Running head: COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER 1 COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER 7 COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER Sodelva Moodie COMPETENCY It’s a mixture of knowledge, skills, abilities, motivation, beliefs, attributes and interest. This knowledge, skill and attributes can be used at work, school and in other environments. During the hiring process, most supervisors will focus on competencies, but the successful candidates will be those who can communicate their competencies in their resumes and at interviews. They can involve expertise that you already have but don’t know how to describe. Comment by Nisha: Find a good definition and provide citations Comment by Nisha: This paragraph is very conversational. Please look at the literature and provide a stronger description COMPETENCIES MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER Role Comment by Nisha: This table expands more on roles, rather than competencies. Competency Demonstrates Activity 1.STRATEGIC PARTNER Organizational awareness. Problem solving. Customer service. Stress tolerance. Oral communication. · Aware of the agency’s mission. · Understanding of public service environment. · How to change and improve efficiency and effectiveness by understanding the business process. · Aware of the business system of thinking. · Applies organizational development principles. · Interacts with customers in a way that demonstrates customer concerns and problems are heard, builds confidence and trust. · Adapts HR services to the client`s organizational culture. 2.EMPLOYEE CHAMPION Oral communication. Teaching others. Learning. Flexibility. Interpersonal skills. · Understands, promotes and values diversity. · Develop employee and agency relationship. · Balances both agencies and employees’ demands and resources. · Mentors individuals to develop talent. · Builds trust relationship. · Assesses and balances competing values, e.g. policies. · Develops others talents to maximize human potential. 3.LEADER Self-Management. Decision making. Planning and evaluation. Self-esteem. Oral communication. Conflict Management. · Knowledge of the business system and information technology. · Strategic, analytic and creative thinking. · Knowledge of staff and line roles. · Manages resources, e.g. human, funds, equipment. · Acts decisively. · Uses consensus and negotiation coalition building skills to improve overall communication. 4.CHANGE CONSULTANT Stress tolerance. Oral communication. Reasoning. Teamwork. Creative thinking. Integrity/ honesty. Influencing/ negotiating. · Understanding team behavior. · Understanding of marketing. · Representation of HR products and services. · Organizational development principles. · Works in team. · Communicates well. · Practices and promotes integrity and ethical behavior. · Assesses the readiness for change and identifies appropriate change strategies. · Design ...

1. Running head: COMPETENCY MODEL FOR AN
INTERNATIONAL HUMAN RESOURCE MANAGER 1
COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN
RESOURCE MANAGER 7
COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN
RESOURCE MANAGER
Sodelva Moodie
COMPETENCY
It’s a mixture of knowledge, skills, abilities, motivation,
beliefs, attributes and interest. This knowledge, skill and
attributes can be used at work, school and in other
environments. During the hiring process, most supervisors will
focus on competencies, but the successful candidates will be
those who can communicate their competencies in their resumes
and at interviews. They can involve expertise that you already
have but don’t know how to describe. Comment by Nisha:
Find a good definition and provide citations Comment by
Nisha: This paragraph is very conversational. Please look at the
literature and provide a stronger description
COMPETENCIES MODEL FOR AN INTERNATIONAL
HUMAN RESOURCE MANAGER
Role Comment by Nisha: This table expands more on roles,
rather than competencies.
Competency
Demonstrates
Activity
1.STRATEGIC

2. PARTNER
Organizational awareness.
Problem solving.
Customer service.
Stress tolerance.
Oral communication.
· Aware of the agency’s mission.
· Understanding of public service environment.
· How to change and improve efficiency and effectiveness by
understanding the business process.
· Aware of the business system of thinking.
· Applies organizational development principles.
· Interacts with customers in a way that demonstrates customer
concerns and problems are heard, builds confidence and trust.
· Adapts HR services to the client`s organizational culture.
2.EMPLOYEE
CHAMPION
Oral communication.
Teaching others.
Learning.
Flexibility.
Interpersonal skills.
· Understands, promotes and values diversity.
· Develop employee and agency relationship.
· Balances both agencies and employees’ demands and
resources.
· Mentors individuals to develop talent.
· Builds trust relationship.
· Assesses and balances competing values, e.g. policies.
· Develops others talents to maximize human potential.
3.LEADER
Self-Management.
Decision making.
Planning and evaluation.
Self-esteem.

