hr competencies - quia · pdf file · 2016-03-09leadership and navigation ©...

HR Competencies

© SHRM

Any student use of these slides is subject to the same License Agreement that governs

the student’s use of the SHRM Learning System materials.

1

What Is a Competency?

© SHRM 2

Competencies combine

knowledge, skills, abilities,

and other characteristics

that we need to succeed in

our profession. Skills

KnowledgeAbilities

SHRM Competency Model

© SHRM 3

HR’s Constituencies

From senior manage-ment to new hires

Across organizational divisions

With entire workforces and individual employees

With internal and external stakeholders

The SHRM HR competency model reflects multiple constitu-encies.

© SHRM 4

Nine Competencies

© SHRM 5

Behavioral Competencies

© SHRM 6

SHRM-CP and SHRM-SCP

All HR professionals

Advanced HR professionals

“Align HR and

business

strategy, goals,

objectives”

“Understand

strategic

relationship

between HR and

core functions”

Leadership and Navigation

© SHRM


Facilitate others’ achievement

Manage the influences of internal

and external environments


Act as change agent to support

the organizational strategy

Ability to direct and contribute to initiatives and processes

within the organization

7

© SHRM

Managers and Leaders

Managers Leaders

• Planning

• Controlling resources

• Organizing

• Directing

• Supporting innovation and

change

• Developing and coaching

• Modeling values

• Maintaining functional expertise

Organizations

need both.

8

© SHRM

Managers and Leaders

Managers Leaders

• Planning

• Controlling resources

• Organizing

• Directing

• Supporting innovation and

change

• Developing and coaching

• Modeling values

• Maintaining functional expertise

Organizations

need both.

9

• Challenge process.

• Inspire a shared vision.

• Enable others to act.

• Model the way.

• Encourage the heart.

– The Leadership Challenge

Kouzes and Posner

© SHRM

Practices of Successful Leaders

10

Leader’s “Inner Team”

Cultivate empathy.

Build and maintain trust.

Collaborate.

Speak hard truths.

Hold your ground.

Take action.

Generate and pursue a path

forward.

Apply facts and logic.

Consider risks.

Use multiple perspectives.

Analytical Thinker

Inspirational Dreamer

Practical Warrior

Emotional Lover

© SHRM 11

Influencing Others

© SHRM

Colleagues

HR team members

Reasoning

Emotion

Shared visions and

values

Existing ties

Reciprocity

Trading

12

Authentic Leadership

• Self-aware

• Grounded

• Transformative

© SHRM 13

Authentic leaders empower others to

become leaders themselves.

Leadership Theories

Trait or “Great Man”

Theory

Leaders lead because

they possess

recognized, critical

characteristics.

© SHRM 14

• Adaptability

• Tolerance of stress

• Desire to influence

others

• Desire to assume

responsibilities

• Decisiveness

• Energy

• Intelligence

• Creativity

• Persuasiveness

• Diplomacy

McGregor’s Theory X/Theory Y

© SHRM 15

Rigid Control Autonomy

Theory X Theory Y

People inherently dislike work

and will try to avoid it.

Work is a natural activity that

people can enjoy.

Force, threats, and punishment

are required to meet goals.

Employees are motivated by

responsibility and opportunity.

Employees need direction and

avoid responsibility.

Employees can motivate and

control themselves.

Managers are autocratic in

directing employees.

Managers use participative style.

Blake-Mouton Theory

• Team leader

• Authoritarian

manager

• Country club

manager

• Impoverished

manager

• Middle-of-the-road

manager

© SHRM 16

Concern

for

People

Country club

manager

Team

leader

Middle-of-the-

road manager

Managerial Grid

Impoverished

manager

Authoritarian

manager

9

A great deal

1

Very little

A great deal

9

Concern for Production (Task)

Hersey-Blanchard

Situational Leadership

© SHRM 17

High

Task Behavior

(Guidance)

Relationship

Behavior

(Supportive

Behavior)

Low High

High Rela-tionship/Low

Task

High Task/High Rela-tionship

Low Rela-tionship/Low Task

High Task/Low Rela-

tionship

Participating

Share ideas and facilitate in decision making.

Selling

Explain decisions and provide opportunity for clarification.

