HR Specialist Labor Relations Career Map

7/30/2019 HR Specialist Labor Relations Career Map

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General Information

This document provides the recommendations within each of the career models for each of theidentified HR functions. This includes the training, education, and certification

recommendations; the VA-specific experience recommendations; and other VA-specificrecommendations (e.g., conferences, job aides) needed to attain the stated level of proficiencywithin that function. The core, technical, and strategic competencies associated with eachfunction are also provided in this document. The career model will be used to guide theprofessional development of VA HR professionals in aligning their skill set with the VA HRcompetencies.

Function Summary

Individuals in the Labor Relations function utilize specialized knowledge of legislation, rules,regulations, case law, principles, and practices related to negotiating and administering laboragreements and providing consultation to managers and employees within a collective bargainingunit or units.

What is a Competency?

A competency is a standardized job requirement for an individual to properly perform a specificjob or role. It is observable and measurable. Competencies are a combination of knowledge,skills, abilities (KSAs), attitudes, and behaviors used to improve performance.

Competencies serve as the foundation for all Human Capital practices. They are becomingincreasingly important to the Federal government as a way to show accountability.

What are the differences between core, strategic and technical competencies?

Core: Foundational competencies that apply to all functions regardless of job specialty.

Technical: Competencies specific to job specialties. Strategic: Planning competencies required of HR Specialists at any level.

Required Competencies

(*See competencies defined in Appendix)

Core Competencies Technical Competencies Strategic Competencies

1. Analysis and Problem Solving 17. Employee Benefits 25. Change Management2. Attention to Detail 18. Employee Development 26. Guiding/Influencing3. Coaching/Mentoring 19. Employee Relations 27. Project & Program Management4. Consulting 20. Labor Relations 28. Strategic Thinking5. Creative Thinking 21. Pay Administration6. Customer Service 22. Performance Management7. Flexibility 23. Position Classification &Management8. Integrity/Honesty 24. Recruitment & Staffing9. Interpersonal Skills10. IT Application11. Leveraging Diversity


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Core Competencies Technical Competencies Strategic Competencies

12. Oral Communication13. Planning/Time Management14. Reasoning15. Teamwork16. Written Communication

How to Acquire Competencies

During the first exercise at the VA HR Academy Curriculum and Career Mapping workshop, thesubject matter experts chose the preferred acquisition method that would allow an individual toobtain the desired proficiency standard for each competency. The acquisition method optionswere:

Training: VA or vendor provided courses that have learning objectives (i.e. TimeManagement Fundamentals).

Experience: Activities incumbent can engage in to enhance their required competencies(i.e. Complete a time sensitive assignment with limited notice).

Other: Another method of obtaining the necessary competencies without completing anaction with a defined end result (i.e. referencing a job aid or shadowing an experiencedprofessional).

The information contained within the Training, Education, and Certification table lists out theeducational information that was identified during the September VA HR Academy Curriculumand Career Mapping workshop. The in each table indicates that the training, education, orcertification is needed to demonstrate proficiency at the functional proficiency level (i.e., novice(N), learner (L), solid practitioner (SP), role model/coach (RM/C), expert (E)). Similarly, a in the Experience or Other Requirements tables indicates that the element is also needed todemonstrate proficiency at the functional proficiency level. All of the information taken togetherprovides the overarching framework of what is needed to demonstrate the desired proficiencylevel within each function across the identified competencies. Activities in the following sectionsmarked with an asterisk (*) indicate those which are may be effectively delivered or supportedthrough social learning.

