1. “Competencies that HR should now
Demonstrate ”

2. 2
Context
• Business environment
• Maturity of the market
• Size of the organisation
• Changing role of HR
• Perception of HR capability
• HR function structure
• Outsourcing HR
• Devolvement to the line
• E-HR
• Employee expectations

3. 3
HR Competency Study

4. 4
The HR Professional is a …
• Credible Activist Is both credible (respected, admired,
listened to) and active (offers a point of view)
• Culture and Change Steward Appreciates, articulates,
and helps shape a company’s culture
• Talent Manager / Organisational Designer
Masters theory, research and practice in both
• Strategy Architect Has a vision for how the organisation
can in the future and plays an active part in the establishment of
the overall strategy to deliver on this vision
• Operational Executor Executes the operational aspects of
managing people and organisations
• Business Ally Contribute to the success of the business by
knowing the social context of setting in which their business
operates

5. 5
CIPD Profession Map
www.cipd.co.uk

6. 6
What does HR think?

7. 7
My Experience
• Costs & HR Measures
• Analytical Thinking
• Problem Solving
• Building Relationships
• Dealing with Conflict
• Internal Consultancy
• HR Law
• Networking
• Creativity and Innovation
• Integrity

8. 8
The Fundamentals
• Do you know your customer?
• Are the basics in place?
• What does good look like?
• Do you have the technical knowledge?
• Can you apply the theory?
• Are you adding value?
• What can you do differently?
• Where are your strengths?

9. 9
One Size Doesn’t Fit All
• Technical v Behavioural competencies
• Best Fit v Best Practice
• Business experience v HR experience
• Line Manager Skill v HR Skill Level
• Represent the business v the employee
• HR role and level
• Specialists v Generalists
• Individual Responsibility
• Personal Development Opportunities
• Coaching Colleagues and the Community
• Generation Y

10. How much of HR is HR?
• When you think of HR you think of technical
competencies, including activities like:
– Compensation
– Talent Management – Recruitment and Selection
– Training and Development
– Employee relations
– Employee engagement
– Compliance
– Larger companies have specialists who handle these
areas and smaller companies have generalists who
handle a variety of HR activities.
10
Nuts and Bolts HR!

11. How much of HR is HR?
• When you think of HR you should also think of behavioral
and leadership competencies:
– Ethical Practice
– Communication
– Consultation
– Critical Evaluation
– Global & Cultural Effectiveness
– Relationship Management
– Organizational Leadership & Navigation
– Business Acumen
– Regardless of the size organization you are in – you need all
of these skills, developed over time, to be successful in HR
11
To be successful in HR and grow your career
you need more than HR Technical Knowledge

12. ELEMENTS FOR HR SUCCESS

13. ELEMENTS FOR HR SUCCESS