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Developing hr competency framework
1. Developing HR Competency Framework:A Special Reference to the National HR Competency Model April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 1
2. Environmental changes are transforming the way organizations create value and conduct business, compelling HR departments to accelerate their capacity for change. On one hand, HR serves as an employee advocate, on the other hand, it needs to be a business partner in formulating strategy and achieving goals to push the whole organization forward. It is a difficult but requisite challenge to balance these two potentially conflicting positions skillfully. Imperative for Change April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 2
3. Become better at being both a more active contributor to the business team and a more innovative protector and developer of employees. This dual mandate requires activities ranging from business strategy development to process re-engineering, from generating newer staffing models to developing innovative R&R strategies, and the like What changes should HR make? April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 3
6. re-negotiate HR role & responsibilities with operational leaders within organization
7. commit to major & immediate competency development for HR professionalsHow to create the HR function of the future? April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 4
8. Help in differentiating outstanding performers from average ones in the HR function Provide a common framework and language to integrate HR processes HR expert role serves as a foundation for all other roles and competencies in the organization Why HR Competencies April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 5
9. Confederation of Indian Industry (CII), National Human Resource Development Network (NHRD) and XLRI Jamshedpur decided to collaborate to develop a HR Competency Model, applicable to HR professionals across all industry sectors. After several rounds of iteration, the model is in its final stage of development. The overarching vision is to raise the standard of HR profession in the lines of similar work in UK and USA. National HR Competency Model April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 6
10. The Model- also referred to as HR Compass Competency Typology Generic Functional Behavioral Generic Behavioral FunctionalBehavioral Technical Generic Technical Functional Technical April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 7
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12. April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 9
13. Human Resource Planning and Staffing Design ‘requirement map’ of organization, HR planning in changing context, linking it with the overall strategy of the organization, analyzing & using different & modern mediums of recruitment like internet, psychometric tests for selection, outsourcing, challenges before HR planning and Staffing. Performance Management Understanding PM, methods, process of performance appraisal, role of IT in PM, performance planning, performance evaluation at all levels, align it with the overall strategy of the organization, linking with compensation and/or development, legal and ethical perspectives in performance appraisal, challenges faced. Functional Competencies April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 10
14. Talent Management Talent planning, attract talent, retain talent; prioritize the much needed competencies, mentoring & coaching for development, Innovation & creativity to attract talent in a way that there is minimum waste with maximum utilization of resources, challenges in managing talent and linking talent management to the strategy of the organization. Training and Development HRD Trends & training, analyzing the needs of the organization, align T & D with the overall strategy of the organization, design training programs, different techniques used in training programs, role of trainer in learning, use of technology in T & D, evaluation of training and learning, applying training to performance, challenges faced. April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 11 Functional Competencies
15. Compensation and Benefits Labor market, national wage policy and company wage policy, pay grades, dearness allowances, bonus, wage incentives, executive compensation, align it with business strategy, incentives, sales incentives, pay for performance, taxation of income, retirement benefit, total reward, management of compensation system. Managing Organizational Culture, Design and Change What is organizational culture, design and change, factors that lead to organizational design, impact of today’s environment (both internal & external) on organizational design, what is culture, role of culture, drivers of change (new opportunities, govt. regulations etc.), impact of today’s environment on culture leading to change, changing technology, grip on changing culture in a manner that it has peace and harmony within organization, involvement of both internal and external customers, challenges faced. April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 12 Functional Competencies
16. Building HR Strategy Analyzing business strategy and organizational potential, understanding internal and external work environment, focus on Strategic Human Resource Management, comparison of Indian workforce with international, analyzing union trends and trends of collective bargaining, understanding issues of ethics, values and its integration with organizational strategy, analyzing the competencies of HR in SHRM scenario, challenges faced. International Human Resource Comparison between India and International HR, cultural factors, developing international staff, international recruitment, managing global diverse workforce, comparison between India and international industrial relations, international mergers and acquisitions, challenges faced. April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 13 Functional Competencies
17. Employee Relations and Labor Laws Understanding the concept and context of industrial relations, align it with the overall strategy, business model and practices, understanding of social and economic environment, working condition and its influence on people, operational aspects of industrial relations management, understanding of collective bargaining, impact of today’s environment on IR, understanding of IR issues in the country over the past two decades, approaches to handling IR issues (unions and rivalries), focus on internal communication and external relations, CSR, challenges faced, understanding of Labor Laws April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 14 Functional Competencies
23. These observable and specific behaviors can be measured using various measurement tools that leave no room for interpretation or assumptions to determine whether or not an employee meets a defined competency. April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 16 Behavioral Competencies
27. A comprehensive mechanism has been evolved to assess these competencies. It is imperative for both the HR professionals as well as the organization that they are part of, to know where they stand in terms of the necessary HR competencies required for organizational effectiveness. These will be compared to the requisite competencies against the respective proficiency levels. Adequate measurement tools have been developed and efforts have been made to develop a pool of qualified assessors from across the four regions of the country to conduct assessment. At a broader, more macro level, this would also involve building capabilities among the Management Institutes to tailor the HR curriculum keeping in mind the competency requirements. April 9, 2010 HR Competency Workshop, New Delhi Geetam Kapoor 18 Next Step in HR Compass
28. April 9, 2010 Thank You! HR Competency Workshop, New Delhi Geetam Kapoor 19
Editor's Notes
Different organizations design various structures and roles to meet their diverse needs. HR functions need to become better at being both a more active contributor to the business team and a more innovative protector and developer of employees.This dual mandate requires activities ranging from business strategy development to process-re-engineering, from generating newer staffing models to developing innovative R&R strategies, from capturing and distributing expert knowledge to applying technology to leverage human assets.
The ModelAs stated, the model captures the range of competencies required to play themultiple roles of HR. These have been organized in terms of Technical vsBehavioral and Functional Vs Generic classification. Thus we get a 2x2 matrix torepresent the competency typology as shown below
The objective of this functional competence module is to give a comprehensive understanding of the relationships between business strategy, organization, and human resources, with a focus on how to create a high performance workplace.