Turn over

responsibility

for decisions

and implemen-

tation.

Delegating Telling

Provide

specific

instructions and

closely supervise

performance.

Leadership styles match the situation.

© SHRM 18

Fiedler’s Contingency Theory

• Favorableness of the leadership environment is

determined by:

– Leader-member relations—the degree of trust that

followers have in their leaders.

– Task structure—the extent to which tasks are well

defined.

– Position power—the degree of power and influence a

leader has over subordinates.

• Leaders should change the factors rather than

changing their style.

Action-Centered Leadership

© SHRM 19

Structure

Make sure everyone knows what to do and what is expected.

Support

Review work, coach for improved performance, and motivate.

Coordinate

Enforce rules, resolve disputes, and encourage.

Solo Leaders v. Team Leaders

© SHRM 20

Solo (Transactional)

Leaders

Team (Transformational)

Leaders

Gets involved (and interferes) in

everything.

Delegates team roles to others.

Expects team members to

conform to his or her standards

of behavior and style.

Recognizes the value of diversity

in the team.

Collects admirers and “yes

men.”

Encourages constructive

disagreement; not threatened by

team members’ special abilities.

Directs team members’

activities.

Develops team members’ growth.

Sets objectives. Creates vision on which others

act.

Universal Characteristics

of Leadership

Certain characteristics are defined around the world as

traits of real leaders.

Trustworthy Decisive

Just Excellence-oriented

Honest Dependable

Foresight Intelligent

Plans ahead Effective bargainer

Encouraging Win-win problem solver

Positive Administratively skilled

Dynamic Communicative

Motive arouser Informed

Confidence builder Coordinator

Motivational Team builder© SHRM 21

Competency in Action:


Let’s recap:

• HR VP points out to senior leadership a gap

between a proposed strategy and current

structure and culture.

• HR VP assembles team to interface with

organization.

• HR VP works directly with sales leader.

• HR team takes on different tasks to prepare for

implementing a change strategy for sales.

© SHRM 22



Let’s discuss:

• What actions show the Leadership and

Navigation competency in action in this

scenario?

• What type of leader is the HR VP?

What actions tell you that?

© SHRM 23

Ethical Practice

© SHRM


Act with integrity

Encourage others to act with integrity


Withstand internal and external pressures to

ensure that ethical decisions are made

and supported

Ability to integrate core values, integrity, and accountability

throughout all organizational and business practices

24

Ethical Behavior

© SHRM 25

Recognize ethical situations as they arise.

Establish the facts.

Evaluate ethics of alternatives. Apply relevant code of

ethics.

Consult with others.

Make a decision, own it, and learn from it.

Ethical Universalism and

Cultural Relativism

© SHRM

Ethical Universalism

Fundamental principles apply across all cultures, without regard to local ethical norms.

Cultural Relativism

Ethical behavior is determined by local culture, laws, and business practices.

26


Ethical Practice

Let’s recap:

• A manager may be showing favoritism in the

way he or she assigns overtime opportunities.

• An HR payroll specialist is the first to notice the

pattern and tells his or her manager.

• The HR manager investigates and takes action

to stop the practice and re-educate managers

about ethical practices in the workplace.

© SHRM 27


Ethical Practice

Let’s discuss:

• What aspects of the Ethical Practice competency is

the payroll specialist demonstrating?

• What should the HR manager do if the manager in

question protests that he/she is doing nothing

wrong?

• In a situation like this, what is the role of the leader

of the HR function?

• What other competencies may be needed to

address this situation?

© SHRM 28

Business Acumen

© SHRM


Understand internal business partners

Understand external influences

Use metrics and data analysis


Understand and interact with high-

level systems, strategy, and

initiatives

Ability to understand and apply information to contribute to

organization’s strategic plan

29

• Value generally refers to

organizations’ success in

meeting their strategic goals.

• Both for-profit and not-for-

profit organizations must

produce value.

• Value therefore can vary by

organization.

• It will influence an

organization’s mission.

Value

© SHRM 30

• The process used to create value is the value chain.

• Value chains also vary in structure.

• Some include external supply chain and/or delivery

partners.

