Shrm bock model and its components

Human Resource Business Partner (HRBP) Development

Assignment 4 : Human Resource Business Partner (HRBP) Development
Your previous contributions addressing a variety of important topics outlined in all previous assignments for this course are deemed essential in supporting the business’ overall organizational structure and competitive advantage strategy. It is now time to consider developing your own HR department team to ensure they have the requisite skills and competencies necessary to perform at high levels over time. Effective and motivated HR business partners (HRBP) will be the key to translating HR and business strategy into action. The Society for Human Resource Management (SHRM) Body of Competency and Knowledge (BoCK) can be an invaluable resource to help develop and certify HR professionals. You must now explain to the management team the components of this model and how it can be leveraged to achieve operational success for the HR department. A 1-hour meeting has been scheduled and the CEO will be in attendance.
Create a 20-slide minimum PowerPoint presentation with your script/discussion/commentary in the Notes section of each slide in which you:
Include cover, presentation agenda, conclusion, and reference list slides, all of which may count toward total slide count.
Provide a slide with an overview on the importance of having a highly-developed staff of HR business partners. Be clear with your position. HINT: http://www.scottmadden.com/wp-content/uploads/userFiles/misc/8d0d88c7547b6e2b8f6f6fcba6a9d6b3.pdf
Provide 1-4 slides introducing the SHRM BoCK model and its components. Be sure to highlight each of the areas of the model. NOTE: It is highly recommended to insert an image the actual SHRM BoCK model into the presentation.
Include in the remaining slides the following required presentation information:
Provide a minimum of three (3) to four (4) bullet points (more if needed) of information or discussion describing specifics on the SHRM-BoCK’s “Behavioral Competencies”
Provide a minimum of three (3) to four (4) bullet points (more if needed) of information or discussion describing specifics on the SHRM-BoCK’s “HR Expertise; Domains 1 & 2”
Provide a minimum of three (3) to four (4) bullet points (more if needed) of information or discussion describing specifics on the SHRM-BoCK’s “HR Expertise: Domains 3 & 4”
Provide a minimum of three (3) to four (4) bullet points (more if needed) of information or discussion describing specifics on certifying your HRBP’s.
Reminder – good PowerPoints have very few words on the slides themselves—almost all of the information you need to include should be in the Notes.
Use at least four (4) quality academic resources in this assignment. Note: You may only use the resources listed in the course guide and those that are specifically provided by the instructor.
Your assignment must follow these formatting requirements:

Select any professional PowerPoint template of your choosing.
- Have headings for each section with all bulleted information aligned properly and using the same font and size.
- Images may be used but must be professional and relevant to the topic. The source(s) of all images must be credited with both citation and reference.
- Include citations and references for all information received from other sources.
All bullet point information in the Notes sections must be descriptive and have a minimum of 3-4 full sentences.

shrmcertifi cation.org/SHRMBOCK

THE SHRM BODY OF COMPETENCY

AND KNOWLEDGE™

TABLE OF CONTENTS

Introduction to the SHRM Body of Competency and Knowledge ................................................... 1 What Are Competencies? ........................................................................................................................................... 3 Development of the SHRM BoCK ..............................................................................................................4 New Material in the 2017 BoCK ............................................................................................................................... 6 Organization of the SHRM BoCK Document .......................................................................................................7 Section 1: Behavioral Competencies ........................................................................................................7 Section 2: HR Expertise ................................................................................................................................7

Section 1: Behavioral Competencies ................................................................................................... 8 How to Read This Section .......................................................................................................................................... 8 Leadership Cluster ........................................................................................................................................................ 11 Leadership & Navigation ............................................................................................................................. 12 Ethical Practice ............................................................................................................................................... 14 Interpersonal Cluster .................................................................................................................................................. 17 Relationship Management ..........................................................................................................................18 Communication ............................................................................................................................................ 20 Global & Cultural Effectiveness ................................................................................................................22 Business Cluster ..........................................................................................................................................................25 Business Acumen .........................................................................................................................................26 Consultation....................................................................................................................................................28 Critical Evaluation .........................................................................................................................................30

Section 2: HR Expertise .......................................................................................................................32 How to Read This Section ........................................................................................................................................32 People Knowledge Domain .....................................................................................................................................35 Functional Area #1: HR Strategic Planning ...........................................................................................36 Functional Area #2: Talent Acquisition ..................................................................................................38 Functional Area #3: Employee Engagement & Retention ...............................................................39 Functional Area #4: Learning & Development .....................................................................................41 Functional Area #5: Total Rewards .........................................................................................................42 Organization Knowledge Domain .........................................................................................................................43 Functional Area #6: Structure of the HR Function .............................................................................44 Functional Area #7: Organizational Effectiveness & Development ............................................45 Functional Area #8: Workforce Management .....................................................................................46 Functional Area #9: Employee & Labor Relations ............................................................................. 47 Functional Area #10: Technology Management .................................................................................49 Workplace Knowledge Domain ..............................................................................................................................51 Functional Area #11: HR in the Global Context ....................................................................................52 Functional Area #12: Diversity & Inclusion ............................................................................................53 Functional Area #13: Risk Management ................................................................................................54 Functional Area #14: Corporate Social Responsibility ......................................................................56 Functional Area #15: U.S. Employment Law & Regulations............................................................. 57

Appendix A: Glossary ..........................................................................................................................59 Appendix B: Resources ........................................................................................................................69

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE 1

SECTION 1: BEHAVIORAL COMPETENCIESTHE SHRM BODY OF COMPETENCY AND KNOWLEDGE

For more than sixty-fi ve years, the Society for Human Resource Management (SHRM) has served the human resources (HR) profession. HR professionals worldwide look to SHRM for comprehensive information and tools to help them perform eff ectively at their jobs, to develop their careers, and to partner strategically with employers. SHRM also works to advance the HR profession as a whole, ensuring that as business changes, HR evolves to meet business needs. Increasingly, business leaders understand that eff ective people management is a strategic imperative. As a result, employers expect HR professionals to demonstrate, in addition to a thorough knowledge of HR concepts and requirements, the behavioral competencies required to eff ectively apply that knowledge in the modern workplace in support of organizational goals.

In 2011, SHRM began a program of research involving thousands of HR professionals to identify the critical competencies needed for success as an HR professional. This research led to the development of the SHRM Competency Model, which defi nes eight key behavioral competencies (Ethical Practice, Leadership & Navigation, Business Acumen, Relationship Management, Communication, Consultation, Critical Evaluation and Global & Cultural Eff ectiveness) and one technical competency (HR Expertise). The SHRM Competency Model provides HR professionals with a comprehensive roadmap for developing the capabilities they need to advance their careers and improve their eff ectiveness in the workplace.

The SHRM Body of Competency and Knowledge™ (SHRM BoCK™), which is based on the SHRM Competency Model and illustrated in Figure 1, outlines the content of SHRM’s certifi cation examinations, the SHRM Certifi ed Professional (SHRM-CP®) exam for early-career and mid-level practitioners, and the SHRM Senior Certifi ed Professional (SHRM-SCP®) exam for senior-level and executive practitioners. SHRM credentials provide reliable indicators to the global business community that the credential holder has the necessary capabilities in both aspects of HR practice—competencies and knowledge—that are required for eff ective job performance.

In addition to describing the behavioral competencies and technical knowledge tested on the SHRM-CP and SHRM-SCP certifi cation exams, the SHRM BoCK is also the common framework for individuals developing exam questions (item writers), as well as individuals and organizations developing exam preparation materials. SHRM’s own operations for exam development are separate and independent from its operations for study material development. SHRM observes a strict fi rewall between these activities to protect the integrity and credibility of the certifi cation exams.

Introduction to the SHRM Body of Competency and Knowledge™

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE 1

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE2

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

FIGURE 1: SHRM Body of Competency and Knowledge (SHRM BoCK)

2 THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE 3

What Are Competencies? A competency is a group of highly interrelated knowledge, skills, abilities and other characteristics (KSAOs) that give rise to the behaviors needed to perform a given job eff ectively. For example, Critical Evaluation, one of the behavioral competencies in the SHRM Competency Model, describes a group of KSAOs that include knowledge of research design, critical thinking skills and deductive reasoning abilities. These highly interrelated KSAOs enable HR professionals to collect, compile, analyze and interpret job-relevant data and information for the purpose of supporting the HR function in their organizations.