3. Oral communication.
Conflict Management.
· Knowledge of the business system and information
technology.
· Strategic, analytic and creative thinking.
· Knowledge of staff and line roles.
· Manages resources, e.g. human, funds, equipment.
· Acts decisively.
· Uses consensus and negotiation coalition building skills to
improve overall communication.
4.CHANGE
CONSULTANT
Stress tolerance.
Oral communication.
Reasoning.
Teamwork.
Creative thinking.
Integrity/ honesty.
Influencing/ negotiating.
· Understanding team behavior.
· Understanding of marketing.
· Representation of HR products and services.
· Organizational development principles.
· Works in team.
· Communicates well.
· Practices and promotes integrity and ethical behavior.
· Assesses the readiness for change and identifies appropriate
change strategies.
· Designs and implements change processes.
· Applies organizational development principles.
· Applies innovative strategies, including identifying and
recommending solutions to various personnel and HR issues.
5. TECHNICAL
EXPERT
Writing.
Customer service.

4. Arithmetic.
Information management.
· Knowledge of work-life and organizational plans.
· Knowledge of human resources law and policies.
· Knowledge of information technology.
· Adapts information technology to HR management.
· Uses surveys and other tools to provide information to help
create an effective and efficient work environment.
· Applies expertise in the range of the HR arena to support
agency’s mission and business needs.
COMPETENCIES THAT ARE CHARACTERISTIC OF A HIGH
PERFORMING INTERNATIONAL HUMAN RESOURCE
MANAGER
1. Strengthening human resource. Comment by Nisha: First
define each competency
This improves talent management process through integration of
common practices. This includes using competencies to create
more powerful recruiting and selection tools to develop
grounded in the specific skills and competencies needed for
success in a given organization. Comment by Nisha: What
are the Knowledge, skills and abilities for this competency?
2. Achieving cultural integration and organizational alignment.
Comment by Nisha: Same comments as above for each of
the following competencies
This typically involves using an organization wide “core”
competency mode to give employees a clear, explicit picture of
behaviors that the future organization will require for success
and will expect in organizational members and leaders.

5. 3. Driving organizational change.
It involves the creation of competency models that will define
the future selection as well as development. This also entails
skill identification as well as the required competencies to
venture into a new area, not represented by abundant employee
activity, market or technology.
4. Improving operational effectiveness.
This involves building a competitive advantage by
strengthening core competitive advantage by strengthening core
operation.
5. Implementing competency models.
It involves creating a synthesis of the literature and key
opinion leaders in the target organization, including the
supervisor, customers and visionaries.
References
Deb, T. (2006). Strategic approach to human resource
management: Concept, tools and application. New Delhi:
Atlantic.
Issues at NEWGEN
NEWGEN is a software company in northern CA., started in
1999. Since inception, Newgen has seen positive growth in the
business and has hired aggressively. Abdul and Hahn have
worked well together until Abdul decided to promote Amie Lee
as a supervisor for the team. Abdul has been thinking about this
move for some time now, he appreciates the excellent customer
service skills that Ms. Lee possesses and is aware that both the
customers and Newgen’s team are very happy with Ms.Lee’s
outstanding customer service skills.
On April 3, 2009 Abdul announced to his team that Ms. Lee
will now be the department supervisor, a welcome relief that
will give him more time to concentrate on new product

