HR and People framework · Thistlebrook Homes
Advising and influencing managers
Gives clear, credible people advice that helps managers make sound decisions and gives them the confidence to act on it.
ProficiencyPositive indicators
Foundation
Learning the essentials
- Gives accurate guidance on policy and procedure in straightforward situations.
- Knows where to find the right policy, precedent or specialist advice.
- Asks clarifying questions to understand the manager's situation before advising.
- Keeps clear records of the advice given and the next steps agreed.
- Recognises when an issue is complex and escalates it promptly.
Developing
Growing confidence
- Explains the reasoning behind advice so managers understand their options.
- Handles routine employee relations cases from start to finish with light-touch support.
- Adapts their communication to the manager's experience and confidence.
- Spots patterns across queries and flags them to the wider HR team.
- Follows up to check that advice has been acted on and has worked.
Skilled
Fully effective in the role
- Tailors advice to the context, weighing risk, fairness and business need.
- Challenges managers constructively when an approach conflicts with policy or values.
- Coaches managers to hold difficult conversations themselves.
- Manages complex cases, including grievances, capability and long-term absence.
- Uses data and case evidence to support recommendations.
- Builds trusted relationships so managers seek advice early.
Advanced
Shaping practice beyond own work
- Influences senior managers on sensitive, high-risk people decisions.
- Anticipates the people implications of change and advises before issues arise.
- Shapes policy and guidance using insight from casework.
- Develops HR colleagues through coaching and case review.
- Balances legal, ethical and operational considerations with confidence.
Expert
Recognised authority
- Is sought out by executive leaders for judgement on the most sensitive matters.
- Sets the organisation's approach to employee relations and people risk.
- Represents the organisation with external advisers, bodies and regulators.
- Brings in leading practice from other sectors and adapts it to the organisation.
- Builds a culture where managers take ownership of people decisions.
Reflect and plan
Where I am now
My evidence
My next step
Written from 14 contributor interviewsPage 7