hr c ompetency 360 - amazon s3 · 2015 the r group individual report for susie sample 2 1. the hrcs...

Individual Report for Susie Sample

HR Competency 360

© 2015 TheRBLGroup | Individual Report for Susie Sample

2

1. The HRCS 7 Competency Model1.1 HR Competency Study Round 7 Competency Model1.2 Understanding Your Report

2. Summary Results2.1 Your Domain Scores2.2 Your Factor Scores

3. In-Depth Analysis3.1 Your Strengths and Opportunities3.2 Most Positive Items3.3 Least Positive Items3.4 Rater Differences3.5 Overall Top Performer Items3.6 Role-Specific Analysis3.7 Level-Specific Analysis

4. Written Comments4.1 General Comments4.2 Behavior-Specific Comments

5. Detailed Results5.1 Strategic Positioner5.2 Credible Activist5.3 Paradox Navigator5.4 Culture and Change Champion5.5 Human Capital Curator5.6 Total Rewards Steward5.7 Technology and Media Integrator5.8 Analytics Designer and Interpreter5.9 Compliance Manager5.10 Individual Item Frequency Table

6. HRCS History6.1 Acknowledgements6.2 Demographics6.3 Who is RBL

Table of Contents


31.1 HRCS Round 7 Competency Model

For almost 30 years, the HR Competency Study—spon-sored by The RBL Group and the Ross School of Business at the University of Michigan—has empirically defined the competencies of HR professionals and how those com-petencies impact performance. Round 7, more than any previous study, is characterized by a broad mix of compa-

nies, industries, and geographies. In this round, we found that about 50 percent of the perceived performance of HR professionals come from their competencies. In addition, a key finding was that the activities of HR departments as a whole consistently explain more of the department’s performance than just individual performance.


4HRCS Round 7 Competency Model (continued)

Total Rewards StewardThis domain captures the extent to which HR professionals are building tangible and intangible value for employees and communities by designing meaningful work and managing compensation.

Culture and Change ChampionThis domain captures the extent to which HR professionals ensure that the structure of the organization designs culture and manages change to meet changing business demands.

Human Capital CuratorThis domain captures the extent to which HR professionals identify and develop the right kind of talent for the organization’s current and future business demands.

Strategic PositionerThis domain captures the extent to which HR professionals can evaluate both the external and internal business contexts and translate those evaluations into practical insights.

Credible ActivistThis domain captures the extent to which HR professionals achieve the trust and respect they need within the organization to be viewed as influential and valuable partners.

Paradox NavigatorThis domain captures the extent to which HR professionals must constantly manage the paradoxes that emerge in the workforce as they are increasingly asked to maximize outcomes that may be inherently in opposition to each other.

Analytics Designer and InterpreterThis domain captures the extent to which HR professionals identify opportunities to gather, interpret, and use data for better decision-making.

Technology and Media Integrator This domain captures the extent to which HR professionals are able to leverage social media and integrate technology to support their efforts to create high-performing organizations.

Compliance ManagerThis domain captures the extent to which HR professionals ensures compliance with relevant legal requirements.


51.2 Understanding Your Report

DomainsDomains are the nine overarching areas of leadership action identified in round seven of the research. They include: Credible Activist, Strategic Positioner, Paradox Navigator, Culture and Change Champion, Human Capital Curator, Total Rewards Steward, Technology and Media Integrator, Analytics Designer and Interpreter, and Compliance Manager.

FactorsThe factors are those required for effectiveness in each of the domains.

ItemsThese are the individual competency items that HR professionals are measured against in any given factor. They are the statements that your raters used to evaluate your current effectiveness as an HR professional.

(e.g., Strategic Positioner factors)1. Interprets Business Context2. Decodes Stakeholder Expectations3. Understands Internal Business

Operations

(e.g., 2. Decodes Stakeholder Expectations items)

6. Focuses internal organizational actions on creating value for customers

7. Aligns organizational brand with customers, shareholders, and employees

8. Knows how investors value your organization


6

Your Score

Global

Norm

Report DemographicsThis section offers information about the people whose responses make up the information upon which this survey is based. Understanding the demographics included in the survey will help you better understand your results. For a more detailed look at the global norms, please refer to Section 6.2.

Supervisor 1

HR Associate 3

Non-HR Associate 3

Respondents in Company/Group 346

Respondents in Region 2,402

Global Respondents 30,185

Domain Name. There are nine domains in round 7 of the HR competency model.

Factor Name. Some domains have multiple factors.

Your Score is represented numerically and by the corresponding bars on the graph. If you selected a region, those norms will appear here.

Global norms are the averages of everyone who participated in the HRCS by respondent group. They are displayed as red circles as well as in numeric form.

