SHRM’s HR Professional Competency Model: A Road Map for Success

SHRM’s HR Professional Competency Model: A Road Map for Success
WASHRM Winchester, VA D Kari R. Strobel, Ph.D. Director, HR Competencies Bhavna Dave, PHR Director of Talent SHRM member since 2005

What Does Success Look Like?
Anecdotes about those with whom you work Think about someone in the HR profession - with whom you work… What makes them really good at what they do? How they do their job Who they interact with How they conduct themselves Take note of what comes to mind Let’s talk about these “factors”

New Expectations for HR
How many of you remember this headline from a recent Wall Street Journal article this year? Or the one this summer from the Harvard Business Review. Or how many of you were at the SHRM Annual Conference and heard Tom Friedman say that “average is over…It’s no longer about what you know, but what you can do with what you know.” That we…as HR professionals, will need to find our “extra.” You see, if we don’t “find our extra”…others will write our future for us. And as you can see…that conversation has already started. The question is…what are we going to do about it “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, 2014 SHRM Annual Conference

New ways of doing business require new ways of managing talent
Forces for Change New ways of doing business require new ways of managing talent Globalization Speed and Flexibility Government Regulation Demographic Shifts New ways of managing talent require new competencies and behaviors from HR Highlighting behavioral attributes along with technical skills A new focus on competencies and behaviors is a great way to advance the HR profession Identifying successful performance across career levels Focus on observable measurable behaviors and proficiency standards

What is a Competency? Competencies Defined
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).

The Process 2015 2014 2013 2012 2011 Development and Validation
Model Development 2012 Content Validation 2013 Criterion Validation & Toolkit Refinement 2014 SHRM HR Competency Diagnostic Tools 2015 Competency-Based Certification Development and Validation So

Supporting Research Model Development Literature Review Development
Development Deep Dive Model Development Literature Review 35 different competency models Development 111 Focus Groups 29 cities globally; 1200 HR Pros Survey of 640 CHROs Content Validation 2012 Competency Validation Survey 32,000 HR Professionals globally at all career levels 33 Nations represented in total I mentioned that we started with qualitative research for model development. This consisted of our literature review including a myriad of existing competency models for HR. Then, we conducted 111 focus groups of HR professionals across all stages of the career. These focus groups were designed to first establish a core competency model and second to identify proficiency standards across four stages of an HR career for each competency domain. Of the 111 focus groups, 60 were conducted with US professionals and 51 were conducted with professionals from the international community. In all, we met with professionals in 29 cities. In addition to our focus groups, we also capture CHRO perspectives via survey. We surveyed 640 CHROs asking them identify the most critical competencies for success on their job and the jobs of their senior direct reports. The end result of these major undertakings was a competency model consisting of 9 components each with proficiency standards for entry-level, mid-level, senior, and executive level performance. The next step was to go beyond our sample of 1200 HR professionals and conduct a validation survey. In February 2012, we conducted a survey of our membership with the aim of validating the importance of each competency, as well as the behavioral indicators of proficiency. More than 32,000 thousand of you across 33 nations responded.

Foundational HR = Technical Expertise
How Much of HR is HR? Technical Expertise When you think of HR you think of technical areas of expertise or technical competencies including: Talent Acquisition Employee Engagement Learning and Development Total Rewards Labor Relations Employment Law Larger companies have specialists who handle these areas and smaller companies have generalists who handle a variety of HR activities Foundational HR = Technical Expertise What we found after content validation is that the keys to succeeding as an HR professional are comprised of two major components—technical competency representing your key knowledge areas. Here are the nuts and bolts of HR where we focus on key knowledge areas like compensation, compliance, training and development, and beyond.