A set of competencies that collectively defi nes the requirements for eff ective performance in a specifi c job, profession or organization may be called a competency model.

Competencies can be either technical or behavioral. Technical competencies refl ect the knowledge specifi c to a given profession that is required for a professional in that fi eld to perform a particular role. The HR Expertise competency in the SHRM Competency Model describes the technical knowledge specifi c to the HR fi eld (such as that associated with talent management, recruiting, or compensation and benefi ts).

Behavioral competencies, on the other hand, describe the KSAOs that facilitate the application of technical knowledge to job-related behaviors. They are more general in their applicability than the profession-specifi c technical competency of HR Expertise. For example, the behavioral competency Communication describes the KSAOs needed to eff ectively communicate across a range of media (e.g., e-mail and oral presentations) and with a variety of audiences (e.g., internal and external stakeholders).

In sum, technical competencies refl ect what knowledge HR professionals apply to their jobs, and behavioral competencies refl ect how they apply this knowledge.

Knowledge + Behavior = Success SHRM’s incorporation of behavioral and technical competencies into its competency model and certifi cation exams implicitly recognizes that a strategic mindset leading to HR success is a function of the successful application of both knowledge and behavior. In other words, success stems not only from what you know (knowledge) but also what you do (behavior). Neither is suffi cient, however, in isolation.

SHRM’s dual approach to understanding HR success is supported by empirical research. A study conducted by SHRM in partnership with several leading multinational

employers and universities, described below, found that both HR knowledge and behavior are related to HR professionals’ job performance. Moreover, it found that both knowledge and behavior are uniquely related to job performance—that is, knowledge and behavior are related to job performance in non-redundant ways. These fi ndings support the key contributions of knowledge and behavior to HR success, the relevance and applicability of the SHRM Competency Model to the HR profession, and the relevance of certifi cation exams that test both behavioral and technical competencies.

INTRODUCTION

4 THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

SHRM has been engaged in a systematic and rigorous program of research to develop the SHRM BoCK, as outlined in Figure 2. SHRM began this program with the development of the SHRM Competency Model in 2011, and it continued through 2016 by conducting a Practice Analysis to further develop and refine the BoCK. Comprehensive job analysis methods and the active engagement of the global HR community have been used consistently to identify, create and refine competencies that describe the attributes necessary for success as an HR professional.

Development of the SHRM Competency Model was initiated in 2011, when SHRM conducted 111 focus groups with nearly 1,200 HR practitioners, including professionals from 33 countries. Participants in these focus groups represented a diversity of characteristics, both personal (e.g., career level, tenure) and organizational (e.g., sector, industry, size). SHRM also conducted a survey of more than 600 Chief Human Resources Officers (CHROs) to identify the competencies that HR leaders believe are required for success in the HR profession. Following this extensive data collection, SHRM created a working competency model of eight behavioral competencies and one technical (knowledge-based) competency, which together describe the personal and professional attributes that HR professionals need for success and career advancement.

From 2012 to 2014, SHRM conducted a series of studies with HR professionals to confirm the content of the model and its relevance to HR professional success.

In 2012, SHRM conducted a survey of more than 32,000 HR professionals worldwide to confirm the importance and generalizability of the SHRM

Competency Model. The results of this study provided support for the relevance of the model in describing the personal and professional attributes needed for HR success, as well as its wide applicability. SHRM next conducted (also in 2012) a multi-organizational criterion validation study, involving a highly diverse sample of more than 800 HR professionals and their supervisors, to measure the link between the competency model and job performance. The results of this study established that proficiency in the SHRM-defined competencies is closely linked to successful job performance.

In 2014, SHRM conducted a knowledge specification exercise to further develop the HR Expertise technical competency in particular. First, SHRM performed an extensive review of the existing literature on HR knowledge, including textbooks, curricula, syllabi and other educator resources, to determine the universe of potential areas of knowledge that HR professionals need to perform their jobs. SHRM also consulted its own academic and employer surveys regarding the functional knowledge that HR professionals need to achieve success in the HR field. SHRM drew on this research to create a preliminary knowledge framework for the SHRM-CP and SHRM-SCP exams.

Second, SHRM established in 2014 a BoCK Advisory Panel of 19 HR and business leaders from various industries, including retail, research, consulting, health care and manufacturing. This panel reviewed the proposed content and framework of the HR Expertise competency to ensure its accuracy and comprehensiveness. The panel also defined, for each functional area, associated key concepts and proficiency indicators. Upon completion of these studies, SHRM adopted the framework as the basis for the HR Expertise technical competency.

Development of the SHRM BoCK

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INTRODUCTION

More recently, SHRM undertook an extensive refinement of the SHRM BoCK, to clarify the competencies and functional areas. This effort was designed primarily to meet the needs of HR professionals studying for the SHRM-CP and SHRM-SCP exams. Because the certification exams are based on the BoCK, the resulting clarifications also assist HR subject matter experts (SMEs) who write and refine exam items.

SHRM conducted a practice analysis from 2015 through 2016 to use as a basis for refining this edition of the BoCK. The practice analysis mirrored the process used to develop and refine the SHRM Competency Model. More than 100

HR professionals, representing the global HR community with participants from North America, Europe, Africa and Asia, engaged in a series of focus groups. In 2015, following an extensive review and revision of each component of the BoCK, SHRM launched a validation survey to confirm and further refine its contents, collecting responses from more than 9,000 HR professionals around the world.

FIGURE 2: Development of the SHRM Competency Model and SHRM BoCK

Development and validation of SHRM Competency Model (2011-2014)

Development of SHRM BoCK (2014)

Practice analysis to update and refine SHRM BoCK (2015-2016)

Review of existing competency models and best practices

Review of existing literature (e.g., textbooks, curricula, syllabi)

Review and refinement by HR technical experts

Content validation study with 32,000+ HR professionals

Technical review by BoCK Advisory Panel

Validation study with 9,000+ HR professionals

Focus groups with nearly 1,200

HR professionals; survey of 600+ CHROs

Refinement of knowledge areas with BoCK Advisory Panel

Focus groups with 100+ HR professionals

Validation study with 800+ HR professionals and their supervisors

SHRM BoCK

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

New Material in the 2017 BoCK The present document is the product of extensive review and expansion, based on the research conducted between 2015 and 2016 described above. The 2017 BoCK more clearly defines and describes the behavioral and technical knowledge requirements for HR professionals that will meet the current and future needs of employers. The revisions provide additional clarity and guidance to facilitate HR professionals’ career development and advancement.

Enhancements to the 2017 BoCK include:

• Revised and expanded definitions of behavioral competencies and functional areas;

• Addition of subcompetencies to the behavioral competencies, clarifying the links between proficiency indicators and competency definitions;

• Increased parallelism between the two sets of proficiency indicators (“For All HR Professionals” and “For Advanced HR Professionals”);

• Addition of key concepts to the behavioral competencies, describing the foundational knowledge for each competency;

• Addition of a glossary defining selected HR terms used in the BoCK (see Appendix A); and

• A refined and expanded list of resources on the HR profession generally and on behavioral competencies and technical knowledge functional areas specifically (see Appendix B), designed to provide additional guidance to readers seeking career advancement, which includes SHRM certification.

Two major content modifications enhance the clarity and utility of the BoCK:

• To better demonstrate the interrelationships among the behavioral competencies, they have been grouped into three clusters: Leadership, Interpersonal and Business.

• Within the technical competency of HR Expertise, there are now three (not four) knowledge domains: People, Organization and Workplace. The original fourth domain, Strategy, has been absorbed into the first domain, People, and its original functional area, Business & HR Strategy, has been renamed HR Strategic Planning.

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE 7

The eight behavioral competencies, which describe the behaviors and attributes necessary for HR professionals to perform effectively in the workplace and operate with a strategic mindset, are grouped into three clusters: Leadership, Business and Interpersonal.