6. development.
On April 7, Hahn Chen came to Abdul and asked for a transfer.
He told Abdul that he cannot work under a “non-technical
supervisor” and that Ms. Lee did not have the skills to help him
with his projects. He also informed Abdul that he would prefer
to stay as a direct report to him, but does not wish to stay under
Ms. Lee.
On the same day Abdul asked Ms. Lee and Hahn to meet with
him. At the meeting Hahn did not make eye contact with Ms.
Lee, but repeated to Abdul that he wants a transfer, and that he
does not want to work for Ms. Lee because she is not a
technical expert. Ms. Lee left the room in tears, confused at the
events.
THE CAST @ ‘NEWGEN COMPANY’
Amie Lee – Newly appointed supervisor, has a B.A. degree
from China, she has been working in the US for 10 years, 1 year
with Newgen, she was hired for her Customer Service abilities,
and is well liked within Newgen and has built a positive
reputation with the customers.
Hahn Chen – B.S. (Computer Science) Degree from USC, born
and raised in California of Chinese immigrant parents, first
from his family to go to college, has been with Newgen for 2
years and is a good software engineer but does not participate in
any team events as he feel they distract him, he has minimal
contact with the customer and feels that it is the salespersons
job to deal with the customer.
Abdul Balli –Manager, Engineering Dept, emigrated from
Kenya to study and was offered a green card to work at
NewGen. Abdul has been with Newgen for 5 years. He was
promoted to manager because he got along well with the team

7. and also his customers.
Graham Raphael - CEO – Native of CA., a Software Engineer
& Programmer who built the Company from ground up.
Admires people skills and believes that Positive Attitude and
Teamwork are keys to corporate success.
Ella Smith - External Consultant – Available upon request;
specializes in Contracts, HR, and Business Law.
Carlos Montoya – Manager of Human Resources believes in
company mission and vision.
Loren Buzby - New member of the team, is an MBA student at
Stanford, specializes in OB.
Department Members - (1 or 2), same level at Hahn Chen.
Department members are team players.
Running head: COMPETENCY MODEL FOR AN
INTERNATIONAL HUMAN RESOURCE MANAGER 1
COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN
RESOURCE MANAGER 7
COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN
RESOURCE MANAGER
Sodelva Moodie
COMPETENCY
It’s a mixture of knowledge, skills, abilities, motivation,

8. beliefs, attributes and interest. This knowledge, skill and
attributes can be used at work, school and in other
environments. During the hiring process, most supervisors will
focus on competencies, but the successful candidates will be
those who can communicate their competencies in their resumes
and at interviews. They can involve expertise that you already
have but don’t know how to describe. Comment by Nisha:
Find a good definition and provide citations Comment by
Nisha: This paragraph is very conversational. Please look at the
literature and provide a stronger description
COMPETENCIES MODEL FOR AN INTERNATIONAL
HUMAN RESOURCE MANAGER
Role Comment by Nisha: This table expands more on roles,
rather than competencies.
Competency
Demonstrates
Activity
1.STRATEGIC
PARTNER
Organizational awareness.
Problem solving.
Customer service.
Stress tolerance.
Oral communication.
· Aware of the agency’s mission.
· Understanding of public service environment.
· How to change and improve efficiency and effectiveness by
understanding the business process.
· Aware of the business system of thinking.
· Applies organizational development principles.
· Interacts with customers in a way that demonstrates customer
concerns and problems are heard, builds confidence and trust.
· Adapts HR services to the client`s organizational culture.
2.EMPLOYEE
CHAMPION

9. Oral communication.
Teaching others.
Learning.
Flexibility.
Interpersonal skills.
· Understands, promotes and values diversity.
· Develop employee and agency relationship.
· Balances both agencies and employees’ demands and
resources.
· Mentors individuals to develop talent.
· Builds trust relationship.
· Assesses and balances competing values, e.g. policies.
· Develops others talents to maximize human potential.
3.LEADER
Self-Management.
Decision making.
Planning and evaluation.
Self-esteem.
Oral communication.
Conflict Management.
· Knowledge of the business system and information
technology.
· Strategic, analytic and creative thinking.
· Knowledge of staff and line roles.
· Manages resources, e.g. human, funds, equipment.
· Acts decisively.
· Uses consensus and negotiation coalition building skills to
improve overall communication.
4.CHANGE
CONSULTANT
Stress tolerance.
Oral communication.
Reasoning.
Teamwork.
Creative thinking.
Integrity/ honesty.

