The document discusses the development of an HR competency model called the HR Compass. It was created through a joint effort to understand the necessary competencies for HR professionals. The model identifies 10 core competencies that are divided into functional technical, functional behavioral, generic technical, and generic behavioral categories. Each competency is defined, and examples are provided of different competency levels. Assessment tools can be used to evaluate individuals against the competencies defined in the HR Compass model.

1. HR COMPASS

2. What IS BEING COVERED?Genesis of joint Effort

3. Understanding competencies

4. Why competencies?

5. Developing a competency model

6. Linking competency model to HR systems

7. A look at HR competencies – HR Compass

8. Assessment and Tools

9. Way ForwardGENESIS OF JOINT EFFORT

17. Professional Involved

18. Understanding competencies

19. Competencies – The KSA Framework

20. Exhibition of Competency

21. Examples of Competency

22. Classifying Competency

27. Developing a competency Model

29. WHAT DO WE NEED TO CONSIDER WHILE CREATING A COMPETENCY MODEL?

31. A look at HR Competencies – the HR COMPASS

39. HR functional competency

40. The Model – Also referred to as HR COMPASCOMPETENCY TYPOLOGY

42. HR COMPETENCIESNowFunctional TechnicalHR Planning and StaffingPerformance ManagementTraining and DevelopmentTalent ManagementCompensation and BenefitManaging Culture, Design and ChangeER and Labor LawsBuilding HR StrategyInternational HRMFunctional BehavioralService OrientationPersonal CredibilityExecution ExcellenceGeneric BehavioralStrategic Thinking and AlignmentChange OrientationNetworking ManagementGeneric TechnicalBusiness KnowledgeFinancial PerspectiveEarlierBusiness KnowledgePersonal CredibilityHR Process ExpertiseChange ManagementDiversity ManagementRelationship ManagementFinancial PerspectiveStrategic Thinking and AlignmentService OrientationExecution ExcellenceEmployee Relationship

43. OPERATIONAL DEFINITIONSFUNCTIONAL BEHAVOURIALService Orientation:Ability to imbibe, demonstrate and role model readiness to respond with empathy.Personal Credibility: Ability to demonstrate high integrity in personal & professional transactions.Execution Excellence: Ability toconsistently deliver on time on commitments to internal and external customers.

44. OPERATIONAL DEFINITIONS. . . . . CONTDGENERIC BEHAVOURIALStrategic Thinking & Alignment: Ability to make directional choices and balance between present & the future - takes a long term perspective into accountNetworking Management: Ability to develop effective relationships with internal and external forums and bodies on an ongoing basis.Change Orientation : Ability to understand business including customers , markets and business models

45. OPERATIONAL DEFINITIONS. . . . . CONTDGENERIC TECHNICALFinancial Perspective: Ability to understand & demonstrate financial acumen in all HR and business transactions.Business Knowledge: Ability to understand business including customers , markets and business models

46. FUNCTIONAL BEHAVIOURIALSERVICE ORIENTATION

47. FUNCTIONAL BEHAVIOURIALPERSONAL CREDIBILITY

48. FUNCTIONAL BEHAVIOURIALEXECUTION EXCELLENCE

49. GENERIC BEHAVOURIALSTRATEGIC THINKING & ALIGNMENT

50. GENERIC BEHAVIOURIALNETWORKING MANAGEMENT

51. GENERIC BEHAVIOURIALCHANGE ORIENTATION

52. GENERIC TECHNICALFINANCIAL PERSPECTIVE

53. GENERIC TECHNICALBUSINESS KNOWLEDGE

57. Levels of Competency

58. FUNCTIONAL BEHAVIOURIALSERVICE ORIENTATION

59. FUNCTIONAL BEHAVIOURIALPERSONAL CREDIBILITY

60. FUNCTIONAL BEHAVIOURIALEXECUTION EXCELLENCE

61. GENERIC BEHAVOURIALSTRATEGIC THINKING & ALIGNMENT

62. GENERIC BEHAVIOURIALNETWORKING MANAGEMENT

63. GENERIC BEHAVIOURIALCHANGE ORIENTATION

64. GENERIC TECHNICALFINANCIAL PERSPECTIVE

65. GENERIC TECHNICALBUSINESS KNOWLEDGE