This section of the BoCK is arranged by cluster, each of which is defined at the beginning of its subsection. For each competency within each cluster, the following information is provided:

• A Definition of the competency;

• Key Concepts describing the foundational knowledge for the competency;

• Subcompetencies applicable to the competency, with their definitions; and

• Proficiency Indicators, listed by applicability based on career level (i.e., applicable to all HR professionals or to advanced HR professionals).

Regarding the two sets of proficiency indicators listed for each competency, it is important to recognize that the indicators relevant to all HR professionals also apply to advanced HR professionals. While HR executives, for instance, may not be specifically proficient in certain transactional tasks required of early-career HR professionals, they should nonetheless understand the concepts behind those tasks, recognize their strategic importance, and be able to mentor junior employees in developing the behaviors to implement them. Such indicators of proficiency thus apply to all HR professionals, from early-career to senior levels.

Organization of the SHRM BoCK Document The HR competencies and knowledge that are assessed on the SHRM-CP and SHRM-SCP exams are detailed in the SHRM BoCK, which consists of the following two sections:

The single technical competency of HR Expertise is grouped into three knowledge domains: People, Organization and Workplace, and further divided into 15 HR functional areas that describe the technical knowledge required to perform key HR activities.

This section of the BoCK is arranged by knowledge domain, each of which is defined at the beginning of its subsection. For each functional area within each domain, the following information is provided:

• A Definition of the functional area;

• Key Concepts describing the knowledge specific to the functional area; and

• Proficiency Indicators, listed by applicability based on career level (i.e., applicable to all HR professionals or to advanced HR professionals).

Regarding the two sets of proficiency indicators listed for each functional area, it is important to recognize that the indicators relevant to all HR professionals also apply to advanced HR professionals. While HR executives, for instance, may not be specifically proficient in certain functions required of early-career HR professionals, they should nonetheless understand the concepts behind those functions, recognize their strategic importance, and be able to mentor junior employees in developing the behaviors to perform them. Such indicators of proficiency thus apply to all HR professionals, from early-career to senior levels.

Section 2 – HR Expertise (HR Knowledge):

Section 1 – Behavioral Competencies:

INTRODUCTION

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

This section describes the important behavioral competencies that comprise one part of SHRM’s dual approach to competencies. This approach, which is supported by SHRM research (see Introduction), emphasizes the critical roles played by technical HR knowledge (what you know) and by behavioral competencies (how you apply what you know) in contributing to eff ective HR practice.

Behavioral competencies describe the behaviors and attributes necessary for HR professionals to operate with a strategic mindset and perform eff ectively in the workplace. They facilitate the application of technical knowledge (i.e., HR Expertise), which may be defi ned as the principles, practices and functions of eff ective HR management (see Section 2). Successful HR professionals must understand the behavioral components of HR practice in addition to being in command of technical HR knowledge.

How to Read This Section The eight SHRM-defi ned behavioral competencies are grouped into three clusters: Leadership, Interpersonal and Business. Each competency is further divided into several subcompetencies that more specifi cally describe its components. Each subcompetency is comprised of several Profi ciency Indicators— specifi c behavioral statements that illustrate eff ective HR practice. Figure 3 provides an overview of this organizing framework.

An in-depth description is provided for each cluster. The following information is provided for each competency:

• A Defi nition of the competency;

• Key Concepts describing the foundational knowledge for the competency;

• Subcompetencies applicable to the competency, with their defi nitions; and

• Profi ciency Indicators, listed by their applicability based on career level (i.e., applicable to all HR professionals or to advanced HR professionals.)

SECTION 1: Behavioral Competencies

SECTION 1: BEHAVIORAL COMPETENCIES

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE 9

SECTION 1: BEHAVIORAL COMPETENCIES

CLUSTER COMPETENCY DEFINITION

Leadership & Navigation

The knowledge, skills, abilities, and other characteristics (KSAOs) needed to navigate the organization and accomplish HR goals, to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organization, to lead and promote organizational change, to manage the implementation and execution of HR initiatives, and to promote the role of HR as a key business partner.

Ethical Practice The KSAOs needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organization.

Relationship Management The KSAOs needed to create and maintain a network of professional contacts within and outside of the organization, to build and maintain relationships, to work as an eff ective member of a team, and to manage confl ict while supporting the organization.

Communication The KSAOs needed to eff ectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another.

Global & Cultural Eff ectiveness

The KSAOs needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a diverse and inclusive workplace.

Business Acumen The KSAOs needed to understand the organization’s operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization.

Consultation

The KSAOs needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solutions that meet the changing needs of customers and the business.

Critical Evaluation The KSAOs needed to collect and analyze qualitative and quantitative data, and to interpret and promote fi ndings that evaluate HR initiatives and inform business decisions and recommendations.

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FIGURE 3: Organizing Framework of Behavioral Competency Clusters

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE 11THE SHRM BODY OF COMPETENCY AND KNOWLEDGE 11

Leadership CLUSTER

All eff ective HR professionals must display strong leadership skills with a strategic mindset, regardless of their career or experience level or job functions.

There are two behavioral competencies in the Leadership cluster: Leadership & Navigation and Ethical Practice. These competencies describe the behaviors, attributes and underlying knowledge necessary for HR professionals to develop, implement and evaluate strategic directives for HR teams in principled ways.

Key components of Leadership-cluster behavioral competencies include: setting and implementing a vision and direction for the HR function; managing or leading organizational initiatives; infl uencing and supporting other organizational members and leaders; driving an ethical organizational environment; and behaving in an ethical manner that promotes high standards of integrity and the organization’s values.

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

Leadership behaviors are critical to HR practice. Effective leadership is associated with such positive outcomes as improved employee attitudes (e.g., job satisfaction, commitment, engagement), decreased turnover and increased performance. As business leaders, effective HR professionals set a direction and vision for the HR function, influence stakeholders, and motivate and guide followers to achieve organizational objectives.

HR professionals at every level are required to demonstrate proficiency in leadership. Early-career professionals can behave in ways consistent with organizational culture and foster collaboration with coworkers. Mid- and senior-level HR professionals can develop strategies to implement HR initiatives and support organizational initiatives. Executives can demonstrate positive leadership behaviors by establishing a vision for HR initiatives, working to obtain buy-in from relevant stakeholders, serving as transformational leaders to implement change, and leading the organization in the face of adversity.

Navigation, an essential and sometimes forgotten component of this competency, concerns the people and processes leveraged by an HR professional to get things done. The subcompetency “Navigating the organization” associated with Leadership & Navigation describes the behaviors necessary for HR professionals to work within the organization’s structure, processes and bureaucracy and achieve their objectives.

Key Concepts (foundational knowledge): • Leadership theories (e.g., situational leadership,

transformational leadership, participative leadership, inclusive leadership).

• People management techniques (e.g., directing, coaching, supporting, delegating).

• Motivation theories (e.g., goal-setting theory, expectancy theory, attribution theory, self- determination theory).

• Influence and persuasion techniques (e.g., personal appeal, forming coalitions, leading by example, rational persuasion).

• Trust- and relationship-building techniques (e.g., emotional and social intelligence).

Leadership & Navigation Definition: Leadership & Navigation is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to navigate the organization and accomplish HR goals, to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organization, to lead and promote organizational change, to manage the implementation and execution of HR initiatives, and to promote the role of HR as a key business partner.

Leadership & Navigation is comprised of four subcompetencies:

• Navigating the organization

• Vision

• Managing HR initiatives

• Influence

SECTION 1: BEHAVIORAL COMPETENCIES

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE 13

SECTION 1: BEHAVIORAL COMPETENCIES

SUBCOMPETENCIES PROFICIENCY INDICATORS

For All HR Professionals For Advanced HR Professionals

Navigating the organization – Works within the parameters of the organization’s hierarchy, processes, systems and policies.

»» Demonstrates an understanding of formal and informal work roles, leader goals and interests, and relationships among employees. »» Facilitates communication and decision-making necessary to implement initiatives. »» Uses an understanding of the organization’s processes, systems and policies to facilitate the successful implementation of HR initiatives. »» Uses awareness and understanding of the organization’s political environment and culture to implement HR initiatives.

