The report\u00a0shares nine competencies through which HR professionals deliver business value.<\/p>\n
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Three Core Competencies<\/span> Six HR enablers<\/span> According to the study, some competencies seem more critical for certain stakeholders. \u00a0Creating value for internal stakeholders, such as line managers and employees, requires being a credible activist. Creating value for external stakeholders such as investors and external customers, however, requires being a strategic positioner.<\/p>\n The study\u00a0also found that about\u00a050 percent of the perceived performance of HR professionals comes from their competencies. \u00a0About 35% of the perceived performance of HR professionals comes from their demographics and career histories.<\/p>\n A key overarching finding was that\u00a0the activities of HR departments as a whole consistently explain more of the department\u2019s performance than the competencies of the HR professionals within those departments<\/strong><\/em>.<\/p>\n Activities of HR departments that most impacted HR value creation for key stakeholders HR professionals have more impact on\u00a0key stakeholders when they work as an effective HR department.<\/strong>\u00a0The report also notes that the old adage, \u201cI like my HR professional, but I hate\u00a0HR\u201d needs to change because the HR department\u2019s activities have more impact on all stakeholders than individual HR professionals.<\/p>\n For those interested in learning more, you can find\u00a0Dr. Dave Ulrich’s videos introducing\u00a0the latest model and competencies\u00a0here<\/a>.<\/p>\n (Previously posted on LinkedIn<\/a>)<\/p>\n
\n<\/strong>1. Strategic positioner<\/strong> – applies knowledge of business context and strategy.
\n2. Credible activist<\/strong> – builds relationships of trust and influence with key people within the organization.
\n3. Paradox navigator<\/strong> – navigates the many embedded tensions in business operations.<\/p>\n
\n<\/strong>Three of these enablers focus on building a strategic organization:
\n1.\u00a0Culture and change champion<\/strong>\u00a0– makes change happen and weaves change initiatives into culture change.
\n2.\u00a0Human capital curator<\/strong>\u00a0– manages the flow of talent by developing people and leaders, driving individual performance, and building technical talent.
\n3.\u00a0Total reward steward\u00a0<\/strong>– manages employee well-being through financial and non-financial rewards.
\nThree enablers focus on tactical delivery:
\n4.\u00a0Technology and media integrator\u00a0<\/strong>– uses technology and social media to create and drive high-performing organizations.
\n5.\u00a0Analytics designer and interpreter<\/strong>\u00a0– uses analytics to improve decision making.
\n6.\u00a0Compliance manager<\/strong>\u00a0– manages the processes related to compliance by following regulatory guidelines.<\/p>\n
\n<\/strong>1.\u00a0Employee performance HR practices<\/strong>: HR activities that help employees develop their skills and abilities.
\n2.\u00a0Integrated HR practices<\/strong>: HR activities that offer integrated and innovative solutions to business problems.
\n3.\u00a0HR analytics practices<\/strong>: HR activities related to a scorecard for the HR department.
\n4.\u00a0HR role in information management<\/strong>: HR role in managing information to make better business decisions.<\/p>\n