Show Menu

Nine Competencies for HR Excellence Cheat Sheet by

Nine Competencies for HR Excellence
hr     competencies     excellence


The goal of the HRCS was not to simply define HR compet­encies, but to understand which HR compet­encies create positive outcomes, the resear­chers explain.

"We have shown that different HR compet­encies have different impacts on three outcomes: personal effect­iveness of the HR profes­sional, impact on key stakeh­olders and business results. HR is not about HR and HR compet­encies are not about the compet­encies, but about how they deliver key outcom­es."­

Unlike many studies that use self-r­epo­rting, the HRCS explored how HR compet­encies are perceived by others. "­People generally judge themselves by their intent; others judge them by their behavior, so it is important to evaluate both intent and behavi­or,­" the resear­chers note.

Group 1: Core Drivers

Stra­tegic Positi­oner: Able to position a business to win its market.
Credible Activi­st: Able to build relati­onships of trust by having a proactive point of view.
Paradox Naviga­tor: Able to manage tensions inherent in business (including long-term and short-term tensions, and top-down and bottom-up tensions.)

Group 2: Organi­zation Enablers

Three categories of HR competence were defined as organi­zation enablers, helping position HR to deliver strategic value:
Culture and Change Champi­on: Able to make change happen and manage organi­zat­ional culture.
Human Capital Curator: Able to manage the flow of talent by developing people and leaders, driving individual perfor­mance and building technical talent.
Total Rewards Stewar­d:­Able to manage employee well-being through financial and non-fi­nancial rewards.

HR Competency Model

Group 3: Delivery Enablers

Finally, three HR compet­encies were defined as delivery enablers that focus on managing the tactical or founda­tional elements of HR:
Tech­nology and Media Integr­ator: Able to use technology and social media to drive and create high-p­erf­orming organi­zat­ions.
Anal­ytics Designer and Interp­ret­er: Able to use analytics to improve decisi­on-­making.
Comp­liance Manager: Able to manage the processes related to compliance by following regulatory guidel­ines.

The 360-Degree View of HR Competence

A unique feature of the HRCS is that it goes beyond self-r­epo­rting from HR profes­sionals and explores how other stakeh­older ― superv­isors, HR associates and non-HR associates – perceive HR compet­encies.

Things to note:
HR profes­sionals are seen by all as having more competence as Credible Activists and Compliance Manager; HR practi­tioners are viewed as having less competence in Total Rewards Steward and Technology and Media Integr­ator.
The self-a­sse­ssments of HR profes­sionals are somewhat higher than supervisor ratings, but lower than the ratings of HR associates and non-HR associ­ates.

Download the Nine Competencies for HR Excellence Cheat Sheet

1 Page

PDF (recommended)

Alternative Downloads

Share This Cheat Sheet!



No comments yet. Add yours below!

Add a Comment

Your Comment

Please enter your name.

    Please enter your email address

      Please enter your Comment.

          Related Cheat Sheets

          Principles of Successful Medical Teamwork Cheat Sheet

          More Cheat Sheets by Davidpol