Develops Talent

Human Capital Curator

Self

Supervisor

HR Associates

Non-HR Associates

Company/Group

Region

4.3

3.8

4.4

4.3

3.8

4.2

4.3

3.8

4.4

4.3

3.8

3.8

Understanding Your Report (continued)

Global Norm


7

Your Score: The average of all answers given by all of your supervisors, HR and non-HR associates. Does not include your self score.

Self: Represents the average of all your self scores for items in the domain or factor being shown.

Supervisor: Represents the average of all answers given by your supervisor(s) for items in the domain or factor being shown. Does not include your self score.

HR Associates: Represents the average of all answers given by your HR associate raters for items in the domain or factor being shown. Does not include your self score. In order for scores to be presented, a minimum of three raters in this category must have responded.

Non-HR Associates: Represents the average of all answers given by your non-HR associate raters for items in the domain or factor being shown. In order for scores to be presented, a minimum of three raters in this category must have responded.

Associates: Because you had fewer than three HR Associates and three Non-HR Associates complete, these scores have been combined in order to preserve the anonymity of the raters.

Company/Group: Represents the average of all answers given by all raters (supervisors and associates) within your company or group for items in the domain or factor being shown. Does not include participants’ self scores.

Region: Represents the average of all answers given by all raters (supervisors and associates) within your region for items in the domain or factor being shown. Does not include participants’ self scores. See Section 6.2 for more information.

Global Norm: Global norms, indicated on charts by a number and a red circle, represent respondents from the entire database that fall within a given respondent group. For example, the associate global norm is an average comprised of all associates contained within the entire database. See Section 6.2 for more information.

Domain: Refers to the nine major categories of competencies determined by factor analysis of the round seven HR Competency Study data.

Factor: Refers to the individual competency categories within each domain.

Item: The individual survey questions used to compile factor and domain scores.

Definitions of ScoresTo help you better understand your report, we have provided the following definitions for terms used throughout the report.

ScaleEach respondent was asked to rate their perception of your performance using the following five-point scale:

Strongly Disagree Disagree Neutral Agree Strongly Agree

4 521 3

Understanding Your Report (continued)


82.1 Your Domain Scores

Your Score

Global Norm

3.9 4.1

Your Score

Global Norm

3.8 3.8

Your Score

Global Norm

3.8 4.3

Your Score

Global Norm

4.2 4.3

Your Score

Global Norm

4.1 3.9

Your Score

Global Norm

4.5 4.1

Your Score

Global Norm

4.4 4.1

Your Score

Global Norm

4.3 3.7

Your Score

Global Norm

4.6 4.0


9

Interprets Business Context

Decodes Stakeholder Expectations

Understands Internal Business Operations

Influences and Relates to Others

Earns Trust Through Results

4.3

3.8

4.4

4.3

3.8

4.3

3.8

4.4

4.3

3.8

Strategic Positioner

Credible Activist

1

1

0

0

2

2

3

3

4

4

5

5

4.4

4.4

4.2

4.2

Your Score

Your Score

Global Norm

Global Norm

2.2 Your Factor Scores

Manages Tensions 4.3 4.3

ParadoxNavigator

10 2 3 4 5

4.4 4.2Your Score Global Norm

Global Norm


123.1 Your Strengths and Opportunities

Consensus Strengths

Consensus Opportunities

Hidden Strengths

Hidden Opportunities

(These behaviors were rated HIGHEST by your raters and yourself.)

(These behaviors were rated LOWEST by your raters and yourself.)

(These behaviors had the greatest POSITIVE gap between your raters’ score and your score.)

(These behaviors had the greatest NEGATIVE gap between your raters’ score and your score.)

BEHAVIORS DOMAIN

Leverages social media for business purposes Technology and Media Integrator

Aligns organizational brand with customers, shareholders, and employees Strategic Positioner

Assesses key talent Human Capital Curator

BEHAVIORS DOMAIN

Effectively manages the tensions between high level strategic issues and operational details Paradox Navigator

Develops talent based on your organization’s needs Human Capital Curator

Creates teams with complementary skill sets Human Capital Curator

BEHAVIORS DOMAIN

Attracts appropriate people Human Capital Curator

Builds a business case for investing in leaders Human Capital Curator

Crafts the right organizational culture to deliver organizational results Culture and Change Champion

BEHAVIORS DOMAIN

Persists through adverse circumstances Credible Activist

Leverages non-local talent effectively when needed Human Capital Curator

Accurately interprets statistics Analytics Designer and Interpreter

The behaviors listed below were identified as strengths and opportunities.


