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
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Agenda SHRMsEffortsinProfessionalDevelopment
TheHRCompetenciesModel
Researchasafoundation
TheCore9
UnderscoringtheImportanceofCompetencies
TheFutureoftheInitiative
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SHRMsCommitmenttoYOU
AdvancetheProfession ServetheProfession
KnowledgeDevelopmentKEY
KnowledgeCenter ResearchDepartment AcademicInitiatives HRStandards Competencies
Knowledge Development
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Knowledge CenterGoal: access to reliable and valid information
When met with a work challenge
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ResearchGoal: be on cutting edge of w orkplace trends
and get crit ical data needed to make effective
Business decisions
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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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HR Organization StandardsGoal: Ensure pro fessionalism by
meeting acceptable minimum
threshold for organizational execution
Coming:
Workplace Violence
Performance Management
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CompetenciesGoal: Identify and Focus on what
knowledge and behaviors it
takes to be successful in HR atall stages in career
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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
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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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Model Development - 2011 LiteratureReviewofdifferent
competencymodels Development
111FocusGroups
60inUS
51international
29citiesglobally;
Surveyof640CHROs
1200HRProfessionalsample
Resultedin9competenciesat4stagesofcareer
Content Validation - 2012 CompetencyValidationSurvey
32,000HRProfessionals
globallyatallcareerlevels
33Nations
Research
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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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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
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ELEMENTSFORHRSUCCESS
What you
know
How you apply it
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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
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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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Theartofdevelopingandmanaginginteractionswithandbetweenotherswiththespecifiedaimsofserviceandorganizationalsuccess.
Sub competencies Social,face-to-face,andbusinessnetworking
Peoplemanagement
Integrity-basedpractice Advocacy Negotiationandconflictmanagement
Behavioral CompetenciesCompetency 3: Relationship Management
Definition
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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
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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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Competency 7: Leadership & NavigationTheabilitytoleadormaneuver
initiativesandprocesseswithinthe
organizationwithgreatagility
Sub competencies Resultsorientation/goal-
setting
Resourcemanagement
Productandproject
management
Missionfostering Politicalsavvy
Behavioral CompetenciesDefinition
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Competency 8: Critical EvaluationSkillindigestinglargeamountsof
dataandassessingthevalueto
yourworkandorganization
Sub competencies Measurementand
AssessmentSkills
Objectivity
CriticalThinking Curiosity&Inquisitiveness
StudyDesign
Behavioral Competencies Definition
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Competency Domain 9: Business AcumenTheabilitytounderstandall
businessfunctionswithinthe
organizationandindustry
Sub competencies Strategicfocus
Businessknowledge
Systemsthinking
Economicawareness
Effectiveadministration
Financeknowledge Marketingknowledge Operationsknowledge
Behavioral CompetenciesDefinition
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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
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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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Lookingat5breakdownsbysizeweseevirtuallynodifference
inImportanceasafunctionoforganizationalsize.
Competency Importance by Organization Size
0
2
1
3
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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
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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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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
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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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The FutureProficiency vs. performance Industry, size, role
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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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For More Detailed Information or Questions
E-mail:[email protected] or
Phone:(703)535-6403
Web:www.shrm.org/competencies