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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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2

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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