From Scott Ferrin (SHRM) from the 2015 Infinity Software User Conference

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D
Infinity Software Solutions
User Conference 2015
September 2, 2015 - Scottsdale, AZ
SHRM’s HR Professional
Competency Model:
A Road Map for Success
Scott D. Ferrin, SHRM-SCP, PMP
Field Services Director
Bhavna Dave, SHRM-CP
Director of Talent
SHRM member since 2005
@SHRMScott

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 Think about someone in the HR profession - with
whom you work…
 What makes them really good at what they do?
– How they do their job
– Who they interact with
– How they conduct themselves
 Take note of what comes to mind
 Let’s talk about these “factors”
What Does Success Look Like?
ANECDOTES ABOUT THOSE WITH WHOM YOU WORK

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New Expectations for HR

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New Expectations for HR
“You’ve got to find your extra—your unique value
contribution that justifies why you should be hired,
why you should be promoted, and why you should be
advanced every year.”
--Tom Friedman,
Keynote Speaker, 2014 SHRM Annual Conference

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New ways of doing
business require new
ways of managing
talent
•Globalization
•Speed and
Flexibility
•Government
Regulation
•Demographic
Shifts
New ways of
managing talent
require new
competencies
and behaviors
from HR
•Highlighting
behavioral
attributes along
with technical
skills
A new focus on
competencies
and behaviors is
a great way to
advance the HR
profession
•Identifying successful
performance across
career levels
•Focus on observable
measurable behaviors
and proficiency
standards
Forces for Change
5

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Competency: A collection of knowledge, skills, abilities, and other
characteristics (KSAOs) that are needed for effective performance in
the jobs in question (Campion et al., 2011).
What is a Competency?
COMPETENCIES DEFINED

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7The Process
DEVELOPMENT AND VALIDATION
2011
• Model
Development
2012
• Content
Validation
2013
• Criterion
Validation &
Toolkit
Refinement
2014
• SHRM HR
Competency
Diagnostic
Tools
2015
• Competency-
Based
Certification

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Model Development
 Literature Review
– 35 different competency models
 Development
– 111 Focus Groups
o 29 cities globally; 1200 HR Pros
 Survey of 640 CHROs
Content Validation
 2012 Competency Validation
Survey
– 32,000 HR Professionals globally
at all career levels
 33 Nations represented in total
Supporting Research
DEVELOPMENT DEEP DIVE

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9How Much of HR is HR?
 When you think of HR you think of technical areas of
expertise or technical competencies including:
– Talent Acquisition
– Employee Engagement
– Learning and Development
– Total Rewards
– Labor Relations
– Employment Law
 Larger companies have specialists who handle these areas
and smaller companies have generalists who handle a
variety of HR activities
Foundational HR = Technical Expertise
TECHNICAL EXPERTISE

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 When you think of HR you should also think of behavioral
and leadership competencies:
– Ethical Practice
– Communication
– Consultation
– Critical Evaluation
– Diversity & Inclusion
– Relationship Management
– Leadership & Navigation
– Business Acumen
 Regardless of the size organization you are in – you need all
of these skills, developed over time, to be successful in HR
To be successful in HR and grow your career
you need more than HR Technical Knowledge
How Much of HR is HR?
BEHAVIORAL (NON-TECHNICAL) COMPETENCIES

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11Knowledge + Behavior = Success
Technical
Competencies
Behavioral
Competencies
HR Success
To be successful in HR and grow your career you need more than just technical competencies
Technical
Competencies
(Power)
What’s Being
Performed
Behavioral
Competencies
(Direction)
How You
Perform Your
Job
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12SHRM Competency Model
HR COMPETENCY MODEL

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13SHRM HR Competency Model Detailed
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 Definition: Knowledge of principles,
practices, and functions of effective
human resource management
 HR Expertise describes the technical
expertise needed by HR professionals to
design, enact, evaluate, and maintain
sound HRM practices
 Includes the policies, practices,
laws/regulations, and principles that
underlie effective HRM
Technical Competency
COMPETENCY DOMAIN #1: HR EXPERTISE
E.g., Talent Acquisition, Employee Engagement,
Learning & Development, Total Rewards,
Risk Management, & Labor Relations

