HR

Competencies
Dave Ulrich
Human Resource Competency Study (HRCS)
Model, 1987

HR
Business Knowledge
Delivery

Change
HRCS Model, 1992

Business
Knowledge

Personal
Credibility

HR Delivery Change
HRCS Model, 1997

Business
Knowledge

Culture Personal HR
Management Creditability Delivery

Change
HRCS Model, 2002

Business
Knowledge

Personal Strategic HR
Contribution
Creditability Delivery
(culture & (culture & change)& change)

HR
Technology
 • The sample consisted of 10,063 covering
HR and non-HR professionals working in
different industrial sectors, geographically
distributed to:

HRCS, – USA and Canada,

– Latin America,
– Europe,
2007 – China,
– Australia/Asia pacific, and
– India
HRCS, 2007 Model

Credible
Activist

Strategy Business Ally

Architect
HR
Competencies
Culture and Operational
Change Executor
Talent
Steward
Manager/
Organization
Designer
 • Credible; Respected, admired and listened to
• Active: offers a viewpoint, takes a position,
challenges assumptions
• HR professionals who are credible but not
activists are admired, have little impact
Credible • Activists who are not credible have ideas that no
one implements
Activist • Factors
– Delivering results with integrity
– Sharing information
– Building relationship of trust
– Doing HR with an attitude
 Less Credible More Credible

• More Activist • Risk of being seen as • Opportunity to have

impetuous, arrogant impact

• Less Activist • Risk of being seen as • Risk of being seen as

a marginal or poor irrelevant, not having
performer anything to say,
resting on past
laurels
 • HR professionals master theory,
research, and practice in both
talent management and
Talent organizational design
• Factors
Manager/ • Ensuring today’s and
Organization tomorrow’s Talent
• Developing talent
Designer • Shaping organization
• Fostering communication
• Designing rewards system
The Crucial Relationship Between Talent Management and Organization

2
Focus on Talent Management 4
Talented employees
Capable employees
are frustrated because
are matched with
of organizational
well-designed
impediments
organizational roles

1 3
Organization does not Brilliant
meet the goals & the organizational
talent that is not structure, but lack
talented talent
Focus on Organization Design
 20% of a business success can be attributed to HR
professionals

Credible activist emerged as the most impactful

competency

Highlights Talent manager/organization designer, culture &

change steward and strategic architect showed up as
second tier in importance

HR professionals are able to develop organizational

capabilities that create competitive advantage
through the second tier HR competencies
 In 2012, another study
was conducted to define
The 2012, potential competencies
for HR professionals
HRCS
This work resulted in
testing 139 specific
behavioral competency
descriptions.
HR Competencies 2012
 • SHRM created a model of HR competencies
after a detailed analysis
• It developed the initial model based on a
review of relevant literature
SHRM Study, • Content validation was carried out with
subject matter experts, then refined
2012
• The model was validated through a survey
with over 32,000 respondents
 HR Competencies (SHRM)
B Leadership
E &
H Navigation
A
V
I
O Business Ethical Relationship
Acumen Practices Management
R
A
L
Global &
Critical cultural Communication
Consultation Evaluation Effectiveness

HR Expertise

Functional
People Organization Workplace Strategy
 Entry Level Mid-level
• Provides services to • Serves as the HR SME to
Proficiency stakeholders managers
• Manages day-to-day HR
Standards by • Executives transaction with
functions
minimal errors
Career Level • Demonstrates a willingness to
• Implements HR technology
plans
learn
Executive Level
Senior Level
• Assumes responsibility for
• Provides expertise to staff HR and business outcomes
development • Creates a vision for the HR
• Ensures alignment of HR team
with organisational values • Sets HR technology
• Analyses functional strategy
programs