»» Demonstrates an understanding of formal and informal work roles, leader goals and interests, and relationships among executives. »» Uses an understanding of the complex relationships among the organization’s formal and informal processes, systems and policies to facilitate the development and implementation of HR’s strategic direction. »» Uses an understanding of the organization’s political environment to develop and implement HR’s strategic direction, implement needed changes, and resolve talent needs and issues. »» Uses an understanding of complex relationships among organizational leaders to facilitate the design, implementation and maintenance of initiatives proposed by other executives.

Vision – Defines and supports a coherent vision and long-term goals for HR that support the strategic direction of the organization.

»» Embraces and supports the business unit’s and/or organization’s culture, values, mission and goals. »» Defines actionable goals for the development and implementation of HR programs, practices and policies that support the strategic vision of HR and the organization. »» Identifies opportunities to improve HR operations that better align with and support the strategic vision of HR and the organization. »» Supports the implementation of HR programs, practices and policies that uphold the strategic vision of HR and the organization.

»» Envisions the current and ideal future states of the HR function, organization and culture, to identify gaps and areas for improvement. »» Develops the long-term strategic direction, vision and goals of HR and the organization, to close the gap between the current and ideal states of the HR function and the organization. »» Develops a broad plan to achieve the strategic direction, vision and goals of HR and the organization. »» Solicits feedback from executive-level stakeholders on strategic direction, vision and goals.

Managing HR initiatives – Executes the implementation and management of HR projects or initiatives that support HR and organizational objectives.

»» Defines and elaborates project requirements set forth by senior leadership. »» Sets and monitors project goals and progress milestones. »» Manages project budgets and resources. »» Identifies and develops solutions for overcoming obstacles to the successful completion of projects. »» Identifies and monitors the resources necessary to implement and maintain HR projects. »» Identifies when resource allocation is inconsistent with project needs and makes adjustments as necessary. »» Demonstrates agility and adaptability when project requirements, goals or constraints change.

»» Translates HR’s vision, strategic direction and long-term goals into specific projects and initiatives with clear timelines and goals. »» Monitors the progress of HR initiatives toward achievement of HR’s vision, strategic direction and long-term goals. »» Collaborates with senior leadership to remove obstacles to the successful implementation of HR initiatives. »» Obtains and deploys organizational resources and monitors their effectiveness. »» Ensures accountability for the implementation of project plans and initiatives.

Influence – Inspires colleagues to understand and pursue the strategic vision and goals of HR and the organization.

»» Builds credibility as an HR expert within and outside of the organization. »» Promotes buy-in among organizational stakeholders for HR initiatives. »» Motivates HR staff and other stakeholders to support HR’s vision and goals. »» Serves as an advocate for the organization or employees, when appropriate, to ensure advancement of the organization’s strategic direction and goals.

»» Promotes the role of the HR function in achieving the organization’s mission, vision and goals. »» Builds credibility for the organization regionally, nationally or internationally as an HR expert. »» Serves as an influential voice for HR strategies, philosophies and initiatives within the organization. »» Advocates for the implementation of evidence-based HR solutions. »» Inspires HR staff, non-HR customers and executive-level organizational stakeholders to support and pursue the organization’s strategic direction, vision and long-term goals. »» Builds consensus among senior leaders about the organization’s strategic direction and long-term goals.

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

Organizations of all types and sizes place an emphasis on ethics in the workplace. Ethical Practice affects everything from recruiting a diverse workforce, to ensuring the confidentiality of sensitive employee data. HR professionals are often asked to make significant ethical decisions, and are tasked with navigating the ethical mazes that surround them. HR leaders are responsible for setting and contributing to a strong ethical climate. Such an environment can help protect an organization from adverse employee behaviors, and is associated with higher levels of organizational performance.

In recognition of cross-cultural differences in ethical standards, the Ethical Practice competency does not provide a single, universal list of ethical principles applicable to all HR professionals, and should not be interpreted as embodying one. Instead, this competency leaves room for individuals to define and apply appropriate ethical standards suitable to their cultures and organizations.

The “Personal integrity” subcompetency associated with Ethical Practice describes adherence to one’s own ethical principles, and recognizes the potential for bias. The “Professional integrity” subcompetency describes the ethical pressures of professional relationships, and encourages HR professionals to act ethically and perform their jobs in light of the core values of their organization. The “Ethical agent” subcompetency considers an HR professional a driver of the organization’s ethical environment— someone who ensures that organizational policies and practices reflect ethical and organizational values.

Key Concepts (foundational knowledge):

• Ethical business principles and practices (e.g., transparency, confidentiality, conflicts of interest).

• Anonymity, confidentiality, and privacy principles and policies.

• Codes of conduct.

Ethical Practice Definition: Ethical Practice is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organization.

Ethical Practice is comprised of three subcompetencies: • Personal integrity • Professional integrity • Ethical agent

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SECTION 1: BEHAVIORAL COMPETENCIES

SUBCOMPETENCIES PROFICIENCY INDICATORS

For All HR Professionals For Advanced HR Professionals

Personal integrity – Demonstrates high levels of integrity in personal relationships and behaviors.

»» Shows consistency between espoused and enacted values. »» Acknowledges mistakes and demonstrates accountability for actions. »» Recognizes personal biases and the biases of others, and takes steps to increase self-awareness. »» Serves as a role model of personal integrity and high ethical standards.

»» Brings potential conflicts of interest or unethical behaviors to the attention of senior leaders and other executives. »» Helps others to identify and understand their biases.

Professional integrity – Demonstrates high levels of integrity in professional relationships and behaviors.

»» Does not take adverse actions based on personal biases. »» Maintains privacy, in compliance with laws and regulations mandating a duty to report unethical behavior. »» Uses discretion appropriately when communicating sensitive information, and informs stakeholders of the limits of confidentiality and privacy. »» Maintains current knowledge of ethics laws, standards, legislation and emerging trends that may affect organizational HR practice. »» Leads HR investigations of employees in a thorough, timely and impartial manner. »» Establishes oneself as credible and trustworthy. »» Applies, and challenges when necessary, the organization’s ethics and integrity policies. »» Manages political and social pressures when making decisions and when implementing and enforcing HR programs, practices and policies. »» Provides open, honest and constructive feedback to colleagues when situations involving questions of ethics arise.

»» Withstands politically motivated pressure when developing or implementing strategy, initiatives or long-term goals. »» Balances ethics, integrity, organizational success, employee advocacy and organizational mission and values when creating strategy, initiatives or long-term goals. »» Establishes the HR team as a credible and trustworthy resource. »» Promotes the alignment of HR and business practices with ethics laws and standards. »» Makes difficult decisions that align with organizational values and ethics. »» Applies power or authority appropriately.

Ethical agent – Cultivates the organization’s ethical environment, and ensures that policies and practices reflect ethical values.

»» Empowers all employees to report unethical behaviors and conflicts of interest without fear of reprisal. »» Takes steps to mitigate the influence of bias in HR and business decisions. »» Maintains appropriate levels of transparency for HR programs, practices and policies. »» Identifies, evaluates and communicates to leadership potential ethical risks and conflicts of interest. »» Ensures that staff members have access to and understand the organization’s ethical standards and policies.

»» Advises senior management of organizational risks and conflicts of interest. »» Collaborates with senior leaders to support internal ethics controls. »» Develops and provides expertise for HR policies, standards, and other internal ethics controls (e.g., protection of employee confidentiality, standards for employee investigations) to minimize organizational risks from unethical practices. »» Creates and oversees HR programs, practices and policies that drive an ethical culture, encourage employees to report unethical practices and behaviors, and protect the confidentiality of employees and data.

»» Communicates a vision for an organizational culture in which there is consistency between the organization’s and employees’ espoused and enacted values. »» Develops HR programs, practices and policies that meet high standards of ethics and integrity. »» Designs and oversees systems to ensure that all HR investigations are conducted in a thorough, timely and impartial manner. »» Audits and monitors adherence to HR programs, practices and policies pertaining to ethics. »» Designs and oversees learning and development programs covering ethics. »» Implements and maintains a culture and organizational system that encourages all employees to report unethical practices and behaviors.

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Interpersonal CLUSTER

Successful HR professionals eff ectively build and manage a network of relationships with other employees, with organizational leaders, and with professional colleagues outside their organization.

