2016 HR Competency Model - Associação Portuguesa de ...

1 HUMAN RESOURCE Competency CONFERENCE 2016 . 2016 HR Competency Model Mike Ulrich, Co-Director David Kryscynski, Co-Director Dave Ulrich, Principal Wayne Brockbank, Principal Jacqueline Slade, Project Manager 2015 Dave Ulrich, the RBL Group All Rights Reserved Overall Goals HR. Ideas Impact About new business realities with How can HR improve the work and how HR professionals that gets done in organizations? add value Talk Future Engage in new conversations What's next? and access new information Value added Who uses? Tools Create tools (processes and Taxonomy systems) to create value Simplify and apply Time Spend time on things that make a difference 2. 2015 RBL Group All Rights Reserved Great Time to Be in HR. HR is not about HR. Think outside in Perspective Connect HR to investors and customers Look beyond strategy Talent: competence x commitment x contribution Outcomes Leadership: why, what, how Culture: behavior, pattern, identity HR governance/department HR practices Transformation HR analytics HR competencies**.

2 3. 2015 RBL Group All Rights Reserved Special Thanks to Sponsors Michigan and RBL. 4. 2015 RBL Group All Rights Reserved HR Competencies 2016 . Thanks to Twenty-Two Regional Partners 5. 2015 RBL Group All Rights Reserved Evolution of HR Competency Study (1987 to 2016 ). What are the competencies of HR professionals? How well do HR professionals exhibit the identified competencies? What competencies influence perceptions of individual effectiveness and business results? What personal competencies have greatest impact on business performance and value created for stakeholders? What HR department activities best predict business performance and value created for stakeholders? 6. 2015 RBL Group All Rights Reserved The Most Comprehensive Assessment of HR Competence 90k History: Conducted jointly by RBL/University of Michigan and regional partners Participants (thousands). Data collection seven times since 1987. The most comprehensive and rigorous empirical review of HR competencies and outcomes Composition: Global participation Small, medium, and large firms Good mix of industries 360 methodology Factor analytic approach to Competency identification 1987 2016 .

3 Total participants 7. 2015 RBL Group All Rights Reserved HRCS Research Evolution Business Business Knowledge Know ledge Personal HR Credibility Change Delivery HR. Change Deliv ery 1987 1992. Business Business Know ledge Know ledge Personal HR Personal Strategic HR. Cult ure Credibilit y Deliv ery Credibility C o n t r i b u t i o n Deliv ery HR. Change T echnology 1997 2002. 8. 2015 RBL Group All Rights Reserved 2007 and 2012 HR Competencies 9. 2015 RBL Group All Rights Reserved 2016 HR Competencies Overview of Survey Design Questions Respondents (Competencies) (360). Overall: Self Report: HR Participants 123 Items (Be, Know, Do) (3,877). Total Respondents Other Report: Supervisor (30,227) (3,513). Other Report: HR Associates (12,393). Other Report: Non-HR Associates (10,402). 10. 2015 RBL Group All Rights Reserved Overview of the Seven Rounds of Research 1987 1992 1997 2002 2007 2012 2016 . Total 10,291 4,556 3,229 7,082 10,063 20,023 30,227. Respondents Business Units 1,200 441 678 692 413 635 1,509.

4 Associate 8,884 3,805 2,565 5,890 8,414 17,353 26,224. Raters HR. 1,407 751 664 1,192 1,671 2,638 3,877. Participants Business Business Ally Business Business Business Knowledge Strategic Business Knowledge Knowledge Knowledge Strategic Strategic Positioner Contribution Architect Talent Manager & HR Innovator HR Delivery Human HR HR HR Organization & Integrator ???? Resources Delivery Delivery Delivery Designer HR Operational Technology Technology Executor Proponent Change Change Change Change Change Combined Into Culture And Champion Strategic Change Contribution Capability Culture Culture Steward Builder Personal Personal Personal Credible Credible Personal Credibility Credibility Credibility Activist Activist 11. 2015 RBL Group All Rights Reserved HR Competencies, 1987 to 2016 : Participant Characteristics (State of the Profession). 1987 1992 1997 2002 2007 2012 2016 . HR Participant Gender Male 77% 78% 70% 57% 46% 38% 35%. Female 23 22 30 43 54 62 65. Years in HR for HR. Participant 5 Years or Less 10% 14% 13% 25% 24% 25% 16%.

5 6 9 Years 14 19 15 18 20 18 15. 10 14 Years 26 24 21 22 23 25 22. 15 or More Years 50 43 51 35 32 32 47. Primary Role of HR. Participant Benefits/Medical/Safety 6% 5% 5% 4% 3% 3% 2%. Compensation 5 4 4 6 6 7 6. HR Planning/ Strategy/AA 6 8 5 8 14 14 14. Labor Relations 6 8 5 6 5 4 3. Org. Development/Effectiveness 2 5 3 13 7 9 5. Recruiting 3 6 4 4 6 11 8. Training/Communication 7 14 6 12 9 11 9. Generalist 61 45 60 48 49 40 53. 12. 2015 RBL Group All Rights Reserved 2016 Respondents by Region Respondents per % of Total Region Region Respondents North America (US & Canada) 9,900 Latin America 2,001 Australia & New Zealand 1,502 Europe 2,258 Turkey 3,015 Middle East 268 Africa 3,137 China 4,074 Japan 1,017 India 552 Other Countries in Asia 2,318 13. 2015 RBL Group All Rights Reserved Takeaways by Level of Responsibility HR Professional HR Department Business leaders How can I improve? How can we improve? What can I expect? 14. 2015 RBL Group All Rights Reserved How Does HR Create Value for the Business?

