This document discusses essential skills for HR practitioners in the ICT sector. It outlines the changing context of the ICT sector and the evolving role of HR from Ulrich's 1997 business partner model to the 2005 model. It also discusses professional HR areas based on the CIPD model, including insight, strategy, learning and talent development. Key HR behaviors like being curious, skilled influencers and personally credible are covered. The document proposes a human capital KSA framework, skills development framework and a business/HR alignment process to develop professional skills and ensure HR credibility and influence.

1. Essential Skills for HR
Practitioners: a Strategic
Development Framework
Brian Goulden
18 April 2012
Unlocking Africa’s potential
… one sector at a time
HR4ICT Forum 2012 London

2. Overview
• The ICT sector context
• The Human Resource role
• Professional HR Areas
• Professional HR Behaviours
• Frameworks for development
• The way forward

3. The ICT sector context
Turbulent
&
uncertain
Fast-paced
Technology-
led
Growing
consumer
expectations Increased
stakeholder
engagement
Demands
for higher
ROI

4. The HR Role :
Ulrich’s Business Partner Model
Strategic Partner Aligning HR and business strategy:
‘organisational diagnosis’
Administrative Expert Re-engineering organisation
processes: ‘shared services’
Employee Champion Listening and responding to
employees: ‘providing resources to
employees’
Change Agent Managing transformation and
change: ‘ensuring capacity for
change’

5. Changes in Ulrich’s Business Partner
model
1997 2001 2005
Strategic partner Coach Strategic partner
Administrative expert Leader Functional expert
Employee champion Conscience Employee advocate /
HC developer
Change agent Facilitator HR leader
Architect
Source: Ulrich (1997), Ulrich & Beatty (2001), Ulrich & Brockbank (2005)

6. Professional Areas: the CIPD model
• Insight, strategy & solutions
• Leading HR
• Organisation design & development
• Resourcing & talent planning
• Learning & talent development
• Performance & reward
• Employee engagement & employee relations
• Service delivery & information
Source: CIPD HR profession map - www.cipd.co.uk

7. Some Key HR Professional Areas
Insight
• Actionable insights & solutions
• Prioritised & tailored around business
• Understanding of business & context
Service
• Accurate information
• Efficient, timely, cost-effective delivery
• Professional approach
Learning
• Develop skills, knowledge & experience for all
• Focus on short & long-term business needs
• Motivate to learn, grow & perform
Source: CIPD HR profession map - www.cipd.co.uk

8. Professional HR Behaviours:
CIPD model
Curious Decisive
thinker
Skilful
Influencer
Personally
credible
Collaborative
Driven to
deliver
Courage to
challenge
Role
model
Source: CIPD HR profession map - www.cipd.co.uk

9. Some Key HR Behaviours
Curious
• Seeks insight
into strategic
business context
• Understands
how people
behave in
differing
contexts
Skilled
Influencer
• Secures
consensus across
complex
stakeholders
• Communicates
authoritatively,
delivers clear &
memorable
messages
Personally
credible
• Keeps HR &
professional
practice flexible
to meet evolving
business needs
• Combines HR &
business insights
to provide advice
to senior leaders

10. Human Capital KSA Framework
Knowledge
AttitudesSkills
Technical Professional
Business-
focused
Strategic
Tactical
Flexible
Challenging
Enquiring
Global Perspective / Forward-looking

11. Skills Development Framework
Experiential
learning
Training
Expanding
work tasks
Knowledge
sharing
Networking
Coaching
Mentoring
Time &
Budget
Management
commitment

12. Business / HR Alignment Process
Define Business Strategy
Analyse The Context
Identify Business Needs
Identify Key Issues
Develop Strategic Framework
Define Specific Plans
Assess Capabilities & Resources
Review HR policies against objectives
Identify core competencies, Learning
Needs, Performance expectations
Identify resource needs to deliver business
Objectives (numbers / skills / experience)
Identify appropriate learning interventions
Link L&D to related HR issues –
performance, talent
Specify HR actions (inc L&D) to meet
objectives
Assess extent to which HR can fulfill
its obligations as a “business partner”
IMPLEMENTATION PLAN

13. The Way Forward
Professional
Skills
Aligned HR Credibility Influence

14. Sources & Resources
• ARKIN, A. (2007) In the hot seat. People Management. Vol 13, No 13, 28 June. pp28,30,32.
• BROWN, D., CALDWELL, R. and WHITE, K. (2004) Business partnering: a new direction for HR. A
guide. London: Chartered Institute of Personnel and Development. Available at
http://www.cipd.co.uk/guides
• DALZIEL, S., STRANGE, J. and WALTERS, M. (2006) HR business partnering. Toolkit. London:
Chartered Institute of Personnel and Development.
• GIFFORD, J. and CHARTERED INSITITUTE OF PERSONNEL AND DEVELOPMENT. (2007) The changing
HR function: survey report. London: Chartered Institute of Personnel and Development. Available at
http://www.cipd.co.uk/onlineinfodocuments/surveys.htm
• GOODGE, P. (2005) Ready for HR partnering? Human Resource Management International Digest.
Vol 13, No 4. pp32-36.
• GRIFFIN, E., FINNEY, L. and HENNESSY, J. (2009) Maximising the value of HR business partnering : a
practical research based guide. Horsham: Roffey Park Institute.
• LOSEY M, MEISINGER SR, & ULRICH D (2005) “Conclusion: reality, impact and professionalism”,
Human Resource Management, vol 44, no 2, pp 201 -206;
• ULRICH, D. and BROCKBANK, W. (2005) The HR value proposition. Boston, MA: Harvard Business
School Press.
• Change management: the HR strategic imperative as a business partner. (2007) HR Magazine. Vol
52, No 12, December. (supplement) pp1-10.

15. Thank You
Brian Goulden
+27 730 526 758 (mobile)
+27-11 783 1210 (office)
bgoulden@pygmaconsulting.com
HR4ICT 2012