There are three behavioral competencies in the Interpersonal cluster: Relationship Management, Communication and Global & Cultural Eff ectiveness. These competencies describe the behaviors, attributes and underlying knowledge necessary for HR professionals to perform the collaborative and interpersonal aspects of their jobs.

Key components of Interpersonal behavioral competencies include: networking; building and maintaining professional relationships; successfully managing confl ict and negotiations; clearly and eff ectively communicating with stakeholders; and operating within a diverse and global workforce.

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

Effective HR professionals leverage a network of relationships with their HR colleagues, organizational stakeholders, and business contacts to advance the organization’s practice of HR management. Relationship building can lead to both individual and organizational success. Positive employee-supervisor relationships, for example, are associated with higher salaries, increased promotions, greater career mobility and other rewards, and improved feelings of belonging and inclusion in the workplace. Similarly, positive relationships with coworkers are associated with greater job satisfaction, involvement, performance, team cohesion, organizational commitment, and decreased turnover intentions.

In team settings, HR professionals who are adept at using their relationship management skills foster collaboration and open communication among colleagues. They help to establish an organizational environment that values and promotes teamwork. Effective HR professionals are also able to identify potential sources of conflict, and encourage parties in conflict to stay positive, respectful and task- related. In the case of counterproductive conflict, competent HR professionals work to identify root causes and mediate disputes in an impartial and respectful manner.

In negotiations within and outside the organization, HR professionals serve as their organization’s representative, working to understand the position of all negotiating parties to achieve a mutually acceptable resolution.

Key Concepts (foundational knowledge): • Types of conflict (e.g., relationship, task, inter- and

intra-organizational).

• Conflict resolution styles (e.g., avoidance, competition, cooperation, conciliation).

• Conflict resolution techniques (e.g., accommodate, avoid, collaborate).

• Negotiation, tactics, strategies and styles (e.g., perspective taking, principled bargainer, auction, interest-based bargaining).

Relationship Management Definition: Relationship Management is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to create and maintain a network of professional contacts within and outside of the organization, to build and maintain relationships, to work as an effective member of a team, and to manage conflict while supporting the organization.

Relationship Management is comprised of five subcompetencies: • Networking • Relationship building • Teamwork • Conflict management • Negotiation

SECTION 1: BEHAVIORAL COMPETENCIES

SUBCOMPETENCIES PROFICIENCY INDICATORS

For All HR Professionals For Advanced HR Professionals

Networking – Effectively builds a network of professional contacts both within and outside of the organization

»» Develops and maintains a network of professional contacts within the organization, including peers in both HR and non-HR roles, HR customers and stakeholders. »» Develops and maintains a network of external partners (e.g., vendors). »» Develops and maintains a network of professional colleagues in the HR

community at large, for professional development and to fill business needs (e.g., identification of new talent).

»» Creates opportunities for HR employees to network and build relationships with higher-level leaders in the organization and in the HR community at large. »» Develops and maintains a network of contacts within the

organization (e.g., senior leaders from other business units) and outside of the organization (e.g., members of legislative bodies, community leaders, union heads, external HR leaders).

Relationship building – Effectively builds and maintains relationships both within and outside of the organization.

»» Develops and maintains mutual trust and respect with colleagues. »» Develops and maintains a pattern of reciprocal exchanges of support,

information and other valued resources with colleagues. »» Demonstrates concern for the well-being of colleagues. »» Establishes a strong and positive reputation, within and outside the

organization, as an open and approachable HR professional. »» Ensures that all stakeholder voices are heard and acknowledged. »» Identifies and leverages areas of common interest among stakeholders,

to foster the success of HR initiatives. »» Develops working relationships with supervisors and HR leaders

by promptly and effectively responding to work assignments, communicating goal progress and project needs, and managing work activities.

»» Develops HR’s objectives and goals for relationship management. »» Develops and maintains relationships in the HR community

at large through leadership positions in other organizations. »» Leverages relationships to learn about best practices for

and new approaches to building competitive advantage.

Teamwork – Participates as an effective team member, and builds, promotes and leads effective teams.

»» Builds engaged relationships with team members through trust, task-related support and direct communication. »» Fosters collaboration and open communication among stakeholders

and team members. »» Supports a team-oriented organizational culture. »» Creates and/or participates in project teams comprised of HR and

non-HR employees. »» Embraces opportunities to lead a team. »» Identifies and fills missing or unfulfilled team roles.

»» Fosters an organizational culture that supports intra- organizational teamwork and collaboration (e.g., silo- busting). »» Creates and leads teams with senior leaders from across

the organization. »» Designs and oversees HR initiatives that promote effective

team processes and environments.

Conflict management – Manages and resolves conflicts by identifying areas of common interest among the parties in conflict.

»» Resolves and/or mediates conflicts in a respectful, appropriate and impartial manner, and refers them to a higher level when warranted. »» Identifies and addresses the underlying causes of conflict. »» Facilitates difficult interactions among employees to achieve optimal

outcomes. »» Encourages productive and respectful task-related conflict, using it to

facilitate change. »» Serves as a positive role model for productive conflict. »» Identifies and resolves conflict that is counterproductive or harmful.

»» Designs and oversees conflict resolution strategies and processes throughout the organization. »» Facilitates difficult interactions among senior leaders to

achieve optimal outcomes. »» Identifies and reduces potential sources of conflict when

proposing new HR strategies or initiatives. »» Mediates or resolves escalated conflicts.

Negotiation – Reaches mutually acceptable agreements with negotiating parties within and outside of the organization.

»» Maintains a professional demeanor during negotiation discussions. »» Applies an understanding of the needs, interests, issues and bargaining

position of all parties to negotiation discussions. »» Offers appropriate concessions to promote progress toward

an agreement. »» Adheres to applicable negotiation- and bargaining-related

laws and regulations. »» Evaluates progress toward an agreement. »» Identifies an ideal solution or end state for negotiations, monitors

progress toward that end state, and ends negotiations when appropriate.

»» Negotiates with stakeholders within and outside of the organization in complex and high-stakes negotiations. »» Defines the parameters of negotiating boundaries on behalf

of the HR unit. »» Achieves a mutually acceptable agreement in difficult and

complex negotiations.

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

This competency describes the behavior and knowledge needed for effective two-way communication.

HR professionals often serve as the “voice of HR,” communicating related information (e.g., interpretation of HR policies) to employees and other stakeholders. In this capacity, they must know how to deliver clear and accurate messages across a variety of mediums (e.g., through oral presentations, in e-mails) to audiences of all sizes and backgrounds. Senior-level HR professionals may need to describe to employees or other organizational leaders the organization’s overall HR strategy, including how it supports the broader organization’s initiatives, goals and strategic direction.

The Communication competency also reflects the need for HR professionals to listen. Successful practitioners engage in active listening techniques, striving to understand the perspective and viewpoint of the communicator and clarifying information as necessary to better understand the message being conveyed.

The behaviors required of senior- and executive- level HR leaders also include facilitating effective organizational communication across departments, gathering input from key organizational stakeholders, and creating and maintaining an organizational culture that encourages and rewards constructive communication upward, from employees to leadership.

Key Concepts (foundational knowledge): • Elements of communication (e.g., source, sender,

receiver, message feedback).

• General communication techniques (e.g., planning communications, active listening).

• Communication techniques for specialized situations (e.g., giving feedback, facilitating focus groups, facilitating staff meetings).

• Communications media (e.g., phone, e-mail, face- to-face, report, presentation, social media).

Communication Definition: Communication is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another.

Communication is comprised of three subcompetencies:

• Delivering messages • Exchanging organizational information • Listening

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SECTION 1: BEHAVIORAL COMPETENCIES

SUBCOMPETENCIES PROFICIENCY INDICATORS

For All HR Professionals For Advanced HR Professionals

Delivering messages – Develops and delivers, to a variety of audiences, communications that are clear, persuasive and appropriate to the topic and situation.

»» Presents needed information to stakeholders and refrains from presenting unneeded information. »» Uses an understanding of the audience to craft the content of communications (e.g., translates technical jargon), and chooses the best medium for communication. »» Uses appropriate business terms and vocabulary. »» Ensures that the delivered message is clear and understood by the listener. »» Crafts clear, organized, effective and error-free messages. »» Creates persuasive and compelling arguments.

