martha ramirez - shrm - the hr professional competancy model

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    SHRM 2013

    SHRMs HR Professional CompetencyModel: A Road Map for Success

    Martha Ramirez, SPHRSHRM Regional DirectorCISHRP 10th Annual ConferenceMay 9, 2013

    SHRM 2013 2

    Agenda SHRMsEffortsinProfessionalDevelopment

    TheHRCompetenciesModel

    Researchasafoundation

    TheCore9

    UnderscoringtheImportanceofCompetencies

    TheFutureoftheInitiative

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    SHRM 2013

    5/15/20133

    SHRMsCommitmenttoYOU

    AdvancetheProfession ServetheProfession

    KnowledgeDevelopmentKEY

    KnowledgeCenter ResearchDepartment AcademicInitiatives HRStandards Competencies

    Knowledge Development

    SHRM 2013

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    Knowledge CenterGoal: access to reliable and valid information

    When met with a work challenge

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    SHRM 2013

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    ResearchGoal: be on cutting edge of w orkplace trends

    and get crit ical data needed to make effective

    Business decisions

    SHRM 2013

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    Academic InitiativesGoal: tools for Professional Development:

    Curricu lum Guides, Case Studies, Assessment

    Tools , Tracking State of HR Education yearly

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    SHRM 2013

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    HR Organization StandardsGoal: Ensure pro fessionalism by

    meeting acceptable minimum

    threshold for organizational execution

    Coming:

    Workplace Violence

    Performance Management

    SHRM 2013

    5/15/20138

    CompetenciesGoal: Identify and Focus on what

    knowledge and behaviors it

    takes to be successful in HR atall stages in career

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    SHRM 2013

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    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).

    What is a Competency?More than 100 existing models examined

    SHRM 2013

    5/15/201310

    Our Process

    2012

    2013

    2011

    FUTURE

    START

    Model

    Development

    Content

    Validation

    Survey

    Criterion Validation8-10 validation studies

    &

    Toolki t Refinement

    Establish li nk between proficiency and performance indicators

    2011:

    Qualitative Research

    Focus Groups

    Surveys

    Interviews

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    SHRM 2013

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    Model Development - 2011 LiteratureReviewofdifferent

    competencymodels Development

    111FocusGroups

    60inUS

    51international

    29citiesglobally;

    Surveyof640CHROs

    1200HRProfessionalsample

    Resultedin9competenciesat4stagesofcareer

    Content Validation - 2012 CompetencyValidationSurvey

    32,000HRProfessionals

    globallyatallcareerlevels

    33Nations

    Research

    SHRM 2013 12

    How Much of HR is HR? WhenyouthinkofHRyouthinkoftechnical competencies

    Compensation

    TalentManagement RecruitmentandSelection

    TrainingandDevelopment

    Employeerelations

    Employeeengagement

    Compliance

    Largercompanieshavespecialists

    Smallercompanieshavegeneralists

    Nuts and Bolts HR!

    And

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    SHRM 2013 13

    How Much of HR is HR?Technicalknowledgeonlygetsyousofar

    Youalso thinkofbehavioral andleadership competencies EthicalPractice Communication Consultation CriticalEvaluation Diversity&Inclusion RelationshipManagement Leadership&Navigation BusinessAcumen

    Regardlessofthesizeorganizationyouarein youneedalloftheseskills,developedovertime,tobesuccessfulinHR

    To be successful in HR and grow your career

    you need more than HR Technical Knowledge

    SHRM 2013

    ELEMENTSFORHRSUCCESS

    What you

    know

    How you apply it

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    SHRM 2013

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    Theabilitytoapplytheprinciplesand

    practicesofhumanresource

    managementtocontributetothesuccess

    ofthebusiness.