Function Proficiency Levels Defined

Each VA HR function has function proficiency levels associated with it to denote the types ofactivities performed and level of supervision recommended. Not every function proficiency levelis applicable to every function. The function proficiency levels are:

Novice (N) - DescriptionA Human Resources Specialist at the Novice Practitioner level is expected to:

Possess the basic competence to perform HR functions; and Perform standard duties under direct supervision

Learner (L) - DescriptionA Human Resources Specialist at the Learner Practitioner level is expected to:

o Possess the basic competence to perform VA HR functions; ando Perform standard duties with supervision

Solid Practitioner (SP) - Description


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A Human Resources Specialist at the Solid Practitioner level is expected to:o Possess a solid understanding of the subject area; ando Perform standard duties with limited supervision

Role Model/Coach (RM/C) - DescriptionA Human Resources Specialist at the Role Model/Coach Practitioner level is expected to:

o Possess an advanced understanding of the subject area;o Perform standard duties with no supervision and complex duties with limited

supervision; ando May be asked to train others on how to complete their standard duties

Expert (E) - DescriptionA Human Resources Specialist at the Expert Practitioner Level is expected to:

o Possess a superior understanding of the subject area; ando Perform complex duties with no supervision and is consulted as an expert

Required Training, Education, and Certifications

HR Specialist Labor RelationsTraining, Education, and

Certifications

Function Proficiency Level

N L SP RM/C E

1. A New Manager and theCompany's Future

2. Addressing Problem Performance 3. Americans with Disabilities Act

(ADA)

4. Basic Labor Relations (GS Classic) 5. Basic Staffing 6. Basic Staffing and Placement (GS

Classic)

7. Business Writing: How to WriteClearly and Concisely

8. Business Writing: Know YourReaders and Your Purpose

9. Communicating Effectively 10. Compensating Employees

(HRCI/PHR - 2007-aligned)

11. Creative and Innovative ProblemSolving

12. Customers, Confrontation andConflict

13. Dealing with Problem PerformanceSimulation

14. Developing Excellent TimeManagement Habits

15. Documenting Discipline - HR0162 16. Employee Conduct and

Performance

17. Executive Order Training 13522 18. Federal Employee Relations 19. Federal Labor Relations 20. Federal Pay Setting (prerequisite

for internal)
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21. FOCUS: Achieving Your HighestPriorities (1-day)

22. Getting Results with No AuthoritySimulation

23. Hiring Reform Overview Webinar 24. Identifying What the Customer

Wants - OPER0122

25. Internal Customer Service: Conflictand Complaints Simulation -CUST0140

26. Managing Attendance and Leavefor Supervisors (GS Classic)

27. Managing Projects withinOrganizations

28. Mandatory training (across theboard). Including Title 5 and Title38 (VHA)

29. Mediating Employee Disputes 30. Overcoming Difficult Service

Situations

31. Pay Setting 32. Pay Setting (Internal) 33. Pay Setting for FWS Positions (GS

Classic)

34. Personnel Procedures for Clerksand Assistants (GS Classic)

35. Position Classification forPractitioners

36. Principles of Classification 37. ProClarity Training 38. Qualifications Analysis 39. Shortcut to Creativity 40. Solving Performance and Conduct

Problems (GS Classic)

41. Taking Control of Your TimeSimulation

42. Team and Customer Relationships 43. The Customer's Voice 44. The EXCEL Acronym: Instilling

Service Excellence

45. The Process of Negotiation 46. Your Time and You 47. (TBD) Covey courses 48. (TBD) Look for and possibly build

courses with a focus on thecommunication piece(communicating to diverse groups)rather than managing a diversityprogram

49. (TBD) Look to the Office ofDiversity & Inclusion (they arebuilding courses that encompassall aspects of Diversity)

50. (TBD) New Course: consulting
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around PM (rating system,employee recognition, awards, tierlevels)

51. (TBD) Prohibited personnelpractices, merit systems principles- would make it more HR related

(USDA or FPMI)

52.Adverse and Performance-BasedActions

53. Business InterpersonalCommunication Skills Simulation

54. Communication Skills to Fast-trackYour Career - PD0133

55. Connecting and Communicating 56. Consulting Skills for HRM

Professionals

57. Crafting Deals 58. Internal Consulting Skills for

Federal HR Professionals

59. Interpersonal Communications:The Process 60. Leading Teams and Groups 61. Presenting Your Case 62. What to Do When the Going Gets

Tough

63. (TBD) Look at communicationcourses - Covey?