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 Remains current on relevant laws, legal rulings, and regulations
 Maintains up-to-date knowledge of general HR practices, strategy, and
technology
 Demonstrates a working knowledge of critical human resource functions
including:
– Strategic Business Management;
– Workforce Planning and Employment;
– Human Resource Development;
– Compensation and Benefits;
– Risk Management (including safety, environmental health, quality, security, etc.)
– Employee and Labor Relations;
– HR Technology; and
– Global and International HR.
 Delivers customized human resource solutions for organizational challenges
 Utilizes core business and HR-specific technologies to solve business
challenges
HR Expertise
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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 Definition: Integration of integrity and
accountability throughout all
organizational and business practices
 Adherence to organizations core values
and ethical guidelines
 Help to drive your organization’s ethical
climate by responding to ethical issues
Behavioral Competencies
COMPETENCY DOMAIN #2: ETHICAL PRACTICE
E.g., Conducting thorough and confidential investigations into
reports of unethical behavior and recommending further action
E.g., Developing policies and procedures for employees to report
unethical behavior

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 Maintains confidentiality
 Responds immediately to all reports of unethical behavior or conflicts of
interest
 Empowers all employees to report unethical behavior or conflicts of
interest without fear of reprisal
 Acknowledges mistakes
 Drives the corporate ethical environment
 Recognizes personal bias and others’ tendency toward bias, and takes
measures to mitigate the influence of bias in business decisions
 Maintains appropriate levels of transparency in organizational practices
 Ensures that all stakeholder voices are heard
 Manages political and social pressures when making decisions
Ethical Practice
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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COMPETENCY DOMAIN #3: BUSINESS ACUMEN
 Definition: Ability to understand and apply
information with which to contribute to the
organization’s strategic plan
 Think in terms of the business and operations
first and then apply the HR lens to their work
 Systems thinking and economic awareness
based upon four areas of knowledge:
business administration, finance, marketing,
and operations expertise
Behavioral Competencies:
Strategic Partner Cluster
Most proficient HR Practitioner are able to draw a link between HR
metrics and business outcomes like key performance indicators

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 Demonstrates an understanding of the strategic relationship between
effective human resource management and core business functions
 Demonstrates a capacity for understanding the business operations and
functions within the organization
 Understands the industry and business/competitive environment within
which the organization operates
 Makes the business case for HR management (e.g., Return On
Investment/ROI) as it relates to efficient and effective organizational
functioning
 Understands organizational metrics and their correlation to business
success
 Uses organizational metrics to make decisions
 Leverages technology to solve business problems
Business Acumen
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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COMPETENCY DOMAIN #4: CRITICAL EVALUATION
 Definition: Interpret information with
which to make business decisions and
recommendations
 HR is all about numbers, metrics, stats,
and research!
 Mastery of measurement and
assessment, critical thinking, and
research design with the expressed aim
of answering workforce and business
questions
Evaluate the data, analyze it from different perspectives until
you have a good grasp of the details
Behavioral Competencies:
Strategic Partner Cluster

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 Applies critical thinking to information received from organizational
stakeholders and evaluates what can be used for organizational success
 Gathers critical information
 Analyzes data with a keen sense for what is useful
 Analyzes information to identify evidence-based best practices
 Identifies leading indicators of outcomes
 Analyzes large quantities of information from research and practice
Critical Evaluation
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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 Definition: Providing direct guidance
to organizational stakeholders
 Unique set of attributes to translate
complicated information about HRM
practices into actionable
recommendations
COMPETENCY DOMAIN #5: CONSULTATION
1. Technical Skills: HR Expertise
2. Consulting Skills: Entry and contracting, discovery and dialogue,
feedback and decision to act, engagement and implementation,
and extension, recycle, or termination
3. Interpersonal Skills: Building Relationships, listening, effectively
communicating
Behavioral Competencies:
Strategic Partner Cluster

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 Serves as an in-house workforce and people management expert
 Analyzes specific business challenges involving the workforce and
offers solutions based upon best practice or research
 Generates specific organizational interventions (e.g., culture change,
change management, restructuring, training, etc.) to support
organizational objectives
 Developing consultative and coaching skills
 Guides employees regarding specific career situations
Consultation
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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 Definition: Developing and
managing interactions to provide
service and to support the
organization
 Job success for an HR
professional is largely a function
of his or her ability to maintain
productive interpersonal
relationships
 Increased performance, team
cohesion, and engagement
COMPETENCY DOMAIN #6 RELATIONSHIP MANAGEMENT
Negotiating both information/task conflict and relationship conflict
Behavioral Competencies:
Interpersonal Cluster

