Any time I get a something sent along that Dave Ulrich has a hand in, it gets my complete and total attention. Show
That’s because he’s Mr. HR, a guy who has probably forgotten more about HR and talent management than most of us will ever know. He’s literally written the book (a number of them, actually) on HR, and his last big effort — The Why of Work — was probably his best one yet. So, this survey from Dave Ulrich, his RBL Group, and the University of Michigan that dropped into my mailbox right before Christmas probably didn’t get the proper focus given all the seasonal activities. That’s too bad, because it is an important piece of research worth a close look. The 6 key competencies for HR successThe survey — the 2012 Human Resource Competency Study — is touted as “the largest global study ever on human resource professionals,” and it includes data from 20,000 respondents from around the world. In it, the researchers from Ulrich’s RBL Group and the University of Michigan Ross School of Business found that “HR managers play an integral role in the overall effectiveness of a company’s performance.” That’s not a huge surprise, but the survey went on to point out six specific competencies that successful HR professionals must be:
I don’t want to get into the tired old “seat at the table” debate, but if you ever want to know what HR needs to do to get brought into the C-Suite with the rest of the top executives, this list from the RBL Group research pretty much nails it. “We can empirically show that when HR professionals demonstrate these six competencies, they are seen as personally effective and they impact business performance,” said study co-director Wayne Brockbank, a professor at Michigan Ross and director of its Center for Strategic HR Leadership, in a press release about the research. The study is another part of the work that Ulrich, a partner and founder of the RBL Group and professor at the Michigan Ross School of Business, and Brockbank, have done for the past 25 years. They have continually explored the question of, “What knowledge and abilities are necessary for successful HR professional?” Organizations today are serious about making progress on their DE&I goals. This new eBook, Diversity Gets Real, The New Accountability: From Goals to Progress, provides six ways organizations can drive change to create a better, more diverse workplace. The bar has been raised“This research shapes the HR profession because it defines what it means to be an effective HR professional and how to build an effective HR department,” said Ulrich, who also co-directed the study with Brockbank and RBL partner Jon Younger. I haven’t seen a copy of the 2012 Human Resource Competency Study, but the RBL Group was kind enough to share a couple of articles that come from the research and will be published this month. One — The New HR Competencies: Business Partnering from the Outside-In (you will need to sign up for a free log-in at RBL.net to get access) — has a lot of data from the HR Competency Study that is worth spending some time with. The other article that was developed from the research — Human Resource Competencies: Rising to Meet the Business Challenge (it will be publisjhed later this month) — is really a manifesto (as my friend Laurie Ruettimann is fond of saying) for HR professionals that clearly articulates what they need to do to meet the new challenges the profession faces as we head deeper into 2012. As the conclusion puts it:
Yes, the bar has been raised on all of us, whether you toil in HR or some other part of the talent management continuum. If nothing else, that’s something we all need to focus on as we move forward into the New Year.
A competency is an observable, measurable set of skills, knowledge, abilities, behaviors, and other characteristics an individual needs to successfully perform a job. 2. What is a “Competency Framework or Model”?Competencies are the most critical knowledge, skills, and attitudes that drive successful performance, described in behavioral terms, using observable indicators. Thus a Competency Framework or Model is a written description of the competencies required for successful or exemplary performance in a job category, work team, work setting, profession, organization or industry. In our case, the HR Professional Core Competencies describe ideal behaviors expected from individuals classified in the Washington state Human Resource Consultant series. 3. Why have competencies?Competency-based human resources systems are a best practice in business and government. They help make sure that we use the same, accurate standards and language across Human Resource functions like staffing, performance appraisal, training, and others. They help ensure individual and team performance aligns with agency mission and strategic direction. 4. What's the difference between the HR Professional Core Competencies, and the Statewide Leadership Competencies?The HR Professional Core Competencies are specific to the ideal behaviors expected from individuals classified in the Washington state Human Resource Consultant classification series. These HR Professional Core Competencies may also be applicable to other positions in HR shops, such as WMS and HR leadership positions. These competencies are important to Human Resource positions around the state. Examples include Influencing. The Statewide Leadership Competencies are specific to supervisory and management positions throughout Washington state government, and describe the different competencies necessary to lead, supervise, and manage people and programs. All positions classified in the Human Resource Consultant series will have a mix of HR Professional Core Competencies and HR Disciplines (see question 14) related to the specific position. Those specific positions that have supervisory or managerial functions will also have specific related Statewide Leadership Competencies. Specific state agencies may also have an overlay of agency-specific competencies that will apply to their own positions. 