The People-side counterpart to PCF — a normalized role catalog for PCF 7.0 (Develop and Manage Human Resources)
The People View of this framework mirrors the Process View's PCF structure with a role-based lens: instead of asking how AI reshapes a value stream, it asks how AI reshapes the specific job of the person doing the work. The taxonomy below is the anchor for that lens — a normalized, three-tier role catalog aligned to APQC PCF v8.0, scoped here to Domain 7.0 (Develop and Manage Human Resources), the same domain covered by every Value Stream Profile in the Process View.
This taxonomy is a normalized cross-industry baseline. Role titles, reporting lines, and tier assignments should be adapted to reflect each organization's grading structure and nomenclature. Tiers reflect accountability levels, not compensation grades.
C-suite executives, SVPs, and VPs holding strategic accountability for domain outcomes, enterprise resource allocation, and board-level reporting.
Directors, Senior Managers, and Managers with operational ownership of domain-specific functions, team leadership, and cross-functional coordination.
Specialists, Analysts, Coordinators, and Associates responsible for day-to-day execution, delivery, and process-level activity.
The 14 roles below are the catalog underlying every Value Stream Profile's Role Accountability table and every Role Transition Profile. Roles with a completed Role Transition Profile link through to it; the reporting line (reportsTo) is a first-pass, reasoned structure — not yet independently confirmed — used to compute span of control on the dashboard's Role Impact Table.
| Tier | Role | Primary Responsibilities | Key Outputs | Reports To |
|---|---|---|---|---|
| Executive | Chief Human Resources Officer (CHRO) | Own people strategy, culture, and organizational design; govern HR function; advise board on talent, succession, and people risk. | People strategy, Succession plan, HR scorecard | Top of the org · escalates to CEO/Board |
| Executive | SVP Talent Management (not yet profiled) | Lead talent acquisition, development, and retention strategies; govern high-potential programs and executive succession pipelines. | Talent management strategy, Hi-Po program, Succession pipeline | CHRO |
| Executive | VP People & Culture (not yet profiled) | Govern employee engagement, DEI programs, and organizational culture initiatives; own employee value proposition strategy. | Engagement survey results, DEI roadmap, EVP framework | CHRO |
| Managerial | Director of Talent Acquisition (not yet profiled) | Lead full-cycle recruiting strategy; govern employer brand, sourcing channels, and recruiter performance; manage agency relationships. | Recruiting plan, Time-to-fill report, Employer brand assets | SVP Talent Management |
| Managerial | Director of L&D | Design enterprise learning strategy; govern LMS and curriculum development; manage leadership development programs. | Learning strategy, Curriculum plan, LMS utilization report | SVP Talent Management |
| Managerial | HR Business Partner Manager (HRBP Manager) | Lead HRBP team aligned to business units; advise on org design, workforce planning, and employee relations matters. | Workforce plan, Org design recommendations, ER case log | VP People & Culture |
| Managerial | Compensation & Benefits Manager | Design and administer compensation structures and benefits programs; conduct market benchmarking and salary band reviews. | Salary bands, Benefits program guide, Benchmarking report | Director of Talent Acquisition |
| Managerial | Director of HR Operations | Govern HR service delivery, HRIS administration, and HR process standards; manage employee data integrity and compliance. | HR ops SLA report, HRIS governance, Process documentation | CHRO (context-dependent — see note) |
| Operational | HR Generalist | Support full-cycle HR activities including onboarding, employee relations, policy administration, and HR data management. | Onboarding records, Policy documents, ER case notes | HRBP Manager |
| Operational | Recruiter | Source, screen, and coordinate interview processes for open roles; manage candidate pipeline and applicant tracking system records. | Candidate pipeline, Interview schedules, ATS records | Director of Talent Acquisition |
| Operational | L&D Specialist | Design and deliver training programs; develop e-learning content; evaluate learning effectiveness through assessments and surveys. | Training materials, E-learning modules, Post-training evaluation | Director of L&D |
| Operational | Compensation Analyst | Conduct compensation surveys and job evaluations; model pay equity scenarios; support annual merit cycle administration. | Job evaluation forms, Pay equity analysis, Merit cycle report | Compensation & Benefits Manager |
| Operational | HRIS Analyst | Maintain and optimize HRIS platform; support system integrations; produce HR data reporting and analytics. | HRIS configuration docs, HR analytics reports, Data quality audit | Director of HR Operations |
| Operational | Onboarding Coordinator | Coordinate new hire onboarding logistics; manage documentation, systems access, and orientation scheduling for new employees. | Onboarding checklist, Orientation schedule, New hire records | HRBP Manager |
The reportsTo edges above are a reasoned first-pass structure — inferred from typical HR org design and this framework's own RACI signals, not sourced from a named external authority (no public body publishes org-chart-level detail at this granularity). A self-consistency check against real RACI Consulted/Informed data found strong support for 5 of 8 Managerial-tier edges; 2 edges (Director of L&D and HRBP Manager's claimed reporting lines) showed no support in the RACI data, with a specific alternative candidate surfaced instead. This structure is provisional and awaiting confirmation from a People-side subject matter expert.
11 of the 14 roles have a completed Role Transition Profile — a role-specific companion to the Process View's Value Stream Profiles, showing what the framework's HITL maturity data means for that specific job. The remaining 3 (SVP Talent Management, VP People & Culture, Director of Talent Acquisition) currently compute to zero Responsible/Accountable touches under the framework's strict RACI rule; their transition stories are shaped by span of control rather than process pattern-mix, which this doc type's current methodology can't yet produce. They stay held until that reporting-line data is confirmed.