Why shall we not try to build the set of competencies required to make up an ideal HR, since we so many HR professionals are on one site.
How about trying to suggest ways to improve those skill sets that you prefer in an ideal HR?
Please come out with your contributions and let us all strive to reach perfection in our profession.

From India






-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].



The activities / ROLES carried out by HR MANAGER will vary widely

according to the needs of the organization, the context within

which they work and their own capabilites.

The analysis of the activities and the roles leads us to

the question







· Organizational Awareness

· Problem Solving

· Customer Service

· Stress Tolerance

· Oral Communication

*Strategic planner

*Mission oriented



· Decision Making

· Planning & Evaluation

· Conflict Management

· Self-Management

· Self-Esteem

· Oral Communication




· Flexibility

· Teaching Others

· Learning

· Interpersonal Skills

· Oral Communication



· Technical Competence

· Legal, Government, &


· Personnel & Human Resources

· Information Management

· Knowledge of HR principle


· Writing

· Reading

· Memory

· Attention to Detail

· Oral Communication



· Teamwork

· Reasoning

· Influencing/Negotiating

· Integrity/Honesty

· Creative Thinking

*Managing change

*As a consultant to the line managers.

*value diversity

*resolve conflicts


ROLE as Business Management /


• Business Process Reengineering

• Change Management

• Contract Management

• Cost-Benefit Analysis

• Customer Relations

• Financial Management

• Marketing of HR

• Negotiating

• Organizational Awareness

• Organizational Needs Assessment

• Outcome Measures and Evaluation

• Project Management

• Strategic Human Resource Practices

• Strategic Planning

*Systems Innovation


ROLE AS Professional


• Coaching and Mentoring

• Communication

• Conflict Management

• Decision-making

• Ethics

• Facilitation

• Interpersonal Relations

• Problem-Solving

• Self Management

• Teamwork

• Technology Application



ROLE AS Technical HR


• Appeals, Grievances, and Litigation

• Attendance and Leave

• Benefits

• Career Development

• Compensation

• Discipline and Adverse Action

• Employee Assistance

• Equal Employment Opportunity

• Human Resource Management Fundamentals

• Instructional Systems Development

• Instructional Technology

• Job Analysis

• Labor Management Relations

• Organizational Development

• Organization and Position Design

• Pay Administration

• Performance Management

• Personnel Assessment

• Personnel Systems Management

• Position Classification

• Reduction-in-Force

• Rewards and Recognition

• Staffing and Recruiting

• Succession Planning

================================================== ===


As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.

A wide variety of jobs can be performed in HR departments. As a firm

grows large enough to need someone to focus primarily on HR activities, the

role of the HR generalist emerges‑that is, a person who has responsibility

for performing a variety of HR activities. Further growth leads to adding

HR specialists who have in‑depth knowledge and expertise in a limited area.

Intensive knowledge of an activity such as. benefits, testing, training, or affirma­

tive action compliance typifies the work of HR specialists.

Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:

* Knowledge of business and organization

* Influence and change management

* Specific HR knowledge and expertise

Knowledge of Business and Organization

HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have understanding of the financial, technological, and other facets of the industry and the organization. As illustration, in some organizations the top HR executive jobs are being filled by individuals who have been successful operations managers, but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them, while bringing a performance‑oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties, and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.

Knowledge Base

-Strategic planning/ HRM role.

-Political changes impact

-Economic changes impact

-Social changes impact

-Technology changes impact

-Workforce availability/ Quality

-Growth in contingent workforce

-Demographic issues

-Work / family balancing

-Organizational Restructuring

-Occupational shifts

-Global competition

-Business Process reengineering

-Financial responsibility for HR results.

-Intellectual capital


Influence and Change Management

Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR‑related changes affecting today's organizations, HR professionals must be able to influence others.

Knowledge Base

-sales ability

-persuasion skills

-presentation skills

-negotiation skills

-interpersonal relations skills

-change, change, change.

HR Specific Knowledge

The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.

