shrm’s hr competency model: a roadmap for building proficiencys hr competency model-a... ·...

SHRM’s HR Competency Model:

A Roadmap for Building Proficiency

Alexander Alonso, PhD, SPHR

©SHRM 2013

Agenda

• SHRM’s Efforts for Professionalism

• The HR Competencies Model – Research as a foundation

– The Core 9

• Underscoring the Importance of Competencies for the

Future

• The Future

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Knowledge Development

• SHRM’s Commitment to

YOU:

– Advance the Profession

– Serve the Profession

• Knowledge Development is

one way we accomplish this.

• Examples:

– Knowledge Center

– Research

– Academic Initiatives

– Standards

– Thought Leadership

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Knowledge Center

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Research

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Academic Initiatives

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Organization Standards

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Thought Leadership

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What is a Competency?

Competency: A collection of knowledge, skills, abilities, and

other characteristics (KSAOs) that are needed for effective

performance in the jobs in question (Campion et al., 2011).

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Our Process

2012

2013

2011

FUTURE

START

Model

Development

Content

Validation

Criterion Validation &

Toolkit Refinement

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Research

MODEL DEVELOPMENT

• Literature Review 35 different competency models

• Development 111 Focus Groups

– 29 cities globally

– 1200 HR Professionals globally

• Survey of 640 CHROs

CONTENT VALIDATION

• 2012 Competency Validation Survey 32,000 HR Professionals globally at all

career levels (entry, mid, senior,

executive)

• 33 Nations represented in total

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How much of HR is HR?

• When you think of HR you think of technical

competencies, including activities like: – Compensation

– Talent Management – Recruitment and Selection

– Training and Development

– Employee relations

– Employee engagement

– Compliance

– Larger companies have specialists who handle these areas

and smaller companies have generalists who handle a

variety of HR activities.

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Nuts and Bolts HR!

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How much of HR is HR?

• When you think of HR you should also think of behavioral

and leadership competencies: – Ethical Practice

– Communication

– Consultation

– Critical Evaluation

– Global & Cultural Effectiveness

– Relationship Management

– Organizational Leadership & Navigation

– Business Acumen

– Regardless of the size organization you are in – you need all

of these skills, developed over time, to be successful in HR

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To be successful in HR and grow your career

you need more than HR Technical Knowledge

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Elements for HR success

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Elements for HR success

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“The Core”

(HR Technical Expertise & Practice)

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Definition:

The ability to apply the principles and

practices of human resource

management to contribute to the

success of the business.

• 6 Core Bodies of Knowledge

• Additional area including technology

• They are currently conceptualized as: – Strategic Management

– Workforce Planning and Employment

– Human Resource Development

– Total Rewards

– Risk Management

– HR Technology Knowledge

– Employee & Labor Relations

– CSR

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Behavioral Competencies

(Competency Domain #2: Ethical Practice)

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Definition:

The pervasive integration of

integrity and accountability

throughout all organizational and

business practices

Sub-competencies:

• Rapport building

• Trust building

• Personal, professional, and

behavioral integrity

• Professionalism

• Accountability seeking

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(Competency Domain #3: Relationship Management)

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Definition:

The art of developing and

managing interactions with and

between others with the

specified aims of service and

organizational success.

Sub-competencies:

• Social, face-to-face, and

business Networking

• People management

• Integrity-based practice

• Advocacy

• Negotiation and conflict

Management

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(Competency Domain #4: Communication)

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Definition:

The ability to communicate with

purpose for all possible

audiences

Sub-competencies:

• Persuasiveness

• Verbal communication skills

• Written communication skills

• Honesty

• Perceptual objectivity

• Active listening

• Effective feedback

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(Competency Domain #5: Consultation)

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Definition:

The art of providing direct guidance

to organizational stakeholders

seeking expert advice on a variety

of situations or circumstances

Sub-competencies:

• Creativity

• Coaching

• Consulting (design,

implementation, and evaluation)

• Analytic reasoning

• Problem-solving

• Multi-tasking

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(Competency Domain #6: Global & Cultural Effectiveness)

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Definition:

The art of managing human

resource regardless of cultural

differences both within and

across borders.

Sub-competencies:

• Perspective taking / empathy

• Openness to experience

• Tolerance for ambiguity

• Embracing diversity &

Inclusiveness

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(Competency #7: Org. Leadership & Navigation)

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Definition:

The ability to lead or maneuver

initiatives and processes within the

organization with great agility

Sub-competencies:

• Results orientation/goal-setting

• Resource management

• Product and project

management

• Mission fostering

• Political savvy

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(Competency Domain #8: Critical Evaluation)

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Definition:

Skill in digesting large amounts of

data and assessing the value to

your work and organization

Sub-competencies:

• Measurement and Assessment

Skills

• Objectivity

• Critical Thinking

• Curiosity and Inquisitiveness

• Study Design

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(Competency Domain #9: Business Acumen)

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Definition:

The ability to understand all

business functions within the

organization and industry

Sub-competencies:

• Strategic focus

• Business knowledge

• Systems thinking

• Economic awareness

• Effective administration

• Finance knowledge

• Marketing knowledge

• Operations knowledge

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Closer Look: Levels of Experience

• Specialist in a specific support function

• Titles include, but not limited, to HR assistant, junior recruiter, or

benefits clerk

• Generalist or tenured specialist

• Manages projects or programs

• Titles include, but not limited to, HR manager, generalist,

or tenured specialists

•Very tenured generalist or specialist

• Holds a formal title such as but not limited to,

director or principal.

• Typically is the most tenured

person in HR

• Holds the top HR job in the

organization or VP role.

