Why shall we not try to build the set of competencies required to make up an ideal HR, since we so many HR professionals are on one site.
How about trying to suggest ways to improve those skill sets that you prefer in an ideal HR?
Please come out with your contributions and let us all strive to reach perfection in our profession.
Regards,
VINAY.
From India
6How about trying to suggest ways to improve those skill sets that you prefer in an ideal HR?
Please come out with your contributions and let us all strive to reach perfection in our profession.
Regards,
VINAY.
From India
HR COMPETENCIES.
AS YOU BUILD / DEVELOP YOUR KNOWLEDGE BASE,
YOU NEED TO KNOW
-YOUR APTITUDE
-YOUR PASSION FOR SELECTED SUBJECTS
-YOUR KEEN INTEREST AREAS
-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].
HR MANAGER'S ACTIVITIES, ROLES, COMPETENCES.
1. HR MANAGER'S ACTIVTIES/ ROLES.
The activities / ROLES carried out by HR MANAGER will vary widely
according to the needs of the organization, the context within
which they work and their own capabilites.
The analysis of the activities and the roles leads us to
the question
WHAT ARE THE COMPETENCIES REQUIRED FOR A
SUCCESSFUL HR MANAGER?
=================================================
ROLE /
COMPETENCE MATRIX
ROLE AS STRATEGIC PARTNER/
ท Organizational Awareness
ท Problem Solving
ท Customer Service
ท Stress Tolerance
ท Oral Communication
*Strategic planner
*Mission oriented
-----------------------------------
ROLE AS LEADER /
ท Decision Making
ท Planning & Evaluation
ท Conflict Management
ท Self-Management
ท Self-Esteem
ท Oral Communication
*Ethical
--------------------------------
ROLE AS EMPLOYEE CHAMPION/
ท Flexibility
ท Teaching Others
ท Learning
ท Interpersonal Skills
ท Oral Communication
-------------------------------------
ROLE AS TECHNICAL EXPERT/
ท Technical Competence
ท Legal, Government, &
Jurisprudence
ท Personnel & Human Resources
ท Information Management
ท Knowledge of HR principle
ท Customer ORIENTATION
ท Writing
ท Reading
ท Memory
ท Attention to Detail
ท Oral Communication
-----------------------------------
ROLE AS CHANGE CONSULTANT
ท Teamwork
ท Reasoning
ท Influencing/Negotiating
ท Integrity/Honesty
ท Creative Thinking
*Managing change
*As a consultant to the line managers.
*value diversity
*resolve conflicts
-----------------------------------------------------
ROLE as Business Management /
Competencies
Business Process Reengineering
Change Management
Contract Management
Cost-Benefit Analysis
Customer Relations
Financial Management
Marketing of HR
Negotiating
Organizational Awareness
Organizational Needs Assessment
Outcome Measures and Evaluation
Project Management
Strategic Human Resource Practices
Strategic Planning
*Systems Innovation
---------------------------------------------------------
ROLE AS Professional
/Competencies
Coaching and Mentoring
Communication
Conflict Management
Decision-making
Ethics
Facilitation
Interpersonal Relations
Problem-Solving
Self Management
Teamwork
Technology Application
*Negotiation
--------------------------------------------------------------
ROLE AS Technical HR
/Competencies
Appeals, Grievances, and Litigation
Attendance and Leave
Benefits
Career Development
Compensation
Discipline and Adverse Action
Employee Assistance
Equal Employment Opportunity
Human Resource Management Fundamentals
Instructional Systems Development
Instructional Technology
Job Analysis
Labor Management Relations
Organizational Development
Organization and Position Design
Pay Administration
Performance Management
Personnel Assessment
Personnel Systems Management
Position Classification
Reduction-in-Force
Rewards and Recognition
Staffing and Recruiting
Succession Planning
================================================== ===
HR KNOWLEDGE MANAGEMENT
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm
grows large enough to need someone to focus primarily on HR activities, the
role of the HR generalist emerges‑that is, a person who has responsibility
for performing a variety of HR activities. Further growth leads to adding
HR specialists who have in‑depth knowledge and expertise in a limited area.
Intensive knowledge of an activity such as. benefits, testing, training, or affirmaญ
tive action compliance typifies the work of HR specialists.
Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:
* Knowledge of business and organization
* Influence and change management
* Specific HR knowledge and expertise
Knowledge of Business and Organization
HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have understanding of the financial, technological, and other facets of the industry and the organization. As illustration, in some organizations the top HR executive jobs are being filled by individuals who have been successful operations managers, but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them, while bringing a performance‑oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties, and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.
Knowledge Base
-Strategic planning/ HRM role.
-Political changes impact
-Economic changes impact
-Social changes impact
-Technology changes impact
-Workforce availability/ Quality
-Growth in contingent workforce
-Demographic issues
-Work / family balancing
-Organizational Restructuring
-Occupational shifts
-Global competition
-Business Process reengineering
-Financial responsibility for HR results.
-Intellectual capital
ETC.
Influence and Change Management
Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR‑related changes affecting today's organizations, HR professionals must be able to influence others.
Knowledge Base
-sales ability
-persuasion skills
-presentation skills
-negotiation skills
-interpersonal relations skills
-change, change, change.
HR Specific Knowledge
The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.
CORE Knowledge Required by HR Professionals
1. needs assessment and analysis .
2. third‑party contract management, including development of requests for proposals
3. communication strategies .
4. documentation requirements .
5. adult learning processes .
6. motivation concepts and applications .
7. training methods .
8. leadership concepts and applications.
9. project management concepts and applications
10. diversity concepts and applications.
11.human relations concepts and applications (for example, interpersonal and organizational behavior) .
12.HR ethics and professional standards .
13.technology and human resource information systems (HRIS) to support
HR activities .
14.qualitative and quantitative methods and tools for analysis, interpretation, and decision‑making purposes .
15.change management .
16.liability and risk management .
17. job analysis and job description methods.
18. employee records management (for example, retention, disposal)
19.the interrelationships among HR activities and programs across
functional areas.
================================================== ===
OTHER AREAS
Strategic Management .Knowledge Of.
1.lawmaking and administrative regulatory processes .
2. internal and external environmental scanning techniques.
3.strategic planning process and implementation .
4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community‑based organizations).
5.management processes and functions , including marketing/sales/distribution etc.
6. techniques to sustain creativity and innovation.
================================================== =
Workforce planning and Employment .Knowledge of:
7.Central /state/local. employment‑related laws and regulations .
8.immigration law (for example, visas for overseas employees]
9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs‑per‑hire, selection ratios, adverse impact).
10. recruitment methods and sources
11.staffing alternatives (for example, telecommuting, outsourcing)
12 planning techniques (for example, succession planning, HR forecasting)
13.reliability and validity of selection tests/tools/methods.
14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).
15. interviewing techniques .
16 relocation practices.
17 impact of compensation and benefits plans on recruitment and retention .
18 international HR and implications of international workforce for workforce planning and employment.
19 downsizing and outplacement .
20 internal workforce planning and employment policies, practices, and procedures.
Human Resource Development: Knowledge of.
21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .
22 human resource development theories and applications (including career
development and leadership development)
23 organizational development theories and applications.
24 training methods, program, and techniques (design, objectives, methods, etc.).
25 employee involvement strategies .
26 task/process analysis .
27 performance appraisal and performance management methods.
28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .
30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).
Compensation and Benefits .Knowledge of.
31.Central, state, and local compensation and benefits laws.
32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)
33 job evaluation methods
34 job pricing and Pay structures
35 incentive and variable Pay methods
36 executive compensation
37.non‑cash compensation methods (for example, stock option plans).
38 benefits needs analysis i.e, life insurance, pension,
39 benefit plans (for example, health insurance, education, health club)
40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)
Employee and Labour relations . Knowledge ofญ
41.applicable federal, state, and local laws affecting employment in union and non‑union environments, such as anti‑discrimination laws, sexual harassment, labor relations, and privacy
42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)
43 employee involvement strategies(for example, alternate work schedules, work teams)
44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)
45.workplace behavior issues/practices (for example, absenteeism, discipline)
46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)
47 unfair labor practices .
48 the collective bargaining process, strategies, and concepts (up to and after contract)
49 public sector labor relations issues and practices.
50. expatriation and repatriation issues and practices .
51.employee and labor relations for local nationals[ i.e. labour
relations in other countries).
b
Occupational health,safety,and security. Knowledge of.
52 .Central, state, and local workplace health and safety laws and
regulations (for example, OSHA, Drug‑Free Workplace ]
53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)
54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)
55 workplace safety risks
56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)
57 potential violent behavior and workplace violence conditions .
