The document introduces the SHRM Competency Model, which defines the competencies required for human resource professionals at different career levels. It can be used by HR professionals for career development and planning, and by organizations to structure HR teams and processes. The model identifies 9 competency clusters including technical skills, leadership, business knowledge, and interpersonal skills. It provides behaviors defining competency at each career stage from entry-level to executive.
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
Taking Compensation and Workforce Planning to the Next Level at Commerce BankWorkday, Inc.
How does Workday customer Commerce Bank build its ideal workforce? By leveraging the power of the cloud with Workday Adaptive Planning. View this webinar replay to learn more.
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
New-age HR in times of massive digitizationEdGE NetWorks
The document discusses how HR processes have become more digitized and efficient, moving away from traditional paper-intensive practices. It notes that HR now leads organizations' digital transformations and addresses issues like workforce optimization and talent development. It provides examples of how HR is using digital transformation in five key areas: developing user-friendly HR systems, bridging communication gaps between employees and managers, transforming learning and development with AI and analytics, improving performance reviews and feedback processes, and facilitating employee goal setting. The conclusion urges HR and learning professionals to embrace digital changes to meaningfully impact employees and business.
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
Taking Compensation and Workforce Planning to the Next Level at Commerce BankWorkday, Inc.
How does Workday customer Commerce Bank build its ideal workforce? By leveraging the power of the cloud with Workday Adaptive Planning. View this webinar replay to learn more.
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
New-age HR in times of massive digitizationEdGE NetWorks
The document discusses how HR processes have become more digitized and efficient, moving away from traditional paper-intensive practices. It notes that HR now leads organizations' digital transformations and addresses issues like workforce optimization and talent development. It provides examples of how HR is using digital transformation in five key areas: developing user-friendly HR systems, bridging communication gaps between employees and managers, transforming learning and development with AI and analytics, improving performance reviews and feedback processes, and facilitating employee goal setting. The conclusion urges HR and learning professionals to embrace digital changes to meaningfully impact employees and business.
The document provides an overview of the My Career Journey career self-management system. It is an online tool that guides users through a three step process of reflecting on their skills and values, exploring career options and defining success, and developing an action plan. The goal is to help individuals take ownership of their careers and make informed choices.
Content:
Goal:
Integrated business management requires the integration of all the business into that considering the processes, people & behaviors, and tools. The maturity of this integration will reflect direct in the results of the business, bottom line.
Key learning points:
a) All organizations are on a journey that never ends to performance improvement – what are the challenges
b) The Integrated Business Model and the maturity chart
c) The importance of the Integrated Business Management (IBM) / Sales and Operations Planning (S&OP) process into the Integrated Business Model
d) The Proven Path to goes through the journey consistent
e) The Integrated Supply Chain Management and the IBM/S&OP importance to support it, and reflected on both models – Oliver Wight and the SCC – SCOR
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
A Comprehensive, industry-agnostic, multi-purpose Marketing Management functional area business capability model. Visit: https://www.ciopages.com/store/business-capability-model-for-marketing/
The document discusses the history and objectives of human resource management (HRM). It notes that HRM emerged as a field in response to the information revolution, where humans became the greatest resource rather than machines. The key objectives of HRM are to help organizations achieve their goals by ensuring the effective and maximum development of human resources while respecting human dignity. HRM involves activities such as recruitment, training, performance appraisal, compensation, and maintaining employee welfare and industrial relations. The importance of HRM is discussed at the organizational, professional, and social levels.
SFIA is a framework that defines skills and competencies for IT professionals. It was developed in the UK and is now used globally. SFIA organizes skills into a matrix with categories, subcategories, and 7 levels of competency. It can be used by organizations for tasks like skills assessments, recruitment, and project planning. Individuals can use it for career development and job applications. Ensys Consulting is an accredited partner that provides SFIA services in Australia such as skills assessments and training.
HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.
Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.
Let me have your feedback to enhance it further.
Regards,
Prashant
Reward the numbers of hires
Offer Acceptance Rate
Computation of filled vacancy
Reward for completion of 90 days of new hire
Reward Talent Acquisition Team for overall recruiting
Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
Scoring High on the Supply Chain Maturity Modelaconris
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, and behavioral indicators needed for each role. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
IT Sourcing I Best Practices I NuggetHubRichardNowack
Besides cost saving potentials, IT-Sourcing enables an organization to utilize competencies which it doesn’t yet. To achieve such different goals, a structured approach and active management of sourcing is required.
