Section Page HR Competency Model. Objectives Review HR competency study Introduce the HR Competency...

Section Page

HR Competency Model

Objectives

• Review HR competency study

• Introduce the HR Competency Model

• Begin exploring the HR Competency Model materials for development

• Q&A

Agenda

0:00 – 0:10 HR Competency Study and Results

0:10 – 0:15 HR Competency Model

0:15 – 0:30 Brief review of Domains & Factors

0:30 – 0:35 Lominger Competency Connection

0:35 – 0:45 Self-Assessment & Demo of Online Toolkit

0:45 – 0:50 Next Steps

0:50 – 1:00 Q&A

Why an HR Competency Study?

• What are the competencies required of HR professionals to add greater value?

• How can HR professionals develop these competencies quickly and efficiently?

• How can HR competencies and HR practices align to business performance?

HRCS Background• History

– Conducted by The RBL Group and Ross School at University of Michigan

– Major data collection five times in the past 20 years– 40,000 HR professionals and line management associates

have contributed to date (10,000 respondents in latest 2007 survey)

– Most comprehensive empirical review of the HR field available

• Composition– Small, medium, and large firms– Virtually all industries– International in scope, from six regions of the world– “360-degree” methodology

• HR professionals evaluated themselves• HR and non-HR associates (internal clients) evaluated HR

colleagues

Round 5 Results – HR Landscape“The business context and organization capabilities required to succeed have raised the bar for HR professionals. Those who succeeded 30, 20 or even 10 years ago likely would not succeed today.

HR professionals are expected to play new roles… [they] need to learn how to play roles that require technical expertise and apply that expertise to business performance. HR professionals need new competencies to play such roles.”

HR Competencies, p 18

Round 5 Results – Way Forward

• We now know the basics of what good HR people need to know and do to be effective.

• We can develop these competencies.

• Business units that develop these competencies perform better – they get better bottom-line results.

The Round 5 HR Competency Model

Domains & Competency Factors

Credible Activist• Delivering results with

integrity• Sharing information• Building relationships of trust• Doing HR with an attitude

Talent Manager / Org Designer• Ensuring today’s and tomorrow’s talent• Developing talent• Shaping organization and communication• Fostering communication• Designing rewards systems

Operational Executor• Implementing workplace policies• Advancing HR technology

Business Ally• Interpreting social context• Serving the value chain• Articulating the value proposition• Leveraging business technology

Culture & Change Steward• Facilitating change• Valuing culture• Crafting culture• Personalizing culture

Strategy Architect• Sustaining strategic agility• Engaging customers

Competency Connection

• How do the HR competencies relate to Lominger competencies?

• The Lominger “Functional and Technical Skills” competency focuses on doing your job at a high level of accomplishment

• The HR Competency Model can be used to build your HR functional and technical skills

Self-Assessment & Online Toolkit

Click to

Access Onlin

e

ToolkitSelf-

Assessm

ent

Example

Next Steps

• Explore HR Competency Model resources: http://www.GapIncHR.rbl.net

• Discover ways to continue developing these competencies

• What’s in it for you? For our team? For the company?

Q & A

“We hope that the message is clear: The HR profession is evolving toward a more business-based, value-added role than it has ever played before.

[We hope that] you will find insights and ideas that help you not only survive but thrive during this exciting transition.”

HR Competencies, p 56