hr competency model: a road map for success

SHRM 2015

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DInfinity Software Solutions

User Conference 2015 September 2, 2015 - Scottsdale, AZ

SHRMs HR Professional Competency Model:A Road Map for Success

Scott D. Ferrin, SHRM-SCP, PMP Field Services Director

Bhavna Dave, SHRM-CPDirector of Talent

SHRM member since 2005

@SHRMScott

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Think about someone in the HR profession - with whom you work

What makes them really good at what they do? How they do their job Who they interact with How they conduct themselves

Take note of what comes to mind Lets talk about these factors

What Does Success Look Like?ANECDOTES ABOUT THOSE WITH WHOM YOU WORK

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3New Expectations for HR

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4New Expectations for HR

Youve got to find your extrayour unique value contribution that justifies why you should be hired, why you should be promoted, and why you should be advanced every year. --Tom Friedman,

Keynote Speaker, 2014 SHRM Annual Conference

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New ways of doing business require new

ways of managing talent

GlobalizationSpeed and Flexibility

Government Regulation

Demographic Shifts

New ways of managing talent

require new competencies and behaviors

from HRHighlighting behavioral attributes along with technical skills

A new focus on competencies

and behaviors is a great way to

advance the HR profession

Identifying successful performance across career levels

Focus on observable measurable behaviors and proficiency standards

Forces for Change

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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?COMPETENCIES DEFINED

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7The ProcessDEVELOPMENT AND VALIDATION

2011 Model

Development

2012 Content

Validation

2013 Criterion

Validation &ToolkitRefinement

2014 SHRM HR

Competency Diagnostic Tools

2015 Competency-

Based Certification

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Model Development Literature Review

35 different competency models Development

111 Focus Groupso 29 cities globally; 1200 HR Pros

Survey of 640 CHROs

Content Validation 2012 Competency Validation

Survey 32,000 HR Professionals globally

at all career levels 33 Nations represented in total

Supporting ResearchDEVELOPMENT DEEP DIVE

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9How Much of HR is HR?

When you think of HR you think of technical areas of expertise or technical competencies including:

Talent Acquisition Employee Engagement Learning and Development Total Rewards Labor Relations Employment Law

Larger companies have specialists who handle these areas and smaller companies have generalists who handle a variety of HR activities

Foundational HR = Technical Expertise

TECHNICAL EXPERTISE

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When you think of HR you should also think of behavioral and leadership competencies:

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

To be successful in HR and grow your career you need more than HR Technical Knowledge

How Much of HR is HR?BEHAVIORAL (NON-TECHNICAL) COMPETENCIES

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11Knowledge + Behavior = Success

TechnicalCompetencies

Behavioral Competencies HR Success

To be successful in HR and grow your career you need more than just technical competencies

Technical Competencies

(Power)Whats Being

Performed

Behavioral Competencies

(Direction)How You

Perform Your Job

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12SHRM Competency Model HR COMPETENCY MODEL

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13SHRM HR Competency Model Detailed

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Definition: Knowledge of principles, practices, and functions of effective human resource management

HR Expertise describes the technical expertise needed by HR professionals to design, enact, evaluate, and maintain sound HRM practices

Includes the policies, practices, laws/regulations, and principles that underlie effective HRM

Technical CompetencyCOMPETENCY DOMAIN #1: HR EXPERTISE

E.g., Talent Acquisition, Employee Engagement, Learning & Development, Total Rewards,

Risk Management, & Labor Relations

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Remains current on relevant laws, legal rulings, and regulations Maintains up-to-date knowledge of general HR practices, strategy, and

technology Demonstrates a working knowledge of critical human resource functions

including: Strategic Business Management; Workforce Planning and Employment; Human Resource Development; Compensation and Benefits; Risk Management (including safety, environmental health, quality, security, etc.) Employee and Labor Relations; HR Technology; and Global and International HR.