This documents gives insights in sourcing strategies, how an organization for sourcing has to be set up and which roles it has to include, it describes governance mechanisms, required processes, helpful tools/templates and how the performance can be managed.
Agenda IT-sourcing best practice slide deck:
- Strategy
- Organization & roles
- Governance
- Processes
- Tools & templates
- Performance management & reporting
The C-Suite Data Advantage: How Workday Executives Reduce Costs and Make Bett...Workday, Inc.
Hear real-world examples of how top finance and HR executives are using data to drive impactful decisions across the enterprise in this webinar replay. Watch now to learn more.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
Learning and Development standards 30 may 2018SABPP
The document discusses South African learning and development standards and best practices. It provides an agenda for a presentation that covers updates on L&D standards and audits, the role of L&D in business success, and professional practice standards. It then summarizes several components of the L&D standards, including definitions, processes, evidence used in audits, and quality approaches. It concludes by stating that the standards aim to professionalize L&D and institutionalize it as a best practice for human resource professionalism in organizations.
Unleash Your Data While Ensuring Governance and Security: Reporting, Prism, a...Workday, Inc.
For IT leaders, unlocking data is foundational to organizational success in a digital-first world. But what can you do to deliver data and insight to reduce the digital acceleration gap within your organization?
View this slide deck to learn:
How to unlock data for faster insights
How Workday Prism Analytics gives you the analytics you need in one secure place
How Workday strengthens partnerships with HR and finance
The document outlines a new High-Impact HR Operating Model that aims to position HR to play a more strategic role in driving business performance. The model moves HR away from just service delivery and toward advising business leaders, driving culture and talent strategies. It emphasizes coordination within HR and between HR and the business. Key components of the model include business HR resources embedded in business units, communities of expertise providing guidance, and operational services handling transactions. The roles and interactions between these components are designed to make HR more nimble and connected to business priorities and the external environment. Implementing this new model requires changes to HR roles, competencies, technology, and mindsets within both HR and the business.
This document discusses organizational project management maturity assessments. It provides an overview of the purpose and objectives of assessments, which are to evaluate an organization's project management practices, identify gaps, and provide recommendations to improve capabilities. A five-level model is described that organizations can use to stage continuous improvements, from informal practices to optimized processes. Conducting regular assessments can help organizations benchmark progress and prioritize further developments.
The 7 Habits of Highly Effective Shared Service CentersChazey Partners
While the Shared Services model has several examples of success at delivering higher quality, lower cost, and improved control, many implementations still don’t perform at expected levels. This presentation explores some of the lessons we have learned from implementations around the world and provides ideas and tips for an optimal performance of your Shared Services Organization.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
shrmcertifi cation.orgSHRMBOCKTHE SHRM BODY OF COMPETEN.docxmaoanderton
shrmcertifi cation.org/SHRMBOCK
THE SHRM BODY
OF COMPETENCY
AND KNOWLEDGE™
TABLE OF CONTENTS
Introduction to the SHRM Body of Competency and Knowledge ................................................... 1
What Are Competencies? ........................................................................................................................................... 3
Development of the SHRM BoCK ..............................................................................................................4
New Material in the 2017 BoCK ............................................................................................................................... 6
Organization of the SHRM BoCK Document .......................................................................................................7
Section 1: Behavioral Competencies ........................................................................................................7
Section 2: HR Expertise ................................................................................................................................7
Section 1: Behavioral Competencies ................................................................................................... 8
How to Read This Section .......................................................................................................................................... 8
Leadership Cluster ........................................................................................................................................................ 11
Leadership & Navigation ............................................................................................................................. 12
Ethical Practice ............................................................................................................................................... 14
Interpersonal Cluster .................................................................................................................................................. 17
Relationship Management ..........................................................................................................................18
Communication ............................................................................................................................................ 20
Global & Cultural Effectiveness ................................................................................................................22
Business Cluster ..........................................................................................................................................................25
Business Acumen .........................................................................................................................................26
Consultation.......................................................................................