Value Chain

© SHRM 31

Primary Activities

R&DMarketing

and SalesOperations Fulfillment

Secondary

Activities

Management

Finance

Legal

Supply Management

HR Management

Technology

Customer

HR is part of

the value

chain.

To Understand the Value Chain

• Where are costs and

value created?

• Which are central to the

mission and are core

activities?

• What are the more

profitable (value-

generating) activities?

• What activities could be

outsourced to lower cost

without harming value?

© SHRM 32

• How tight should the

relationship with external

partners be?

• Who has a stake in the

value chain?

Stakeholder Concept

The various bodies, groups, or individuals affected

by and affecting an organization’s operations

© SHRM 33

Investors

Political groups

Employees

Communities

GovernmentsTrade associations

Suppliers Customers

Organization

To Understand Stakeholders

• How does a stakeholder

define value?

• How are competing

stakeholder interests

prioritized?

• How do we open

communication with all

stakeholders to understand

their needs?

• How do we manage their

expectations?

© SHRM 34

Life Cycle

Know where you are in the life cycle:

Needs change as industries, businesses, and

products pass through predictable cycles.

© SHRM 35

Introduction Growth Maturity Decline

Total market

sales

Time

Revenue

Porter’s Five Forces

Know how your

industry operates:

Industry-specific

characteristics

influence the critical

success factors for

organizations.

© SHRM 36

Rivalry among

competitors

Bargaining power of buyers

Bargaining power of suppliers

Threat of entry

Threat of substitution

What Is Strategy?

© SHRM 37

Strategic planning

Deliberate, logical, fact-

based

Strategic management

Emergent, adaptive, flexible

Strategy

Plan of action for

accomplishing long-term goals

Benefits of having a

strategy:

• Consistent, long-

term goals

• Better use of

resources

• Consistent decision

making

• Better internal and

external vision

Mistakes to Avoid

• Taking shortcuts

• Not following through

• Relying on the familiar

• Not enough management support

• Little involvement beyond high-level

management in creating strategy

• Poor communication of what strategy means to

the organization and employees

© SHRM 38

Levels of Strategy

© SHRM 39

Organization

Business Unit

Function

• Strategic planning is

repeated at each level with

increasing focus and

specificity.

• Business unit and

functional strategies are

closely aligned with the

organizational strategy to

better support its

implementation.

Measuring Performance

Measure all aspects of

activities:

• Effectiveness

• Efficiency

• Impact

© SHRM 40

Measuring results is an essential part of strategic

management.

Key Performance Indicators

KPIs:

Quantifiable measures of performance used to gauge

progress toward strategic objectives or agreed standards

Tips

• Focus. Measure what’s important. Don’t measure

everything.

• Consider the future, not just the past and present.

• Remember your stakeholders’ “values.”

• Revise KPIs to meet changing strategy and

environment.

© SHRM 41


Business Acumen

Let’s recap:

• An organization experiences a persistently high

turnover rate.

• The HR team researches internal and external

factors that might be causes for the problem.

• Based on research, the team proposes solutions

to the HR director.

• The HR director seeks senior management

support for the strongest solution: rebranding the

employer message and improving onboarding.

© SHRM 42


Business Acumen

Let’s discuss:

• How specifically will Business Acumen help the

HR team?

• What difference would it make if this enterprise

was in its growth stage?

• What would be the strongest argument for

investment the HR leader could make?

• What other competencies assist the HR team in

this task?

© SHRM 43

Relationship Management

© SHRM


Support relationships

Build networks

Promote shared interests


Use effective relationships to

advance HR and organizational strategies and

objectives

Ability to manage interactions to provide service and to

support the organization

44

Building Trust

© SHRM

Truthfulness

Common values

Competence

Predictability

Aligned interests

Concern

Communication

45

Emotional Intelligence

© SHRM

Perceive emotion.

• Identifying your own and others’ emotions

Use emotion to think.

• Deciding, problem solving, or brainstorming within the context of emotions

Understand emotion.

• Interpreting complex emotions and their causes

Regulate emotion.

• Detaching from emotions when they get in the way.

46

Stages of Team Development

© SHRM

Forming

Provide vision; describe expectations.

Storming

Enforce ground rules; coach.

Norming

Facilitate communication and decision making.

