October 5, 2007

New Competencies for HR

From the HR Magazine

Researchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 Human Resource Competency Study (HRCS)—the last study published—reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.

The Competencies and Their Elements

The six competencies and the elements that make them up offer the outlines of what it takes to be successful.

The Credible Activist is respected, admired, listened to and offers a point of view, takes a position and challenges assumptions by:
• Delivering results with integrity.
• Sharing information.
• Building relationships of trust.
• Doing HR with an attitude (taking appropriate risks, providing candid observations, influencing others).

The Cultural Steward recognizes, articulates and helps shape a company’s culture by:

• Facilitating change.
• Crafting culture.
• Valuing culture.
• Personalizing culture (helping employees find meaning in their work, managing work/life balance, encouraging innovation).

The Talent Manager/Organizational Designer masters theory, research and practice in both talent management and organizational design by:
• Ensuring today’s and tomorrow’s talent.
• Developing talent.
• Shaping the organization.
• Fostering communication.
• Designing reward systems.

The Strategy Architect knows how to make the right change happen by:
• Sustaining strategic agility.
• Engaging customers.

The Business Ally contributes to the success of the business by:
• Serving the value chain.
• Interpreting social context.
• Articulating the value proposition.
• Leveraging business technology.

The Operational Executor administers the day-to-day work of managing people inside an organization by:
• Implementing workplace policies.
• Advancing HR technology.

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