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 Establishes credibility in all interactions
 Builds engaging relationships with all organizational stakeholders
through trust, teamwork, and direct communication
 Provides customer service to organizational stakeholders
 Promotes successful relationships with stakeholders
 Manages internal and external relationships in ways that promote the
best interests of all parties
 Champions the view that organizational effectiveness benefits all
stakeholders
 Serves as an advocate when appropriate
 Fosters effective teambuilding among stakeholders
Relationship Management
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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 Definition: Ability to Effectively
exchange information with
stakeholders
 Effective communication is one of
the building blocks of personal and
career success
 When HR information is
communicated well, employees
better understand the purpose and
value of policies and practices
COMPETENCY DOMAIN #7: COMMUNICATION
HRM viewed to be more effective
Positive impact on EE satisfaction and business unit
performance
Behavioral Competencies:
Interpersonal Cluster

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 Provides clear, concise information to others in verbal, written, electronic, and other
communication formats for public and organizational consumption
 Listens actively and empathetically to the views of others
 Delivers critical information to all stakeholders
 Seeks further information to clarify ambiguity
 Provides constructive feedback effectively
 Ensure effective communication throughout the organization
 Provides thoughtful feedback in appropriate situations
 Provides proactive communications
 Demonstrates an understanding of the audience’s perspective
 Treats constructive feedback as a developmental opportunity
 Welcomes the opportunity to discuss competing points of view
 Helps others consider new perspectives
 Helps managers communicate not just on HR issues
 Utilizes communication technology and social media
Communication
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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COMPETENCY #8: LEADERSHIP & NAVIGATION
 Definition: Ability to direct and
contribute to initiatives and processes
within the organization
 HR professionals at each career level
can demonstrate Leadership and
Navigation.
– Foster collaboration with coworkers
– Develop strategies to implement HR
initiatives
– Establish a vision for HR initiatives
Employ a results-oriented approach based upon SMART goals to
manage resources, projects and products
Navigating potential obstacles with extreme political savvy
Behavioral Competencies:
Interpersonal Cluster

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 Fosters collaboration
 Understands the most effective and efficient way to accomplish tasks within the
parameters of organizational hierarchy, processes, systems, and policies
 Develops solutions to overcome potential obstacles to successful
implementation of initiatives
 Demonstrates agility and expertise when leading organizational initiatives or
when supporting the initiatives of others
 Sets the vision for HR initiatives and builds buy-in from internal and external
stakeholders
 Leads the organization through adversity with resilience and tenacity
 Promotes consensus among organizational stakeholders (e.g., employees,
business unit leaders, informal leaders) when proposing new initiatives
 Serves as a transformational leader for the organization by leading change
Leadership & Navigation
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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COMPETENCY DOMAIN #9: GLOBAL & CULTURAL EFFECTIVENESS
 Definition: The ability to value and
consider the perspectives and
backgrounds of all parties
 Ability to effectively and respectfully
interact with colleagues, customers,
and clients of varying backgrounds
and cultures
 Compliance with inclusive hiring
practices
67% of U.S. organizations and 74% of Fortune 500 companies
utilize diversity training programs
Behavioral Competencies:
Interpersonal Cluster

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 Maintains openness to others’ ideas and makes decisions based upon
experience, data, facts and reasoned judgment
 Demonstrates nonjudgmental respect for other perspectives
 Works effectively with diverse cultures and populations
 Appreciates the commonalities, values, and individual uniqueness of all human
beings
 Embraces inclusion
 Navigates the differences between commonly-accepted practice and law when
conducting business in other nations
 Operates with a global, open mindset while being sensitive to local cultural
issues and needs
 Takes the responsibility to teach others about the differences and benefits that
multiple cultures bring to the organization to ensure inclusion
 Incorporates global business and economic trends into business decisions
Global & Cultural Effectiveness
BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY

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• Specialist in a specific support function
• Titles include, but not limited, to HR assistant, junior recruiter, or
benefits clerk
• Generalist or experienced specialist
• Manages projects or programs
• Titles include, but not limited to, HR manager, generalist,
or specialists
•Very experienced generalist or specialist
• Holds a formal title such as but not limited to,
director or principal.
• Typically is the most experienced
person in HR
• Holds the top HR job in the
organization or VP role.
Executive
15 or more
Senior
8-14
Entry
0-2
Mid
3-7
Career
Level/Years
Closer Look: Levels of Experience

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Early
Gathers,
assembles, and
reports HR
metrics and
labor market
trends
Mid
Implements
strategy for
managing talent
across business
lines as well as
competitive
market
Senior
Creates an
action plan for
managing talent
within the
confines of the
labor market
Executive
Defines strategy
for managing
talent within the
confines of the
labor market and
the business
model
Competency: Business Acumen
The ability to understand and apply information to contribute to the organization’s strategic plan
Proficiency standards by career level
Shifting Standards
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All but Global and Cultural Effectiveness were rated as IMPORTANT by more
than 32,000 HR professionals; when looking specifically at MNCs, Global and
Cultural Effectiveness jumps to over 2 out of 3 – the threshold for importance.
Competency Importance
Ratings: Overall
HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical
Management & Navigation Cultural Eff Practice Acumen Evaluation

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Using 65% as a cutoff (standard in Organizational Psychology) we see that
all but Global and Cultural Effectiveness is REQUIRED upon entry to the field.
Looking just at MNCs, the Global competency would also be included.
Competency Required Upon Entry
to HR: Overall
HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical
Management & Navigation Cultural Eff Practice Acumen Evaluation

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Looking at 5 breakdowns by size we see virtually no difference
in Importance as a function of organizational size.
Competency Importance by
Organization Size
0
2
1
HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical
Management & Navigation Cultural Eff Practice Acumen Evaluation

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Looking at breakdowns by sector again we see virtually no
difference in Importance as a function of organizational sector.
Competency Importance by Sector
0
2
1
3
HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical
Management & Navigation Cultural Eff Practice Acumen Evaluation

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Carries out the plan at the transactional level
Implements plan and contributes to the refinement of
the plan
Operationalizes HR strategy; Translates strategy into
a plan
Develops HR strategy; Peer group are the other
executives in the organization
Different Levels, Different
Responsibilities, Different Needs
Entry
Mid
Senior
Executive

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 Which competencies – do you think - are more
important than others at the different career
levels?
– Early?
– Mid?
– Senior?
– Executive?
Career Level Differences
COMPETENCY IMPORTANCE VARIES BY CAREER LEVEL

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CAREER LEVEL DIFFERENCES
Entry Level
2.46
2.11
2.09
1.29
1.48
1.50
1.75
1.59
1.53
Ethical Practice
Communication
Relationship Management
HR Expertise
Business Acumen
Critical Evaluation
Consultation
Global & Cultural Effectiveness
Leadership and Navigation
Entry

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2.34
2.33
1.69
1.73
1.84
2.24
2.07
1.88
2.64
Mid Level
Ethical Practice
Relationship Management
Communication
HR Expertise
Consultation
Business Acumen
Critical Evaluation
Leadership & Navigation
Global & Cultural Effectiveness
Mid
CAREER LEVEL DIFFERENCES

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Senior Level
2.77
2.65
2.55
1.97
2.21
2.24
2.51
2.44
2.34
Ethical Practice
HR Expertise
Relationship Management
Communication
Consultation
Leadership & Navigation
Business Acumen
Critical Evaluation
Global & Cultural Effectiveness
Senior
CAREER LEVEL DIFFERENCES

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Executive
Ethical Practice
HR Expertise
Relationship Management
Communication
Consultation
Leadership & Navigation
Business Acumen
Critical Evaluation
Global & Cultural Effectiveness
2.87
2.79
2.7
2.13
2.42
2.5
2.64
2.63
2.57
Executive
CAREER LEVEL DIFFERENCES

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• SHRM Effectiveness
• SHRM Self
• SHRM 180
• SHRM 360
SHRM HR Diagnostic Tools
• SHRM-SCP
• SHRM-CP
SHRM Certification
• Questions
• Anchored Responses
• Scoring
Behavioral Interview Guide
Reference Book
Career Paths and Seminars
Competency-based Services
44

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45
shrmcertification.org 45
SHRM Body of Competency &
Knowledge

46. ©SHRM 2015
46SHRM Certification
We expect that the SHRM-CP and SHRM-SCP will become
the new standard for HR professionals around the globe.

