Department · IOGP 510
HR
Scope
Workforce strategy, recruitment, competence frameworks, performance management, succession, employee relations, organisational design, culture and engagement. The function that ensures the people in the organisation are the right people, in the right roles, with the right capability and the right support.
The reframing
"'HR = admin' is the same framing error as 'Engineering = drawings'. HR owns the architecture of capability across the organisation — the people side of every element. When competence frameworks (Element 3) are owned by HR but never used to gate appointments, the framework is fiction. When workforce engagement (Element 1) is treated as a yearly survey, the leadership commitment claim has no evidence."
Footprint across the framework
E01
Commitment and Accountability
This is where HR sets out what the company stands for as a place to work — the cultural commitments, behavioural expectations and ethical baseline that bind every employee, regardless of function.
3 docs →
E02
Policies and Standards
This element holds the mandatory people rules — the policies that define what shall be complied with on recruitment, reward, conduct, working arrangements and grievance.
7 docs →
E03
Organisation, Resources and Capability
This is the home of organisation design, role accountability and competence — the architecture that ensures the right people are in the right roles with the right capability.
6 docs →
E04
Stakeholders and Customers
This element holds the interfaces with people stakeholders — the workforce as a whole, unions, recruitment agencies, the labour market and the employer brand.
3 docs →
E05
Risk Assessment and Control
This element reframes HR as a risk-control function — managing people risk, fitness-for-work, safeguarding and the human consequences of change.
2 docs →
E06
Asset Design and Integrity
This element holds the HR systems and data integrity that enable people processes — the people-side of asset integrity.
2 docs →
E07
Plans and Procedures
This element holds the HR procedures — the executable steps that translate policy and risk control into work that line managers and HR teams can actually do.
5 docs →
E08
Execution of Activities
This element holds the execution guidance for line managers — because people management is executed by line managers, not by HR.
3 docs →
E09
Monitoring, Reporting and Learning
This element captures how people performance becomes visible — engagement, attrition, exit feedback and trend reporting.
2 docs →
E10
Assurance, Review and Improvement
This element holds the independent challenge of HR — audit, management review, policy review and continuous improvement.
2 docs →
Where HR / People pivots into other departments
→ EngineeringDiscipline competency frameworks, TA appointment
→ Operations & MaintenanceOperational competence, shift and fatigue management
→ CommercialContractor competence assurance interface
→ Finance & LegalEmployment law, payroll