    6CoreBodiesofKnowledgetaughtin

    SHRMsLearningSystem

    Currentlyconceptualizedas

    BusinessManagement&Strategy

    WorkforcePlanning&Employment

    HumanResourceDevelopment

    Compensation&Benefits RiskManagement

    Employee&LaborRelations

    The CoreCompetency 1: HR Technical Expertise & Practice

    SHRM 2013

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    Thepervasiveintegrationof

    integrityandaccountability

    throughoutallorganizational

    andbusinesspractices

    Sub competencies Rapportbuilding

    Trustbuilding Personal,professional,

    andbehavioralintegrity

    Professionalism

    Accountabilityseeking

    Behavioral CompetenciesCompetency 2: Ethical Practice Definition

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    SHRM 2013

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    Theartofdevelopingandmanaginginteractionswithandbetweenotherswiththespecifiedaimsofserviceandorganizationalsuccess.

    Sub competencies Social,face-to-face,andbusinessnetworking

    Peoplemanagement

    Integrity-basedpractice Advocacy Negotiationandconflictmanagement

    Behavioral CompetenciesCompetency 3: Relationship Management

    Definition

    SHRM 2013

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    Theabilitytocommunicatewith

    purposeforallpossibleaudiences

    Sub competencies Persuasiveness

    Verbalcommunicationskills

    Writtencommunicationskills

    Honesty

    Perceptualobjectivity Activelistening

    Effectivefeedback

    Behavioral CompetenciesCompetency 4: Communication Definition

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    Theartofprovidingdirect

    guidancetoorganizational

    stakeholdersseekingexpert

    adviceonavarietyof

    situationsorcircumstances

    Sub competencies Creativity

    Coaching

    Consulting(design,

    implementation,and

    evaluation) Analyticreasoning

    Problem-solving

    Multi-tasking

    Behavioral CompetenciesCompetency 5: Consultation Definition

    SHRM 2013

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    Competency 6: Diversity & InclusionTheartofmanaginghuman

    resourcesregardlessofcultural

    differencesbothwithinandacross

    borders.

    Sub competencies Perspectivetaking/empathy

    Opennesstoexperience Toleranceforambiguity

    Embracingdiversity&

    inclusion

    Behavioral Competencies Definition

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    SHRM 2013

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    Competency 7: Leadership & NavigationTheabilitytoleadormaneuver

    initiativesandprocesseswithinthe

    organizationwithgreatagility

    Sub competencies Resultsorientation/goal-

    setting

    Resourcemanagement

    Productandproject

    management

    Missionfostering Politicalsavvy

    Behavioral CompetenciesDefinition

    SHRM 2013

    5/15/201322

    Competency 8: Critical EvaluationSkillindigestinglargeamountsof

    dataandassessingthevalueto

    yourworkandorganization

    Sub competencies Measurementand

    AssessmentSkills

    Objectivity

    CriticalThinking Curiosity&Inquisitiveness

    StudyDesign

    Behavioral Competencies Definition

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    SHRM 2013

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    Competency Domain 9: Business AcumenTheabilitytounderstandall

    businessfunctionswithinthe

    organizationandindustry

    Sub competencies Strategicfocus

    Businessknowledge

    Systemsthinking

    Economicawareness

    Effectiveadministration

    Financeknowledge Marketingknowledge Operationsknowledge

    Behavioral CompetenciesDefinition

    SHRM 2013

    5/15/201324

    Closer Look: Levels of Experience

    Specialist in a specific support func tion

    Titles include, but not limit ed, to HR assistant, junior r ecruiter,

    or benefits clerk

    Generalist or experienced specialist Manages projects or programs

    Titles include, but not limited to, HR manager,

    generalist, or specialist

    Very experienced generalist or specialist

    Holds a formal title such as but not limi ted

    to, director or principal.

    Typically is th e most

    experienced person in HR

    Holds the top HR job in the

    organization or VP role.

