The HRCS (Human Resource Competency Study) has produced a new model that clearly defines six domains that are the most important performance indicators of strong HR professionals and departments:
Credible Activist. HR professionals that are both credible (respected, admired, listened to) and proactive which takes a position and challenges assumptions by:
Ø Delivering results with integrity.
Ø Sharing information.
Ø Building relationship of trust.
Ø Doing HR with an attitude (taking appropriate risks, providing candid observations, influencing others)
This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. "You have got to be good at all of them, but, no question, {this competency} is the key," Ulrich says. "But you can't be a Credible Activist without having all the other competencies. In a sense, it's the whole package." The best HR people do not hold back; they step forward and advocate for their position. CEOs are not waiting for HR to come in with options-they want your recommendations; they want you to speak from your positions as an expert, similar to what you see from legal or finance executives.
Culture and Change Steward. HR professionals that appreciate and help shape company culture through the design of HR systems and practices.
Ø Facilitating change.
Ø Crafting culture.
Ø Valuing culture.
Ø Personalizing culture (helping employees find meaning in their work, managing work/life balance, encouraging innovation)
Talent Manager / Organization Designer. Strong HR professionals are effective talent managers and organizational ("capability" ) designers. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Talent management will not succeed in the long run without an organizational structure that supports it.
Ø Ensuring today's and tomorrow's talent.
Ø Developing talents.
Ø Shaping the organization.
Ø Fostering communication.
Ø Designing reward systems.
Strategy Architect. HR professionals that demonstrate the ability to influence and implement business strategy, linking internal organization practices to external customer requirements. These competencies help in making a sound strategy and decision while ensuring the fact that the negatives are transformed into positives.
Ø Sustaining strategic agility.
Ø Engaging customers.
Operational Executor. HR professionals that effectively and efficiently administer the day-to-day work of managing people inside an organization. They get the basics done well. Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more.
Ø Implementing workplace policies.
Ø Advancing HR technology.
Business Ally. Strong professionals that demonstrate a solid understanding of both the business and the external and industry factors influencing its future growth. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company's products and services. HR people must be business literate.
Ø Serving the value chain.
Ø Interpreting social context.
Ø Articulating the value proposition.
Ø Leveraging business technology.
Regards
Sandhya
From India, Hyderabad
22Credible Activist. HR professionals that are both credible (respected, admired, listened to) and proactive which takes a position and challenges assumptions by:
Ø Delivering results with integrity.
Ø Sharing information.
Ø Building relationship of trust.
Ø Doing HR with an attitude (taking appropriate risks, providing candid observations, influencing others)
This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. "You have got to be good at all of them, but, no question, {this competency} is the key," Ulrich says. "But you can't be a Credible Activist without having all the other competencies. In a sense, it's the whole package." The best HR people do not hold back; they step forward and advocate for their position. CEOs are not waiting for HR to come in with options-they want your recommendations; they want you to speak from your positions as an expert, similar to what you see from legal or finance executives.
Culture and Change Steward. HR professionals that appreciate and help shape company culture through the design of HR systems and practices.
Ø Facilitating change.
Ø Crafting culture.
Ø Valuing culture.
Ø Personalizing culture (helping employees find meaning in their work, managing work/life balance, encouraging innovation)
Talent Manager / Organization Designer. Strong HR professionals are effective talent managers and organizational ("capability" ) designers. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Talent management will not succeed in the long run without an organizational structure that supports it.
Ø Ensuring today's and tomorrow's talent.
Ø Developing talents.
Ø Shaping the organization.
Ø Fostering communication.
Ø Designing reward systems.
Strategy Architect. HR professionals that demonstrate the ability to influence and implement business strategy, linking internal organization practices to external customer requirements. These competencies help in making a sound strategy and decision while ensuring the fact that the negatives are transformed into positives.
Ø Sustaining strategic agility.
Ø Engaging customers.
Operational Executor. HR professionals that effectively and efficiently administer the day-to-day work of managing people inside an organization. They get the basics done well. Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more.
Ø Implementing workplace policies.
Ø Advancing HR technology.
Business Ally. Strong professionals that demonstrate a solid understanding of both the business and the external and industry factors influencing its future growth. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company's products and services. HR people must be business literate.
Ø Serving the value chain.
Ø Interpreting social context.
Ø Articulating the value proposition.
Ø Leveraging business technology.
Regards
Sandhya
From India, Hyderabad
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