How Skills Recognition is used with other workforce development strategies

Embedding Skills Recognition into Human Resource Management processes

HR teams in rail can recruit, train and promote suitably skilled, experienced and knowledgeable candidates to meet workforce needs at each level in organisations.

Wherever possible, it is recommended that organisations integrate Skills Recognition into existing business processes such as recruitment, induction and performance assessment, so that Skills Recognition imposes minimal additional workload (ERTOA 2009, p. 6).

The figure below illustrates four key dimensions of human resource management:

1. Staffing, 2. performance management and rewards, 3. human resource development and 4. employment relations—and those elements within each of these dimension which link to skills recognition.

These four dimensions of Human Resource Management and their links to Skills Recognition are discussed below in further detail. Scenarios illustrating the strategies and issues are drawn from research in the Australian rail industry (names have been changed).


HRM dimension:

Links to Skills Recognition:

1. Staffing

Job analysis and redesign

Attraction, branding and recruitment

Selection and induction

Managing turnover

Encouraging diversity

2. Performance management and reward

Performance appraisal


3. Human resource development

Skills audits

Career planning, engagement and retention


Learning and development

Management development and succession planning

4. Employment relations


Labour flexibility and work/life balance to motivate employees