Over the past ten years, there has been increased emphasis on HR competencies as a means to increase the HR profession’s effectiveness.
The profession is changing and growing more rapidly than ever before. Organizations are now demanding greater creativity and productivity from their HR teams, and this will require HR professionals to possess specific competencies to support the desired results.
The growth of the global marketplace, and also of a diverse, multigenerational workforce, has created additional challenges for HR professionals seeking to sustain a competitive talent advantage in their organizations.
What’s in a Compentency?
A competency is a cluster of highly interrelated attributes, including knowledge, skills and abilities (KSAs), that give rise to the behaviors needed to perform a given job effectively. A competency model is a set of competencies that collectively defines the requirements for effective performance in a specific job, profession or organization–such as HR.
The Society for Human Resource Management defines competencies as either technical or behavioral and says that “Technical competencies reflect the knowledge required to perform a specific role,” while “Behavioral competencies describe the KSAs that facilitate the application of technical knowledge to job-related behavior.” In other words, technical competencies reflect what knowledge HR professionals apply to their jobs, and behavioral competencies reflect how HR professionals apply this knowledge.
To function effectively, HR professionals must master specific concepts and competencies, and be able to apply that knowledge to specific business situations and settings.
How do you view the role of competencies in HR? How will they define and direct the future success of HR professionals?
Please join @shrmnextchat at 3 p.m. ET on March 11 for #Nextchat with special guest Alex Alonso, vice president of SHRM Certification (@shrmresearchVP) and Kari Stobel, Director, HR Competencies, Thought Leadership (@shrm_research). We’ll discuss the importance of building a competent HR profession.
Q1. Are competencies predictive of success in the HR profession–why or why not?
Q2. What competencies are necessary for HR pros to function effectively as strategic business partners?
Q3. How do competencies vary by type of position within HR (entry-level, manager, director and executive)?
Q4. What are examples of relationships between specific competencies and the particular responsibilities of HR professionals?
Q5. Does an HR professional’s education affect his or her competency in HR? Why or why not?
Q6. Does an HR professional’s years of experience in HR affect his or her competency? How?
Q7. Where are the largest gaps in the HR profession for competencies needed to be effective strategic business partners?
Q8. What new competencies will be required in the future to fulfill the new and changing roles and responsibilities of the HR profession?