    Executive

    15 or

    more

    Senior

    8-14

    Entry

    0-2

    Mid3-7

    Career

    Level/Years

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    Closer Look at a competency at different career stages

    Gathers, assembles, andreports HR metrics and labor

    market trends

    Implements strategy for

    managing talent across

    business lines as w ell ascompetitive market

    Creates an action plan f or

    managing talent within theconfines of the labor market

    Defines strategy for managing

    talent within the confines of

    the labor market and the

    business model

    Executive

    15 or

    more

    Senior

    8-14

    Entry

    0-2

    Mid

    3-7

    Proficiencies

    Career

    Level/Years

    Competency: Business Acumen

    The ability to understandbusiness functions and metrics

    within the organization and

    industry

    SHRM 2013

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    ProficienciesatdifferentcareerstagesCloser Look: Business Acumen

    Develops basic knowledge of

    HR Metrics

    Defines critical activities in

    terms of value added, impact,

    utility derived from cost -benefit

    analysis

    Ensures all HR initiatives

    have ROI that adds to

    organizational value

    Develops HR business

    strategies to drive key

    business results

    Executive

    15 or more

    Senior

    8-14

    Entry

    0-2

    Mid

    3-7

    ProficienciesCareer

    Level/Years

    Competency:

    Business Acumen

    The abilit y to understand

    business functions and

    metrics within the

    organization and industry.

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    SHRM 2013

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    Lookingat5breakdownsbysizeweseevirtuallynodifference

    inImportanceasafunctionoforganizationalsize.

    Competency Importance by Organization Size

    0

    2

    1

    3

    SHRM 2013

    5/15/201328

    Lookingatbreakdownsbysectoragainweseevirtuallyno

    differenceinImportanceasafunctionoforganizationalsector.

    Competency Importance by Sector

    0

    2

    1

    3

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    Prioritization of competenciesEntry Level

    2.462.46

    2.112.11

    2.092.09

    1.291.29

    1.481.48

    1.501.50

    1.751.75

    1.591.59

    1.531.53

    Ethical Practice

    Communication

    Relationshi p Management

    HR Technical Expertise &

    Practice

    Business Acumen

    Critical Evaluation

    Consultation

    Diversity & Inclusion

    Leadership and NavigationEntry

    SHRM 2013

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    2.342.34

    2.332.33

    1.691.69

    1.731.73

    1.841.84

    2.242.24

    2.072.07

    1.881.88

    2.642.64

    Prioritization of competenciesMid LevelEthical Practice

    Relationship Management

    Communication

    HR Technical Expertise &

    Practice

    Consultation

    Business Acumen

    Critical Evaluation

    Leadership & Navigation

    Diversity & Inclusion

    Mid

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    SHRM 2013

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    Prioritization of competenciesSenior Level

    2.772.77

    2.652.65

    2.552.55

    1.971.97

    2.212.21

    2.242.24

    2.512.51

    2.442.44

    2.342.34

    Ethical Practice

    HR Technical Expertise &

    Practice

    Relationsh ip Management

    Communication

    Consultation

    Leadership & Navigation

    Business Acumen

    Critical Evaluation

    Diversity & Inclusion

    Senior

    SHRM 2013

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    Prioritization of competenciesExecutiveEthical Practice

    HR Technical Expertise & Practice

    Relationship Management

    Communication

    Consultation

    Leadership & Navigation

    Business Acumen

    Critical Evaluation

    Diversity & Inclusion

    2.872.87

    2.792.79

    2.72.7

    2.132.13

    2.422.42

    2.52.5

    2.642.64

    2.632.63

    2.572.57

    Executive

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    SHRM 2013

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    The FutureProficiency vs. performance Industry, size, role

    SHRM 2013

    ELEMENTSFORHRSUCCESS

    1. What

    you

    know

    2. How you apply it

    In Summary.. Its about 3. Continue to develop these skills in your HR career

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    SHRM 2013 35

    For More Detailed Information or Questions

    E-mail:[email protected] or

    [email protected]

    Phone:(703)535-6403

    Web:www.shrm.org/competencies