Performing

Monitor, evaluate, improve, and celebrate.

The team leader’s role

shifts as the team evolves.

47

Dysfunctional

Group Roles

© SHRM

Group Dynamics

Social

Task

• Groups need BOTH

task and social

orientations.

• Certain roles are useful

and even necessary at

certain times.

• Dysfunctional roles

weaken the group and

should be quickly

corrected.

48

Managing Conflict

© SHRM 49

Mode Description

Accommodate Emphasize agreement and downplay

disagreement.

Assert Impose a solution.

Avoid Withdraw and allow conflict to be

resolved (or not) by others.

Collaborate Search for a “third way” that both sides

can own.

Compromise Ask both sides to concede some issues

to reach agreement.

Approaches to Negotiation

• Soft: The relationship is worth more than

the issue at hand.

• Hard: Winning is more important than the

relationship.

• Principled: Focus is on issues, finding

common interests, and achieving mutual

gain.

© SHRM 50

Negotiating Process

© SHRM

Prepare.

• Know your needs and their likely demands.

Build relationship.

• Create trust.

Exchange information.

• Understand positions.

Persuade.

• Find mutual benefits.

Concede and agree.

• Find best alternative.

• Confirm and document if appropriate.

51



Let’s recap:

• An HR team is preparing for contract negotiation

with a major software vendor.

• One team member works directly with the

vendor to build a relationship and establish

needs.

• Another team member must develop an

approach for working with IT, who wants a

different vendor.

• The HR director proves to be a key player.

© SHRM 52



Let’s discuss:

• Where do you see the Relationship

Management competency being used?

• What is the rationale for laying the groundwork

with the vendor?

• What type of conflict resolution strategy is used

here? Why is it appropriate?

• What important role does the HR director play?

• What other Behavioral Competencies do you

see being used?

© SHRM 53

Consultation

© SHRM


Helping others achieve their goals

Creating and facilitating solutions

to support achieving goals


Guide major initiatives in HR and throughout the organization

Ability to provide guidance to organizational stakeholders

54

HR’s Role in Managing Change

• Identify impact of change.

• Assess ripple effect across the organization.

• Consult with leadership about ways to support

the acceptance and institutionalization of the

change.

• Involve stakeholders in solutions.

• Communicate quickly and often.

• Measure effectiveness in implementing the

change.

© SHRM 55

Nature of Change

© SHRM 56

Performance

Time

The J curve shows the

challenge of introducing

change into an

organization.

Can we return to or

exceed previous levels

of productivity?

Will we be mired in

resistance?

Managing Reactions to Change

© SHRM 57

Resistant

20%-30%

Why?

Fear of the

unknown

Comfort in the

status quo

Welcoming

20%-30%

Why?

Perceived

benefits

Increased

challenge

Neutral

40%-60%

Shifting from

resistance

Empathy

Communication

Support

Maintaining

course

Recognition

Delegation

Support

Shifting out of

neutral

Selling benefits

Opportunities

for involvement

What Makes Change Possible?

© SHRM 58

• Shared purpose

• Reinforcement systems

• Skills required for

change

• Consistent role models

Lewin Change Model

© SHRM 59

Unfreezing Moving Refreezing

Convince

employees that

change will

occur.

Get them to

accept the new,

desired state.

Make the change

part of the

organization.

© SHRM 60

THE WHAT—Follow Lewin’s Steps

Current State

(Unfreeze)

Time

Transition State

(Move)

New State

(Refreeze)

1. Create a sense of

urgency.

2. Assemble a strong

guiding team.

3. Provide a clear

vision.

4. Over-communicate.

5. Empower action.

6. Ensure short-term

successes.

7. Consolidate

progress.

8. Institutionalize.

THE HOW—Implement Kotter’s Techniques

Change Management Model

– “Managing Across Borders in Latin America”

Cesar Aguirre

Systems Solutions

Organizational solutions must be designed

for systems, a collection of interrelated

parts whose interconnections must be

understood and reflected in the solution.

© SHRM 61


Consultation

Let’s recap:

• The HR leader has secured an engagement

from the CEO to develop solutions to the

problematic performance of a division.

• An HR manager creates a team to identify

possible causes.