»» Demonstrates fluency in the business language of senior leaders. »» Communicates difficult or negative messages in an honest, accurate, and respectful manner. »» Comfortably presents to audiences of all sizes and backgrounds.

Exchanging organizational information – Effectively translates and communicates messages among organizational levels or units.

»» Effectively communicates HR programs, practices and policies to both HR and non-HR employees. »» Helps non-HR managers communicate HR issues. »» Voices support for HR and organizational initiatives in communications with stakeholders. »» Effectively communicates with senior HR leaders.

»» Communicates HR’s vision, strategy, goals and culture to senior leaders and HR staff. »» Articulates to senior leaders the alignment of HR’s strategies and goals with the organization’s. »» Implements policies and initiatives that create channels for open communication throughout the organization, across and within levels of responsibility. »» Prepares and delivers to senior- and board-level audiences messages on important, high-visibility HR and organizational issues.

Listening – Understands information provided by others.

»» Listens actively and empathetically to others’ views and concerns. »» Welcomes the opportunity to hear competing points of view and does not take criticism personally. »» Seeks further information to clarify ambiguity. »» Promptly responds to and addresses stakeholder communications. »» Interprets and understands the context of, motives for and reasoning in received communications. »» Solicits feedback from senior leaders in other business units about the HR function.

»» Develops an organizational culture in which upward communication is encouraged and senior leaders are receptive to staff views and opinions. »» Establishes processes to gather feedback from the entire organization about the HR function.

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

Many HR professionals work in a global business environment, which today encompasses multinationals with offices abroad as well as domestic organizations with foreign suppliers. HR professionals are more frequently coming into contact with individuals from other cultures and with workers from other countries. According to the United States Census Bureau, as of 2010 approximately 40 million people living in the U.S. were foreign-born; according to a United Nations report in 2015, there were 244 million migrants worldwide. Both sources indicated that migration has increased dramatically and will continue to do so in the coming years.

In this light, the importance of the Global & Cultural Effectiveness behavioral competency is evident. Successful HR professionals understand how their organizations operate in a global context and how global events affect their organizations. They show openness and acceptance to people from other cultures. They help employees navigate differences in global laws, policies, values, traditions and customs. They create HR initiatives and policies that balance the cultural differences of diverse employees with the need for fair and consistent application—a particularly difficult task.

Most importantly, perhaps, is the responsibility of HR professionals to promote the value of cultural diversity by creating an open, inviting work environment and organizational culture that respects all employees’ unique contributions. The most effective HR practitioner recognizes the cultural diversity that exists among the organization’s employees—even one with domestic- only operations—and leverages that diversity for lasting competitive advantage.

Key Concepts (foundational knowledge): • Cultural intelligence.

• Cultural norms, values and dimensions (e.g., Hall, Hofstede, Schein, Trompenaars models).

• Techniques for bridging individual differences and perceptions (e.g., barrier removal, assimilation).

• Best practices for managing globally diverse workforces.

• Interactions and conflicts of professional and cultural values.

Global & Cultural Effectiveness Definition: Global & Cultural Effectiveness is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a diverse and inclusive workplace.

Global & Cultural Effectiveness is comprised of three subcompetencies: • Operating in a diverse workplace • Operating in a global environment • Advocating for a diverse and inclusive workplace

SECTION 1: BEHAVIORAL COMPETENCIES

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SUBCOMPETENCIES PROFICIENCY INDICATORS

For All HR Professionals For Advanced HR Professionals

Operating in a diverse workplace – Demonstrates openness and tolerance when working with people from different cultural traditions.

»» Demonstrates a general awareness and understanding of and respect for cultural differences and issues. »» Adapts behavior to navigate different cultural conditions, situations and people. »» Demonstrates acceptance of colleagues from different cultures. »» Promotes the benefits of a diverse and inclusive workforce. »» Promotes inclusion in daily interactions with others. »» Conducts business with an understanding of and respect for cross-cultural differences in customs and acceptable behaviors.

»» Drives a culture that values diversity and inclusion. »» Advocates for the strategic connection of diversity and inclusion practices to organizational success.

Operating in a global environment – Effectively manages globally influenced workplace requirements to achieve organizational goals.

»» Demonstrates an understanding, from a global perspective, of the organization’s line of business. »» Tailors HR initiatives to local needs by applying an understanding of cultural differences. »» Conducts business with an understanding of and respect for differences in rules, laws, regulations and accepted business operations and practices. »» Applies knowledge of global trends when implementing or maintaining HR programs, practices and policies. »» Operates with a global mindset while remaining sensitive to local issues and needs. »» Manages contradictory or paradoxical practices, policies and cultural norms, to ensure harmony.

»» Creates an HR strategy that incorporates the organization’s global competencies and perspectives on organizational success. »» Uses expert knowledge about global HR trends, economic conditions, labor markets and legal environments to set HR’s strategic direction and to inform development and implementation of HR initiatives. »» Uses expert knowledge about global HR trends, economic conditions, labor markets and legal environments to evaluate the impact of diversity and inclusion on the organization’s HR strategy.

Advocating for a diverse and inclusive workplace – Designs, implements and promotes organizational policies and practices to ensure diversity and inclusion in the workplace.

»» Supports an organizational culture that values diversity and promotes inclusion. »» Uses the organization’s policies and philosophy toward diversity and inclusion to inform business decisions and implementation of HR programs, practices and policies. »» Designs, recommends, implements, and/or audits HR programs, practices and policies intended to ensure diversity and inclusion. »» Ensures that HR programs, practices and policies are applied consistently and respectfully to all staff.

»» Develops HR initiatives, programs and policies that support the organization’s policies and philosophy toward diversity and inclusion. »» Ensures that learning and development programs (or other appropriate interventions) about diversity and cultural sensitivity are provided to employees at all levels of the organization. »» Develops HR initiatives that will be applied consistently and fairly to all staff. »» Drives an HR strategy that leverages diversity, inclusion and cultural differences for organizational success.

SECTION 1: BEHAVIORAL COMPETENCIES

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Business CLUSTER

There are three behavioral competencies in the Business cluster: Business Acumen, Consultation and Critical Evaluation. These competencies describe the behaviors, attributes and underlying knowledge necessary for HR professionals to identify, design, implement and evaluate HR solutions that meet business objectives.

Key components of Business behavioral competencies include: ensuring that HR contributes to the strategic direction of the organization; understanding the business and the environment in which it operates; designing and implementing business solutions to meet human capital needs; contributing to and leading change management initiatives; and gathering and analyzing data to inform business decisions.

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGETHE SHRM BODY OF COMPETENCY AND KNOWLEDGE

HR can provide a critical and unique contribution to the organization’s competitive advantage through effective management of human capital. This advantage is most pronounced when HR professionals develop human capital programs, policies and systems that align with and contribute to the organization’s goals and strategic direction.

As they work with non-HR colleagues in other departments, HR professionals should be able to understand the organization’s business as a whole and recognize what unique roles HR can play in organizational success.

Effective HR professionals have a well-developed proficiency in Business Acumen. They understand the core functions of the business, including how it operates and how HR practices contribute to those operations. They understand the organization’s external environment, including the effects of external factors on competitive advantage. They master business analysis techniques, which enable them to design or modify initiatives that enhance HR’s contributions to the overall business. Successful senior-level HR professionals create HR programs that they can ensure are in strategic alignment with the organization’s goals, strategy and objectives.

Key Concepts (foundational knowledge): • Business terms and concepts (e.g., return on

investment [ROI]).

• Analyzing and interpreting business documents (e.g., balance sheets, budgets, cash flow statements, profit and loss statements).

• Elements of a business case.

• Business intelligence techniques and tools (e.g., online analytical processing, advanced analytics, business intelligence portals).

• Financial analysis and methods for assessing business health.

Business Acumen Definition: Business Acumen is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to understand the organization’s operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization.

Business Acumen is comprised of three subcompetencies: • Business and competitive awareness • Business analysis • Strategic alignment

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SECTION 1: BEHAVIORAL COMPETENCIES

SUBCOMPETENCIES PROFICIENCY INDICATORS

For All HR Professionals For Advanced HR Professionals

Business and competitive awareness – Understands the organization’s operations, functions, products and services, and the competitive, economic, social and political environments in which the organization operates.

