Hr Consulting ,trainer -creative Thinking
Section Head - Hr
Manager - H.r.
We all wish you a Grand Welcome to Citehr.com!! :D
Let me congratulate you on this account that you have your career in a brilliant way especially of being trained under Dr T V Rao!!...
We all hope to learn from you a lot on this topic…and please do share your experiences and knowledge gained while working with Dr T V Rao.
You have put up a very relevant question to us ( HR profesionals)..and the following are the competencies required for HR professionals:
1) Understanding the business of the Company. To become key players in the organization, HR Professionals must understand their organizations and the industry in which they work. However, knowing business is not enough. It has been proved in various studies conducted all over the world that HR professionals in high-performing organizations knows as much about the business as their counterparts in the low-performing organizations. The difference lies in the usage of that knowledge. The HR professionals of high-performing organizations use their knowledge to make strategic contribution.
2) Personal Credibility. HR professionals must be credible to both their colleagues and the employees they serve and hence they must-
A) Possess a track record of success and have earned trust.
B) Instill confidence in others.
C) Demonstrate integrity.
D) Ask important questions.
E) Frame complex ideas in useful ways.
F) Take appropriate risks
G) Provide candid observations and
H) Offer alternative perspectives on business issues.
3) Knowledge of best practices. The HR professional must
A) Be an effective verbal communicator
B) Work with management to send clear and consistent messages.
C) Be an effective communicator in writing.
D) Facilitate organizational restructuring
E) Design programs that drive change
F) Facilitate design of internal communication processes
G) Attract the appropriate talent to the organization
H) Design compensation System
I) Facilitate dissemination of Customer information.
4) Ability of Manage Change. With regards to Change, the HR professional must
A) Establish trust in relationships with others
B) Be a visionary.
C) Take a proactive role in bringing about change
D) Build supportive relationships with others
E) Encourage others to be creative and
F) Identify problems critical to business success.
5) Ability to manage Culture. The culture of any organization is an important aspect and hence HR professionals must
A) Share knowledge with units/departments/divisions throughout the organization
B) Champion culture transformation
C) Translate the desired culture into specific behaviors
D) Challenge the status quo
E) Identify the culture required to foster the organizations business strategies and
F) Frame the culture in a way that excites employees.
6) Implementation of technology. Technology is increasingly used as a delivery vehicle for HR services. HR professionals need to be able to use HR Technology and web-based channels to deliver services to employees.
7) HR & Delivery. This competency encompasses the HR activities that are traditionally associated with HR function. There are six major factors within this domain- Staffing, development, organizational structure, HR measurement, and legal compliance and performance management.
Am sure you would be aware of these competencies as well.
3rd April 2005 From India, Pune
That was a gud input-quite apt & detailed. True these r the competenceies that would generally mark the success of n Hr professional. But i think that the most critical trait of a good HR professional is Empathy & Listening skills-can call it interpersonal sensitivity in general term. This is n area i feel which is being neglected by many or rather i would say most in the HR fraternity... Its sad that we talk of people management n talent management but do not lay much importance 2 these softer skills. in the initial run-definately the functional competencies & domain expertise might help us 2 quickly climb the ladders-bt 2 reach the top & b respected & genuinely liked by people we have 2 demonstrate a strong yet sensitive character-thats wat i firmly believe...wat say guys?
4th April 2005 From India, Chennai
Just wanted to share and add to your comments.
Firstly, I would like to express that I have always looked at competencies at 2 angles, Technical Competence and Behavioural Competence. To me, Rajat has described the Technical Competencies of a HR practitioner and you have described the Behavioural Competence. You will be able to see eg. under "Ability to Manage Change", Establishing Trust in Relationship with Others, how the relationship is form from questions such as, How would a HR practitioner enable to establish Trust? Being a good listener? Being Empathy? Showing Concern? being Responsible? Under each heading that Rajat listed, you will begin to see elements of behavioural competencies for each of the technical competencies, like being meticulous, diligent, intuitive, aggresive, positive attitude, analytical and so on. I have always believe that HR practitioners should always remember to seek out both these, Technical and Behavioural, Competences in order to gain a better picture. A balance of Yin and Yang if you will. 2 substance in 1 entity.