The document provides an overview of the My Career Journey career self-management system. It is an online tool that guides users through a three step process of reflecting on their skills and values, exploring career options and defining success, and developing an action plan. The goal is to help individuals take ownership of their careers and make informed choices.
Content:
Goal:
Integrated business management requires the integration of all the business into that considering the processes, people & behaviors, and tools. The maturity of this integration will reflect direct in the results of the business, bottom line.
Key learning points:
a) All organizations are on a journey that never ends to performance improvement – what are the challenges
b) The Integrated Business Model and the maturity chart
c) The importance of the Integrated Business Management (IBM) / Sales and Operations Planning (S&OP) process into the Integrated Business Model
d) The Proven Path to goes through the journey consistent
e) The Integrated Supply Chain Management and the IBM/S&OP importance to support it, and reflected on both models – Oliver Wight and the SCC – SCOR
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
A Comprehensive, industry-agnostic, multi-purpose Marketing Management functional area business capability model. Visit: https://www.ciopages.com/store/business-capability-model-for-marketing/
The document discusses the history and objectives of human resource management (HRM). It notes that HRM emerged as a field in response to the information revolution, where humans became the greatest resource rather than machines. The key objectives of HRM are to help organizations achieve their goals by ensuring the effective and maximum development of human resources while respecting human dignity. HRM involves activities such as recruitment, training, performance appraisal, compensation, and maintaining employee welfare and industrial relations. The importance of HRM is discussed at the organizational, professional, and social levels.
SFIA is a framework that defines skills and competencies for IT professionals. It was developed in the UK and is now used globally. SFIA organizes skills into a matrix with categories, subcategories, and 7 levels of competency. It can be used by organizations for tasks like skills assessments, recruitment, and project planning. Individuals can use it for career development and job applications. Ensys Consulting is an accredited partner that provides SFIA services in Australia such as skills assessments and training.
HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.
Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.
Let me have your feedback to enhance it further.
Regards,
Prashant
Reward the numbers of hires
Offer Acceptance Rate
Computation of filled vacancy
Reward for completion of 90 days of new hire
Reward Talent Acquisition Team for overall recruiting
Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
Scoring High on the Supply Chain Maturity Modelaconris
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, and behavioral indicators needed for each role. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
IT Sourcing I Best Practices I NuggetHubRichardNowack
Besides cost saving potentials, IT-Sourcing enables an organization to utilize competencies which it doesn’t yet. To achieve such different goals, a structured approach and active management of sourcing is required.
This documents gives insights in sourcing strategies, how an organization for sourcing has to be set up and which roles it has to include, it describes governance mechanisms, required processes, helpful tools/templates and how the performance can be managed.
Agenda IT-sourcing best practice slide deck:
- Strategy
- Organization & roles
- Governance
- Processes
- Tools & templates
- Performance management & reporting
The C-Suite Data Advantage: How Workday Executives Reduce Costs and Make Bett...Workday, Inc.
Hear real-world examples of how top finance and HR executives are using data to drive impactful decisions across the enterprise in this webinar replay. Watch now to learn more.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
Learning and Development standards 30 may 2018SABPP
The document discusses South African learning and development standards and best practices. It provides an agenda for a presentation that covers updates on L&D standards and audits, the role of L&D in business success, and professional practice standards. It then summarizes several components of the L&D standards, including definitions, processes, evidence used in audits, and quality approaches. It concludes by stating that the standards aim to professionalize L&D and institutionalize it as a best practice for human resource professionalism in organizations.
Unleash Your Data While Ensuring Governance and Security: Reporting, Prism, a...Workday, Inc.
For IT leaders, unlocking data is foundational to organizational success in a digital-first world. But what can you do to deliver data and insight to reduce the digital acceleration gap within your organization?
View this slide deck to learn:
How to unlock data for faster insights
How Workday Prism Analytics gives you the analytics you need in one secure place
How Workday strengthens partnerships with HR and finance
The document outlines a new High-Impact HR Operating Model that aims to position HR to play a more strategic role in driving business performance. The model moves HR away from just service delivery and toward advising business leaders, driving culture and talent strategies. It emphasizes coordination within HR and between HR and the business. Key components of the model include business HR resources embedded in business units, communities of expertise providing guidance, and operational services handling transactions. The roles and interactions between these components are designed to make HR more nimble and connected to business priorities and the external environment. Implementing this new model requires changes to HR roles, competencies, technology, and mindsets within both HR and the business.