How Much of HR is HR? To be successful in HR and grow your career
Behavioral (Non-Technical) Competencies When you think of HR you should also think of behavioral and leadership competencies: Ethical Practice Communication Consultation Critical Evaluation Diversity & Inclusion Relationship Management Leadership & Navigation Business Acumen Regardless of the size organization you are in – you need all of these skills, developed over time, to be successful in HR To be successful in HR and grow your career you need more than HR Technical Knowledge But, as we all know, what you know only gets you so far. To be successful in HR you need more than technical knowledge. You need to translate what you know through key behavioral competencies. Some core behavioral competencies include ethical practice, leadership, and business acumen. The combination of technical knowledge and behaviors provide the right formula for success as an HR professional and a business person.

Knowledge + Behavior = Success
Technical Competencies (Power) What’s Being Performed Behavioral Competencies (Direction) How You Perform Your Job Technical Competencies Behavioral Competencies HR Success To be successful in HR and grow your career you need more than just technical competencies

SHRM Competency Model HR Competency Model
Here are the Elements for HR success. As mentioned earlier, our research indicated that success as an HR professional is a function of two things: what you know and how you translate that knowledge through behavior. In other words, success is not only about what you know but how you use it. The knowledge component is termed HR Technical Expertise and Practice with six bodies of knowledge or disciplines while the behavior component consists of eight critical competencies (seen in the horseshoe or outer ring of the model).

SHRM HR Competency Model Cont.

Technical Competency Competency Domain #1: HR Expertise Definition: Knowledge of principles, practices, and functions of effective human resource management HR Expertise describes the technical expertise needed by HR professionals to design, enact, evaluate, and maintain sound HRM practices Includes the policies, practices, laws/regulations, and principles that underlie effective HRM Now, let’s take a deeper look at each of the 9 HR Competencies. First, as a technical competency, HR Expertise serves as the driver of other behavioral competencies. When we examined technical or functional competencies, it became abundantly clear right away that there are six critical areas of knowledge relevant to any HR job. These are strategic management, workforce planning and employment, HR development, total rewards, employee and labor relations, and risk management. For those of you who hold a certification from HRCI, this body of knowledge should seem very familiar as they are perfectly aligned with the content areas of the PHR, SPHR, and GPHR examinations. In addition to these areas, two additional areas of knowledge were identified through our research—HR technology knowledge and corporate social responsibility programs knowledge. ==================================== Function Cluster: HR Expertise Ethical Practice E.g., Talent Acquisition, Employee Engagement, Learning & Development, Total Rewards, Risk Management, & Labor Relations

HR Expertise Behaviors at highest level of proficiency Remains current on relevant laws, legal rulings, and regulations Maintains up-to-date knowledge of general HR practices, strategy, and technology Demonstrates a working knowledge of critical human resource functions including: Strategic Business Management; Workforce Planning and Employment; Human Resource Development; Compensation and Benefits; Risk Management (including safety, environmental health, quality, security, etc.) Employee and Labor Relations; HR Technology; and Global and International HR. Delivers customized human resource solutions for organizational challenges Utilizes core business and HR-specific technologies to solve business challenges

Behavioral Competencies
Competency Domain #2: Ethical Practice Definition: Integration of integrity and accountability throughout all organizational and business practices Adherence to organizations core values and ethical guidelines Help to drive your organization’s ethical climate by responding to ethical issues During our initial competency model development activities, I can honestly say that ethics was not considered part of the behavioral competence component. Upon meeting with our panel of 1200 practitioners worldwide, we instantaneously realized that ethical practice was a critical behavior demanded of all HR professionals. Specifically, ethical practice is defined as the integration of integrity and accountability throughout all organizational and business practices. Some key subcompetencies within this domain are trust building and professionalism. In addition, rapport building and accountability seeking are critical practice required of the ethical practitioner. But, most importantly, an ethical practitioner must convey personal, professional and behavioral integrity. E.g., Conducting thorough and confidential investigations into reports of unethical behavior and recommending further action E.g., Developing policies and procedures for employees to report unethical behavior