»» Uses organizational and external resources to learn about the organization’s business operations, functions, products and services. »» Uses organizational and external resources to learn about the political, economic, social, technological, legal and environmental (PESTLE) trends that influence the organization. »» Applies knowledge of the organization’s business operations, functions, products and services, in order to implement HR solutions and inform business decisions. »» Applies knowledge of the organization’s industry and PESTLE trends, in order to implement HR solutions and inform HR decisions.

»» Gathers and applies business intelligence about PESTLE trends to define HR’s strategic direction and long-term goals. »» Applies expert knowledge of the organization’s business operations, functions, products and services when setting HR’s strategic direction and long-term goals. »» Applies an understanding of the labor market when developing a strategy to manage and compete for talent. »» Participates in advocacy activities involving government policy and proposed regulations related to the organization’s HR strategies and long-term goals.

Business analysis – Applies business metrics, principles and technologies to inform and address business needs.

»» Uses cost-benefit analysis, organizational metrics and key performance indicators to inform business decisions. »» Applies principles of finance, marketing, economics, sales, technology, law and business systems to internal HR programs, practices and policies. »» Uses HR information systems (HRIS) and business technology to solve problems and address needs.

»» Designs, implements and evaluates HR initiatives with consideration of value-added, ROI, utility, revenue, profit and loss statements and other business indicators. »» Uses risk assessment to inform HR’s and the organization’s strategic direction and long-term goals. »» Determines the budget and resource requirements of HR initiatives. »» Develops HRIS and business technology to solve business problems and address needs. »» Examines organizational problems and opportunities in terms of integrating HR solutions that maximize ROI and strategic effectiveness.

Strategic alignment – Aligns HR strategy, communications, initiatives and operations with the organization’s strategic direction.

»» Demonstrates an understanding of the relationship between effective HR and effective core business functions. »» Aligns decisions with HR’s and the organization’s strategic direction and goals. »» Makes the business case, or provides the data to build the case, for HR initiatives and their influence on efficient and effective organizational functioning (e.g., ROI for HR initiatives).

»» Defines and communicates HR’s and the organization’s strategy, goals and challenges in terms of business results. »» Aligns HR’s strategic direction and long-term goals with the organization’s overall business strategy and objectives. »» Applies the perspective of systems thinking to make HR and business decisions. »» Drives key business results by developing strategies and long-term goals that account for senior leaders’ input. »» Serves as a strategic contributor to organizational decision-making on fiscal issues, product/service lines, operations, human capital and technology. »» Evaluates all proposed business cases for HR initiatives.

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGETHE SHRM BODY OF COMPETENCY AND KNOWLEDGE

Because HR professionals are expected to be key contributors to the achievement of organizational goals in alignment with the organization’s strategic direction, a well-developed Consultation competency is important for effective HR practice.

HR professionals collaborate with other business professionals to create and implement HR solutions that meet the needs of their organizations. They apply their expertise in human capital issues to confront and deal with related challenges (in staffing, training and development, performance, employee relations, etc.).

HR professionals collaborate and partner with stakeholders by actively engaging them as participants in the job at hand, translating technical HR concepts and information into actionable recommendations. As business partners, HR professionals use their human capital expertise to generate creative, evidence-based solutions, and to provide accurate, timely guidance. Best practices form the basis for such guidance, as well as research that takes into account the organization’s unique internal and external environments.

To support the implementation of HR solutions and changes, HR professionals integrate them into existing systems, recognize and resolve business constraints, and obtain buy-in by partnering with organizational leaders and colleagues. To provide

ongoing support for customers, HR professionals identify, define and resolve customer needs and contribute to a customer-centric organizational culture.

Key Concepts (foundational knowledge): • Organizational change management theories,

models (e.g., Lewin’s change management model, McKinsey 7-S model, Kotter’s 8-step change model), and processes (e.g., leadership buy-in, building a case for change, engaging employees, communicating change, removing barriers).

• Consulting processes and models (e.g., discovery, analysis and solution, recommendation, implementation), including the contributions of consulting to organizational systems and processes.

• Effective consulting techniques (e.g., understanding organizational culture, understanding areas and limits of one’s own expertise, setting reasonable expectations, avoiding overpromising).

• Key components of successful client interactions (e.g., listening, empathy, communication, follow- up).

• Methods for design and delivery of HR service functions and processes (e.g., issue tracking, client service).

Consultation Definition: Consultation is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solutions that meet the changing needs of customers and the business.

Consultation is comprised of five subcompetencies: • Evaluating business challenges • Designing HR solutions • Implementing and supporting HR solutions • Change management • Customer interaction

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SECTION 1: BEHAVIORAL COMPETENCIES

SUBCOMPETENCIES PROFICIENCY INDICATORS

For All HR Professionals For Advanced HR Professionals

Evaluating business challenges – Works with business partners and leaders to identify business challenges and opportunities for HR solutions.

»» Develops an understanding of the organization’s current and future HR challenges, and helps to identify HR needs and opportunities for improvement. »» Identifies current and future HR-related threats and liabilities. »» Identifies existing HR programs, practices and policies that impede or support business success.

»» Works with senior leadership to identify how HR can improve business outcomes and support the organization’s strategic direction and long-term goals.

Designing HR solutions – Works with business partners and leaders to design HR solutions and initiatives that meet business needs.

»» Offers, in partnership with stakeholders, HR solutions for business needs that are creative, innovative, effective and based on best practices and/or research. »» Provides guidance to non-HR managers regarding HR practices, compliance, laws, regulations and ethics. »» Defines clear goals and outcomes for HR solutions, using them to drive solution design.

»» Works with key internal customers to identify initiatives that minimize threats and liabilities. »» Determines the strategic approach to remediation of HR-related threats and liabilities. »» Works with business leaders to create innovative, evidence-based talent management strategies that align with and drive the organization’s strategy. »» Designs and oversees evidence-based long-term strategic HR and business solutions.

Implementing and supporting HR solutions – Works with business partners and leaders to implement and support HR solutions and initiatives.

»» Provides guidance to non-HR managers and business unit teams on implementation of HR-related solutions. »» Works with business partners to overcome obstacles to implementation of HR solutions. »» Provides follow-up to and ongoing support for implementation of HR solutions, to ensure their continued effectiveness. »» Ensures that implementation of HR solutions adheres to defined goals and outcomes.

»» Provides ongoing support and HR solutions to business unit leaders on the organization’s strategic direction. »» Encourages staff and other leaders to provide input on strategic HR and business decisions. »» Works with senior leaders to overcome strategic obstacles to implementation of HR initiatives. »» Integrates HR solutions with related organizational processes, systems and other business or management initiatives.

Change management – Leads and supports maintenance of or changes in strategy, organization and/or operations.

»» Recommends ways to improve HR programs, practices and policies. »» Promotes buy-in among organizational stakeholders when implementing change initiatives. »» Builds buy-in among staff for organizational change. »» Aligns and deploys HR programs to support change initiatives.

»» Works with other senior executives to identify when and where change is or is not needed. »» Builds buy-in among senior leadership and staff at all levels for organizational change. »» Defines change objectives and goals. »» Oversees implementation of change initiatives across business units and throughout the organization. »» Partners with other business leaders to achieve change objectives and goals. »» Provides support to HR staff at all levels during change initiatives.

Customer interaction – Provides high-quality customer service and contributes to a strong customer service culture.

»» Identifies, defines and clarifies customer needs and requirements, and reports on the status of HR services provided and results achieved. »» Responds promptly, courteously and openly to customer requests, and takes ownership of customer needs. »» Identifies and resolves risks and early-stage problems in meeting customer needs. »» Manages interactions with vendors and suppliers to maintain service quality.

»» Designs and oversees HR programs, practices and policies that ensure a strong, high-quality customer service culture in the HR function. »» Oversees HR’s customer service objectives and outcomes. »» Identifies larger system needs and issues influencing market requirements, and engages outside stakeholders to help meet requirements that go beyond HR’s functional assignment. »» Develops and promotes an organizational culture that excels at meeting customer needs.

