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TEXT SUMMARY:
HR Competencies: Mastery at the Intersection of People and
Business
Throughvigorousregressionmodelingandhypothesistesting,DavidUlrichandhiscontemporarieshavecreatedaframeworkfortheHRProfessionaltostructurethevariouskeyelementsofthisfield.Theseconsistof6individualcompetenciesthatallhavecomponentfactorswhich,throughrigorousstatisticalanalysis,havebeenrankedintermsofimportancebyHRpractioners,stakeholdersandavarietyofdemographiccutsoftherespondentpopulations.
The6Competenciesare:
1) Credible Activist:
TheHRprofessionalisbothcredible(respected,admired,listenedto)andactive(offersapointofview,takesaposition,challengesassumptions).
RankedFactors:
a)
DeliveringResultswithIntegrityConsistencyofactions,ofvalues,ofprofessionaldemeanour,ofthefoundationsofHRpractices.
b)
SharingInformationAbletoarticulateandpersuasivelycommunicateideastoothers.c)
BuildingRelationshipsofTrustCreateanatmosphereoftrustthatresultsinpositiveworking
relationshipswithkeyinternalandexternalconstitutes.d)
DoingHRwithanAttitudeHavingastrong,informedopinionandspeakingupevenwhenitmaybe
contrarytowhattherestoftheleadershipteamissaying.
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2) Culture and Change Steward:
TheHRprofessionalappreciates,articulates,andhelpsshapethecompanysculture.
RankedFactors:
a)
CraftingCultureAclearconceptoftheculturethatisrequiredbyyourbusinessdefiningitinwayswellunderstoodbyinternalandexternalparticipants,stakeholdersandobservers.
b)
FacilitatingChangeTeamingwithmanagementtoensuredecisionsarequick;humanfinancial&informationalresourcesarealignedwiththedesiretochange;monitortheprogressofkeychangesinitiatives;capturelessonslearned;andapplytheselessonstoimprovefuturechangeefforts.
c)
PersonalizingCultureHelpemployeesfindpurposeandmeaningintheirwork;lineofsitefromcontributiontosuccessoftheorganization.
d)
EnactingCultureEnsurethatcultureisconsistent,coherentandcohesiveacrossallbusinessfunctionsandstakeholdersusingculturetounifydifferentareasoftheorganizationtobuildtheunderstandingthatwearebetterwholethanasumofparts.
3) Talent Manager and Organizational Designer:
TheHRprofessionalmasterstheory,research,andpracticeinthisareasoffocusingoncompetencyrequirementsandhowindividualsenterandmoveup,acrossoroutandhowtheorganizationembedscapacityintothestructure,processesandpolicies.RankedFactors:a)
EnsuringTodaysandTomorrowsTalentfinding,miningandaligningtherightpeople,skillsand
talentsattherightpriceandtime//Talent=competencyxcommitmentxcontribution.b)
DevelopingTalent(individual)Settingperformancestandards,meansfordevelopment,mechanismsfor
measurementappropriateandtimelyfeedback.c)
ShapingtheOrganization(wholeorganization)CombinationofOrganizationalDevelopment(change
interventionsattheorganizationallevel)andOrganizationalStructure(layingoutthefuture,requiredstructurefortheorganizationtomeetitsgoals).
d)
FosteringCommunicationInalldirections(horizontallyandvertically)andunderstandingitspowerasthemaindriverforbuildingtheorganizationsreputation.
e) DesigningRewardSystemsBothtransactionalandstrategic
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4) Strategy Architect
Hasavisionforhowtheorganizationcanwininthemarketplace,nowandinthefuture.Recognizingbusinesstrendsandtheirimpactonthebusiness,forecastingpotentialobstaclestosuccess,andfacilitatingtheprocessofgainingstrategicclarity.Linkinginternalorganizationtoexternalcustomer/clientexpectations.
RankedFactors:
a)
SustainingStrategicAgilityunderstandthebusinessstrategyandalignHRpracticeswithitidentifyproblemscentraltothebusinessstrategy,markettrends,impactsonthebusiness,directionandinitiatives.
b)
EngagingCustomersunderstandingtheimpactofinternalsystemsandprocessesontheexternalcustomerkeytostrategicarchitecture
5) Operational Executor
ThetransactionalsideoftheHRprofessionalthatsetstheoperationalaspectsformanagingthepeoplesideofthebusiness:drafting/adapting/implementingpolicies,administrativeservices(payroll/relocation/benefits)andensuringstandardizedlevelsofcompetencywithtechnology(training).
RankedFactors:
a)
ImplementingWorkplacePoliciesensuringthatdaytodayactivitiesandsystemsareadheredtoandthattheysupporttheongoingsmoothoperation.
c)
AdvancingHRTechnologyensuringgreaterunderstanding,acceptanceanduseofHRinformationsystemsasawayofachievingfastandlessexpensingtransactionalcosts.
6) Business Ally
Knowingthesocialcontextorsettinginwhichthebusiness/organizationissuccessful.Alsoknowinghowtheoperationmakesmoneyorachievesgoalswhichiscalledthevaluechainoftheorganization:whotheclients/customersare,whytheybuygoods/accessservices.Finallyhaveagoodideaoftheotherbusinessareassuchasfinance,marketing,R&D,engineering,etc)whattheymustdoforthebusinessandhowtheyworktogether.
RankedFactors:
a)
InterpretingtheSocialContextUnderstandingandappreciatingtheincreasingvalueofGoodwillinthecompetitiveenvironment.Linkinguptosettingculturalexpectations.
b)
ServingtheValueChainunderstandingallactivitiesandinfluencesthatcompromisethevaluechainfromoperationstoproductivevaluetostakeholders.