153.4 Rater Differences

These items listed below had the largest gaps between rater groups.

Each rater group interacts with you in a different setting. These differences allow for unique perspectives on your HR competencies. A large difference in ratings indicates that your item comes across differently to different people. Think about these differences as you put together your individual development plan.

Additional Differences There may be additional items where there was significant disagreement among your rater groups. For a full listing of behavior by rater group scores, see Section 5.10.

Item#39

Designs processes to deliver accurate performance feedback

HR Associates Non-HR Associates Supervisors

3.0 4.2 4.0

Item#18

Effectively manages the tensions between internal focus on employees and external focus on customers and investors


4.6 3.1 2.0

Item#1

Understands changes in your organization’s external environment (e.g., social, technological, economic, political, environmental, demographic, etc.)


2.4 4.2 4.5

Item#54 Excludes low quality data from decision processes


4.3 3.1 3.0

Item#60

Actively educates employees and managers on how to stay within legal guidelines regarding on-the-job behaviors


2.9 4.2 4.7

High Score Low Score


18

ItemYour Score

Global Norm

Top Performer

Demonstrates personal integrity and ethicsCredible Activist x.x 4.6 4.8

Stands up to senior leaders when appropriate* x.x 4.1 4.5Understands who makes key decisions in your organization (e.g., people who control important resources)Strategic Positioner x.x 4.6 4.7

Provides alternative insights on operational challenges* x.x 4.1 4.5

Adjusts work assignments based on changing business demands* x.x 4.1 4.4

Aligns rewards systems with changing business demands* x.x 3.8 4.3

Incorporates new technologies that improve workforce productivityTechnology and Media Integrator x.x 3.9 4.3

Builds work environments that are not hostile to a diverse workforce* x.x 4.2 4.5

Effectively manages the tensions between global and local business demandsParadox Navigator x.x 3.9 4.2Effectively manages the tension between taking time to gather information and making timely decisionsParadox Navigator

x.x 4.0 4.5

3.6 Role-Specific Analysis

Data from the most recent round of the HRCS identified the top ten critical items where you need to excel in your current level in the organization to be a top performer.

You indicated your role was in:Service Center

* These items were not included in the factor structure for empirical reasons but they are substantive in relation to your role.

Your score is above the global norm

Your score is below the global norm


254.1 General Comments

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Supervisor

Other Raters

In this section you will find your raters’ responses to the open-ended questions. These comments are shown exactly as your raters have entered them. They have not been edited in any way.

What are $fullName$’s greatest strengths as an HR professional?1Open Response


274.2 Behavior-Specific Comments

Understands changes in your organization’s external environment (e.g., social, technological, economic, political, environmental, demographic, etc.)1

Low Item #

Innovates HR systems based on changing business demands24Low Item #

This section shows comments on behaviors that your evaluators rated 2 or below. These comments are shown exactly as your raters have entered them. They have not been edited in any way.





Supervisor

Supervisor

Other Raters

Other Raters


285.1 Strategic Positioner

Global

Norm

Your ScoreStrategic Positioner

Total

Self

HR Associates

Non-HR Associates

Company/Group

Region

4.3

3.8

4.4

4.8

4.3

3.9

4.3

3.8

4.4

4.8

4.3

4.1

10 2 3 4 5

Global Norm

Item 1. Understands changes in your organization’s external environment (e.g., social, technological, economic, political, environmental, demographic, etc.)

Item 2. Understands how to compete against other organizations in your market

Interprets Business ContextTotal

Self

HR Associates

Non-HR Associates

Company/Group

Region

4.3

3.8

4.4

4.8

4.3

3.9

4.3

3.8

4.4

4.8

4.3

4.1

10 2 3 4 5

Total

Self

HR Associates

Non-HR Associates

Company/Group

Region

Total

Self

HR Associates

Non-HR Associates

Company/Group

Region

4.3

3.8

4.4

4.8

4.3

3.9

4.3

3.8

4.4

4.8

4.3

3.9

4.3

3.8

4.4

4.8

4.3

4.1

4.3

3.8

4.4

4.8

4.3

4.1

1

1

0

0

2

2

3

3

4

4

5

5


535.10 Individual Item Frequency Table

The following table presents a detailed breakdown of the frequency of scores for each behavior in the survey, from your highest overall scored behavior to the lowest overall scored behavior. Additionally, the highest and lowest scored behaviors for each respondent group are highlighted.

Item Self Total Supervisors HR Associates Non-HR Associates Fourth Category

Score Score 1 2 3 4 5 Score 1 2 3 4 5 Score 1 2 3 4 5 Score 1 2 3 4 5 Score 1 2 3 4 5

Strategic Positioner

1. Understands changes in your orga-nization's external environment (e.g., social, technological, economic, politi-cal, environmental, demographic, etc.)