This document discusses organizational project management maturity assessments. It provides an overview of the purpose and objectives of assessments, which are to evaluate an organization's project management practices, identify gaps, and provide recommendations to improve capabilities. A five-level model is described that organizations can use to stage continuous improvements, from informal practices to optimized processes. Conducting regular assessments can help organizations benchmark progress and prioritize further developments.
The 7 Habits of Highly Effective Shared Service CentersChazey Partners
While the Shared Services model has several examples of success at delivering higher quality, lower cost, and improved control, many implementations still don’t perform at expected levels. This presentation explores some of the lessons we have learned from implementations around the world and provides ideas and tips for an optimal performance of your Shared Services Organization.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
shrmcertifi cation.orgSHRMBOCKTHE SHRM BODY OF COMPETEN.docxmaoanderton
shrmcertifi cation.org/SHRMBOCK
THE SHRM BODY
OF COMPETENCY
AND KNOWLEDGE™
TABLE OF CONTENTS
Introduction to the SHRM Body of Competency and Knowledge ................................................... 1
What Are Competencies? ........................................................................................................................................... 3
Development of the SHRM BoCK ..............................................................................................................4
New Material in the 2017 BoCK ............................................................................................................................... 6
Organization of the SHRM BoCK Document .......................................................................................................7
Section 1: Behavioral Competencies ........................................................................................................7
Section 2: HR Expertise ................................................................................................................................7
Section 1: Behavioral Competencies ................................................................................................... 8
How to Read This Section .......................................................................................................................................... 8
Leadership Cluster ........................................................................................................................................................ 11
Leadership & Navigation ............................................................................................................................. 12
Ethical Practice ............................................................................................................................................... 14
Interpersonal Cluster .................................................................................................................................................. 17
Relationship Management ..........................................................................................................................18
Communication ............................................................................................................................................ 20
Global & Cultural Effectiveness ................................................................................................................22
Business Cluster ..........................................................................................................................................................25
Business Acumen .........................................................................................................................................26
Consultation.......................................................................................
(1) The document summarizes a study that evaluated the effectiveness of David Ulrich's three-legged HR service delivery model in 21 large international organizations in the UAE.
(2) The study found that while the model is generally effective, it has some limitations including the limited strategic capabilities of HR business partners, incorrect use of metrics, and lack of line management participation.
(3) To address these issues, the study recommends improving HRBP recruitment, using balanced scorecards and key performance indicators to monitor performance, increasing line management involvement, and adjusting the model based on each organization's unique needs.
shrmcertifi cation.orgSHRMBOCKTHE SHRM BODY OF COMPETEN.docxedgar6wallace88877
shrmcertifi cation.org/SHRMBOCK
THE SHRM BODY
OF COMPETENCY
AND KNOWLEDGE™
TABLE OF CONTENTS
Introduction to the SHRM Body of Competency and Knowledge ................................................... 1
What Are Competencies? ........................................................................................................................................... 3
Development of the SHRM BoCK ..............................................................................................................4
New Material in the 2017 BoCK ............................................................................................................................... 6
Organization of the SHRM BoCK Document .......................................................................................................7
Section 1: Behavioral Competencies ........................................................................................................7
Section 2: HR Expertise ................................................................................................................................7
Section 1: Behavioral Competencies ................................................................................................... 8
How to Read This Section .......................................................................................................................................... 8
Leadership Cluster ........................................................................................................................................................ 11
Leadership & Navigation ............................................................................................................................. 12
Ethical Practice ............................................................................................................................................... 14
Interpersonal Cluster .................................................................................................................................................. 17
Relationship Management ..........................................................................................................................18
Communication ............................................................................................................................................ 20
Global & Cultural Effectiveness ................................................................................................................22
Business Cluster ..........................................................................................................................................................25
Business Acumen .........................................................................................................................................26
Consultation.......................................................................................