• Employee turnover is identified as a possible

cause.

• The team presents management with several

possible solutions, described on the next slide.

© SHRM 62


Consultation

The proposed solutions include:

• Create a new onboarding system to better

prepare new employees.

• Provide coaching to all management on

developing and mentoring employees.

• Find alternative recruiting sources.

• Focus on fixing one problematic leader in the

division.

© SHRM 63


Consultation

Let’s discuss:

• How does the HR leader demonstrate the

Consultation competency?

• Why is a systems approach to solving this

problem a good idea?

• Of the four proposed solutions, which would

present the greatest challenge for the

organization in terms of managing change?

• What other competencies would be essential

here?

© SHRM 64

Critical Evaluation

© SHRM


Gather information and resources

Make fact-based decisions


Translate information

to make decisions and

recommendations

Ability to interpret information to make business decisions

and recommendations

65

Business Intelligence

The ability to gather

and analyze data from

inside and outside the

organization to support

decision making • Understand the story

behind the data

• See the patterns.

• Follow the causes.

• Show the data’s

significance.

© SHRM 66

Evaluating Data Sources

© SHRM 67

Authority

Evidence of bias

Sources cited

Facts relevant to use

Current data

Sound logic

Consider the

quality of the

data sources

you use.

Reliability and Validity

Reliability

Ability of an instrument

to provide consistent

results

Validity

Ability of an instrument

to measure the

intended attributes

© SHRM 68

Example:

A checklist used to rate

suppliers’ proposals

produces the same

results when used by

multiple scorers.

Example:

A checklist used to rate

suppliers’ proposals

results in selection of

suppliers who meet

expectations.

Sampling

• Samples must

represent the

population being

measured.

• Samples must be

sufficiently large to

include possible

variations.

© SHRM 69

Measurement Bias

Analysts evaluate

data in an irrational

manner.

• Stereotyping

• Inconsistency

• First-impression error

• Negative emphasis

• Halo/horn effect

• Nonverbal bias

• Contrast effect

• Similar-to-me error

• Cultural noise

© SHRM 70

Frequency Analysis Tools

Used to sort numerical data to reveal patterns

Mean

Salary

Number of

Incumbents

$55,000

$60,000

$65,000

$70,000

$75,000

2

1

2

5

1

• Frequency distribution

− Lists the grouped data,

from lowest to highest

• Frequency table

− Shows the size of

individual data groups

71© SHRM

Measures of Central Tendency

Unweighted average

gives equal weight to

all data values.

Weighted average

adds factors to reflect

the importance of

different values.

Unweighted average = $65,000

Weighted average = $65,909

Annual

Salary

# of

Incumbents

Total

Salary

$55,000

$60,000

$65,000

$70,000

$75,000

2

1

2

5

1

$110,000

$60,000

$130,000

$350,000

$75,000

Totals 11 $725,000

72© SHRM

Median and Mode

Median is the middle

number in a range. Half

are above and half are

below.

Mode is the most

frequently occurring

value.

73© SHRM

$55,000

$55,000

$60,000

$60,000

$65,000

$65,000

$70,000

$70,000

$70,000

$70,000

$70,000

$75,000

Median = $65,000

Mode = $70,000

Quartiles and Percentiles

• Show how groups of data relate to each

other

$55,000

Entry wage

1st quartile

$65,000

Midpoint

$75,000

Maximum wage

$60,000 $70,000

0% 50% 100%2nd quartile 3rd quartile 4th quartile

74© SHRM

Data Analysis Methods

© SHRM 75

What-if analysis

Identify the impacts on

X of different scenarios.

Budget Actual Variance %

$50,000 $48,000 $2,000 4%

Variance analysis

Identify anomalies.

Regression analysis

Identify relationships between

variables and their strength.

Trend analysis

Identify change in a variable

over time.

Root-cause analysis

Identify possible causes

for an event/condition.

Graphic Analysis Tools

© SHRM 76

Pie chart

• Compares data

distribution as parts of

a whole.

• Communicates high-

level information

about the composition

of a group and

relative significance of

subgroups.

17%

Workforce Age

< 25

25-35

36-50

> 50


© SHRM

Histogram• Sorts data into groups and

shows relative sizes as bars

of different lengths.

