Transcription of 2016 HR Competency Model
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2016 HR Competency Model
2015 Dave Ulrich, the RBL Group All Rights ReservedHUMAN RESOURCE Competency CONFERENCE 2016 Mike Ulrich, Co-DirectorDavid Kryscynski, Co-DirectorDave Ulrich, PrincipalWayne Brockbank, PrincipalJacqueline Slade, Project Manager2016 HR Competency Model 2015 RBL Group All Rights ReservedOverall Goals2 IdeasAbout new business realities and how HR professionals add valueTalkEngage in new conversations and access new information ToolsCreate tools (processes and systems) to create valueTime Spend time on things that make a differenceHRImpactHow can HR improve the work that gets done in organizations?FutureWhat s next?Value addedWho uses?Taxonomy Simplify and applywith 2015 RBL Group All Rights ReservedGreat Time to Be in HR3 HR is not about HR Think outside in Connect HR to investors and customers Look beyond strategyPerspective Talent: competence x commitment x contribution Leadership: why, what, how Culture: behavior, pattern, identityOutcomes HR governance/department HR practices HR analytics HR competencies**Transformation 2015 RBL Group All Rights ReservedSpecial Thanks to Sponsors Michigan and RBL4 2015 RBL Group All Rights ReservedHR Competencies 2016 Thanks to Twenty-Two Regional Partners5 2015 RBL Group All Rights ReservedEvolution of HR Competency Study (1987 to 2016)6 What are the competencies of HR professionals?
Average score to understand trends ... Paradox Navigator Breakdown 23 ... Effectively manages the tensions between global and local business demands Effectively manages the tensions between the need for change (flexibility, adaptability) and stability (standardization)
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