Strategic Human Resource Management - Mamta.pptxMamta527509
This document provides an overview of strategic human resource management (SHRM). It defines SHRM as linking human resources to strategic goals to improve business performance and develop a culture of innovation. The objectives of SHRM are to achieve competitive advantage through a skilled workforce. Key features include having a planned framework to guide HR initiatives, meeting employee needs, and proactively managing talent. Trends in SHRM include greater use of technology, emphasis on employee experience, and data-driven decision making. Challenges involve ensuring HR alignment with business strategy amid a changing environment with limited resources.
The document summarizes a presentation given at the 2009 sAM Conference in Las Vegas on a study of human resource management curriculum in a nontraditional setting. It describes the methodology used, which included surveys of an advisory board on important HR competencies. The results showed top competencies were interpersonal skills, writing, and ethics. Based on the findings, the presentation recommends including courses in employment law, strategic management, and other topics for an undergraduate HR program. It also discusses potential career paths and areas for future research.
[Note: To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different Organization, Change, HR & Leadership models and frameworks. (Please note that these are diagrams and charts that are to be used in your own business or classroom presentations. These are not instructional slides.)
Models/Frameworks include the following:
SHRM Competency Model for HR Professionals
Ulrich’s HR Competency Model
Ulrich’s Matrix on the Four Roles of HR
The Harvard Model of Strategic HRM
AHRI Model of Excellence
People Capability Maturity Model (PCMM)
Ulrich’s Stages of Employee Connection to the Organization
The Talent Management Framework
Four Stages of Contribution Model (Novations)
Ulrich’s Five Rules for Leadership
The ATD Competency Model
The Training Needs Analysis Framework (Blanchard & Thacker)
The ADDIE Model
The Conscious Competence Learning Model
Kirkpatrick’s Four-Level Training Evaluation Model
High-Impact Learning Organization
Senge’s Five Disciplines
Drucker’s Management By Objectives
De Bono’s Six Thinking Hats
Beer & Nohria’s E & O Theories
Hofstede’s Cultural Dimensions
Lencioni’s Five Dysfunctions of a Team
Tuckman’s Model of Team Development Stages
The Emotional Competence Framework
Kubler-Ross’ Change Curve Model
Bridges’ Transition Model
Lewin’s Three Stage Change Model
The ADKAR Change Model
The McKinsey 7-S Framework
Kotter's Eight Phases of Change
The Power/Interest Grid for Stakeholder Prioritization
Szpekman’s Communication Framework
The Johari Window
Ofman’s Core Quadrants Model
Covey’s Seven Habits Model
Covey’s Time Management Matrix
Baldrige Excellence Framework
EFQM Excellence Model
Balance Scorecard
ISO 9001:2015 Quality Management System
Strategic human resource management (SHRM) links a company's workforce to its core strategies, goals, and objectives. It involves formulating HR policies and practices to develop employee skills that achieve the company's strategic aims. SHRM focuses on ensuring flexibility, building organizational culture, and driving business performance through recruitment, training, performance management, and other HR functions aligned with company strategies. The role of HR is to gain a deep understanding of SHRM to actively partner with management in creating and implementing effective policies.
Talent Management Information Systems aim to assess employee competencies, enable succession planning, support training and professional development, and integrate compensation. An HRIS can help companies implement comprehensive talent management strategies across the entire employee life cycle, from recruiting to performance management to succession planning. It provides structure for talent management strategies by automating HR functions and providing a complete picture of employees.
The document describes an executive human resources management training program. The program provides comprehensive training on modern HR practices and strategies through interactive lectures, discussions, and real-world case studies. It covers topics such as HR planning, recruitment, performance management, compensation and benefits. The program aims to help HR executives gain business skills and strategies to leverage human capital and play a strategic role within their organizations. It is intended for corporate HR executives, managers, and consultants seeking to advance their HR careers.
This document provides information on human resources and training programs offered by DePaul University's Center for Human Resources and Training for the 2012-2013 year. It describes several certificate programs for professionals seeking HR certification, including the Professional in Human Resources Certificate Program, SHRM Essentials of Human Resources Management Certificate, and American Payroll Association's PayTrain College and University Program. It also summarizes courses on topics like employment law, project management, and interviewing skills. Registration information is provided at the end.