• Supports rapid comparison.

Pareto chart• Sorts data groups and then superimposes

a line showing percentages of each group.

• Visualizes the 80/20 principle. (80% of

problems are caused by 20% of causes.)

0

20

40

60

80

100

Referrals Agency

A

Agency

B

Job

Fairs

Social

Media

Ads

Employee Performance Scores by Hiring Source

0%

25%

50%

75%

100%

Seek

Other

Opportun-

ities

Conflict

with

Super-

visor

Dissat-

isfaction

with

Compen-

sation

Work

Hours

Employer

Brand

Other

Causes of Voluntary Separation

100.0%

98.4%95.2%

88.9%

76.2%

50.8%

77


© SHRM 78

Scatter diagram• Plots data points against variables. A

line is plotted through the points.

• Tight clustering indicates strong

relationship.

• Direction of the line indicates a positive

or negative relationship of the variables.

Trend diagram• Plots data points of a

defined variable over time.

A line is added to connect

points.

• Line shows direction of

movement and patterns.

0

20

40

60

80

100

0 10 20 30 40

Safety in Numbers

Number of Accidents

Hours of Safety Training

Walking

Bicycling

Jan

2013

Underemployment Rate,

Monthly Averages

Mar

2013

May

2013

Jul

2013

Sep

2013

Nov

2013

Jan

2014

Mar

2014

May

2014

Jul

2014

Workforce

(in

thousands)

0

10

20

30

40

50


Critical Evaluation

Let’s recap:

• We’re building onto the Consultation example of

the company in which one division is struggling

with performance.

• The goal is to collect data from exit interviews

that can be compared with similar data from

better-performing divisions.

• An HR specialist assumes the task of analyzing

the data, so that possible causes can be

proposed to senior management.

© SHRM 79


Critical Evaluation

Let’s discuss:

• Which graphic analysis tools would be most

useful in explaining the causes to management?

• If the company uses a standard exit interview

template, will it be more likely to receive reliable

results?

• What other competencies will be useful in this

scenario?

© SHRM 80

Global and Cultural Effectiveness

© SHRM


Maintain an open perspective

Work to understand others


Ensure cross-cultural strategies,

harmony, and organizational

success

Ability to value and consider the perspectives and

backgrounds of all parties in global business

81

• Seeking a broader picture

• Accepting contradictions

• Trusting systems, procedures, and norms rather

than structure

• Viewing change as an opportunity

• Welcoming new ideas and opportunities to learn

• Behaving inclusively rather than exclusively

© SHRM

Features of a Global Mindset

82

83

Characteristics Traditional Mindset Global Mindset

Knowledge Functional expertise Broad and multiple

perspectives

Conceptual

ability

Prioritization Duality—balance between

contradictions

Flexibility Structure Process

Sensitivity Individual responsibility Teamwork and diversity

Judgment Predictability/continuity Change as opportunity

Learning Trained against

surprises

Open to what is new

Global Mindset

© SHRM

• To the organization’s global strategy

– Better decisions about global standardization and local

adaptation

– Smoother coordination across borders

• To the workforce’s and individuals’ skill sets

– Adaptability

– Ability to deal with complexity and conflict

– Commitment to continuous improvement

• To the organization’s culture and its employees

– Acceptance of diversity and multicultural teams

© SHRM 84

Benefits of a Global Mindset

85

Culture

National cultures

Subcultures (regions, tribes)

Organizational or corporate cultures

Industry cultures

Professional or functional cultures

Set of beliefs, attitudes, values, and behaviors shared

by members of a large group

© SHRM

86

Layers of Culture

Explicit Culture

Implicit Culture

Artifacts and

products

Norms and values

Basic

assumptions

© SHRM

Egalitarian

Incubator

Family

Guided

Missile

Eiffel

Tower

Hierarchical

TaskPerson

The same concepts about culture are applied to

organizations…but carefully. The influences of

national cultures may be mistaken for

organizational culture.

© SHRM 87

Organizational Culture

Trompenaars’s

Four Corporate

Cultures

© SHRM 88

Types of World Legal Systems

Civil Law

• Based on written codes approved by legislative bodies.

• Most prevalent form of law in the world.

