©SHRM SHRM Speaker Title Bhavna Dave, PHR Director of Talent SHRM member since 2005 Session 1: Course Introduction and HR Expertise Competency Competencies for Early-Career HR Professionals

©SHRM 2015 Due This Session Reading Assignments  SHRM Competency Model  Evolution of Work and the Worker: Five Key Trends from SHRM’s Special Expertise Panels  How to Pursue a Career in Human Resources: Five Simple Steps to Success  SHRM HR Job Descriptions Activity Assignments  Results of the Web Safari  Completed Career Plan 2

©SHRM 2015 Learning Objectives  Describe the nine distinct elements of SHRM’s competency model  Apply the concepts related to the Human Resource Expertise competency to key roles and duties performed by HR professionals  Explain the relevance of the HR Expertise competency to the job of an HR professional  Identify and explain the subcompetencies and behaviors that underlie the HR Expertise competency  Analyze the role that the HR Expertise competency plays in helping HR professionals address real-world issues.  Demonstrate the ability to apply the HR Expertise competency in various contexts 3

©SHRM 2015 Session 1 Lessons  Lesson 1: Course Introduction  Lesson 2: Overview of SHRM’s Competency Model  Lesson 3: Definition and Components of the HR Expertise Competency  Lesson 4: Application of the HR Expertise Competency 4

©SHRM COURSE INTRODUCTION LESSON 1:

©SHRM 2015 Course Purpose  Provide undergraduate and graduate-level students with an overview of SHRM's Competency Model, and provide focus on the Relationship Management, Communication, Ethics and HR Expertise competencies. 6

©SHRM 2015 Course Structure  Session 1: Course Intro and HR Expertise Competency Lesson 1: Course Introduction Lesson 2: Overview of SHRM’s Competency Model Lesson 3: Definition and Components of the HR Expertise Competency Lesson 4: Application of the HR Expertise Competency  Session 2: Relationship Management Competency Lesson 1: Definition and Components of the Relationship Management Competency Lesson 2: The Role of Relationship Management in HR Lesson 3: Application of the Relationship Management Competency 7

©SHRM 2015 Course Structure (continued)  Session 3: Ethical Practice Competency Lesson 1: Definition and Components of the Ethical Practice Competency Lesson 2: Application of the Ethical Practice Competency  Session 4: Communication Competency Lesson 1: Definition and Components of the Communication Competency Lesson 2: Application of the Communication Competency Lesson 3: Course Wrap-Up 8

©SHRM OVERVIEW OF SHRM’S COMPETENCY MODEL LESSON 2:

©SHRM New Expectations for HR “You’ve got to find your extra—your unique value contribution that justifies why you should be hired, why you should be promoted, and why you should be advanced every year.” —Tom Friedman, Keynote Speaker, SHRM Annual Conference

©SHRM Forces for Change 11

©SHRM Competency: A collection of knowledge, skills, abilities and other characteristics (KSAOs) that are needed for effective performance in the jobs in question (Campion et al., 2011). What Is a Competency? C OMPETENCIES D EFINED

©SHRM The Process D EVELOPMENT AND V ALIDATION 2011 Model development Assurance of Learning Assessment development 2012 Content validation 2013 Criterion validation & toolkit refinement Curriculum guidelines revalidated 2014 SHRM HR competency diagnostic tools 2015 Competency- based certification

©SHRM Two Types of HR Expertise Competencies Nontechnical (Behavioral) Competencies Technical (Foundational) Competencies Competencies: Relationship Management Consultation Leadership and Navigation Communication Global and Cultural Effectiveness Ethical Practice Critical Evaluation Business Acumen Competency: HR Expertise HR Domains That Require HR Expertise: Strategy Workforce Planning and Talent Management Training and Development Compensation and Benefits Employee and Labor Relations Employment Law

