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NOC Code: NOC Code: 1121 Occupation: Specialists in Human Resources
Occupation Description: Occupation Description:
Specialists in human resources develop, implement and evaluate human resources and labour relations policies, programs and procedures and advise managers and employers on personnel matters. Specialists in human resources are employed throughout the private and public sectors, or they may be self-employed. Specialists in human resources develop, implement and evaluate human resources and labour relations policies, programs and procedures and advise managers and employers on personnel matters. Specialists in human resources are employed throughout the private and public sectors, or they may be self-employed.

  • Click on any of the Essential Skills to view sample workplace tasks for this occupation.
  • Skill levels are assigned to tasks: Level 1 tasks are the least complex and level 4 or 5 tasks (depending upon the specific skill) are the most complex. Skill levels are associated with workplace tasks and not the workers performing these tasks.
  • Scroll down the page to get information on career planning, education and training, and employment and volunteer opportunities.

Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Text Reading Text 1 2 3 4 5
Writing Writing 1 2 3 4
Document Use Document Use 1 2 3
Computer Use Computer Use 1 2
Oral Communication Oral Communication 1 2 3 4
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2 3 4
Data Analysis Data Analysis 1 2 3 4
Numerical Estimation Numerical Estimation 1 2 3
Job Task Planning and Organizing Job Task Planning and Organizing 1 2 3 4
Decision Making Decision Making 1 2 3 4
Problem Solving Problem Solving 1 2 3 4
Finding Information Finding Information 1 2 3 4


  • The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.
  • Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.