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THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

In today’s data-driven workplace, HR professionals rely on metrics and analytics to evaluate and enhance the effectiveness of human capital programs. (Examples of such data inquiries include: comparing the cost-per-hire of college recruiting fairs against online job ads; measuring the production-related efficiency gains associated with an employee training program; and identifying future workforce needs based on voluntary turnover rates.) By collecting and properly utilizing metrics, HR professionals add value to their role in the organization, and are seen by organizational leaders as reliable strategic partners.

An evidence-based approach to HR characterizes the Critical Evaluation behavioral competency. Effective HR professionals know how to identify key sources of data that are useful and relevant for informing HR actions and decisions. They can assess that data to evaluate its quality and limitations. They are skilled at analyzing and interpreting data. HR professionals should be familiar with various methods of data collection and basic statistical tests.

In the role of advocates for evidence-based practice, HR professionals embrace novel approaches for collecting and using data, encourage its systematic use in organizational decision-making, and contribute to a culture of evidence-driven HR practice.

Key Concepts (foundational knowledge): • Survey and assessment tools (e.g., development,

administration, validation of surveys and assessments).

• Sources of data (e.g., surveys, interviews, focus groups).

• Basic concepts in statistics (e.g., descriptive statistics, correlation) and measurement (e.g., reliability, validity).

• Interpretation of data and charts.

• Using data to support a business case (e.g., interpretation, visualization, graphical representation).

Critical Evaluation Definition: Critical Evaluation is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to collect and analyze qualitative and quantitative data, and to interpret and promote findings that evaluate HR initiatives and inform business decisions and recommendations.

Critical Evaluation is comprised of four subcompetencies: • Data advocate • Data gathering • Data analysis • Evidence-based decision-making

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SECTION 1: BEHAVIORAL COMPETENCIES

SUBCOMPETENCIES PROFICIENCY INDICATORS

For All HR Professionals For Advanced HR Professionals

Data advocate – Understands and promotes the importance and utility of data.

»» Demonstrates an understanding of the importance of using data to inform business decisions and recommendations. »» Promotes the importance of evidence-based decision-making. »» Promotes the importance of validating HR programs, practices and policies to ensure that they achieve desired outcomes. »» Identifies decision points that can be informed by data and evidence.

»» Promotes the role of evidence in setting and validating HR’s strategic direction and long-term goals. »» Supports an organizational culture that promotes the collection and incorporation of data (e.g., risks, economic and environmental factors) into decision- making, and supports the organizational processes, policies and procedures to do so. »» Promotes the utility of HR metrics for understanding organizational performance. »» Ensures that the HR function uses data to inform decision-making and the development and evaluation of HR initiatives.

Data gathering – Understands how to determine data utility, and identifies and gathers data to inform organizational decisions.

»» Maintains working knowledge of data collection, research methods, benchmarks and HR metrics. »» Identifies sources of the most relevant data for solving organizational problems and answering questions. »» Gathers data using appropriate methods (e.g., surveys, focus groups) to inform and monitor organizational solutions. »» Scans external sources for data relevant to the organization (e.g., risks, economic and environmental factors). »» Benchmarks HR initiatives and outcomes against the organization’s competition and other relevant comparison groups.

»» Ensures that resources and processes are in place to facilitate systematic collection of data, to inform HR’s strategic direction and long-term goals. »» Identifies new sources of data or new methods of data collection to inform and evaluate HR initiatives. »» Interacts with senior leaders outside the organization to collect data relevant to HR.

Data analysis – Analyzes data to evaluate HR initiatives and business challenges.

»» Maintains working knowledge of statistics and measurement concepts. »» Identifies potentially misleading or flawed data. »» Conducts analyses to identify evidence-based best practices, evaluate HR initiatives and determine critical findings. »» Maintains objectivity when interpreting data.

»» Maintains advanced knowledge of statistics and measurement concepts. »» Oversees comprehensive and systematic evaluations of the organization’s HR programs, practices and policies. »» Critically reviews and interprets the results of analyses to identify evidence-based best practices, evaluate HR initiatives and determine critical findings.

Evidence-based decision-making – Uses the results of data analysis to inform the best course of action.

»» Reports key findings to senior business and HR leaders. »» Uses research findings to evaluate different courses of action and their impacts on the organization. »» Applies data-driven knowledge and best practices from one situation to the next, as appropriate. »» Ensures that HR programs, practices and policies reflect research findings and best practices. »» Objectively examines HR programs, practices and policies in light of data.

»» Communicates to other senior leaders in the organization critical data analysis findings and their implications for HR’s strategic direction and goals. »» Uses research findings to inform HR’s strategic direction and long-term goals. »» Develops best practices based on evidence from industry literature, peer-reviewed research and other sources, including experience. »» Sponsors evidence-based initiatives for process improvement.

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE32

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

SECTION 2: HR Expertise (HR Knowledge)

Technical HR knowledge (i.e., HR Expertise) is defi ned as the principles, practices and functions of eff ective HR management. Its application is facilitated by behavioral competencies (see Section 1). Successful HR professionals must be in command of both technical HR knowledge and the behavioral components of HR practice. This approach, which is supported by SHRM research (see Introduction), emphasizes the critical and integrated roles played by technical HR knowledge (what you know) and by behavioral competencies (how you apply what you know) in contributing to eff ective HR practice.

How to Read This Section The technical competency of HR Expertise encompasses the core HR knowledge that an HR professional needs to eff ectively perform key HR activities HR Expertise is grouped into three knowledge domains: People, Organization and Workplace. Each domain is further divided into functional areas, which more specifi cally describe the knowledge required to perform those functions. All together, HR Expertise covers 15 functional areas. Figure 4 provides an overview of this organizing framework.

An in-depth description is provided for each knowledge domain. The following information is provided for each functional area:

• A Defi nition of the functional area;

• Key Concepts describing the knowledge specifi c to the functional area; and

• Profi ciency Indicators, listed by their applicability based on career level (i.e., applicable to all HR professionals or to advanced HR professionals).

32 THE SHRM BODY OF COMPETENCY AND KNOWLEDGE

SECTION 1: BEHAVIORAL COMPETENCIESSECTION 2: HR EXPERTISE (HR KNOWLEDGE)

FIGURE 4: Organizing Framework of the Technical Competency (HR Expertise) Knowledge Domains

DOMAIN FUNCTIONAL AREA DEFINITION

HR Strategic Planning Involves the activities necessary for developing, implementing and managing the strategic direction required to achieve organizational success and to create value for stakeholders.

Talent Acquisition Encompasses the activities involved in building and maintaining a workforce that meets the needs of the organization.

Employee Engagement & Retention

Refers to the activities aimed at retaining high-performing talent, solidifying and improving the relationship between employees and the organization, creating a thriving and energized workforce, and developing eff ective strategies to address appropriate performance expectations from employees at all levels.

Learning & Development The activities that enhance the knowledge, skills, abilities and other characteristics (KSAOs) and competencies of the workforce in order to meet the organization’s business needs.

Total Rewards Refers to the design and implementation of compensation systems and benefi t packages, which employers use to attract and retain employees.

Structure of the HR Function Encompasses the people, processes, theories and activities involved in the delivery of HR-related services that create and drive organizational eff ectiveness.

Organizational Eff ectiveness & Development

Concerns the overall structure and functionality of the organization, and involves measurement of long- and short-term eff ectiveness and growth of people and processes, and implementation of necessary organizational change initiatives.

Workforce Management Refers to HR practices and initiatives that allow the organization to meet its talent needs (e.g., workforce planning, succession planning) and to close critical gaps in competencies.

Employee & Labor Relations Refers to any dealings between the organization and its employees regarding the terms and conditions of employment.

Technology Management Involves the use of existing, new and emerging technologies to support the HR function, and the development and implementation of policies and procedures governing the use of technologies in the workplace.

HR in the Global Context Focuses on the role of the HR professional in managing global workforces to achieve organizational objectives.

Diversity & Inclusion Encompasses activities that create opportunities for the organization to leverage the unique backgrounds and characteristics of all employees to contribute to its success.

Risk Management The identifi cation, assessment and prioritization of risks, and the application of resources to minimize, monitor and control the probability and impact of those risks accordingly.