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“Competencies that HR should now Demonstrate ”

“Competencies that HR should now Demonstrate ” . Sarah Davis MA MBA MCIPD Senior Consultant, PeopleFirst 5 th August 2010. Context. Business environment Maturity of the market Size of the organisation Changing role of HR Perception of HR capability HR function structure

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“Competencies that HR should now Demonstrate ”

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  1. “Competencies that HR should now Demonstrate ” Sarah Davis MA MBA MCIPD Senior Consultant, PeopleFirst 5th August 2010

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

  3. HR Competency Study The RBL Group & University of Michigan 2007

  4. The HR Professional is a … • Credible ActivistIs both credible (respected, admired, listened to) and active (offers a point of view) • Culture and Change StewardAppreciates, articulates, and helps shape a company’s culture • Talent Manager / Organisational DesignerMasters theory, research and practice in both • Strategy ArchitectHas a vision for how the organisation can in the future and plays an active part in the establishment of the overall strategy to deliver on this vision • Operational Executor Executes the operational aspects of managing people and organisations • Business Ally Contribute to the success of the business by knowing the social context of setting in which their business operates The RBL Group & University of Michigan 2007

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

  6. What does HR think? CIPD Mini Poll April 2009 (www.cipd.co.uk)

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

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

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

  10. Any Questions?

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