©SHRM 2015 Key to HR Success Technical Competencies Nontechnical Competencies HR Success To be successful in HR and grow your career you need more than just technical competencies Technical Competencies (Power) What’s Being Performed Nontechnical Competencies (Direction) How You Perform Your Job 15

©SHRM Competencies for Early-Career HR Professionals SHRM Competency Model To view full model, definitions, competencies, subcompetencies and exemplar behaviors, access the model online at 011%202_10%201% pdf

©SHRM 2015 Contents of Each Competency 17

©SHRM 2015 Proficiency Standards Across Levels 18

©SHRM 2015 Proficiency Standards Across Levels 19

©SHRM Specialist in a specific support function Titles include to HR assistant, HR coordinator, junior recruiter or benefits clerk Generalist or experienced specialist Manages projects or programs Titles include HR manager, generalist, or specialists Very experienced generalist or specialist Holds a formal title such as director or principal Typically is the most experienced person in HR Holds the top HR job in the organization or VP role Executive 15 or more Senior 8-14 Entry 0-2 Mid 3-7 Career Level/Years Levels of Experience

©SHRM DEFINITION AND COMPONENTS OF HR EXPERTISE COMPETENCY LESSON 3:

©SHRM Definition : Knowledge of principles, practices and functions of effective human resource management (HRM) Description: Technical expertise needed by HR professionals to design, enact, evaluate and maintain sound HRM practices HRM policies, practices, laws/regulations and principles HR Domains: Knowledge of Strategy Workforce planning and talent management Training and development Compensation and benefits Employee and labor relations Employment law HR Expertise Definition and Descriptions

©SHRM 2015 HR Expertise Subcompetencies Sub Competencies  Strategic business management.  Workforce planning and employment.  Human resource development.  Compensation and benefits.  Risk management.  Employee and labor relations.  HR technology.  Global and international human resource capabilities.  Talent management.  Change management. 23

©SHRM  Remains current on relevant laws, legal rulings and regulations  Maintains knowledge of HR practices, strategy and technology  Demonstrates a working knowledge of critical HR functions  Prioritizes work duties for maximum efficiency  Develops and uses best practices  Delivers customized human resource solutions for organizational challenges  Seeks professional HR development  Seeks process improvement through numerous resources  Uses core business and HR-specific technologies HR Expertise Behaviors

©SHRM 2015  Seek out a mentor.  Enroll in a course.  Participate in workshops, conferences and training opportunities.  Study for Assurance of Learning Assessment.  Volunteer to work on a project or assignment.  Take notes during meetings, and identify questions to ask your manager.  Shadow a senior-level employee.  Identify areas of strength and opportunities for development.  Pay attention to current events and developments relevant to HR practice.  Study departmental resources.  Engage in self-directed learning. Ways to Develop HR Expertise From Defining HR Success: 9 Critical Competencies for HR Professionals, SHRM ©

©SHRM APPLICATION OF THE HR EXPERTISE COMPETENCY LESSON 4:

©SHRM 2015 Discussion Questions: 1. Which of the five macro trends presented in the article are likely to affect you personally? How? 2. Do you agree with the article’s assessment of the needs of the Millennial generation (i.e., that the Millennial generation will have different work motivations and will expect greater work/life balance)? If so, what are some approaches that HR can take to meet these needs that are not addressed in the article? 3. Would you be interested in being part of the crowdsourcing workforce? What are some personal advantages and disadvantages you see? 4. How has this article changed some of your views about the HR profession? Evolution of Work and the Worker 27

©SHRM 2015  Which of the competencies that are contained within the SHRM Competency Model do you find most intriguing?  In which of these competencies do you think you are already skilled?  Which of these competencies do you think will be the most difficult for you to master? Why? 28 End-of-Session Discussion

©SHRM 2015  Read “How to Get Real Value from Enterprise Social Networks”  Consider how this information could be used to make HR professionals more effective at engaging stakeholders, communicating change, creating transparency in the organization and building effective teams. 29 Due Next Session