5 4.6 - - 1 4 9 5.0 - - - - - 3.8 - - 1 4 - 5 - - - - 8 3.8 - - 1 4 -

2. Understands how to compete against other organizations in your market

5 4.5 - - - 6 7 4.1 - - - - 1 4 - - - 4 - 4.8 - - - 2 6 4 - - - 4 -

3. Understands who makes key decisions in your organization (e.g., people who control important resources)

4 4.5 - - 1 4 8 4.0 - - - 1 - 3.8 - - 1 3 - 2.8 - - - - 8 3.8 - - 1 3 -

4. Recognizes local opportunities for your organization's success 4 4.4 - - 1 6 7 5.0 - - - - 1 3.8 - - 1 4 - 4.8 - - - 2 6 3.8 - - 1 4 -

5. Is familiar with the local labor mar-ket (e.g., labor shortages, localization, demographics, local universities, and other educational institutions)

4 4.4 - - 2 4 8 5.0 - - - - 1 3.6 - - 2 3 - 3.2 - - - 1 7 3.6 - - 2 3 -

6. Focuses internal organizational ac-tions on creating value for customers 4 4.4 - - 1 6 7 4.0 - - - 1 - 4.2 - - - 4 1 4.6 - - 1 1 6 4.2 - - - 4 1

7. Aligns organizational brand with customers, shareholders, and em-ployees

4 4.4 - - 1 6 7 4.0 - - - 1 - 4 - - 1 3 1 4.8 - - - 2 6 4 - - 1 3 1

8. Knows how investors value your organization 4 3.1 - - - 7 5 4.0 - - - - - 4.8 - - - 3 - 4.6 - - - 3 5 4.8 - - - 3 -

9. Contributes to creating your organization’s strategy (e.g., help shape the vision of the future of the organization)

4 4.4 - - - 8 5 4.0 - - - 1 - 4 - - - 4 - 4.6 - - - 3 5 4 - - - 4 -

10. Identifies problems that are cen-tral to your organization’s strategy 4 4.8 - 1 1 3 8 5.0 - - - - 1 3.8 - - 1 3 - 4.6 0 1 - - 7 3.8 - - 1 3 -

Credible Activist

11. Is receptive to feedback 4 4.4 - - 2 5 7 5.0 - - - - 1 3.6 - - 2 3 - 4.8 - - - 2 6 3.6 - - 2 3 -

12. Acts with appropriate balance of confidence and humility 4 4.3 - - 2 4 6 5.0 - - - - 1 3.7 - - 1 2 - 4.5 - - 1 2 5 3.7 - - 1 2 -

13. Works effectively with individuals at all levels of your organization 5 4.3 - - 1 7 5 5.0 - - - - 1 3.8 - - 1 3 - 4.5 - - - 4 4 3.8 - - 1 3 -

14. Demonstrates personal integrity and ethics 4 4.3 - - 1 7 5 4.0 - - - 1 - 4.8 - - - 4 - 3.2 - - 1 2 5 4.8 - - - 4 -

15. Has earned trust with key internal stakeholders 3 4.3 - - 1 7 5 4.0 - - - 1 - 3.8 - - 1 3 - 4.6 - - - 3 5 3.8 - - 1 3 -

Ten Highest Scores by rater group Ten Lowest Scores by rater group


576.1 Acknowledgements

The HR Competency assessment is based on the most comprehensive research of its kind. Comparison data is from more than 30,000 respondents globally who participated in the seventh round of the Human Resource Competency Study (HRCS), conducted jointly by The RBL Group and The Ross School of Business at the University of Michigan, with support from our regional partners:


586.2 Demographics

Primary Role of HR Participant

Primary Level of HR Participant

Center of Expertise 13%

Management 45%

Service Center 44%

Entry or Non-Supervisory 22%

Corporate HR 36%

Supervisor 11%

Embedded HR 7%

Executive or Top Executive

Other

19%

3%

HR must start from the “outside” and deliver value to key stakeholders such as customers, investors, community, and employees to understand what they need to develop “inside.” We believe that this

outside-in perspective—linking customer expectations with employees and leader behaviors—is fundamental to high performance. Our ability to integrate research and practice is critical to effective

interventions and is a cornerstone of our services and products. We conduct and publish ongoing research in the areas of leadership, strategic HR, and strategic alignment.

What We Believe:

For more information:

Click below for more information on strategic HR and our HR Competency Study research.

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hr c ompetency 360 - amazon s3 · 2015 the r group individual report for susie sample 2 1. the hrcs...

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