Competency models provide a systematic framework for talent management by defining the key skills, behaviors, and traits needed for successful job performance. The article discusses how chemical manufacturer Stepan uses competency models across various talent management functions like recruitment, development, and succession planning. It implemented an online system and competency modeling process led by Joe Misurac, Janice Galuszka, and Ariana Paz. Stepan has seen benefits like a clearer understanding of skills needed, consistency globally, and more internal promotions. The article also provides guidance on customizing competency modeling approaches and best practices.
This document provides an overview of the syllabus for a Business Management course on Human Resource Management. It covers topics such as defining HRM and its relationship to the management process, the importance of HRM to managers, trends influencing HRM, strategic planning and its importance to managers, talent management, job analysis, writing job descriptions and specifications, employment planning and forecasting, and recruiting. Key aspects of each topic are defined and discussed over the 15 page document through headings, subheadings, and paragraphs of text.
Competency mapping involves identifying the key skills, behaviors, and attributes that distinguish outstanding performance. Competencies can be used for recruitment, development, succession planning, and organizational analysis. Critical incident analysis and repertory grid techniques are used to map competencies. There are organizational, HR systems, team, and individual competency models. Organizational models focus on competencies across hierarchies while HR systems models link competencies to training and development. Team models emphasize complementary competencies for effective teams. Individual models include person-job matching, strategy-based roles, and intellectual capital models emphasizing dynamic interactions.
Competency mapping involves identifying the key skills, behaviors, and attributes that distinguish outstanding performance. Competencies can be used for recruitment, development, succession planning, and organizational analysis. Critical incident analysis and repertory grid techniques are used to map competencies. There are organizational, HR systems, team, and individual competency models. Organizational models focus on competencies across hierarchies while HR systems models link competencies to training and development. Team models emphasize complementary competencies for effective teams. Individual models include person-job matching, strategy-based roles, and intellectual capital models emphasizing dynamic interactions.
This document outlines a human resource management plan for Motors and More, Inc. It includes sections on the company background, HR strategic plan, staffing strategy, total rewards strategy, training and development strategy, performance management strategy, and HRIS. The company is experiencing rapid growth and will need to expand its workforce significantly and develop its first HR department. The HR strategic plan focuses on developing the HR department, recruiting and retaining a more diverse workforce, and integrating HR concepts throughout the company.
HR AND COMPETITIVE ADVANTAGE-A comprehensive guide to using HR activities to ...Summaya Sharif
The essay is written to answer the ubiquitous organizational query; “How HRM activities enable organizations to become more competitive in their markets?”. With this essay organizations can gain a comprehensive, intricate, and pragmatic knowledge on how they can use HR as a competitive advantage so that they’re capable of making the most out of their HR activities and boost their competitiveness to stand not just firm but sui-generis in the market.
Strategic human resource management (SHRM) involves aligning human resource strategies and practices with the overall business strategy. It includes attracting, developing and retaining employees while meeting organizational goals. Key aspects of SHRM include interacting across departments, supporting organizational goals, being a strategic partner, utilizing talent, and aligning HR with strategic objectives to improve performance and culture. SHRM aims to build a foundation for strategic advantage through organizational design, culture, communication and preparing for changes. The goals are to develop strategic competencies, provide direction, achieve integration, and formulate business strategy using human resources.
Effects Of Hr Practices On Organizational PerformancePatricia Johnson
The document discusses how effective human resource practices can benefit an organization, noting that recruitment and selection, employee relations, and compensation and benefits are key HR disciplines where best practices can provide the highest return on investment. It also defines human resource management as the logic, systems, strategies, and practices related to managing an organization's employees in a way that engages, develops, motivates, and retains a high-performing workforce to achieve organizational success. The document appears to analyze HR practices at Nestle Bangladesh Ltd.
Similar to Society For Human Resource Management (20)
Dokumen ini melakukan analisis segmentasi pelanggan untuk mengetahui besaran potensi pelanggan PT. ABC yang dapat dikonversi menjadi pelanggan PT. XYZ. Metode yang digunakan meliputi penyusunan dataset, klasifikasi K-Means clustering, profil matching, dan analisis komponen utama untuk mengelompokkan pelanggan. Hasilnya mengidentifikasi beberapa kluster pelanggan PT. XYZ dan perkiraan jumlah pelanggan PT. ABC yang dapat diakuisisi.