Delivers customized human resource solutions for organizational challenges Utilizes core business and HR-specific technologies to solve business

challenges

HR ExpertiseBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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Definition: Integration of integrity and accountability throughout all organizational and business practices

Adherence to organizations core values and ethical guidelines

Help to drive your organizations ethical climate by responding to ethical issues

Behavioral CompetenciesCOMPETENCY DOMAIN #2: ETHICAL PRACTICE

E.g., Conducting thorough and confidential investigations into reports of unethical behavior and recommending further action E.g., Developing policies and procedures for employees to report unethical behavior

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Maintains confidentiality Responds immediately to all reports of unethical behavior or conflicts of

interest Empowers all employees to report unethical behavior or conflicts of

interest without fear of reprisal Acknowledges mistakes Drives the corporate ethical environment Recognizes personal bias and others tendency toward bias, and takes

measures to mitigate the influence of bias in business decisions Maintains appropriate levels of transparency in organizational practices Ensures that all stakeholder voices are heard Manages political and social pressures when making decisions

Ethical PracticeBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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COMPETENCY DOMAIN #3: BUSINESS ACUMEN

Definition: Ability to understand and apply information with which to contribute to the organizations strategic plan

Think in terms of the business and operations first and then apply the HR lens to their work

Systems thinking and economic awareness based upon four areas of knowledge: business administration, finance, marketing, and operations expertise

Behavioral Competencies: Strategic Partner Cluster

Most proficient HR Practitioner are able to draw a link between HR metrics and business outcomes like key performance indicators

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Demonstrates an understanding of the strategic relationship between effective human resource management and core business functions

Demonstrates a capacity for understanding the business operations and functions within the organization

Understands the industry and business/competitive environment within which the organization operates

Makes the business case for HR management (e.g., Return On Investment/ROI) as it relates to efficient and effective organizational functioning

Understands organizational metrics and their correlation to business success

Uses organizational metrics to make decisions Leverages technology to solve business problems

Business AcumenBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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COMPETENCY DOMAIN #4: CRITICAL EVALUATION

Definition: Interpret information with which to make business decisions and recommendations

HR is all about numbers, metrics, stats, and research!

Mastery of measurement and assessment, critical thinking, and research design with the expressed aim of answering workforce and business questions

Evaluate the data, analyze it from different perspectives until you have a good grasp of the details


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Applies critical thinking to information received from organizational stakeholders and evaluates what can be used for organizational success

Gathers critical information

Analyzes data with a keen sense for what is useful

Analyzes information to identify evidence-based best practices

Identifies leading indicators of outcomes

Analyzes large quantities of information from research and practice

Critical EvaluationBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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Definition: Providing direct guidance to organizational stakeholders

Unique set of attributes to translate complicated information about HRM practices into actionable recommendations

COMPETENCY DOMAIN #5: CONSULTATION

1. Technical Skills: HR Expertise2. Consulting Skills: Entry and contracting, discovery and dialogue,

feedback and decision to act, engagement and implementation, and extension, recycle, or termination

3. Interpersonal Skills: Building Relationships, listening, effectively communicating


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Serves as an in-house workforce and people management expert

Analyzes specific business challenges involving the workforce and offers solutions based upon best practice or research

Generates specific organizational interventions (e.g., culture change, change management, restructuring, training, etc.) to support organizational objectives

Developing consultative and coaching skills

Guides employees regarding specific career situations

ConsultationBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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Definition: Developing and managing interactions to provide service and to support the organization

Job success for an HR professional is largely a function of his or her ability to maintain productive interpersonal relationships

Increased performance, team cohesion, and engagement

COMPETENCY DOMAIN #6 RELATIONSHIP MANAGEMENT

Negotiating both information/task conflict and relationship conflict

Behavioral Competencies: Interpersonal Cluster

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Establishes credibility in all interactions Builds engaging relationships with all organizational stakeholders

through trust, teamwork, and direct communication Provides customer service to organizational stakeholders Promotes successful relationships with stakeholders Manages internal and external relationships in ways that promote the

best interests of all parties Champions the view that organizational effectiveness benefits all

stakeholders Serves as an advocate when appropriate Fosters effective teambuilding among stakeholders