47. ©SHRM 2015
47Key Dates
Pilot testing of SHRM-CP and SHRM-SCP exams
Oct
2014
Instructor Materials for SHRM-CP and SHRM-SCP
become available
Nov
2014
Holders of existing HR generalist certifications can
complete the 3-step pathway process to obtain their
SHRM-CP or SHRM-SCP (5 Jan thru 31 Dec 2015)
Jan
2015
Initial exam window opens for SHRM-CP and
SHRM-SCP
May
2015
SHRM Learning System for SHRM-CP and SHRM-SCP
becomes available
Dec
2014
Registration begins for first SHRM-CP and SHRM-SCP
exam window
Jan
2015

48. ©SHRM 2015
48For Existing Certificants
Credential holders will complete a simple three-step process:
1. Agree to abide by the SHRM Code of Ethics;
2. Affirm that you hold a valid HR credential; and
3. Complete the online tutorial on HR competencies.
From January 5, 2015, to 31 December 2015, holders of a valid HR generalist certification can be
eligible to obtain the SHRM-CP or SHRM-SCP.
*Note: PHR, SPHR, GPHR, HRBP and HRMP are registered trademarks of the
HR Certification Institute and are not SHRM certifications.
You are not required to give up your existing credentials.
Holders of credentials like
PHR & HRBP* will be eligible
for:
Holders of senior-level
credentials like SPHR, GPHR,
& HRMP* will be eligible for:
Credentials must be earned by January 31, 2015, in order to be
eligible for the three-step pathway process.

49. ©SHRM 2015
49Eligibility Requirements
The SHRM certification program recognizes the value of formal HR education,
makes certification accessible to professionals with less-than-full-time work arrangements,
and provides a pathway from SHRM-CP to SHRM-SCP.
shrmcertification.org

50. ©SHRM 2015
50SHRM-CP, SHRM-SCP Exam Fees
$300 SHRM Members
$400 non-SHRM Members
Late fees and detailed information found at:
www.shrmcertification.com
50

51. ©SHRM 2015
51Recertification Timetable
Earn 60 Professional Development Credits (PDCs) within a three-year
period that ends on the last day of the credential holder’s birth month.
Pathway or Take Exam: May 2015
Recertification Credits Req’d: 60 PDCs
Recertification Deadline: Last day of birth month
after 3 years
Birth Month: September
Recertification Deadline: September 30, 2018
Recertification Fee = $100/SHRM Members
$150/Nonmembers

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Streamlined Recertification
Process
Broad
Opportunities
for Qualifying
Activities
User-Friendly,
Job-Related
Requirements
Streamlined
Preferred
Provider
Program
• 60 Professional Development Credits (PDCs) based on the
SHRM BoCK;
• Credits awarded for Advance Your Education, Organization,
Profession;
• No distinction between Strategic & General Business Credits;
Once you earn the new SHRM credentials,
you will begin a three-year recertification cycle.
www.shrmcertification.org

53. ©SHRM 2015
53Recertification Credits
Category Description/Examples
Maximum Number
of Professional
Development
Credits (PDCs)
Advance Your
Education
Continuing education such as:
o Conferences
o College courses
o Seminars
o e-Learning (Instructor-Led and Self-Directed)
o Chapter programs
o Webcasts
o Audiocasts
o Podcasts
o No maximum for
instructor-led PDCs
o Maximum of 30
PDCs for self-
directed programs
Advance Your
Organization
Work projects endorsed by supervisor which
support organizational goals and advance or
demonstrate capabilities in one or more HR
competency.
o Maximum of 20
PDCs per cycle
Advance Your
Profession
Thought leadership and volunteer activities such as:
o Professional membership
o Volunteer leadership
o Speaking at conferences
o Writing and Research
o Maximum of 30
PDCs per cycle

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Image courtesy of Stuart Miles/FreeDigitalPhotos.net

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55
Scott D. Ferrin
SHRM-SCP, PMP
Field Services Director
scott.ferrin@shrm.org
(800) 283-7476 x6453
@SHRMScott

56. ©SHRM 2015
(Please note that these slides are copyrighted material and may only be distributed to an audience at a SHRM speaker
presentation. Further distribution is not allowed, except with permission by SHRM.)
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