Step 2
Decide whether the supplier requires specialist knowledge
As well as the core behaviour and knowledge standards that apply to all people roles, there are nine people specialisms which define the expert knowledge you need in each of these areas.
These specialisms will be important if you’re commissioning or procuring technical or specialist expertise (for example, on Reward or Inclusion and diversity), or a service that is focused on a specific area, such as Learning and development or Resourcing.
Step 3
Identify the key standards for the service or supplier
Read the core knowledge, core behaviour and any specialist standards at the level or levels identified in step 1. Identify any core knowledge and behaviour standards which are specifically required for the work that needs delivering. You may also need to supplement these with organisation or sector-specific requirements (for example, knowledge of a particular industry).
The following questions will help:
- Which standards are critical in enabling the service or supplier to add value to the organisation now and in the foreseeable future?
- Which behaviours are important to ensure organisational fit and alignment with the organisation’s values?
- Which knowledge areas are gaps for the existing team/employees? How can I commission or procure the service in a way that ensures knowledge transfer?
Step 4
Use the standards to inform the commissioning and procurement approach
The standards can be used to inform multiple stages of the commissioning or procurement cycle in terms of the capabilities that will enable the successful delivery of the service. This includes:
- understanding the organisation’s need and developing a specification or pre-purchase questionnaire
- supplier selection and evaluation of the bid, tender or quotation
- drafting of contract and service level agreements
- supplier performance management and improvement.
For example, if you’re procuring a people advisory service at the Associate level, this is how you might take some standards and turn them into supplier requirements:
Policy, regulation and law relevant to your work and how to ensure people practices are compliant (from the core knowledge area: People practice) becomes Knowledge of relevant policy, regulation and law to ensure compliance.
How to apply your organisation’s people policies in a wide range of situations to support effective case management and employee relations practice (from the specialist knowledge area: Employee relations) becomes How to apply the organisation’s people policies in a wide range of situations to support effective case management.
Demonstrate professionalism and consistency in what you say and do in order to build trust (from the core behaviour: Ethical practice) becomes Professionalism and consistency in what you say and do in order to build trust.
Demonstrate a proactive approach to developing your professional knowledge, skills and experience (from the core behaviour: Passion for learning) becomes Proactive approach to developing professional knowledge, skills and experience.
In another example, if you are procuring an organisation design consultant at the Chartered Member level to create or review your organisation design principles and framework, this is how you might take some standards and turn them into supplier requirements:
Build collaborative relationships across organisation boundaries, cultures and other disciplines (from the core behaviour: Working inclusively) becomes Build collaborative relationships across organisation boundaries and other disciplines.
Acquire and source multiple sources of evidence (e.g. internal and external professional expertise, research and stakeholder concerns and values) to test assumptions and ideas (from the core behaviour: Insights focused) becomes Acquire and source multiple sources of evidence to test assumptions and ideas.
How to apply different diagnostic methods at business or organisation level to create insight on behaviour and culture (from the specialist knowledge area: Organisation development and design) becomes How to apply diagnostic methods at organisation level to create insight on culture.
How to design and shape operating models, systems and structures to meet current and emerging business needs (from the specialist knowledge area: Organisation development and design) becomes How to design and shape operating models and structures to meet emerging and future business needs.
How to design good work at organisation level, and why it’s important (from the specialist knowledge area: Organisation development and design) becomes How to design good work.