10. Influencing/ negotiating.
· Understanding team behavior.
· Understanding of marketing.
· Representation of HR products and services.
· Organizational development principles.
· Works in team.
· Communicates well.
· Practices and promotes integrity and ethical behavior.
· Assesses the readiness for change and identifies appropriate
change strategies.
· Designs and implements change processes.
· Applies organizational development principles.
· Applies innovative strategies, including identifying and
recommending solutions to various personnel and HR issues.
5. TECHNICAL
EXPERT
Writing.
Customer service.
Arithmetic.
Information management.
· Knowledge of work-life and organizational plans.
· Knowledge of human resources law and policies.
· Knowledge of information technology.
· Adapts information technology to HR management.
· Uses surveys and other tools to provide information to help
create an effective and efficient work environment.
· Applies expertise in the range of the HR arena to support
agency’s mission and business needs.
COMPETENCIES THAT ARE CHARACTERISTIC OF A HIGH

11. PERFORMING INTERNATIONAL HUMAN RESOURCE
MANAGER
1. Strengthening human resource. Comment by Nisha: First
define each competency
This improves talent management process through integration of
common practices. This includes using competencies to create
more powerful recruiting and selection tools to develop
grounded in the specific skills and competencies needed for
success in a given organization. Comment by Nisha: What
are the Knowledge, skills and abilities for this competency?
2. Achieving cultural integration and organizational alignment.
Comment by Nisha: Same comments as above for each of
the following competencies
This typically involves using an organization wide “core”
competency mode to give employees a clear, explicit picture of
behaviors that the future organization will require for success
and will expect in organizational members and leaders.
3. Driving organizational change.
It involves the creation of competency models that will define
the future selection as well as development. This also entails
skill identification as well as the required competencies to
venture into a new area, not represented by abundant employee
activity, market or technology.
4. Improving operational effectiveness.
This involves building a competitive advantage by
strengthening core competitive advantage by strengthening core
operation.
5. Implementing competency models.
It involves creating a synthesis of the literature and key
opinion leaders in the target organization, including the
supervisor, customers and visionaries.
References
Deb, T. (2006). Strategic approach to human resource

12. management: Concept, tools and application. New Delhi:
Atlantic.
Assignment #1
Instructions
TechnoWave is a multinational technology and consulting
corporation headquartered in New York City, United States. It
manufactures and sells computer hardware and software and
offers infrastructure, hosting and consulting services ranging
from mainframe computers to nanotechnology. They operate in
5 regions of the world: North America, South America, South
Asia, Europe and Africa. TechnoWave strives to support the
overall business management process by managing risks to
ensure that IT services (including computer systems, networks,
applications, telecommunications, technical support, and service
desks) can be recovered within required, agreed-to business
timescales. As the HR director you are tasked with hiring a
country manager for a Technowave based on a country of your
choice. You will develop an entire integrated global HR
strategic staffing system from recruiting, selection, training and
evaluation of the employee.
Please follow the phases below to complete this assignment:
Phase 1 Staffing, recruiting and selection (approx. 2 pages)
Based on the scenario: • Conduct a job analysis and create a
comprehensive job description • Develop a recruiting plan based
on the tasks discovered in the job analysis • Develop selection
criteria for the country manager position
Phase 2 Training and development (approx. 2 pages) Based
upon the tasks identified in the job analysis, formulate a one
day training plan for the new hire. Identify the specific
components and content areas that you would cover.
Phase 3 Compensation and benefits (approx. 1 page) Create a
job offer letter that outlines the compensation and benefits and
terms of employment for this position. Phase 4 Evaluation and
performance management (approx. 2 pages) After 6 months, you

13. will be asked to evaluate the new employee’s performance.
Create and explain a performance measurement tool. Provide a
sample output of the measures.
Assignment #2
Competency Model
Instructions
Competencies are the knowledge, skills, and behaviors required
for successful performance. With this assignment, your task is
to design a competency model for an international human
resource manager.
Using information from professional organizations on the
Internet, books from the library, and journal articles, determine
the specific competencies that are characteristic of high
performing international human resource managers.
Your paper should include a diagram or illustration of your
competency model and a description of each competency
included in your model (2-3 pages).
In addition, your paper should include a 1-page reflection of the
competencies you believe you need to develop as an HR
professional. This assignment will be very useful to you as it
provides a model for future personal and professional
development.