Secondly answer to your question, Yes, I totally agree with you that HR practitioners should have a strong and sensitive character. To often I have come across HR practitioners who either do not have the strength to stand up to what is right or they were just too insensitive towards others to care at all (and of course I am relating to only situations where we have control over). What we decide or practice can have a adverse effect on the policy of our company. To most employees, every word that comes out of our mouths are "biblical truth". We will be quoted and held to account for every word and action we make and will be judge by it, just for the simple fact that we are HR practitioners. If we lack the softer skills like listening, empathy, compassion and even conviction, we may miss out in learning the true meaning of the things that are happening around us. Which of course I am sure you realise that it will lead to miscommunication and ill-informed decision.
I have always joked with my collegues that HR department in the lighter sense can be translated to the "Gossip Department". We listen and gather information on nearly everything, how people feel, the talk of the day, who did what and who said what and from there we disseminate the information and gauge the welfare of the "human resources" in the company. How do we then ethically use the knowledge that we have as a HR practitioner? Like a 2 edged sword it can cuts both ways.
Maybe being a HR practitioner we also have to bear in mind that with the information that we have in our hands, it gives us a power base. And like the famous words of Uncle Ben in Spiderman "With Power Comes Greater Responsibility".
Just some sharing on my thoughts.
5th April 2005 From Malaysia, Johor Bahru
I second the message that u've tried 2 convey -Hr professionals are definately powerful people & that makes us responsible for every word we speak & every action & behavior that we demonstrate. Indeed its a big responsibility & if taken in the right spirit, we can really make a difference in teh culture of the organsiation.
But somewhere-HR has lost its essence & is turnign out to be a Gossip corridor. integrity & trustworthiness which r the most critical competenceies required 4 the HR professional & the department as a whole is what's becoming scarce .
Its a question each of us seriously needs 2 ask oneself-r we true 2 our profession? might sound a rather idealistic question bt nonetheless is the crux for our successful professional lives coz eventually if we rnt true 2 our profession, there would always be discontentment & void inspite of materialistic success-thats wat i truly believe . have seen live cases exemplifing my statement.
n btw, Noel my name is SWATI & not SWAMI----
6th April 2005 From India, Chennai
Your answer was just brilliant!! fully agree with you..
So HR Professionals have to follow Dave Ulrich's 4 functional model in order to survive & thrive in the coming future. As i see it futuristically like Nostradamus..the coming times would belong to HR provided they are ready to accept and adapt the changes...
Yes - very true ..most HR Professionals i have met have derived their power from proximity to Top Management rather than their own competency and they need to be true themselves & the organization to attain the company goals even if they have to stand up and express their views/reservations to Management without the fear of retribution or rebuke..very few of the category exists..
6th April 2005 From India, Pune
:lol: I have to laugh at myself, all the talk of professionalism and the first thing I do, I misspelled your name. :lol: sorry.....
Ahhh, it is good to know that both Rajat and yourself agree with me. It does encourage me to kept crusading for what is right. Thank you.
It is actually quite sad to see HR practitioners losing sight of why HR has evolved from personnel management. In all truth, I admit that in many ways I am an idealist. This is because I believe we have to set the standards first, then only can we lead. Role Model by example, so so very important. To illustrate, can you imagine what this world would have been if people like Gandhi, Martin Luther King, Mother Theresa, Pope John Paul 2, and many others, did not lead by being an example?
"crux for our successful professional lives coz eventually if we rnt true 2 our profession, there would always be discontentment & void inspite of materialistic success" ......I would like to share my personal thoughts.... since graduating from University, I always imagined myself as a Top Notch HR Prac making all the big bucks, 5 years after that, I am still imagining myself as a Top Notch HR Prac making all the big bucks. Many adviced I have receive saying that this is the way of the corporate world, that he is the boss, that we must conform to the culture, etc etc.....but I have always asked myself this simple question, Can I put my head on the pillow and smile before I go to sleep and wake up the next morning with a smile still there? Dont get me wrong, I dont put on a bullet vest and pick up a machine gun everyday before I go to work. In fact, I attempt to always seek a balance. I dont always succeed, But I make entirely sure that my thoughts are heard and that I have done my job by advising to the best of my abilities. Haha come to think of it, maybe that is why I am still imagining myself a Top Notch HR Prac making all the big bucks.