Reading Text
  • Read job résumés, letters of application, job descriptions and competency profiles in order to understand the scope of expertise available to the organization, to understand organizational imperatives and to make effective recommendations in the areas of recruitment, selection and career development. (2)
  • Read memos from managers of operational units in order to assess the concerns of managers and to develop strategies which will enable them to meet their business objectives. (2)
  • Read performance evaluations in order to guide the organization in developing practices that improve performance in the workplace. (3)
  • Read training needs assessments and curricula in order to ensure that training activities support the overall needs and aims of the organization and its people. (3)
  • Read analyses of human resources information policies and information security measures in order to contribute to the further development and improvement of these policies and measures. (3)
  • Read Requests for Proposals (RFPs) concerning work to be contracted in order to ensure that proposals being considered meet the cultural norms and organizational priorities of your organization. (3)
  • Read reports about compensation and benefits in order to align total compensation (including remuneration, benefits and pension) with your organization's internal and external environments. Review pension proposals submitted by third parties and evaluate the information received. (4)
  • Read employee contracts and collective agreements of various bargaining units in order to provide sound advice to clients on employee and labour relations. (4)
  • Read Workers' Compensation Board (WCB) regulations in order to ensure that your organization complies with applicable WCB legislation and develop effective claims management and cost control strategies. (4)
  • Read legislation, arbitration decisions, labour board reports and case law in order to develop an optimal strategy for labour-management co-operation. (5)
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Writing
  • Develop measurement systems for team performance, presenting information on how the systems may be evaluated and implemented. (3)
  • Write policy papers to provide advice, guidance and recommendations on a wide variety of human resource matters such as worker health and security. (4)
  • Devise or evaluate assessment tools for determining career development options. (4)
  • Write and evaluate training needs assessments, comparing options and recommending the most appropriate ways to meet identified needs. (4)
  • Craft analyses of draft legislation, such as workers' compensation legislation, to identify strengths and limitations and to provide insight on how the legislation may be applied. (4)
  • Script articles for newsletters or employee bulletins. (4)
  • Evaluate human resource information management needs, considering the present and future organizational parameters. (4)
  • Formulate, synthesize and summarize bargaining strategies. (4)
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Document Use
  • Create budget forecasts. (1)
  • Complete or direct the completion of staffing or job termination forms and pension benefit forms. (1)
  • Read and interpret pay schedules and salary scales in tabular format. (2)
  • Read and interpret data obtained from employee or customer surveys. (3)
  • Interpret organization charts, flowcharts of staffing processes and employment contracts. (3)
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Computer Use
  • Use word processing. For example, prepare letters and reports. (1)
  • Use graphics software. For example, prepare graphs or illustrations for presentations. (1)
  • Use communications software. For example, use email and Internet browsers. (2)
  • Use a spreadsheet. For example, prepare financial tables. (2)
  • Use bookkeeping, billing and accounting software. For example, track expenditures. (2)
  • Use statistical analysis software. For example, analyze data from employee surveys. (2)
  • Use computer applications such as presentation software and organizational charts. (2)
  • Use a database. For example, use a human resource information system database to effectively manage client and employee files. (2)
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Oral Communication
  • Discuss job requirements with managers in order to offer expert advice in regard to occupational analysis, organizational development and succession planning. (2)
  • Make presentations to managers and colleagues to influence group thinking or to convince others of a course of action. (3)
  • Interview candidates for senior positions to assess their qualifications and to evaluate how they may contribute to meeting strategic business goals. (3)
  • Communicate with labour and management representatives to provide input to contract negotiations and contract language and to introduce strategies for effective labour-management cooperation. (3)
  • Counsel employees concerning training options and career development opportunities that will serve individual needs while promoting the goals of the organization. (3)
  • Communicate with members of the medical community to gain insight into evolving ways to modify work environments to meet the needs of disabled employees. Use this information to analyze programs in effect in your workplace and to provide input to policy development regarding accommodation of disabled employees' needs. (3)
  • Coach employees about restructuring processes and coach managers regarding disciplinary processes and performance management. (3)
  • Advise clients concerning bargaining and arbitration issues in order to influence decisions. (3)
  • Mediate disputes between managers of operational units, building consensus and negotiating solutions to problems in such areas as staffing, compensation, job analysis or employment equity. (4)
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Scheduling or Budgeting and Accounting
  • Prepare project costings with critical path information relating to money, people and timelines. (2)
  • Interpret financial statements in order to understand the financial health of the organization and the implications for the development of human resource strategies and plans. (3)
  • Perform cost-benefit analyses of organizational and employee needs and preferences relative to benefit plans and pension plans, including taxation considerations and funding requirements. (3)
  • Calculate the costs of compensation and benefit options to determine affordability. (3)
  • Calculate return on investment (ROI) for a wide range of programs, such as training programs, in order to present the organization with significant input to long range human resource planning. (4)
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Data Analysis
  • Use comparative data to benchmark performance measurements. (4)
  • Analyze data from employment equity reports to compare how specific equity groups are progressing in relation to others as a basis for developing plans to improve the organizations record in regard to employment equity. (4)
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Numerical Estimation
  • Estimate training costs for courses of various types and lengths in order to integrate this information into long-range training plans. (3)
  • Estimate the costs of early retirement incentives to assist the organization in succession planning. (3)
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Job Task Planning and Organizing
  • Planning and organizing of job tasks varies according to the nature and volume of work assignments. Some tasks, such as the preparation of budget forecasts, are repetitive and have highly predictable deadlines, while other tasks, such as managing multi-faceted projects or rolling out complex new benefit packages, have more flexible timelines. The work generally has a great deal of variety. Frequent interruptions occur to deal with the human resource aspects of unexpected events such as employee accidents, work stoppages or special requests from senior managers. Work must be reprioritized in light of interruptions, taking into account the extent to which many tasks must be integrated into the work plans of others. The sequencing of planning priorities takes into account the impact on organizational effectiveness and employee performance.Specialists in human resources play an integral role in their organizations strategic planning cycles through bringing to the table issues of concern to the business units and providing timely and insightful analysis. They are instrumental in communicating the strategic plan within the organization and play a key role in both the development and implementation of the plan. (4)
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Decision Making
  • Decide whether complaints about alleged discriminatory practices within the organization have merit and what course of action should be taken in response. (2)
  • Decide on the appropriate procedures for transfers, secondments and reassignments and for defensible termination of employees in special cases. (3)
  • Based on the business strategy, decide how a proposed merger will affect the structure, policies and operation of the organization. Such decisions stem from analysis and influence a broad range of future human resource practices. (3)
  • Decide which grievance settlement solutions will best serve the short-term and long-term needs of the organization and what strategies can be utilized most effectively to influence corporate decisions in this area. (4)
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Problem Solving
  • You have discovered a skill shortage in trying to staff jobs in some highly technical areas. Prepare reports to highlight the shortage and to suggest measures for finding the needed competencies in the future. (2)
  • Your organization is experiencing significant turnover in areas of high demand. Investigate the many possible reasons for the low employee-retention level and reach conclusions. Deal with the situation sensitively since some causal factors may relate to management practices. (3)
  • You have been informed that a manager is harassing a subordinate. Examine the problem's context and seek a solution appropriate to the circumstances, taking into account that the solution must be strong enough to withstand a judicial review. (4)
  • You have found that some project teams are too close to human resources issues to see them clearly. Through the provision of problem solving processes, assist the team to identify the issues and to clarify how they may be resolved. (4)
  • Deal with conflict between union and management personnel concerning labour relations issues. Mediate the dispute to bring about a resolution and to promote a harmonious workplace. The resolution may be subject to a third-party review. (4)
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Finding Information
  • Contact employees to get information on their career goals. Use this information to assist employees in establishing their learning plans and career development strategies. (1)
  • Refer to salary surveys and compensation and benefits packages in order to develop reports on trends. (2)
  • Obtain information on grievances, case law, appeals and collective agreements through reviewing reports and other documentation, either in paper copy or on the Internet. (3)
  • Collect documentation and data regarding incidents such as harassment, discrimination and disability management in order to establish the veracity of claims. (3)
  • Review a variety of sources such as legislation on employment termination and health and safety standards to become informed of the scope of labour relations cases. (4)
  • Elicit information and develop investigative strategies to resolve discrepancies between different sources of data. (4)
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