What should be included in the HR competency model of the current domestic human resources development status?

Based on an in-depth understanding and dissection of the seven-round HR Competency Model studied by Dave Ulrich, reference to the SHRM competency model, a large number of academic theories and literature, combined with China's actual situation Based on the national conditions and management status, as well as the many experiences and profound insights of Kenexa Research Institute’s senior consultants who have been engaged in human resources practice, consulting services and academic research for various types of domestic enterprises for many years, Kenexa has developed a set of solutions for the current domestic human resources HR competency model of resource development status (as shown below)

HR Expert

This role is specially distinguished from several other roles, and I also want to emphasize that this role is "knowledgebehaviors" ".

Role definition: Become a problem solver and technology provider of human resources related knowledge and technology

Competency dimensions (five major blocks):

Recruitment configuration, talent Development, compensation and benefits, performance management, employee relations

(This dimension will separately explain the competency requirements from a functional perspective. We will not break it down here for now. For details, please consult the Kenexa Competency Database.)

Interpreter

If David Jurich’s requirements for HR’s strategic capabilities before 2002 were still at “being able to have a chair (seat) in a strategy meeting”, then In 2012 and 2016, the ability requirements in this area were not just as simple as a chair, but moved the chair from the back row to the front row, taking full dominance and control in the meeting.

However, the background of this series of changes in the ability requirements for HR practitioners is ultimately based on a global scale. If we discuss it in the context of China, the competency requirements for HR practitioners are not the same or even far apart.

As mentioned in the previous article, the current domestic HR development level is far less than that of developed countries and is still at the basic stage of development. Let’s not talk about whether we can control the situation at the meeting. How many HRs in China have a seat at strategic decision-making meetings? Which row is your chair in?

David Urich once pointed out in his book "Global HR Competencies" that "China's founders and CEOs have assumed the roles originally performed by human resources leaders in developed countries, such as strategy The benefit of this situation is that in sustaining business success, senior leaders are able to set the right organizational direction so that HR leaders and professionals can become more convinced. Easy to implement. The bad thing is that business leaders do not have enough time to fully think about the role of human resources because they need to deal with all aspects of the company. In this case, the human resources function cannot be continuously and systematically implemented. Improve. ”

So, judging from the current overall level of domestic human resource management development, the ability requirements of China’s HR practitioners in the aspect of “strategy” are still more limited to “contribution”. level. Here we use another word that may be more appropriate, "Interpreter", that is, strategy translator, to explain the ability requirements for current domestic HR practitioners in terms of strategy. HR should provide suggestions and references for the company to formulate strategies from the perspective of human resources, cooperate with other departments to determine a coordinated corporate strategy, and at the same time formulate human resources strategies that support the realization of corporate strategies, and implement them in a timely manner based on the implementation status and internal and external changes. Strategic adjustment and optimization.

Role definition: Develop human resources strategies and plans that are consistent with business departments and the overall corporate strategy

Competency dimensions and key behaviors:

Strategic participation: from Provide suggestions and references for enterprises to formulate strategies from the perspective of human resources

Strategic collaboration: Cooperate with other departments to determine coordinated corporate strategies

Strategic transformation: Develop human resources to support the realization of corporate strategies Resource strategy

Strategic adjustment: Make timely strategic adjustments and optimizations based on implementation conditions and internal and external changes

Designer

Keneksa believes that this role is more For example, the role of the COE department is like a think tank, which analyzes business problems and designs and develops a series of solutions for them.

Role definition: Develop human resources solutions that support business and enterprise development

Competency dimensions and key behaviors:

Clear needs: Understand the needs of enterprises and business departments Business status and needs, as well as the need for talent selection, employment, education, and retention

Analysis of problems: Analyze the current status of corporate talents and talent management, and clarify problems

Design plan: Design support Talent management solutions for enterprise and business development

Continuous improvement: Continuously improve the enterprise's talent management methods and tools based on practice

Facilitator

All strategies If the solutions are not implemented, they will remain on the shelf. The solutions and plans designed by HR ultimately rely on effective internal promotion and achievement transformation. Whether it is performance management or training and development, the entire process from project establishment to effect transformation requires HR to act as an internal promoter and continuously coordinate internal and external resources. Obtain high-level support with professionalism and influence, establish alliances between departments with trust, provide coaching, resource and tool support in the process, help with implementation, and conduct easy-to-understand and apply based on the actual situation and characteristics of each business line. Only through flexibility and integration can implementation be truly promoted.

In addition, HR should help managers clarify their role as the real "direct managers of human resources", and empower managers with "human resources management" capabilities, and train and develop their talent management skills. Provide timely resource tool support and coaching feedback to managers during the process.

Role definition: Promote the smooth implementation of human resources plans and measures

Competency dimensions and key behaviors:

High-level support: relying on the professionalism and influence of HR Obtain high-level support

Build alliances: Starting from the common interests of both parties, establish alliances with business departments

Promote implementation: Provide guidance, resources, and tool support to help with implementation Implementation

Adaptation and integration: Based on the actual situation and characteristics of each business line, make adaptations and integrations that are easy to understand and apply

Implementer

Efficient and beneficial manpower Resource service work must focus on two key points: "employee concern" and "efficient execution", that is, being able to consider issues from the perspective of employees, humanely implement human resources systems and processes on the basis of legal compliance, and patiently listen to employees' needs. And respond in a timely manner, improve efficiency and reduce costs through process optimization and function outsourcing, and use technology to implement HR functions to meet management needs while improving efficiency.

Provide human resources services that are conducive to employees' smooth work

Competency dimensions and key behaviors:

Employee concern: consider issues from the employee's perspective and be humane Implement human resources systems and processes

Efficient execution: carry out effective planning and time management, and complete daily work efficiently

Supporter

A qualified HR Practitioners should first and foremost be advocates for the organization and its employees. HR needs to track and grasp the physical and mental status of employees in real time, and discover the organizational factors that restrict and affect employee engagement and happiness. It can use tools such as engagement surveys to deeply analyze the problems and correlations of these factors, thereby helping to establish a beneficial and rejuvenating employee engagement system. , happy organizational environment.

For young employees such as those born in the 1990s, we must first respect their "diversity" and "individuality", understand their different needs and values, and at the same time capture the psychological changes of employees in a timely manner, and use organizational culture and environment to mobilize their enthusiasm .

Role definition: Help establish a professional environment that promotes employees to maximize their personal initiative?

Competency dimensions and key behaviors:

Keep track of status: Track and understand corporate employees The physical and mental state of employees

Analysis of problems: Discover the organizational factors that restrict and affect employees' dedication and happiness in their work

Employee care: Assist in establishing an organizational environment that is conducive to employee dedication and happiness

The above is the competency model of human resource management practitioners summarized by KNX based on years of experience in organizational and talent development projects and combined with the current status of domestic HR capabilities. The purpose is to help HR practitioners sort out the current status of their capabilities and the gap between themselves and their capability requirements. (For all specific competency dimension definitions and critical success behaviors for each dimension, please see the KNX Competency Library, or consult your consultant.) The above is Ken Nexa’s point of view.

What’s more worth mentioning is that There will be an open course on organizational skills by David Jurich in Shanghai on September 19th. For details on the specific courses, please visit Kenexa.com.