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SHRM’s HR Competency Model:  p yA Roadmap for Building Proficiency

Alexander Alonso, PhD, SPHR

Agenda

• SHRM’s Efforts for Professionalism

• The HR Competencies Model

– Research as a foundation

– The Core 9

• An Assessment Based Upon Competencies

• The Future 

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

Research

Academic Initiatives

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Organization Standards

Thought Leadership

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

2011

STARTModel 

Development

Content Validation

Criterion Validation & Toolkit Refinement

Research

MODEL DEVELOPMENT• Literature Review

35 different competency models 

• Development  111 Focus Groups

– 29 cities globally– 1200 HR Professionals globally1200 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) 

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 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 leadershipcompetencies:– Ethical Practice– Communication– Consultation– Critical Evaluation– Diversity & Inclusion– Relationship Management– 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

SHRM ELEMENTS for HR SuccessTM

SHRM ELEMENTS FOR HR SUCCESS

HRHRExpertise & Practice

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“The Core”(HR Expertise & Practice)

• 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• 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)

• Definition:

• The pervasive integration of integrity and accountability throughout all organizational and business practices

• Sub competencies:• Sub‐competencies:

– Rapport building 

– Trust building 

– Personal, professional, and behavioral integrity 

– Professionalism 

– Accountability seeking

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Behavioral Competencies(Competency Domain #3:  Relationship Management)

• Definition:• The art of developing and 

managing interactions with and between others with the specified aims of service and 

i ti lorganizational success. • Sub‐competencies:

– Social, face‐to‐face, and business Networking 

– People management – Integrity‐based practice – Advocacy – Negotiation and conflict 

Management

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Behavioral Competencies(Competency Domain #4:  Communication)

• Definition:• The ability to communicate with 

purpose for all possible audiences• Sub‐competencies:

– Persuasiveness – Verbal communication skillsVerbal communication skills – Written communication skills – Honesty – Perceptual objectivity – Active listening – Effective feedback

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Behavioral Competencies(Competency Domain #5:  Consultation)

• 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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Behavioral Competencies(Competency Domain #6:  Diversity & Inclusion)

• Definition:• The art of managing human 

resource regardless of cultural differences  both within and across borders.

• Sub‐competencies:p– Perspective taking / empathy – Openness to experience – Tolerance for ambiguity– Embracing diversity & 

Inclusiveness

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Behavioral Competencies(Competency #7:  Leadership & Navigation)

• Definition:• The ability to lead or 

maneuver initiatives and processes within the organization with great agilityS b t i• Sub‐competencies:

– Results orientation/goal‐setting – Resource management – Product and project 

management– Mission fostering – Political savvy

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Behavioral Competencies(Competency Domain #8:  Critical Evaluation)

• Definition:• Skill in digesting large 

amounts of data and assessing the value to your work and organizationg

• Sub‐competencies:

– Measurement and Assessment Skills 

– Objectivity – Critical Thinking – Curiosity and Inquisitiveness – Study Design

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Behavioral Competencies(Competency Domain #9:  Business Acumen)

• 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

•Very experienced generalist or specialist• Holds a formal title such as but not limited to, 

• Typically is the most experienced person  in HR

• Holds the top HR job in the organization or VP role.

Executive 15 or more

Senior 8‐14

Career Level/Years

• Specialist in a specific support function• Titles include, but not limited, to HR assistant, junior recruiter, or benefits clerk

• Generalist  or experienced specialist• Manages projects or programs• Titles include, but not limited to, HR manager, generalist, or specialists

director or principal.

Entry0‐2

Mid 3‐7

Closer Look: Business Acumen

Creates an action plan for managing talent within the confines of the 

Defines strategy for managing talent within the confines of the labor market and the business model

Executive 15 or more

Senior 8‐14

Proficiencies:Career Level/YearsCompetency: Business Acumen

The ability to understand business functions and metrics within the organization and 

industry.

Gathers, assembles, and reports HR metrics and labor market trends

Implements strategy for managing talent across business lines as well as competitive market 

labor market8 14

Entry0‐2

Mid 3‐7

Closer Look: Business Acumen

Ensures all HR initiatives have ROI that adds to organizational

Develops HR business strategies to drive key business results

Executive 15 or more

Senior 8 14

Proficiencies:Career Level/YearsCompetency: 

Business Acumen

The ability to understand business functions and metrics within the organization and 

industry.

Develops basic knowledge of HR Metrics 

Defines critical activities in terms of value added, impact, utility derived from cost‐benefit analysis

ROI that adds to organizational value

8‐14

Entry0‐2

Mid 3‐7

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Competency Importance Ratings:  Overall

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All but Diversity and Inclusion were rated as IMPORTANT by more than 32,000 HR professionals; when looking specifically at MNCs, Diversity and Inclusion jumps to over 2 out of 3 – the threshold for importance.

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Competency Required Upon Entry to HR: Overall

Using 65% as a cutoff (standard in Organizational Psychology) we see that all but Diversity and Inclusion is REQUIRED upon entry to the field.  Looking just at MNCs, the Global competency would also be included.

80%

100%

0%

20%

40%

60%

Competency Importance by  Organization Size

Looking at 5 breakdowns by size we see virtually no difference in Importance as a function of organizational size.

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0

2

1

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Competency Importance by SectorLooking at breakdowns by sector again we see virtually no difference in Importance as a function of organizational sector.

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3

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1

Operationalizes HR strategy; Translates strategy into a plan

Develops HR strategy; Has a seat at the table

Different Levels, Different responsibilities, Different needs

Senior

Executive

Carries out the plan at the transactional level

Implements plan and contributes to the refinement of the plan

Entry

Mid

Entry Level

2.462.46

2.112.11

2.092.09

1.751.75

1 591 59

Ethical Practice

Communication

Relationship Management 

HR Expertise & Practice

1.291.29

1.481.48

1.501.50

1.591.59

1.531.53

Business Acumen

Critical Evaluation

Consultation

Diversity & Inclusion

Leadership and NavigationEntry

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2.342.34

2.332.33

2.242.24

2 072 07

2.642.64

Mid Level

Ethical Practice

Relationship Management

Communication

HR Expertise & Practice

Consultation

1.691.69

1.731.73

1.841.84

2.072.07

1.881.88

Consultation

Business Acumen

Critical Evaluation

Leadership & Navigation

Diversity & Inclusion

Mid

Senior Level

2.772.77

2.652.65

2.552.55

2.512.51

2 442 44

Ethical Practice 

HR Expertise & Practice

Relationship Management

Communication

Senior

1.971.97

2.212.21

2.242.24

2.442.44

2.342.34

Consultation

Leadership & Navigation

Business Acumen

Critical Evaluation

Diversity & Inclusion

Executive

Ethical Practice

HR Expertise & Practice

Relationship Management

Communication

2.872.87

2.792.79

2.72.7

2.642.64

2 632 63

Executive

Consultation

Leadership & Navigation

Business Acumen

Critical Evaluation

Diversity & Inclusion2.132.13

2.422.42

2.52.5

2.632.63

2.572.57

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The Future

Questions?

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For More Information

Questions:E‐mail: Competencies@shrm.org or   

Alexander.Alonso@shrm.orgPhone: (703) 535‐6403  Web:  www.shrm.org/competencies

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