58 general health and safety practices (for example, fire evacuation,
HAZMAT[hazardous materials], ergonomic evaluations)
59 incident and emergency response plans .
60 internal investigation and surveillance techniques .
61 Employee Assistance Programs .
62 employee wellness programs .
63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .
regards
LEO LINGHAM
From India, Mumbai
AS YOU BUILD / DEVELOP YOUR KNOWLEDGE BASE,
YOU NEED TO KNOW
-YOUR APTITUDE
-YOUR PASSION FOR SELECTED SUBJECTS
-YOUR KEEN INTEREST AREAS
-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].
HR MANAGER'S ACTIVITIES, ROLES, COMPETENCES.
1. HR MANAGER'S ACTIVTIES/ ROLES.
The activities / ROLES carried out by HR MANAGER will vary widely
according to the needs of the organization, the context within
which they work and their own capabilites.
The analysis of the activities and the roles leads us to
the question
WHAT ARE THE COMPETENCIES REQUIRED FOR A
SUCCESSFUL HR MANAGER?
=================================================
ROLE /
COMPETENCE MATRIX
ROLE AS STRATEGIC PARTNER/
ท Organizational Awareness
ท Problem Solving
ท Customer Service
ท Stress Tolerance
ท Oral Communication
*Strategic planner
*Mission oriented
-----------------------------------
ROLE AS LEADER /
ท Decision Making
ท Planning & Evaluation
ท Conflict Management
ท Self-Management
ท Self-Esteem
ท Oral Communication
*Ethical
--------------------------------
ROLE AS EMPLOYEE CHAMPION/
ท Flexibility
ท Teaching Others
ท Learning
ท Interpersonal Skills
ท Oral Communication
-------------------------------------
ROLE AS TECHNICAL EXPERT/
ท Technical Competence
ท Legal, Government, &
Jurisprudence
ท Personnel & Human Resources
ท Information Management
ท Knowledge of HR principle
ท Customer ORIENTATION
ท Writing
ท Reading
ท Memory
ท Attention to Detail
ท Oral Communication
-----------------------------------
ROLE AS CHANGE CONSULTANT
ท Teamwork
ท Reasoning
ท Influencing/Negotiating
ท Integrity/Honesty
ท Creative Thinking
*Managing change
*As a consultant to the line managers.
*value diversity
*resolve conflicts
-----------------------------------------------------
ROLE as Business Management /
Competencies
Business Process Reengineering
Change Management
Contract Management
Cost-Benefit Analysis
Customer Relations
Financial Management
Marketing of HR
Negotiating
Organizational Awareness
Organizational Needs Assessment
Outcome Measures and Evaluation
Project Management
Strategic Human Resource Practices
Strategic Planning
*Systems Innovation
---------------------------------------------------------
ROLE AS Professional
/Competencies
Coaching and Mentoring
Communication
Conflict Management
Decision-making
Ethics
Facilitation
Interpersonal Relations
Problem-Solving
Self Management
Teamwork
Technology Application
*Negotiation
--------------------------------------------------------------
ROLE AS Technical HR
/Competencies
Appeals, Grievances, and Litigation
Attendance and Leave
Benefits
Career Development
Compensation
Discipline and Adverse Action
Employee Assistance
Equal Employment Opportunity
Human Resource Management Fundamentals
Instructional Systems Development
Instructional Technology
Job Analysis
Labor Management Relations
Organizational Development
Organization and Position Design
Pay Administration
Performance Management
Personnel Assessment
Personnel Systems Management
Position Classification
Reduction-in-Force
Rewards and Recognition
Staffing and Recruiting
Succession Planning
================================================== ===
HR KNOWLEDGE MANAGEMENT
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm
grows large enough to need someone to focus primarily on HR activities, the
role of the HR generalist emerges‑that is, a person who has responsibility
for performing a variety of HR activities. Further growth leads to adding
HR specialists who have in‑depth knowledge and expertise in a limited area.
Intensive knowledge of an activity such as. benefits, testing, training, or affirmaญ
tive action compliance typifies the work of HR specialists.
Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:
* Knowledge of business and organization
* Influence and change management
* Specific HR knowledge and expertise
Knowledge of Business and Organization
HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have understanding of the financial, technological, and other facets of the industry and the organization. As illustration, in some organizations the top HR executive jobs are being filled by individuals who have been successful operations managers, but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them, while bringing a performance‑oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties, and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.
Knowledge Base
-Strategic planning/ HRM role.
-Political changes impact
-Economic changes impact
-Social changes impact
-Technology changes impact
-Workforce availability/ Quality
-Growth in contingent workforce
-Demographic issues
-Work / family balancing
-Organizational Restructuring
-Occupational shifts
-Global competition
-Business Process reengineering
-Financial responsibility for HR results.
-Intellectual capital
ETC.
Influence and Change Management
Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR‑related changes affecting today's organizations, HR professionals must be able to influence others.
Knowledge Base
-sales ability
-persuasion skills
-presentation skills
-negotiation skills
-interpersonal relations skills
-change, change, change.
HR Specific Knowledge
The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.
CORE Knowledge Required by HR Professionals
1. needs assessment and analysis .
2. third‑party contract management, including development of requests for proposals
3. communication strategies .
4. documentation requirements .
5. adult learning processes .
6. motivation concepts and applications .
7. training methods .
8. leadership concepts and applications.
9. project management concepts and applications
10. diversity concepts and applications.
11.human relations concepts and applications (for example, interpersonal and organizational behavior) .
12.HR ethics and professional standards .
13.technology and human resource information systems (HRIS) to support
HR activities .
14.qualitative and quantitative methods and tools for analysis, interpretation, and decision‑making purposes .
15.change management .
16.liability and risk management .
17. job analysis and job description methods.
18. employee records management (for example, retention, disposal)
19.the interrelationships among HR activities and programs across
functional areas.
================================================== ===
OTHER AREAS
Strategic Management .Knowledge Of.
1.lawmaking and administrative regulatory processes .
2. internal and external environmental scanning techniques.
3.strategic planning process and implementation .
4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community‑based organizations).
5.management processes and functions , including marketing/sales/distribution etc.
6. techniques to sustain creativity and innovation.
================================================== =
Workforce planning and Employment .Knowledge of:
7.Central /state/local. employment‑related laws and regulations .
8.immigration law (for example, visas for overseas employees]
9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs‑per‑hire, selection ratios, adverse impact).
10. recruitment methods and sources
11.staffing alternatives (for example, telecommuting, outsourcing)
12 planning techniques (for example, succession planning, HR forecasting)
13.reliability and validity of selection tests/tools/methods.
14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).
15. interviewing techniques .
16 relocation practices.
17 impact of compensation and benefits plans on recruitment and retention .
18 international HR and implications of international workforce for workforce planning and employment.
19 downsizing and outplacement .
20 internal workforce planning and employment policies, practices, and procedures.
Human Resource Development: Knowledge of.
21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .
22 human resource development theories and applications (including career
development and leadership development)
23 organizational development theories and applications.
24 training methods, program, and techniques (design, objectives, methods, etc.).
25 employee involvement strategies .
26 task/process analysis .
27 performance appraisal and performance management methods.
28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .
30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).
Compensation and Benefits .Knowledge of.
31.Central, state, and local compensation and benefits laws.
32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)
33 job evaluation methods
34 job pricing and Pay structures
35 incentive and variable Pay methods
36 executive compensation
37.non‑cash compensation methods (for example, stock option plans).
38 benefits needs analysis i.e, life insurance, pension,
39 benefit plans (for example, health insurance, education, health club)
40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)
Employee and Labour relations . Knowledge ofญ
41.applicable federal, state, and local laws affecting employment in union and non‑union environments, such as anti‑discrimination laws, sexual harassment, labor relations, and privacy
42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)
43 employee involvement strategies(for example, alternate work schedules, work teams)
44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)
45.workplace behavior issues/practices (for example, absenteeism, discipline)
46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)
47 unfair labor practices .
48 the collective bargaining process, strategies, and concepts (up to and after contract)
49 public sector labor relations issues and practices.
50. expatriation and repatriation issues and practices .
51.employee and labor relations for local nationals[ i.e. labour
relations in other countries).
b
Occupational health,safety,and security. Knowledge of.
52 .Central, state, and local workplace health and safety laws and
regulations (for example, OSHA, Drug‑Free Workplace ]
53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)
54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)
55 workplace safety risks
56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)
57 potential violent behavior and workplace violence conditions .
58 general health and safety practices (for example, fire evacuation,
HAZMAT[hazardous materials], ergonomic evaluations)
59 incident and emergency response plans .
60 internal investigation and surveillance techniques .
61 Employee Assistance Programs .
62 employee wellness programs .
63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .
regards
LEO LINGHAM
From India, Mumbai
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