This model emphasizes that 70% of learning occurs through experiential, on-the-job experiences, 20% through social learning and collaboration. The HR Competency Mappings presented here are designed to support this vision by providing illustrative examples of how experiential learning modalities—such as job shadowing, rotational assignments, action learning projects, mentorships, and peer coaching circles—can be aligned with the technical competencies required for HR practitioners in the Jamaican public service. These mappings serve as a practical tool to assist in the creation of Individual Development Plans (IDPs) that are both effective and aligned with organizational goals.
1. Strategic Assignment Programmes: Focused on real-world problem-solving, these assignments target specific HR challenges, such as workforce cost management or digital transformation, to build strategic capabilities. Temporary or “stretch” assignments directly embed practitioners in new environments or on key transformation projects.
2. Rotational Placement Initiatives: Designed to provide cross-functional exposure, these placements help participants understand the interconnectedness of HR functions, with tailored tracks for foundational and intermediate-level practitioners. Planned multi-month secondments across different HR specialisms, ministries, or public sector agencies. Each placement aligns with a structured competency plan and yields practical artefacts or outcomes.
3. Action Learning Projects: These projects emphasize collaborative problem-solving and innovation, enabling participants to address complex organisational challenges while developing strategic and leadership skills. Cross-functional teams tackle a real business challenge linked to competencies from the framework.
1. Strategic Mentorship Programme: Aimed at accelerating the development of high-potential HR leaders, this programme pairs experienced mentors with mentees to foster strategic thinking and professional growth. Connects up-and-coming professionals with senior HR leaders matching each of the 14 competencies.
2. Peer Coaching Circles: These circles promote collaborative learning and reflective practice, enabling participants to tackle real-world challenges through structured peer support. Small, sustained groups (for each major competency or cluster) build a community of reflective practice.
3. Job Shadowing Placements: Short-term, observational learning experiences designed to provide participants with direct exposure to specific HR roles and operational environments. Targeted observation and micro-interning opportunities with subject matter experts in each area
It is important to note that these competency mappings are not intended to be prescriptive or rigid. Instead, they are a flexible framework that can be adapted to meet the unique needs of each HR practitioner.
1. Specificity: Each experiential learning modality is paired with concrete, real-world activities that directly align with the technical competency and proficiency level.
2. Progression: Activities are tailored to the skill level of the practitioner, ensuring a clear pathway from foundational to expert proficiency.
3. Alignment: Recommendations are designed to meet the performance standards outlined in the updated GoJ HRM&D competency model.
HR Auditor; HR Officer
Chief Workforce Planning Officer; Deputy CPO