Ethical Practice Maintains confidentiality
Behaviors at highest level of proficiency Maintains confidentiality Responds immediately to all reports of unethical behavior or conflicts of interest Empowers all employees to report unethical behavior or conflicts of interest without fear of reprisal Acknowledges mistakes Drives the corporate ethical environment Recognizes personal bias and others’ tendency toward bias, and takes measures to mitigate the influence of bias in business decisions Maintains appropriate levels of transparency in organizational practices Ensures that all stakeholder voices are heard Manages political and social pressures when making decisions

Behavioral Competencies: Strategic Partner Cluster
Competency Domain #3: Business Acumen Definition: Ability to understand and apply information with which to contribute to the organization’s strategic plan Think in terms of the business and operations first and then apply the HR lens to their work Systems thinking and economic awareness based upon four areas of knowledge: business administration, finance, marketing, and operations expertise We have all heard about business acumen for years. Business acumen is the most critical skill needed for getting that proverbial “seat at the table”. Now, I don’t like using this terminology because it is somewhat offensive in that it implies HR doesn’t have a seat at the table. What I can say from our research is that proficient HR practitioners are those who think in terms of the business and operations first and then apply the HR lens to their work. Specifically, the ability to understand all business functions within the organization and the industry is a critical component of becoming an HR business operator. This requires a strategic focus with systems thinking and economic awareness all based upon four areas of knowledge: business administration, finance, marketing, and operations expertise. In our travels, we encountered numerous proficient practitioners. The common thread among all of them was the ability to understand how the business makes money and what operations best support the mission of the organization. Similarly, these professionals were then able to draw a link between HR metrics and business outcomes like key performance indicators. Most proficient HR Practitioner are able to draw a link between HR metrics and business outcomes like key performance indicators

Business Acumen Behaviors at highest level of proficiency Demonstrates an understanding of the strategic relationship between effective human resource management and core business functions Demonstrates a capacity for understanding the business operations and functions within the organization Understands the industry and business/competitive environment within which the organization operates Makes the business case for HR management (e.g., Return On Investment/ROI) as it relates to efficient and effective organizational functioning Understands organizational metrics and their correlation to business success Uses organizational metrics to make decisions Leverages technology to solve business problems

Competency Domain #4: Critical Evaluation Definition: Interpret information with which to make business decisions and recommendations HR is all about numbers, metrics, stats, and research! Mastery of measurement and assessment, critical thinking, and research design with the expressed aim of answering workforce and business questions But, developing your business acumen isn’t enough. We found through our research that those with the highest business acumen were able to use their knowledge of the business coupled with their skills in critical evaluation to actively identify potential inefficiencies and unrealized revenues. For years, I have heard people say that they got into HR because they are not great with numbers or they are a people person. The truth is that HR is all about numbers, metrics, stats, and research. Truly proficient HR practitioners have a mastery of measurement and assessment, critical thinking, and research design with the expressed aim of answering workforce and business questions. The best predictors of this proficiency is a genuine level of curiosity and inquisitiveness while maintaining objectivity in the evaluation of data. When asked what the most critical skills sought, our 640 CHROs indicated that critical evaluation was the 2nd most important competency after strategic management. Evaluate the data, analyze it from different perspectives until you have a good grasp of the details

Critical Evaluation Behaviors at highest level of proficiency Applies critical thinking to information received from organizational stakeholders and evaluates what can be used for organizational success Gathers critical information Analyzes data with a keen sense for what is useful Analyzes information to identify evidence-based best practices Identifies leading indicators of outcomes Analyzes large quantities of information from research and practice