64. (TBD) Reasonable Accommodation(possibly from EEOC?)

65.An Essential Guide to GivingFeedback - COMM0521

66. Communication Skills forSuccessful Management -MGMT0122

67. Effective Feedback for Employeesand Colleagues Simulation -COMM0520

68. Effective Team Communication 69. Effective Use of Feedback for

Teams Simulation - COMM052S

70. Establishing Team Goals andResponsibilities

71. Facilitating Difficult Situations 72. Facilitating Meetings and Work

Groups

73. Facilitative Fundamentals: Toolsand Techniques

74. Generating Creative and InnovativeIdeas: Maximizing Team Creativity

75. Group Problem Solving andDecision Making

76. Human Resources Fundamentals(HRCI/PHR - 2007-aligned)

77. Leading Teams: Fostering Effective
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Communication and Collaboration

78. Negotiating Federal LaborAgreements

79. Problem Solving: GeneratingAlternatives

80. Rational Decision-making andProblem Solving Simulation

81. The Facilitator Role 82. Using Feedback to Improve Team

Performance

83. (TBD) Intermediate LR course 84. (TBD) New Course: Problem

solving, advanced analyticalthinking

85.A Workable Solution for InternalClients - CONS0124

86.Arbitration course from FMCS 87. Communicating for Results 88. Communicating to Get Results 89. Datamining and Dashboards 90. Mediations Certification Program

(Justice Center of Atlanta)

91. Starting the Change Process 92. System Redesign 93. The Dynamics of Interacting 94. The Role of Critical Thinking in

Organizations

95. Writing a Business Case 96. (TBD) Advanced LR course (more

than general overview, may coverspecific topic)

97. Mastering Negotiation Required VA-Specific Experience

HR Specialist Labor RelationsExperience


N L SP RM/C E1. Assemble a complete evidence file

for a grievance.

2. Work on an assigned LR project. 3. Read assigned chapters in VA

handbook 5023.

4. Shadow a more experienced HRSpecialist (Labor Relations).

5. Assemble a complete evidence filefor a disciplinary action.

6. Meet with the local EEO ProgramManager and be able to explain theEEO discrimination complaintsprocess.

7. Work on an assigned LR projectand meet established timeframes.

8. Read assigned chapters in VAhandbook 5023 and CBAs.


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9. Research assigned subject areautilizing online (i.e. FLRA, MSPB,EEOC, OSC, OPM, VA internalwebsites, Cyberfeds, etc.) andhardcopy resources.

10. Shadow a more experienced HRSpecialist (Labor Relations).

11.Attend a diversity program to learnabout other cultures andperspectives.

12. Make a presentation at a teammeeting.

13. Research assigned LR-relatedsubject and provide a pro/conpresentation to LR specialists.

14. Participate in round tablediscussions with LR staff.

15.Assist in preparing monthly orquarterly reports for your work unit.

16.

Volunteer to summarize notes frommeetings. Distribute the summariesto others and ask for feedback.

17. Present a "straw man" proposal foraddressing an assigned issue.

18. Receive inquiries from customersand develop draft response fordiscussion with supervisor.

19. Review grievance for contractualcompliance.

20. Observe a grievance meeting. 21. Shadow a senior specialist meeting

with a manager handling a labor

relations issue.

22. Observe a third party hearing. 23. Draft LR documents (i.e. grievance

responses, information requests,ULPs, etc.) for supervisory review.

24. Write an article for yourorganizations newsletter, website,or intranet.

25.Assist management in thepreparation for labor negotiations.

26. Observe an AIB interview session. 27.Advise management officials on

labor obligations (i.e. grievance

meetings, formal meetings,investigations, forums, etc.).

28. Respond to inquiries fromcustomers and propose solutions toLR-related issues.

29. Compile/analyze grievance filesand provide feedback to managerregarding an LR case.

30. Serve as an LR technical expert in


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LR proceedings.