5. My agency has other or similar competencies. What is the relationship to the HR Professional Core Competencies?Some agencies already have competency models in place that apply to human resources staff. You will need to look to your HR Director or chain of command for specific direction, but in general, it is anticipated that the competency models will be complementary. The HR Professional Core Competencies will be useful as a common language for identifying recruitment and developmental opportunities for HR staff as they grow their careers in Washington state government, while agency-specific competencies, where they exist, will do the same for that specific agency. 6. What are distinguishing behaviors?The distinguishing behaviors are observable or measurable actions that demonstrate an employee possesses a particular competency. The distinguishing behaviors are examples, they are not an all-inclusive list of the multitude of ways that an individual may express a competency. 7. How do I assess my proficiency level of any particular competency?First, read the definition of the competency and the distinguishing behaviors that describe how employees may demonstrate that competency. Then read the Required Proficiency Level page. Determine, based on your position description form and/or discussion with your supervisor, the required proficiency level for your position. After self-reflection and your own personal assessment, schedule a discussion with your supervisor. Then, employees and supervisors can develop a plan for increasing competency levels, if warranted. 8. How can employees increase their proficiency levels?This can be done in many ways. For example, employees may take formal training to help build their proficiency levels. Employees may participate in developmental assignments on the job or on an assignment to another job, read articles and books, participate in activities of a professional organization, take e-learning courses, be coached, be mentored, etc. Some general examples are included with the description of each HR Professional Core Competency, under the header “Personal Growth Activities.” 9. Will other developmental activities, beyond training, help me to gain proficiency in a Statewide Leadership Competency?Yes! Training is only one option out of several development activities for an employee. Other activities that can help employees develop their level of proficiency in a competency include, but are not limited to (each Competency has a detailed list of related “Personal Growth Activities”):
10. How have competencies been used by other organizations?For many years, competencies have been used effectively in both the private and public sectors. They play a key role in organizational development and improvement by articulating the capabilities required for individual and organizational performance. The HR Professional Core Competencies serve as a solid foundation for the more technical human resource areas such as recruitment and hiring of talent, job assessment, employee development and training, performance management, career planning, and succession planning. Depending on the organization’s choice, it can choose to apply competencies to all of these human capital areas or some of them. Competencies may be incorporated into position descriptions, interview guides, hiring criteria and methods, assessment processes, individual development plans (IDPs), performance management processes, and employee development opportunities, e.g. training. 11. Why are competencies useful to supervisors?Competencies help supervisors to better:
12. Why are competencies useful to employees?Competencies help employees to:
13. How can employees use competencies to develop their career?First read the definition of the competency and the distinguishing behaviors that describe how employees may demonstrate that competency, at the level you are aspiring to. Then, using the required proficiency area chart, assess your current proficiency level, as well as your target proficiency level. It is recommended that employees discuss with their supervisors the plan for increasing their proficiency levels. This plan could include activities such as performing special projects and assignments, training, shadowing, etc. 14. What are the HR Technical Disciplines?The HR Technical Disciplines are specific to a particular HR job or group of jobs and describe the technical, specialized knowledge and skillset that is important to successfully perform that job. Examples may include Recruiting, Employee Development, or Diversity and Equal Employment Opportunity. The HR Disciplines complement the HR Professional Core Competencies. 15. What is an Individual Development Plan (IDP), and how does it relate to competencies, performance, and promotions?An Individual Development Plan (IDP), (incorporated into the state’s Performance and Development Plan [PDP] Part 2), as used by most state agencies, outlines an employee’s individual career goals within the context of organizational objectives. Please note that some agencies may utilize a different, but similar process. Whatever the process is called in your agency, it is essentially a developmental "action" plan to move employees from where they are to where they would like to be or need to be. It provides systematic steps to improve performance and build on strengths related to one’s current job, and to meet one’s career goals. The goals of an IDP are developed by the employee with input from the supervisor. The IDP links the individual's career interests and needs to organizational priorities. IDPs are used to help employees:
An IDP IS:
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What are the six HR competencies?
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