Common Law

• Based on judicial decisions.

• Evolves over time.

• Forms the basis of legal systems in United King-dom and former colonies.

Religious Law

• Can influence HR policies and practices.

• Implementation may be highly variable from nation to nation and within nations.

89

Rule of Law

No individual is beyond the reach of the law.

Authority is exercised only in accordance with written and publicly disclosed laws.

Laws are enforced through due process procedures.

Government is thereby restrained from abusing power.

© SHRM

© SHRM 90

Jurisdiction

The right of a legal body to exert authority over a territory, subject matter, or persons or institutions.

Implications for organizations:

• Host- rather than home-country laws may

apply to corporate activities.

• For global organizations, jurisdictional

disputes may arise.

• Two important concepts:

— Conflict of laws

— Forum shopping

© SHRM 91

Levels of Law

Within a nation

• National laws

• Subnational laws

Between/among nations

• Extraterritorial*

• Regional/supranational

• International

* Extraterritorial laws extend the

power of a country’s laws over its

citizens outside that country’s

sovereign national boundaries.



Let’s recap:

• The global HR function must communicate the

organization’s mission, vision, and values to its

globally dispersed workforce.

• Specialists must be culturally fluent so that they can

anticipate and plan for logistical differences among

the sites.

• Training managers must take cultural differences

into account when designing the communication.

• The global HR head must monitor strategic, ethical,

and legal issues.

© SHRM 92



Let’s discuss:

• Give an example of the kind of mistake

that might result when staff does not have

a global mindset?

• How might a global function like this one

reduce the risk posed by diverse legal

systems in its workplaces?

© SHRM 93

Communication

© SHRM


Present and receive information

Communicate to achieve objectives


Communicate effectively in high-stakes and high-

visibility situations

Ability to effectively exchange information with

stakeholders

94

Communication Model

© SHRM 95

Who . . . says what . . . in what way . . . to whom . . .

Feedback

with what effect . . .

Communi-

catorMessage Medium Receiver

Noise

Noise

Noise Noise

Impactful Communication

Impactful communication:

• Takes the audience’s needs

and perspectives into account.

• Impels action.

• Reframes the message by

connecting the facts.

• Is self-aware, aware of the

impact of the communicator’s

delivery.

© SHRM 96

Understanding the Audience

• Who should receive information?

• What do they know and what do they need to

know?

• How will the audience probably react?

• How can I best persuade them?

© SHRM 97

Constructing the Message

• What is my objective? What do I want the

audience to feel? To do?

• What benefits can be created as a result

of this communication?

• What are the key points and what order

makes logical sense?

• What evidence will convince the

audience?

© SHRM 98

Mastering Delivery

• How will the communication occur? In person? In

writing?

• How might timing affect the communication?

Choice of media? Organizational rules for

communication?

• Where will it happen?

• Who will be involved?

• What support is needed?

• How will feedback be obtained?

© SHRM 99

Being an Impactful Communicator

• How can I create credibility?

– Accuracy and consistency

– Reliability and creativity

– Courage and integrity

– Relaxed and comfortable

• How do I invite engagement?

– Posture and movement

– Gesture

– Eye contact

– Vocal qualities

© SHRM 100

Evaluating Communication

• Was the audience analysis complete and on

target?

• Did the audience react as anticipated?

• What points did they seem most or least

interested in?

• Where did they get confused?

• Where were they most engaged? What

engagement tactics worked and which didn’t?

• How could feedback mechanisms be improved?

© SHRM 101


Communication

Let’s recap:

• HR must communicate a new policy on education

reimbursement to a dispersed workforce.

• The HR leader forms a team that performs audience

and message analysis.

• The team decides to stage delivery of the

information, starting with managers, and to use

technology to deliver the information.

• The team carefully evaluates the success of the

communication.

© SHRM 102


Communication

Let’s discuss:

• What is the advantage of:

- Using a team to tackle this communication?

- Breaking the communication into multiple segments?

• What are the advantages of the communication

technologies used in this case?

• How is this communication improved through

feedback?

• What would be appropriate metrics for this

activity?

© SHRM 103

hr competencies - quia · pdf file · 2016-03-09leadership and navigation ©...

Documents