR) Recognise, interpret and apply employment law, (including associated case law), and the implications on people policies and practices, ensuring the relationship between an organisation and its people is managed through transparent practices and relevant law whilst taking account of different theories and perspectives on employee relations.
S27: (HR) Select, evaluate and apply appropriate performance management approaches and use relevant data to drive improvement.
Behavior must have for Duty 14:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
Knowledge must have for Duty 15:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K8: How to integrate diversity and inclusion into wider organisational approaches.
K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance.
K21: (HR) Strategies and drivers of employee well-being and engagement and how to integrate into wider organisation approaches.
Skills must have for Duty 15:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
S12: Align and evaluate worker voice tools and approaches and drive forward the outputs.
S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines.
S24: (HR) Select, evaluate and apply appropriate strategies to integrate employee well-being and engagement into wider organisation approaches.
Behavior must have for Duty 15:
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
Knowledge must have for Duty 16:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K8: How to integrate diversity and inclusion into wider organisational approaches.
K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance.
K21: (HR) Strategies and drivers of employee well-being and engagement and how to integrate into wider organisation approaches.
Skills must have for Duty 16:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
S12: Align and evaluate worker voice tools and approaches and drive forward the outputs.
S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines.
S24: (HR) Select, evaluate and apply appropriate strategies to integrate employee well-being and engagement into wider organisation approaches.
Behavior must have for Duty 16:
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
Knowledge must have for Duty 17:
K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases) and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles.
K22: (HR) How to create remuneration and benefit approaches that are aligned to current and future organisation needs and market conditions such as equal pay.
Skills must have for Duty 5:
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
S25: (HR) Select, evaluate and apply appropriate remuneration and benefit approaches which are aligned to current and future organisation needs and market conditions.
Behavior must have for Duty 17:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 18:
K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance and relevant law and how to develop policy in line with this.
K8: How to integrate diversity and inclusion into wider organisational approaches.
K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.
K24: (HR) The impact of performance management approaches and how performance management data can be used to drive improvement.
Skills must have for Duty 18:
S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.
S27: (HR) Select, evaluate and apply appropriate performance management approaches and use relevant data to drive improvement.
Behavior must have for Duty 18:
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Option for Senior Learning & Development (L&D) Professional Certified:
Knowledge must have for Duty 19:
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures.
K19: (LD) Learning design principles and methods aligned to learning strategy.
Skills must have for Duty 19:
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S20: (LD) Select, evaluate and apply appropriate theories and concepts to embed the value of learning, and to create a coaching and mentoring culture.
S23: (LD) Select, evaluate and apply appropriate design principles and methods aligned to learning strategy.
Behavior must have for Duty 19:
B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
Knowledge must have for Duty 20:
K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases) and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles.
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K18: (LD) The psychology of learning as well as current and future trends in adult learning and motivation and how to integrate into an organisations learning approach.
Skills must have for Duty 20:
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S21: (LD) Integrate appropriate current and future trends in adult learning and motivation into an organisation’s learning approach, evaluating the effectiveness of the approach.
Behavior must have for Duty 20:
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
Knowledge must have for Duty 21:
K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy.
K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures.
K18: (LD) The psychology of learning as well as current and future trends in adult learning and motivation and how to integrate into an organisations learning approach.
K19: (LD) Learning design principles and methods aligned to learning strategy.
Skills must have for Duty 21:
S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
S20: (LD) Select, evaluate and apply appropriate theories and concepts to embed the value of learning, and to create a coaching and mentoring culture.
S21: (LD) Integrate appropriate current and future trends in adult learning and motivation into an organisation’s learning approach, evaluating the effectiveness of the approach.
S23: (LD) Select, evaluate and apply appropriate design principles and methods aligned to learning strategy.
Behavior must have for Duty 3:
B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
Knowledge must have for Duty 22:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.
K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures.
K18: (LD) The psychology of learning as well as current and future trends in adult learning and motivation and how to integrate into an organisations learning approach.
Skills must have for Duty 22:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.
S20: (LD) Select, evaluate and apply appropriate theories and concepts to embed the value of learning, and to create a coaching and mentoring culture.
S21: (LD) Integrate appropriate current and future trends in adult learning and motivation into an organisation’s learning approach, evaluating the effectiveness of the approach.
Behavior must have for Duty 22:
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.
Knowledge must have for Duty 23:
K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures.
K18: (LD) The psychology of learning as well as current and future trends in adult learning and motivation and how to integrate into an organisations learning approach.
K20: (LD) Complex facilitation techniques and when to use them.