The world today is evolving right before our very eyes and, I like totally agree with Rajat, HR is going to be the center foundation of very company. But what direction do we personally, as HR practitioners, want to head?
By the way, Rajat, what is Dave Ulrich's 4 functional model?
6th April 2005 From Malaysia, Johor Bahru
M glad that atleast we accept the fact that the core of what is needed to be successful HR professionals in its real sense is somewhere missing 2day. I agree-in many of the success stories of Hr professionals that we come across-the reason 4 their success is proximity & yesmanship with hte top management. indeed thisis sumthing that really sucks.
Knowing that we r gonna b the nucleus on which the success or failure of companies will depend in future, i feel we should sincerely understand teh huge responsibility that lies on our shoulder....well wont say much on this now coz it'll then get into 2 much of idealistic talk.....
Nice of u 2 share u'r personal experiences with us. Reading u'r experience, i felt as in there's someone similar 2 me there....I m one big straightforward n principledriven person. m into the habit of calling a spade a spade. who is in front of me is immaterial... in my company, m the youngest person at my designation n m one of the very very few females in teh company as well-coz ours is basically n enginnering & manufacturing concern. during my stint of over 11 mths with teh company, have been able 2 know n understand people better than most of the others-coz of the competency mapping exercise that m sphereheading. during the interviews n discusiions had with people, there were lots of company issues that came across-which i realised i had 2 put across the management . mnay of them very very very sensitive issues which wud bring a couple of our senior management people also uder scrutiny n threat. bt nonetheless i felt i had 2 do it. was called in the Management Committee Meeting by our MD (coz had raised the concerns frist 2 him & tehn he had asked me 2 bring out the same in the MCM). obviously, teh seniors were shocked 2 c me there as they r all bigshots. i spoke what i did 2 the MD n this brought a couple of the management committee members also 2 task. some of them were really scared n unhappy with the way i brought out the issues in the open forum n the others were very appreciative of my courage n thoughtfulness. this was a very big learnign xperience 4 me as though initially-i felt some apprehension 4m the wounded seniors, ultimately i knew i was rite n did what i shud-yes that day definately i had a smile on my face b4 i slept. also it re-instated my belief in my principle that if u know ur right n ur right for the right reasons-just go ahead n do what u'r heart says.
After all the softest pillow is a clear conscience!
8th April 2005 From India, Chennai
i m a student of MBA n i m doing my summer training in FMCG sector n the topic i got is COMPETENCY MAPPING i m doing well wth it but still i wanna more abt it plz let me more abt it in detail
till now i hve done the position analysis in my organization now how to go abt it,plz show me rgt way
21st May 2005
YOU ARE SO RIGHT.
I think , at least some of them , may not be close to the mark.
Here again, HR PRACTICES vary between different organizations
because of the influences of such factors as
-values of the top management about the need of HRM.
-organizations' business strategies/ critical success factors.
-structure of the organization [ centralized/decentralized etc]
-usage of technology
HENCE THESE VARIANCES REQUIRE DIFFERENT RANGE
OF COMPETENCIES .
21st May 2005 From India, Mumbai
Thanks for your question.
I feel monetary wise H.R is the field that is being respected more but paid less.
We do Performance Appraisal , Team Building , counselling , leadership ect . We try to bring the whole organisation reporting to us but I feel the payment is very less.
The answer is very simple . B'cos the value of H.R. professional is unknown to many.
30th May 2005 From India, Madras
I agree as compared 2 the importance of the function, Hr professionals r paid relatively less. But again, its quite practical also coz this function has yet 2 arrive at measurability criteria such that the function's direct contribution 2 bussiness & organisationsl objectives can be ascertained. Unless this happens, people will always consider HR as a cost center n a function that can be outsourced. A lot depends on budding HR professionals like us 2 work out n come out with parameters which try n establish a linkage of our work with hte organisational goals...
on the other hand i feel this function is slowly getting recognition among the business community at large & this is evident in the high pay packages being offered 2 competent Hr professionals 2day.
31st May 2005 From India, Chennai
I have read through your discussion and it surely was very informative. I am currently pursuing a masters in industrial psychology. If any person is aware can you'll please let me know if there is a particular psychometric tool designed to measure the different competencies required by HR professionals.
11th November 2009 From India, Mumbai