31. Create LR documents (i.e.grievance responses, informationrequests, ULPs, etc.) for finalreview.

32. Prepare third party appeal casefiles.

33. Work with supervisor to developnotices related to changes inworking conditions.

34. Provide training on a variety of LRtopics.

35. Participate as SME in assignedredesign projects.

36. Identify, intervene, and recommendappropriate action to preventpotential contract and statutoryviolations.

37. Foster productive relationships withunion officials.

38. Serve as member on an AIB team. 39. Lead roundtable discussions and

debate ideas regarding recentdevelopments and/or emergingtrends

40. Review LR trends and developingappropriate solutions.

41. Develop and present training. 42. Prepare and present an analysis of

an LR case.

43.Assist agency representativespreparing witnesses for FLRA and/

or arbitration hearings.

44. Participate on a team developingService or Departmental policy.

45. Take initiative to identify areas ofliability and use creativity indevelopingresolution/recommendations forstakeholders (i.e. third partysettlements).

46.Assist in developing a successionplan.

47. Serve as SME for local/nationalprojects which may involve

collaboration with inter or intra-agency partners.

48. Implement change based on newdevelopments (i.e. new policy, caselaw, best practices).


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Required VA-Specific Other

HR Specialist Labor RelationsOther


N L SP RM/C E1. Review Job Aids - Broida; Wiley;

CFR; Cyberfeds (or equivalent);online publications; Elkouri(arbitration); and/or locallyproduced resources.*

2. Attend locally sponsoredworkshops and training classes(i.e. local federal agencies, FEBs,OPM, FLRA, MSPB, ORM).*

3. Review HR Caf - online webinaron a variety of HR-related topics.

4. Read LRP Publications 5. Review Job Aids - Broida; Wiley;

CFR; Cyberfeds (or equivalent);online publications; Elkouri

(arbitration); and/or locallyproduced resources.*

6. Attend locally sponsoredworkshops and training classes(i.e. local federal agencies, FEBs,OPM,FLRA, MSPB, ORM).*


8. Read LRP Publications. 9. Attend yearly case law updates (i.e.

local law school, conferences,FPMI, FDR, HR conferences withfederal tracks).

10. Review Job Aids - Broida; Wiley;CFR; Cyberfeds (or equivalent);online publications; Elkouri(arbitration); and/or locallyproduced resources.*

11.Attend locally sponsoredworkshops and training classes(i.e. local federal agencies, FEBs,OPM, FLRA, MSPB, ORM).*


13. Read LRP Publications. 14.Attend Administration-sponsored

conference.

15.Attend yearly case law updates (i.e.local law school, conferences,FPMI, FDR, HR conferences withfederal tracks).

16. Review Job Aids - Broida; Wiley;CFR; Cyberfeds (or equivalent);online publications; Elkouri(arbitration); and/or locally


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produced resources.*




conference.

21.Attend yearly case law updates (i.e.local law school, conferences,FPMI, FDR, HR conferences withfederal tracks).

22. Review Job Aids - Broida; Wiley;CFR; Cyberfeds (or equivalent);online publications; Elkouri(arbitration); and/or locallyproduced resources.*




conference.

*Note: Indicates a social learning activity


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APPENDIX

CORE Competencies Defined:

Analysis and Problem Solving: Making sound, well-informed, and objective decisions.Identifying problems, determining the accuracy and relevance of information, and usingsound judgment to generate and evaluate alternatives. Perceiving the impact andimplications of decisions.

Attention to Detail: Performing work in a thorough and conscientious manner whileattending to detail.

Coaching/Mentoring: Working to improve and reinforce performance of others.Facilitating their skill development by providing clear, behaviorally specific performancefeedback, and making or eliciting specific suggestions for improvement in a manner thatbuilds confidence and maintains self-esteem.

Consulting: Providing advice, expertise, methodologies, and problem-solving assistanceto clients/customers within and outside the agency.

