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Nine Competencies for HR Excellence Cheat Sheet (DRAFT) by [deleted]

Nine Competencies for HR Excellence

This is a draft cheat sheet. It is a work in progress and is not finished yet.

Introd­uction

The goal of the HRCS was not to simply define HR compet­encies, but to understand which HR compet­encies create positive outcomes, the resear­chers explain.

"We have shown that different HR compet­encies have different impacts on three outcomes: personal effect­iveness of the HR profes­sional, impact on key stakeh­olders and business results. HR is not about HR and HR compet­encies are not about the compet­encies, but about how they deliver key outcom­es."­

Unlike many studies that use self-r­epo­rting, the HRCS explored how HR compet­encies are perceived by others. "­People generally judge themselves by their intent; others judge them by their behavior, so it is important to evaluate both intent and behavi­or,­" the resear­chers note.

Group 1: Core Drivers

Stra­tegic Positi­oner: Able to position a business to win its market.
Credible Activi­st: Able to build relati­onships of trust by having a proactive point of view.
Paradox Naviga­tor: Able to manage tensions inherent in business (including long-term and short-term tensions, and top-down and bottom-up tensions.)

Group 2: Organi­zation Enablers

Three categories of HR competence were defined as organi­zation enablers, helping position HR to deliver strategic value:
Culture and Change Champi­on: Able to make change happen and manage organi­zat­ional culture.
Human Capital Curator: Able to manage the flow of talent by developing people and leaders, driving individual perfor­mance and building technical talent.
Total Rewards Stewar­d:­Able to manage employee well-being through financial and non-fi­nancial rewards.
 

HR Competency Model

Group 3: Delivery Enablers

Finally, three HR compet­encies were defined as delivery enablers that focus on managing the tactical or founda­tional elements of HR:
Tech­nology and Media Integr­ator: Able to use technology and social media to drive and create high-p­erf­orming organi­zat­ions.
Anal­ytics Designer and Interp­ret­er: Able to use analytics to improve decisi­on-­making.
Comp­liance Manager: Able to manage the processes related to compliance by following regulatory guidel­ines.

The 360-Degree View of HR Competence

A unique feature of the HRCS is that it goes beyond self-r­epo­rting from HR profes­sionals and explores how other stakeh­older ― superv­isors, HR associates and non-HR associates – perceive HR compet­encies.

Things to note:
HR profes­sionals are seen by all as having more competence as Credible Activists and Compliance Manager; HR practi­tioners are viewed as having less competence in Total Rewards Steward and Technology and Media Integr­ator.
The self-a­sse­ssments of HR profes­sionals are somewhat higher than supervisor ratings, but lower than the ratings of HR associates and non-HR associ­ates.