This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.

CORE Knowledge Required by HR Professionals

1. needs assessment and analysis .

2. third‑party contract management, including development of requests for proposals

3. communication strategies .

4. documentation requirements .

5. adult learning processes .

6. motivation concepts and applications .

7. training methods .

8. leadership concepts and applications.

9. project management concepts and applications

10. diversity concepts and applications.

11.human relations concepts and applications (for example, interpersonal and organizational behavior) .

12.HR ethics and professional standards .

13.technology and human resource information systems (HRIS) to support

HR activities .

14.qualitative and quantitative methods and tools for analysis, interpretation, and decision‑making purposes .

15.change management .

16.liability and risk management .

17. job analysis and job description methods.

18. employee records management (for example, retention, disposal)

19.the interrelationships among HR activities and programs across

functional areas.

================================================== ===


Strategic Management .Knowledge Of.

1.lawmaking and administrative regulatory processes .

2. internal and external environmental scanning techniques.

3.strategic planning process and implementation .

4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community‑based organizations).

5.management processes and functions , including marketing/sales/distribution etc.

6. techniques to sustain creativity and innovation.

================================================== =

Workforce planning and Employment .Knowledge of:

7.Central /state/local. employment‑related laws and regulations .

8.immigration law (for example, visas for overseas employees]

9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs‑per‑hire, selection ratios, adverse impact).

10. recruitment methods and sources

11.staffing alternatives (for example, telecommuting, outsourcing)

12 planning techniques (for example, succession planning, HR forecasting)

13.reliability and validity of selection tests/tools/methods.

14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).

15. interviewing techniques .

16 relocation practices.

17 impact of compensation and benefits plans on recruitment and retention .

18 international HR and implications of international workforce for workforce planning and employment.

19 downsizing and outplacement .

20 internal workforce planning and employment policies, practices, and procedures.

Human Resource Development: Knowledge of.

21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .

22 human resource development theories and applications (including career

development and leadership development)

23 organizational development theories and applications.

24 training methods, program, and techniques (design, objectives, methods, etc.).

25 employee involvement strategies .

26 task/process analysis .

27 performance appraisal and performance management methods.

28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .

30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).

Compensation and Benefits .Knowledge of.

31.Central, state, and local compensation and benefits laws.

32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)

33 job evaluation methods

34 job pricing and Pay structures

35 incentive and variable Pay methods

36 executive compensation

37.non‑cash compensation methods (for example, stock option plans).

38 benefits needs analysis i.e, life insurance, pension,

39 benefit plans (for example, health insurance, education, health club)

40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)

Employee and Labour relations . Knowledge of­

41.applicable federal, state, and local laws affecting employment in union and non‑union environments, such as anti‑discrimination laws, sexual harassment, labor relations, and privacy

42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)

43 employee involvement strategies(for example, alternate work schedules, work teams)

44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)

45.workplace behavior issues/practices (for example, absenteeism, discipline)

46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)

47 unfair labor practices .

48 the collective bargaining process, strategies, and concepts (up to and after contract)

49 public sector labor relations issues and practices.

50. expatriation and repatriation issues and practices .

51.employee and labor relations for local nationals[ i.e. labour

relations in other countries).


Occupational health,safety,and security. Knowledge of.

52 .Central, state, and local workplace health and safety laws and

regulations (for example, OSHA, Drug‑Free Workplace ]

53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)

54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)

55 workplace safety risks

56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)

57 potential violent behavior and workplace violence conditions .

58 general health and safety practices (for example, fire evacuation,

HAZMAT[hazardous materials], ergonomic evaluations)

59 incident and emergency response plans .

60 internal investigation and surveillance techniques .

61 Employee Assistance Programs .

62 employee wellness programs .

63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .



From India, Mumbai
Hey Vijay... Dont think you will find another reply with more competencies. This is by the the best in CITEHR.... LEO and you are lucky to get his attention with such a good Question.... Thank You for that
From India, Hyderabad

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