Relationship ManagementBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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Definition: Ability to Effectively exchange information with stakeholders

Effective communication is one of the building blocks of personal and career success

When HR information is communicated well, employees better understand the purpose and value of policies and practices

COMPETENCY DOMAIN #7: COMMUNICATION

HRM viewed to be more effective

Positive impact on EE satisfaction and business unit performance


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Provides clear, concise information to others in verbal, written, electronic, and other communication formats for public and organizational consumption

Listens actively and empathetically to the views of others Delivers critical information to all stakeholders Seeks further information to clarify ambiguity Provides constructive feedback effectively Ensure effective communication throughout the organization Provides thoughtful feedback in appropriate situations Provides proactive communications Demonstrates an understanding of the audiences perspective Treats constructive feedback as a developmental opportunity Welcomes the opportunity to discuss competing points of view Helps others consider new perspectives Helps managers communicate not just on HR issues Utilizes communication technology and social media

Communication BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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COMPETENCY #8: LEADERSHIP & NAVIGATION

Definition: Ability to direct and contribute to initiatives and processes within the organization

HR professionals at each career level can demonstrate Leadership and Navigation.

Foster collaboration with coworkers Develop strategies to implement HR

initiatives Establish a vision for HR initiatives

Employ a results-oriented approach based upon SMART goals to manage resources, projects and products

Navigating potential obstacles with extreme political savvy


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Fosters collaboration Understands the most effective and efficient way to accomplish tasks within the

parameters of organizational hierarchy, processes, systems, and policies Develops solutions to overcome potential obstacles to successful

implementation of initiatives Demonstrates agility and expertise when leading organizational initiatives or

when supporting the initiatives of others Sets the vision for HR initiatives and builds buy-in from internal and external

stakeholders Leads the organization through adversity with resilience and tenacity Promotes consensus among organizational stakeholders (e.g., employees,

business unit leaders, informal leaders) when proposing new initiatives Serves as a transformational leader for the organization by leading change

Leadership & NavigationBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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COMPETENCY DOMAIN #9: GLOBAL & CULTURAL EFFECTIVENESS

Definition: The ability to value and consider the perspectives and backgrounds of all parties

Ability to effectively and respectfully interact with colleagues, customers, and clients of varying backgrounds and cultures

Compliance with inclusive hiring practices

67% of U.S. organizations and 74% of Fortune 500 companies utilize diversity training programs


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Maintains openness to others ideas and makes decisions based upon experience, data, facts and reasoned judgment

Demonstrates nonjudgmental respect for other perspectives Works effectively with diverse cultures and populations Appreciates the commonalities, values, and individual uniqueness of all human

beings Embraces inclusion Navigates the differences between commonly-accepted practice and law when

conducting business in other nations Operates with a global, open mindset while being sensitive to local cultural

issues and needs Takes the responsibility to teach others about the differences and benefits that

multiple cultures bring to the organization to ensure inclusion Incorporates global business and economic trends into business decisions

Global & Cultural EffectivenessBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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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

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

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

Entry0-2

Mid 3-7

Career Level/Years

Closer Look: Levels of Experience

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Early

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

Mid

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

Seni

or

Creates an action plan for managing talent within the confines of the labor market E

xecu

tive

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

Competency: Business AcumenThe ability to understand and apply information to contribute to the organizations strategic plan

Proficiency standards by career level

Shifting Standards

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All but Global and Cultural Effectiveness were rated as IMPORTANT by morethan 32,000 HR professionals; when looking specifically at MNCs, Global andCultural Effectiveness jumps to over 2 out of 3 the threshold for importance.

Competency Importance Ratings: Overall

HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation

Chart1

2.51

2.5

2.31

2.17

2.46

1.9

2.74

2.16

2.11

Competency Importance

Sheet1

Competency Importance

HR Tech Exp & Practice2.51

Relationship Management2.5

Consultation2.31

Org Ldrshp & Navigation2.17

Communication for Impact2.46

Global & Cultural Eff1.9

Ethical Practice2.74

Business Acumen2.16

Critical Evaluation2.11

To resize chart data range, drag lower right corner of range.

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

Competency Required Upon Entryto HR: Overall


Chart1

0.9

0.91

0.8

0.67

0.9

0.57

0.97

0.67

0.7

Column1

Sheet1

Column1

HR Tech Exp & Practice0.9

Relationship Management0.91

Consultation0.8

Org Ldrshp & Navigation0.67

Communication for Impact0.9

Global & Cultural Eff0.57

Ethical Practice0.97

Business Acumen0.67

Critical Evaluation0.7

To resize chart data range, drag lower right corner of range.

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

Competency Importance by Organization Size

0

2

1


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

Competency Importance by Sector

0

2

1

3


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Carries out the plan at the transactional level

Implements plan and contributes to the refinement of the plan

Operationalizes HR strategy; Translates strategy into a plan

Develops HR strategy; Peer group are the other executives in the organization

Different Levels, Different Responsibilities, Different Needs

Entry

Mid

Senior

Executive

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Which competencies do you think - are more important than others at the different career levels? Early? Mid? Senior? Executive?

Career Level DifferencesCOMPETENCY IMPORTANCE VARIES BY CAREER LEVEL

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CAREER LEVEL DIFFERENCES

Entry Level

2.46

2.11

2.09

1.29

1.48

1.50

1.75

1.59

1.53

Ethical Practice

Communication

Relationship Management

HR Expertise

Business Acumen

Critical Evaluation

Consultation

Global & Cultural Effectiveness

Leadership and NavigationEntry

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2.34

2.33

1.69

1.73

1.84

2.24

2.07

1.88

2.64

Mid Level

Ethical Practice


Communication

HR Expertise

Consultation

Business Acumen

Critical Evaluation

Leadership & Navigation


Mid


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42Senior Level

2.77

2.65

2.55

1.97

2.21

2.24

2.51

2.44

2.34

Ethical Practice

HR Expertise


Communication

Consultation


Business Acumen

Critical Evaluation


Senior


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43Executive

Ethical Practice

HR Expertise


Communication

Consultation


Business Acumen

Critical Evaluation


2.87

2.79

2.7

2.13

2.42

2.5

2.64

2.63

2.57

Executive


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SHRM Effectiveness SHRM Self SHRM 180 SHRM 360

SHRM HR Diagnostic Tools

SHRM-SCP SHRM-CP

SHRM Certification

Questions Anchored Responses Scoring

Behavioral Interview Guide

Reference Book

Career Paths and Seminars

Competency-based Services

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shrmcertification.org 45

SHRM Body of Competency & Knowledge

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46SHRM Certification

We expect that the SHRM-CP and SHRM-SCP will become the new standard for HR professionals around the globe.

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47Key Dates

Pilot testing of SHRM-CP and SHRM-SCP examsOct2014

Instructor Materials for SHRM-CP and SHRM-SCP become available

Nov 2014

Holders of existing HR generalist certifications cancomplete the 3-step pathway process to obtain theirSHRM-CP or SHRM-SCP (5 Jan thru 31 Dec 2015)

Jan 2015

Initial exam window opens for SHRM-CP and SHRM-SCP

May 2015

SHRM Learning System for SHRM-CP and SHRM-SCP becomes available

Dec 2014

Registration begins for first SHRM-CP and SHRM-SCP exam window

Jan 2015

SHRM 2015

48For Existing Certificants

Credential holders will complete a simple three-step process:

1. Agree to abide by the SHRM Code of Ethics;

2. Affirm that you hold a valid HR credential; and

3. Complete the online tutorial on HR competencies.

From January 5, 2015, to 31 December 2015, holders of a valid HR generalist certification can beeligible to obtain the SHRM-CP or SHRM-SCP.