Executive

15 or more

Senior

8-14

Entry

0-2

Mid

3-7

Career Level/Years

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Closer Look: Business Acumen

Gathers, assembles, and reports

HR metrics and labor market

trends

Implements strategy for

managing talent across business

lines as well as competitive

market

Creates an action plan for

managing talent within the

confines of the labor market

Defines strategy for managing

talent within the confines of the

labor market and the business

model

Executive

15 or more

Senior

8-14

Entry

0-2

Mid

3-7

Proficiencies: Career Level/Years Competency:

Business Acumen

The ability to understand

business functions and metrics

within the organization and

industry.

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Closer Look: Business Acumen

Develops basic knowledge of

HR Metrics

Defines critical activities in terms

of value added, impact, utility

derived from cost-benefit

analysis

Ensures all HR initiatives have

ROI that adds to organizational

value

Develops HR business

strategies to drive key

business results

Executive

15 or more

Senior

8-14

Entry

0-2

Mid

3-7

Proficiencies: Career Level/Years Competency:

Business Acumen

The ability to understand

business functions and metrics

within the organization and

industry.

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Competency Importance Ratings: Overall

0

1

2

3

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Competency Required Upon Entry Ratings:

Overall

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

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Competency Importance by Organization Size

0

2

1

3

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Competency Importance by Sector

0

2

1

3

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Carries out the plan at the transactional level

Implements plan and contributes to the refinement of

the plan

Operationalizes HR strategy; Translates strategy

into a plan

Develops HR strategy; Has a seat at the table

Different Levels, Different responsibilities,

Different needs

Entry

Mid

Senior

Executive

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Entry Level

2.46

2.11

2.09

1.29

1.48

1.50

1.75

1.59

1.53

Ethical Practice

Communication

Relationship Management

HR Technical Expertise & Practice

Business Acumen

Critical Evaluation

Consultation

Global and Cultural Effectiveness

Organizational Leadership and Navigation

Entry

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2.34

2.33

1.69

1.73

1.84

2.24

2.07

1.88

2.64

Mid Level

Ethical Practice


Communication


Consultation

Business Acumen

Critical Evaluation

Organizational Leadership & Navigation

Global & Cultural Effectiveness

Mid

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Senior Level

2.77

2.65

2.55

1.97

2.21

2.24

2.51

2.44

2.34

Ethical Practice



Communication

Consultation


Business Acumen

Critical Evaluation


Senior

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Executive

Ethical Practice



Communication

Consultation


Business Acumen

Critical Evaluation


2.87

2.79

2.7

2.13

2.42

2.5

2.64

2.63

2.57

Executive

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Over the next 10 years, what do you think will be the three

biggest challenges facing HR executives at your organization?

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59%

52%

36%

34%

33%

20%

15%

13%

11%

6%

51%

29%

44%

21%

41%

17%

33%

12%

24%

1%

Retaining and rewarding the best employees

Developing the next generation of corporate

leaders

Creating a corporate culture that attracts the best

employees to our organization

Remaining competitive in the talent marketplace

Finding employees with the increasingly

specialized skills we need

Creating smooth and efficient HR processes that

ensure a good employee experience

Finding the right employees in the right markets

where we do business around the world

Creating an employee-centric, service-oriented

HR organization

Breaking down cultural barriers that make it

difficult to create a truly global company

Other

2012 (n = 483)

2010 (n = 465)

Note: Percentages do not total 100% due to multiple response options. Respondents who answered “don’t know” were excluded from this analysis.

©SHRM 2013

Ten years from now, which of the following competencies do

you see being most critical for the HR professional?

40

42%

40%

37%

35%

30%

26%

25%

21%

17%

Business Acumen

Organizational Leadership and Navigation


Communication

Critical Evaluation

HR Technical Expertise and Practice

Consultation

Ethical Practice

Global and Cultural Effectiveness

Note: n = 472. Percentages do not total 100% due to multiple response options.

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Ten years from now, when considering Business Acumen for HR professionals,

which of the following components (i.e., sub-competencies) will be most critical?

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45%

41%

41%

28%

25%

18%

17%

17%

16%

14%

11%

6%

1%

HR and Organizational Metrics/Analytics/Business Indicators

Knowledge of Business Operations/Logistics

Strategic Agility

Business Knowledge

Knowledge of Government and Regulatory Guidelines

Knowledge of Finance and Accounting

Economic Awareness

Knowledge of Labor Markets

Knowledge of Technology

Systems Thinking

Effective Administration

Knowledge of Sales and Marketing

Other

Note: n = 469. Percentages do not total 100% due to multiple response options.

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Rate the importance of these bodies of knowledge for HR

professionals 10 years from now.

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Note: n = 446. Respondents rated each body of knowledge on a scale from 0 (not important) to 10 (very important).

Body of Knowledge Average Rating (0-10)

Strategic Business Management 8.8

Talent Management 8.6

Change Management 8.5

Workforce Planning and Employment 8.5

Compensation and Benefits 8.3

Human Resource Development 8.2

Employee and Labor Relations 8.1

HR Technology 8.0

Risk Management 7.7

Global and International Human Resources 6.9

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The Future Toolkit

• Organizational

Assessment

• Behavioral Interview

Questions Database

• Job

Profiles/Descriptions

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Leading People. Leading Organizations.

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Questions?

©SHRM 2013

For More Information

Questions:

E-mail: [email protected] or

[email protected]

Phone: (703) 535-6403

Web: www.shrm.org/competencies

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mailto:[email protected]



http://www.shrm.org/competencies

©SHRM 2013 47

shrm’s hr competency model: a roadmap for building proficiencys hr competency model-a... ·...

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