6 Perceived Perceived performance of HR. competencies of HR professional: professionals Overall Individual HR effectiveness Professional Value created for Level Demographics of HR the organization's professional stakeholders by the HR professional Overall Competency Perceived level in the HR. HR performance of HR. department Department department: Value created for Level Activities of the HR the organization's department stakeholders by the HR department 15. 2015 RBL Group All Rights Reserved Empirically Deriving the 2016 Model Level Number Description Total Study 30,227 Total number of people who completed one Respondents or more surveys in the 2016 study; these are HR participants and raters of the HR. participants HR Participant 3,877 Total number of HR participants who completed self-evaluations and were rated by others Data is aggregated to HR Participant level for factor analysis to develop Competency Model Organizational Unit 1,509 Total number of distinct organizational units that have HR participants represented in the data 16.

7 2015 RBL Group All Rights Reserved High-Level Logic of Presentation Levels of Analytic Complexity Means Average score to understand trends Means broken down by different groupings Average by different groups (role, geography, etc.) to show differences Correlations between variables To show relationships between variables Regressions To explain outcomes (individual performance or business results). 17. 2015 RBL Group All Rights Reserved Measures to Explain Performance Perceived HR Competencies of HR Participants Ratings from 360 feedback from supervisors, subordinates, HR. associates and non-HR associates Demographics of HR Participants Measures that indicate various characteristics of the HR participant such as years of experience, educational background, etc. Overall Competency Level in the HR Department Average HR competencies of the HR professionals in the department Activities of HR Departments The practices and activities HR departments utilize in their efforts to align internal HR with the strategy of the business Other Variables The strategy of the business, the culture of the organization, and so forth.

8 18. 2015 RBL Group All Rights Reserved The Perceived Competencies of HR Professionals Perceived competencies of HR Perceived performance of professionals HR professional: Individual HR Overall effectiveness Professional Value created for the Level Demographics of HR organization's professional stakeholders by the HR professional Overall Competency level Perceived performance of HR in the HR department HR department: Department Value created for the organization's Level stakeholders by the HR. Activities of the HR department Department 19. 2015 RBL Group All Rights Reserved 2016 HR Competency Model 20. 2015 RBL Group All Rights Reserved Strategic Positioner Breakdown The strategic positioner domain captures the extent to which the HR professional can evaluate both the external and internal business contexts and translate those evaluations into practical insights that help position the organization to be successful Sub-domains Sample Questions Understands changes in $ORGUNIT$'s external environment ( , technological, economic, political, demographic, etc.)

9 Interprets Understands who makes key decisions in your organization Business ( , people who control important resources). Context Understands expectations of external customers Understands how $ORGUNIT$ makes money ( , who, where, how). Understands investor expectations Aligns organizational brand with customers, shareholders, and Decodes employees Stakeholder Knows how investors value $ORGUNIT$. Expectations Helps investors recognize the quality of leadership within $ORGUNIT$. Understands Accurately anticipates $ORGUNIT$'s risks Internal Contributes to creating $ORGUNIT$'s strategy ( , help Business shape the vision of the future of the organization). Operations Identifies problems that are central to $ORGUNIT$'s strategy 21. 2015 RBL Group All Rights Reserved Credible Activist Breakdown The credible activist domain carries over from prior studies and captures the extent to which HR professionals achieve the trust and respect they need within the organization to be viewed as valued and valuable partners Sub-domains Sample Questions Shows a genuine interest in others Influences Acts with appropriate balance of confidence and humility and Relates Seeks to learn from both successes and failures to Others Demonstrates personal integrity and ethics Has earned trust with key internal stakeholders Earns Trust Frames complex ideas in simple and useful ways Through Persists through adverse circumstances Results Has history of delivering results 22.

10 2015 RBL Group All Rights Reserved Paradox Navigator Breakdown HR professionals are increasingly asked to maximize ideas and outcomes that may be inherently in opposition with each other. These professionals must constantly manage the paradoxes or tensions that exist in work settings Sample Questions Effectively manages the tensions between high-level strategic issues and operational details Effectively manages the tensions between internal focus on employees and external focus on customers and investors Effectively manages the tension between taking time to gather information and making timely decisions Effectively manages the tensions between global and local business demands Effectively manages the tensions between the need for change (flexibility, adaptability) and stability (standardization). 23. 2015 RBL Group All Rights Reserved Culture and Change Champion Breakdown HR professionals need to manage both change and culture. By championing both change and culture, HR professionals help make things consistently happen.