*Note: PHR, SPHR, GPHR, HRBP and HRMP are registered trademarks of the HR Certification Institute and are not SHRM certifications.

You are not required to give up your existing credentials.

Holders of credentials like PHR & HRBP* will be eligible

for:

Holders of senior-level credentials like SPHR, GPHR,& HRMP* will be eligible for:

Credentials must be earned by January 31, 2015, in order to be eligible for the three-step pathway process.

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49Eligibility Requirements

The SHRM certification program recognizes the value of formal HR education, makes certification accessible to professionals with less-than-full-time work arrangements,

and provides a pathway from SHRM-CP to SHRM-SCP.

shrmcertification.org

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50SHRM-CP, SHRM-SCP Exam Fees

$300 SHRM Members

$400 non-SHRM Members

Late fees and detailed information found at:www.shrmcertification.com

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http://www.shrmcertification.com/

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51Recertification Timetable

Earn 60 Professional Development Credits (PDCs) within a three-year period that ends on the last day of the credential holders birth month.

Pathway or Take Exam: May 2015

Recertification Credits Reqd: 60 PDCs

Recertification Deadline: Last day of birth monthafter 3 years

Birth Month: September

Recertification Deadline: September 30, 2018

Recertification Fee = $100/SHRM Members$150/Nonmembers

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52Streamlined Recertification

ProcessBroad

Opportunities for Qualifying

Activities

User-Friendly, Job-Related

Requirements

Streamlined PreferredProvider Program

60 Professional Development Credits (PDCs) based on the SHRM BoCK;

Credits awarded for Advance Your Education, Organization, Profession;

No distinction between Strategic & General Business Credits;

Once you earn the new SHRM credentials, you will begin a three-year recertification cycle.

www.shrmcertification.org

http://www.shrmcertification.org/

SHRM 2015

53Recertification Credits

Category Description/Examples

Maximum Number of Professional Development

Credits (PDCs)

Advance Your Education

Continuing education such as:o Conferenceso College courseso Seminarso e-Learning (Instructor-Led and Self-Directed)o Chapter programso Webcastso Audiocastso Podcasts

o No maximum for instructor-led PDCs

o Maximum of 30 PDCs for self-directed programs

Advance Your Organization

Work projects endorsed by supervisor which support organizational goals and advance or demonstrate capabilities in one or more HR competency.

o Maximum of 20 PDCs per cycle

Advance Your Profession

Thought leadership and volunteer activities such as:o Professional membershipo Volunteer leadershipo Speaking at conferenceso Writing and Research

o Maximum of 30 PDCs per cycle

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Image courtesy of Stuart Miles/FreeDigitalPhotos.net

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Scott D. FerrinSHRM-SCP, PMP

Field Services Director

[email protected](800) 283-7476 x6453

@SHRMScott

mailto:[email protected]

SHRM 2015

(Please note that these slides are copyrighted material and may only be distributed to an audience at a SHRM speaker presentation. Further distribution is not allowed, except with permission by SHRM.)

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DSlide Number 2New Expectations for HRNew Expectations for HRForces for ChangeSlide Number 6Slide Number 7Slide Number 8Slide Number 9Slide Number 10Slide Number 11Slide Number 12Slide Number 13Slide Number 14Slide Number 15Slide Number 16Slide Number 17Slide Number 18Slide Number 19Slide Number 20Slide Number 21Slide Number 22Slide Number 23Slide Number 24Slide Number 25Slide Number 26Slide Number 27Slide Number 28Slide Number 29Slide Number 30Slide Number 31Slide Number 32Slide Number 33Slide Number 34Slide Number 35Slide Number 36Slide Number 37Slide Number 38Slide Number 39Slide Number 40Slide Number 41Slide Number 42Slide Number 43Slide Number 44Slide Number 45SHRM CertificationSlide Number 47Slide Number 48Slide Number 49Slide Number 50Slide Number 51Slide Number 52Slide Number 53Slide Number 54Slide Number 55Slide Number 56