THE AHRI RAM CHARAN STUDENT AWARD
The Ram Charan Award will recognise undergraduate HR students who demonstrate excellence through an understanding and
application of the AHRI Model of Excellence.
WHAT IS THE MODEL OF EXCELLENCE?
The Model of Excellence is a graphic representation that combines what HR practitioners should know, what they are expected to
do, and what their peers expect them to be in terms of behaviours and capabilities.
The circles of the graphic sets out 10 behaviours and seven capabilities that were confirmed as essential for HR practitioners in the
most recent 2014.
Going back ten years, the idea of the Model of Excellence was developed based on two surveys of Australian HR practitioners and
CEOs. Since then it has gone through a number of iterations, having been informed by local, national and global data.
For a further description of the AHRI Model of Excellence, please visit www.ahri.com.au/about-us/model-of-excellence
TASK OVERVIEW
For this assessment, you are required to complete a written response to the following case study:
Water Corp is an Australian based semi Government organisation with more than 500 employees located in a head office. The key
stakeholder groups of Water Corp include:
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State Government Department and Government Minister
Chairman and independent Board of Directors appointed by the State Government
CEO
Senior management group
500 employees
In 2013 the Government Minister asked the Water Corp Chairman to consider the position of the current CEO and whether he
should retain his position or be encouraged to retire. The Chairman raised this with the Water Corp board who concluded
unanimously that the current CEO had been a sustainable high performer over the seven years of his tenure but was having limited
impact on some key strategic issues such as workplace health and safety and gender equity. In addition it was noted that his strong
direct style was alienating some critical stakeholders. The Chairman then approached you as HR Director of the organisation to
support him in conducting career discussions with the CEO, and potentially managing his retirement and succession of the new
incumbent.
The following objectives were determined to be undertaken across a two year period;
1.
2.
3.
4.
5.
6.
7.
Engage the Water Corp Chairman and Board of Directors in an ongoing discussion about the status and possible
succession of the CEO
Conduct regular career discussions and mentoring of the current CEO in order to provide buy in to the final decision as to
whether to seek another term or retire
To ensure that career development actions for potential internal successors are completed to enhance their candidature
if the position became vacant
If a change in CEO occurred to mentor the existing CEO through the transition to retirement and to embed the new
appointee
Manage the implications of a change in CEO with stakeholders, the Board and any unsuccessful internal applicants.
Engage and brief an Executive Search Firm and provide independent professional rankings of all external and internal
candidates
To support the Water Corp Chairman in managing communication of the final decision to key stakeholders.
By December 2015 the following outcomes have been observed;
1.
2.
3.
The Water Corp CEO retired in early 2014
An internal successor was appointed in early 2014 and was successfully on boarded into the CEO role
Organisational metrics regarding workplace health and safety and gender equity have significantly improved
TASK INSTRUCTIONS
Using the case study provided, outline what competencies and behaviours you drew upon from the AHRI Model of Excellence over
the course of the two year period in order to deliver the outcomes achieved.
Please ensure you draw upon a minimum of four competencies and five behaviours from the AHRI Model of Excellence.
BEHAVIOURS
CRITICAL AND ENQUIRING THINKER
Can analyse data and situations in order to provide advice
and make decisions
SOLUTIONS DRIVEN
Is focussed on achieving business objectives
FUTURE ORIENTED
Focuses on continuous learning and improvement
INFLUENCER
Has the capacity to exercise influence on others to effect
the actions, behaviour or opinions of others
COURAGEOUS
Has the ability and necessary authority to negotiate
outcomes as required
UNDERSTAND AND CARE
Is able to look at a situation and understand the varied
perspectives of different stakeholders
COLLABORATIVE
Has the ability to build productive relationships and consults
with key stakeholders when making decisions
CREDIBLE
Is ethical, personally credible and operates with integrity
RESOLVER OF ISSUES
Can bring together teams and deliver outcomes when appropriate
and required
PROFESSIONAL
Conducts self appropriately to the situation and is held in high
regard by stakeholders
COMPETENCIES
BUSINESS DRIVEN
Understands the organisational context and objectives
STRATEGIC ARCHITECT
Contributes to organisational strategy translated into
HR strategy
EXPERT PRACTITIONER
Builds, maintains and applies HR knowledge
ETHICAL AND CREDIBLE ACTIVIST
Influences through the provision of valued insights
resulting in the achievement of individual and
organisational objectives
WORKFORCE AND WORKPLACE DESIGNER
Designs a workplace that sustains a capable workforce
CULTURE AND CHANGE LEADER
Fosters a productive and sustainable organisational culture
STAKEHOLDER MENTOR & COACH
Builds and fosters relationships and partnerships with key
stakeholders in order to ensure organisational capability
SUBMISSION REQUIREMENTS
Submission Cover Sheet
A submission cover sheet needs to be included as the first page
with this assessment. This has been provided as a template in your
submission pack.
Formatting
Maximum 1.5 spacing and minimum font size of 10pt.
Word Limit
The word limit for your submission is min 2500 - max 3000 words.
Referencing
If you choose to include references and/or a bibliography this
should not be included in your total word count.
Due date
All submissions are to be returned by:
Midnight 24 June 2016.
Uploading your submission
All submissions must be received via the uploading portal. Email
submissions will not be accepted.
http://secure.ahri.com.au/AwardSubmissions
Short-listing outcomes
All submissions will be assessed throughout July and August
2016.
Short-listing panels comprise of representatives from AHRI
member committees, leading industry practitioners, academics
and award partners.
These panels individually assess applications before meeting to
discuss each application and determine short-listed finalists.
You will be advised of the outcome of your submission in
September 2016.
If you have any questions regarding your submission at any time during the process, please contact the awards team
[email protected] or 03 9918 9260.