Skills must have for Duty 23:
S14: Influence senior leaders in order to position the people strategy at the heart of the business and ensure it is considered when decisions are taken across the organisation. Manage complex relationships across multiple and diverse stakeholders, building trust and rapport with the ability to positively challenge. Lead beyond area of control/authority and influence, negotiate and use advocacy skills to build reputation and effective collaborations.
S20: (LD) Select, evaluate and apply appropriate theories and concepts to embed the value of learning, and to create a coaching and mentoring culture.
S21: (LD) Integrate appropriate current and future trends in adult learning and motivation into an organisation’s learning approach, evaluating the effectiveness of the approach.
S22: (LD) Select and apply appropriate complex facilitation techniques to achieve the desired outcome.
Behavior must have for Duty 5:
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.
Knowledge must have for Duty 24:
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.
K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures.
Skills must have for Duty 24:
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
S20: (LD) Select, evaluate and apply appropriate theories and concepts to embed the value of learning, and to create a coaching and mentoring culture.
Behavior must have for Duty 23:
B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Option for Senior Organisation Development (OD) Professional Certified
Knowledge must have for Duty 25:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.
K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance.
K14: (OD) Organisational design theories, principles, models, structures, good work design and job design.
Skills must have for Duty :
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
S12: Align and evaluate worker voice tools and approaches and drive forward the outputs.
S17: (OD) Select, evaluate and apply appropriate design theories, principles, models, structures, for good work design and job design.
Behavior must have for Duty 25:
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
Knowledge must have for Duty 2:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
K11: How projects fit as part of wider programme management and how to use project management methodologies in order to deliver a project.
K15: (OD) Organisation development theories, principles, models, tools, interventions and scenario planning.
Skills must have for Duty 26:
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
S13: Select appropriate project management methodologies and resources in order to plan, lead and deliver complex projects (often as part of wider programmes) including the management of risk.
S14: Influence senior leaders in order to position the people strategy at the heart of the business and ensure it is considered when decisions are taken across the organisation. Manage complex relationships across multiple and diverse stakeholders, building trust and rapport with the ability to positively challenge. Lead beyond area of control/authority and influence, negotiate and use advocacy skills to build reputation and effective collaborations.
S16: (OD) Select and apply organisation development models and measures and lead the implementation of different approaches to enable cultural development.
S18: (OD) Select, evaluate and apply appropriate organisation development theories, principles, models, tools (including scenario planning), to design and implement interventions.
Behavior must have for Duty 26:
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 3:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
K13: (OD) How to critically evaluate and apply models and measures of culture and behaviour in organisational development.
Skills must have for Duty 27:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
S16: (OD) Select and apply organisation development models and measures and lead the implementation of different approaches to enable cultural development.
Behavior must have for Duty 27:
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
Knowledge must have for Duty 28:
K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance and relevant law and how to develop policy in line with this.
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy.
K16: (OD) Essential concepts of systems thinking.
Skills must have for Duty 28:
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
S19: (OD) Apply appropriate systems thinking approaches to organisational development and design.
Behavior must have for Duty 28:
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 29:
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs.
K14: (OD) Organisational design theories, principles, models, structures, good work design and job design.
Skills must have for Duty 29:
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S17: (OD) Select, evaluate and apply appropriate design theories, principles, models, structures, for good work design and job design.
Behavior must have for Duty 29:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Knowledge must have for Duty 30:
K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy.
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing.
K14: (OD) Organisational design theories, principles, models, structures, good work design and job design.
K21: (HR) Strategies and drivers of employee well-being and engagement and how to integrate into wider organisation approaches.
Skills must have for Duty 30:
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines.
K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures.
Behavior must have for Duty 30:
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Certified Fees
The Senior Leader Certified is only for applicants had a Master’s degree and evaluation administered by the Senior Leader Council [UK]- a member of the London Academy of Sciences.
Senior Leader Certified FAQs
- Gain an analytical Edge
- Build a Knowledge Base in Management & Leadership
- Stand from the Crowd
- Best Value to Money
- To Gain Practical Edge
- Internationally Recognized Certified
- Learn Management Tools & Techniques
- Get another master's degree within 06 months.
- Move up to Doctoral programs with scholarship.
Conditions to apply for Senior Leader Certified:
- Hold a Master's Degree from an accredited and recognized university.
- Have a level 7 diploma in administration, management, and leadership from one of the government-recognized organizations.
The Senior Leader Council [UK] is a Senior Leader Certified certification body.
Université Libérale de Paris (Paris-U) is a university directly accredited by the Senior Leader Council [UK]. Candidates with Senior Leader Certified can transfer to the final stage to get another Master's degree within 6 months.
Université Libérale de Paris directly recognizes Senior Leader Certified and you are given priority to apply for scholarships up to 95% from Paris-U.