Dokumen tersebut memberikan ringkasan tentang pengertian dan ruang lingkup pengelolaan properti dan gedung, termasuk strategi pengelolaan berdasarkan jenis properti, perawatan gedung, dan masalah kepenghunian.
This research is to find out whether promotional activities give better results than no promotional activities and how much it effects to purchase probability.
Google Data Studio is a tool for data visualization and analysis. It allows users to connect to various data sources, including Google Sheets, and build interactive reports and dashboards. The document provides an introduction to Google Data Studio and its key building blocks, such as data sources, dimensions, and metrics. It explains how to access and navigate Data Studio, and discusses why users should first manipulate data in Google Sheets before building reports in Data Studio for better performance.
Membuat aplikasi sistem informasi geografis dengan visual basic & MySQLRahmat Taufiq Sigit
Aplikasi ini membahas cara membuat sistem informasi geografis sederhana menggunakan Visual Studio. Dokumen ini menjelaskan tahapan pengembangan aplikasi mulai dari persiapan database, penambahan toolbox peta, desain antarmuka pengguna, hingga pengkodean fitur-fitur utama aplikasi seperti tampilan peta dan atribut data.
[E book finan siap] buku pintar finansial - pengelolaan keuangan untuk umkmRahmat Taufiq Sigit
Pemerintah Indonesia berencana mengembangkan industri halal untuk meningkatkan ekspor dan pariwisata. Beberapa langkah yang akan dilakukan antara lain mempromosikan produk halal ke pasar global, meningkatkan sertifikasi produk halal, serta melatih SDM agar mampu bersaing di industri halal.
Dokumen tersebut membahas tentang proses perizinan sertifikat laik fungsi (SLF) di Provinsi DKI Jakarta, mencakup dasar hukum, definisi, kewenangan, persyaratan, alur proses, biaya, sanksi, dan contoh dokumen yang diperlukan.
This document outlines the health, safety, and environmental management system of HTS AmeriTek. It includes 48 sections covering various safety policies and procedures on topics such as substance abuse, confined spaces, fall protection, incident reporting, and more. The introduction establishes that safety is the top priority and that all employees are responsible for detecting hazards and cooperating to maintain a safe work environment. The purpose is to prevent injuries and illnesses through management's commitment to providing protections and training, while also requiring personal responsibility from employees. The goals are to reduce injuries and illnesses to an absolute minimum, with an ideal of zero accidents.
Dokumen tersebut membahas tentang penyusunan portofolio layanan dalam properti manajemen, meliputi 8 langkah yaitu menggambarkan fungsi gedung dan pelanggan, merekapitulasi layanan yang ada, menganalisa trend layanan, mengidentifikasi layanan potensial, menghasilkan ide layanan, mengevaluasi ide layanan, menilai kompetensi, dan mengeksekusi layanan serta memberikan umpan balik."
Tiga kalimat ringkasan dokumen tersebut adalah:
Dokumen tersebut membahas upaya perbaikan kinerja pengelolaan rumah susun sewa milik PT. XYZ melalui program-program perbaikan teknik pengelolaan, peningkatan pendapatan, dan perbaikan fasilitas untuk meningkatkan layanan kepada penghuni.
Form ini membantu menganalisis pekerjaan secara lengkap dan efektif dengan mengintegrasikan spesifikasi pekerjaan, persyaratan pekerjaan, deskripsi pekerjaan, dan indikator kinerja kunci dalam satu dokumen tunggal. Form ini memudahkan dokumentasi analisis pekerjaan dan membantu karyawan memahami detail tugas dan target mereka.
Section 1.3 discusses building maintenance works and common defects. Effective building maintenance through timely repairs helps provide a comfortable living environment and protects property values. The key steps are forming an Owners' Corporation under the Building Management Ordinance, which provides a legal framework and powers for building management. Owners should also be aware of their legal responsibilities and participate in their Owners' Corporation.
This document provides an introduction to commercial real estate investing. It begins with the author's personal story of how he got started in commercial real estate by purchasing an apartment building after previously investing in single family homes. He describes the challenges he faced and lessons he learned along the way. The document then defines commercial real estate and provides examples of common commercial property types such as office buildings, retail centers, apartments, and industrial complexes. It explains that commercial real estate is property that generates income through rental rates or business operations.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements