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Alex Alonso, SHRM Chief Knowledge Officer
SHRM Competency Model:A Roadmap to Lifelong Learning and Development
LWHRA Chapter
April 10, 2018
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Make You Think
• What caught my eye?• What I realized next?• Why it matters?• Let’s make a
difference!
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Exe
cuti
on
Expectations
Capabilities
Why The Gap?
What is expected of HR?
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Key
C-Suite
Strategic
Operational
Mid-Level
How does HR fare when compared to other professions?
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63%68% 68%
73%76%
24%
81%
63% 61%57%
54%
68%68%
51% 53%56% 54%
39%
46%41%
38%41%
37%
19%
33%
40%43% 43%
46%
22%15%
25%
35%
45%
55%
65%
75%
85%
Organizations First-Level Mid-Level Senior-Level Executive-Level HR
Developmental Assignments Formal Training Coaching from Current ManagerCoaching from Internal Coaches Coaching from External Coaches
HR learning is different than other learning
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Changing economic trends and political movements are altering the way organizations sustain themselves.
Geopolitical & Economic Shifts
There are currently five generations in the workforce including Baby Boomers and Millennials.
Multigenerational Workforce
Population shifts call for a workforce with a large percentage coming from continents like South America and Africa.
All-Inclusive Talent Market
The GIG economy and changing nature of employment contracts are calling for creativity.
The Evolution of Work as a Concept
Automation, apps, bots, etc. are all affecting HR’s role in the employee experience.
Pace of Technological Change
And the future is only getting more complicated
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Knowledge Behavior Success
There is a
foundation of 15
knowledge areas
that drives
successful
performance.
Mastery of
knowledge is not
enough; building
proficiency in
leadership,
business, and
interpersonal
competencies are
critical too.
Success is truly a
function of
adopting a
business leader
mentality to
performance but,
more importantly,
to learning and
development.
Clear Future Focus
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The DNA of HR Business Leadership
Technical
•Talent Management
•Organizational Behavior
•Workplace Compliance
•Strategy
Business
•Business Acumen
•Critical Evaluation
•Consultation
Leadership
•Leadership and Navigation
•Ethical Practice
Interpersonal
•Communication
•Relationship Management
•Global & Cultural Effectiveness
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• Definition: The principles, practices and functions of
effective HR management.
ORGANIZATION• Structure of the HR Function
• Workforce Management
• Employee & Labor Relations
• Technology Management
• Organizational Effectiveness & Development
WORKPLACE• HR in the Global Context
• Diversity & Inclusion
• Risk Management
• Corporate Social Responsibility
• U.S. Employment Law & Regulations
PEOPLE• HR Strategic Planning
• Talent Acquisition
• Employee Engagement & Retention
• Learning & Development
• Total Rewards
Technical Cluster
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• Definition: The KSAOs needed to understand the
organization’s operations and drive
organizational success through human capital
strategy.
BUSINESS ACUMEN
• The ability to assess business situations and engage in strategic decision making.
CRITICAL EVALUATION
• The ability to conduct thorough analyses and use data for effective decision making.
CONSULTATION
• The ability to provide direct guidance, creative problem-solving, and coaching to critical stakeholders.
Business Cluster
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• Definition: The KSAOs needed to build
relationships and leverage partnerships through
effective communication.
COMMUNICATION• The ability to craft and deliver
concise and informative communications for the purposes of transferring and translating information across enterprises.
RELATIONSHIP MANAGEMENT• The ability to create and
maintain a network of professional contacts within and outside of the organization for the purpose of advancing the organization.
GLOBAL & CULTURAL EFFECTIVENESS• The ability to leverage cultural
awareness and sensitivity to yield human capital solutions for a diverse workforce.
Interpersonal Cluster
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LEADERSHIP• The ability to articulate and
execute a strategic vision for the organization which marshals buy-in and resources from key stakeholders.
NAVIGATION• The ability to demonstrate
political savvy and agile thinking when managing key initiatives across the organization.
ETHICAL PRACTICE• The ability to act as an ethical
agent who promotes core values, integrity and accountability throughout the organization.
Definition: The KSAOs needed to chart the strategic
course for the organization and to execute all
initiatives associated with the strategic vision.
Leadership Cluster
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Satisfaction
Certified professionals reported greater career
satisfaction (28%).
Self-Awareness
Confidence
Initial differences in perceived self-
confidence between certified and non-
certified professionals.
Pay
Promotion
68% of certified professionals reported
their credential as a key factor in receiving a
promotion.
Turnover Intentions
Senior certified professionals reported a greater likelihood to
stay with their organization after earning their credential.
Certified professionals reported greater understanding of necessary skills(15%).
Certified professionalsreported nearly $17,000
higher salary for SCP and $5,500 for CP.
But where is the ROI?
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Supervisors of SHRM-CPs and SHRM-SCPs
noted greater efficiency in their
operations.
Supervisors of SHRM-CPs and SHRM-SCPs see certified staff as greater sources of leadership potential with many reporting having identified a successor.
Supervisors of SHRM-CPs and SHRM-SCPs
reported greater commitment to improvement
and learning from certified staff.
Supervisors of SHRM-CPs and SHRM-SCPs reported greater teamwork and collaboration when a certified staff member participated in projects.
#1
Efficiency
#2
Potential
#3Learning
#4Teamwork
Initial ROI for Supervisors
Potential
Efficiency
Learning
Teamwork
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Recertifying is easy 3-step process
Education
Workshops, conference,
seminars
Certificates
Timed agenda
On-site programs
College transcripts
Organization
Work projects
Executive summary of work project
Letter from supervisor
Profession
Volunteer and scholarly
activities
Proof of Participation
Timed agenda
Onsite programs
Copies of Works
All documentation must include timeframe, hours
spent, & evidence of alignment to SHRM BoCK
Proudly Display Your Recertified SHRM-CP or SHRM-SCP
Offer Documentation if Audited
Submit Application
Earn 60 PDCs
Learning
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Career Resources on SHRM.org
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3
4
PR
OFI
CIE
NC
Y LE
VEL
All Career LevelsAverage Competency Proficiency
SHRM-CP & SHRM-SCP Non-Certified
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Competency Overall Pre- Early Mid- Senior Executive
Leadership & Navigation
Global & Cultural Effectiveness
Consultation
Communication
Relationship Management
Business Acumen
Critical Evaluation
Ethical Practice
HR Expertise (People)
HR Expertise (Organization)
HR Expertise (Workplace)
Self-Assessment Data
tells us those with a
competency-based
development path are
much clearer on perceived
proficiency and
developmental needs.
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Defined Learning Path
SPECIALIZE & MAINTAIN
BUILD YOUR TEAM
JOIN THE CERTIFIED COMMUNITY
START YOUR CAREER
BUILD YOUR ESSENTIALS
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4 Little r's of HR Folly
RighteousnessHR departments in the misaligned category are too focused on
being right and not on finding solutions.
RelationsFor many in the misalignment bucket, relationships matter more
than results.
RolesHR departments not in alignment for success focus too heavily on
roles and what people should be doing.
RulesWhen HR is misaligned for success, rule-following becomes the
emphasis.
01 02 03 04
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The Four Big R's for HR When properly focused, HR puts an emphasis on
these four core areas.
Resourcefulness
Making the most of resources for every situation drive HR's value to the organization.
Reconaissance
Collecting data and information is a vital part of enchancing HR's role within any organization.
Reimagination
Rethinking and redesigning solutions for all situations are a
hallmark of properly-focused HR.
Delivering results becomes a vital part of making return on workforce investment a priority.Results
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