HR Shared Services Competency Model Guide

HR Shared Services Competency Model Guide

Overview:

A well defined competency model for shared services helps you to hire suitable candidates and create relevant training and development programs for the staff. Effective and efficient HR service centers must have a balance of HR-specific competencies and general contact center competencies. The range of services typically offered through HR shared services requires the staff to display a variety of competencies ranging from listening and communication to technological expertise. This guide provides an interview template to gather corporate and line HR feedback on the objectives for the overall HR function as well as shared services, and the competencies that would be required to support those objectives. The feedback collected can then be used to design the shared services competency model for your organization. The guide also provides a sample CLC-HR defined competency model for HR shared services.

User Guidelines:

Step 1: Use the interview template on page 2 to collect corporate and line HR feedback on HR shared services competencies. Interview corporate and line HR leadership as well as select HR and non-HR employees that may have prior shared services experience. Step 2: Based on the responses received, identify the common emerging themes for required shared services competencies.

Step 3: Refer to the CLC-HR defined sample competency model for HR shared services. Based on inputs from the model and feedback collected from your HR function, design the HR shared services competency model for your organization. Interview Template1. What are the key strategic objectives for the HR function for the next 23 years?

2. How will HR shared services support the achievement of those objectives?

3. Which competencies are required by shared services staff to help achieve the HR objectives as well as the business goals for shared services?

4. What skills and behaviors best define the required competencies?

Sample HR Shared Services Competency Model (For All Shared Services Employees)The table below profiles sample competencies along with their associated behaviors required by all HR shared services staff. Table 1: HR Shared Services Center Staff Competencies

CompetencyAssociated Behaviors

HR Knowledge Accurately and quickly identifies inquiries that require escalation to a higher service tier

Displays knowledge of business and HR operations

Understands how HR services and policies can serve employee needs and problems Understands HR policies, procedures, and processes

Customer Focus Demonstrates patience and willingness to help

Expresses empathy for customers situation

Follows through on customer commitments

Makes extra effort to satisfy customer needs

Treats internal customers with courtesy and sensitivity

Active Listening Concentrates on caller

Listens without interrupting

Asks questions to clarify and verify information

Paraphrases caller to ensure understanding

Identifies essential information

Verbal Communication Chooses appropriate words and correct grammar

Maintains the right pitch and volume

Projects confidence and professionalism

Speaks clearly with positive tone of voice Uses voice to create and hold interest

Stress Tolerance Demonstrates flexibility in response to unexpected situations

Demonstrates sound judgment

Performs well under pressure

Remains calm in stressful and demanding situations

Interpersonal Skills Displays positive outlook and pleasant manner

Exhibits tact and consideration when dealing with customers Provides and welcomes feedback from the team

Sample HR Shared Services Competency Model (For all Shared Services Employees)

Table 1: HR Shared Services Center Staff Competencies (Continued)

CompetencyAssociated Behaviors

Schedule Adherence Begins working on time

Displays flexibility regarding scheduling

Keeps absences within guidelines

Returns on time from breaks and meals

Schedules time off in advance

Systems and Technology Use Accesses data efficiently

Displays working knowledge of system

Exhibits required keyboarding skills

Follows established transfer procedures

Sample Competency Model for Shared Services ManagersHR shared services managers need to demonstrate proficiency in a few additional competencies to the ones outline in table 1. The table below profiles the core competencies along with their associated behaviors required by HR shared services managers. Table 2: HR Shared Services Center Manager Competencies

CompetencyAssociated Behaviors

Coaching and Motivating Defines expectations and sets goals for the team Interprets statistics to identify performance patterns

Provides regular performance feedback

Motivates employees for increased results

Offers suitable rewards and recognition

Workforce Planning Builds flexible and efficient schedule

Creates realistic call volume forecasts

Determines optimal staffing levels

Monitors performance and compares with forecasts

Reduces costs without compromising on service

Project Management Pays close attention to detail with a high degree of accuracy

Plans and organizes workflow effectively

Prioritizes and balances multiple customers and calls

Resources Consulted:

CLC Human Resources, The HR Service/Call Center, Arlington, VA: Corporate Executive Board (2008), p. 8.

Taleo Corporation, Competency Module for Call Center and Customer Service, Taleo Corporation (2009). (Obtained through www.taleo.com).

CLC Human Resources, Competency Model Development Tool, Arlington, VA: Corporate Executive Board (2010).

Customer Contact Council, Competency Models and Performance Metrics for Escalation Call Teams, Washington D.C.: Corporate Executive Board (2005), pp. 2-6.

NOTE TO MEMBERS

This project was researched and written to fulfill the research request of several members of The Corporate Executive Board Company and as a result may not satisfy the information needs of all member companies. The Corporate Executive Board Company encourages members who have additional questions about this topic to contact the Member Support Center at HYPERLINK "mailto:EXBD_Support_CLC@executiveboard.com" EXBD_Support_CLC@executiveboard.com for further discussion. The views expressed herein by third-party sources do not necessarily reflect the policies of the organizations they represent.

PROFESSIONAL SERVICES NOTE

CLC Human Resources has worked to ensure the accuracy of the information it provides to its members. This project relies upon data obtained from many sources, however, and CLC Human Resources cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, CLC Human Resources is not engaged in rendering legal, accounting, or other professional services. Its projects should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither The Corporate Executive Board Company nor its programs are responsible for any claims or losses that may arise from any errors or omissions in their reports, whether caused by The Corporate Executive Board Company or its sources.

2010 The Corporate Executive Board Company. All Rights Reserved.

Page 1 of 6

CLC5870110PRO

2010 The Corporate Executive Board Company. All Rights Reserved.

Page 6 of 6CLC5870110PRO