Creative Thinking: Using imagination to develop new insights into situations andapplying innovative solutions to problems. Designing new methods where establishedmethods and procedures are inapplicable or are unavailable.

Customer Service: Working with clients and customers to assess their needs, provideinformation or assistance, resolve their problems, or satisfy their expectations.

Flexibility: Adapting behavior or work methods in response to new information,changing conditions, or unexpected obstacles. Open to change and new information.

Integrity/Honesty Interpersonal Skills: Establishing rapport with people easily, developing and

maintaining a network of contacts that can provide information, help, and access toothers.

IT Application: Using job-relevant information systems and/or software applicationssuch as word processing, spreadsheets, automated research tools, database applications,and the Internet.

Leveraging Diversity: Supporting and promoting an environment that holdsopportunities for all, regardless of race, gender, culture, and age.

Oral Communication: Expressing information to individuals or groups effectively,taking into account the audience and nature of information. Making clear and convincingoral presentations. Listening to others, attending to nonverbal cues, and respondingappropriately.

Planning/Time Management : Organizing work, setting priorities, and determiningresource requirements. Determining short- and long-term goals and strategies to achievethem.

Reasoning: Identifying rules, principles, or relationships that explain facts, data, or otherinformation. Analyzing information and making correct inferences or drawing accurateconclusions.

Teamwork: Encouraging and facilitating cooperation, pride, trust, and group identity.Fostering commitment and team spirit. Working with others to receive goals.


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Written Communication: Recognizing or using correct English grammar, punctuation,and spelling. Communicating information in a succinct and organized manner. Producingwritten information, which may include technical material that is appropriate for theintended audience.

TECHNICAL Competencies Defined:

Employee Benefits: Applying HR concepts, principles, and practices relating toretirements, insurances and other employee benefit programs.

Employee Development: Applying employee development concepts, principles, andpractices related to planning, evaluating, and administering training, organizationaldevelopment, and career development initiatives.

Employee Relations: Applying laws, rules, regulations, case law, principles, andpractices related to employee conduct, performance, and dispute resolution.

Labor Relations: Applying laws, rules, regulations, case law, principles, and practicesrelated to negotiating and administering labor agreements.

Pay Administration: Applying pay administration concepts, principles, and practicesrelating to pay setting, pay schedules, pay determinations, and other pay administrationregulations.

Performance Management: Applying performance management concepts, principles,and practices related to planning, monitoring, rating, and rewarding employeeperformance.

Position Classification & Management: Determining the correct title, series, and gradeof a position. Ensuring the accuracy of a position description, and advising managementon organization and position management issues.

Recruitment & Staffing: Applying HR concepts, principles, and practices related toidentifying, altering, and selecting individuals and placing them into positions to address

changing organizational needs. Work/Life Integration: Helping others meet the needs of their lives in a way that helps

them be most productive, effective, and healthy, both at work and outside of work.

Workforce & Succession Planning: Applying HR concepts, principles, and practices inorder to determine the composition of the workforce, projecting the composition of thefuture workforce, and identifying current and future competency gaps to align humancapital with organization goals. Consulting with organizations to produce action plans tobridge both workforce and competency gaps and ensuring an adequate and well qualifiedworkforce to fulfill the mission.

STRATEGIC Competencies Defined:

Change Management: Maintaining balance in the face of ambiguity, rapid pace, andchanging business conditions and to deal with the concerns of the organization and thepeople in it, including oneself.

Guiding/Influencing: Guiding others to accept recommendations, cooperate, or changetheir behavior. Working with others towards an agreement. Working to find mutuallyacceptable solutions.

Project & Program Management: Planning, monitoring, and controllingprojects/programs. Ensuring optimum use of talent, budget, time, and materials.


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Strategic Thinking: Maintaining a current knowledge and understanding of global,industry, market, and societal trends and applying them to create long-range options,scenarios, and plans to successfully advance the organizations mission.

HR Specialist Labor Relations Career Map

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