Competency Domain #5: Consultation Definition: Providing direct guidance to organizational stakeholders Unique set of attributes to translate complicated information about HRM practices into actionable recommendations We’ve discussed the importance of developing both your business acumen and your critical evaluation skills We have yet to talk about how HR professionals through their understanding of the business and interpretation of data can provide guidance to clients and stakeholders as internal consultants. How many in this room put out fires? Most of us if not all. That’s because we are consultants to internal and external stakeholders. From a business perspective, we must consult our peers by offering business solutions involving the workforce. This calls for creativity, project management, analytic reasoning, problem-solving and multi-tasking skills. Beyond that though we must all serve as coach and confidant to all stakeholders. It is our responsibility to provide the necessary coaching for ensuring sustainable business. Technical Skills: HR Expertise Consulting Skills: Entry and contracting, discovery and dialogue, feedback and decision to act, engagement and implementation, and extension, recycle, or termination Interpersonal Skills: Building Relationships, listening, effectively communicating

Consultation Behaviors at highest level of proficiency Serves as an in-house workforce and people management expert Analyzes specific business challenges involving the workforce and offers solutions based upon best practice or research Generates specific organizational interventions (e.g., culture change, change management, restructuring, training, etc.) to support organizational objectives Developing consultative and coaching skills Guides employees regarding specific career situations

Behavioral Competencies: Interpersonal Cluster
Competency Domain #6 Relationship Management Definition: Developing and managing interactions to provide service and to support the organization Job success for an HR professional is largely a function of his or her ability to maintain productive interpersonal relationships Increased performance, team cohesion, and engagement Relationship building and maintaining relationships seems like a natural expected competency among HR professionals. And, indeed, our research shows that this competency is critical among all HR practitioners regardless of level or enterprise size. Some critical subcompetencies in this domain include networking and advocacy. But the most difficult and critical subcompetency for this domain is negotiation and conflict management. This is the most clear manifestation of influence on an individual practitioner basis. The literature suggests that all conflicts stem from one of two types of conflict: information or task conflict where two parties have differing information or concepts on how to perform a task; or relationship conflict where two parties have personality contrasts. Typically, 90% of all conflicts result from information conflict but the majority of relationship conflicts result from sustained unresolved information conflict. A truly skilled HR professional with high relationship management proficiency not only connects others across a network but also identifies the source of conflict and addresses it with urgency. Negotiating both information/task conflict and relationship conflict

Relationship Management
Behaviors at highest level of proficiency Establishes credibility in all interactions Builds engaging relationships with all organizational stakeholders through trust, teamwork, and direct communication Provides customer service to organizational stakeholders Promotes successful relationships with stakeholders Manages internal and external relationships in ways that promote the best interests of all parties Champions the view that organizational effectiveness benefits all stakeholders Serves as an advocate when appropriate Fosters effective teambuilding among stakeholders

Competency Domain #7: Communication Definition: Ability to Effectively exchange information with stakeholders Effective communication is one of the building blocks of personal and career success When HR information is communicated well, employees better understand the purpose and value of policies and practices Communication seems like the most obvious and overly-cited competency regardless of job or industry. There is no doubt of communication’s importance in HR. Simply put, communication as an HR professional is defined as the ability to communicate with purpose for all possible audiences. To achieve proficiency, one must master persuasiveness, verbal and written communication, active listening, and feedback. Further, one must be able to convey honesty and perceptual objectivity. Perceptual objectivity refers to the ability to make others feel as though you are being objective in your communications and listening. For many, this is easily the most difficult skill to master because HR must tow the line between an advocate for employees and a key figure in managing the business. HRM viewed to be more effective Positive impact on EE satisfaction and business unit performance

Communication Behaviors at highest level of proficiency
Provides clear, concise information to others in verbal, written, electronic, and other communication formats for public and organizational consumption Listens actively and empathetically to the views of others Delivers critical information to all stakeholders Seeks further information to clarify ambiguity Provides constructive feedback effectively Ensure effective communication throughout the organization Provides thoughtful feedback in appropriate situations Provides proactive communications Demonstrates an understanding of the audience’s perspective Treats constructive feedback as a developmental opportunity Welcomes the opportunity to discuss competing points of view Helps others consider new perspectives Helps managers communicate not just on HR issues Utilizes communication technology and social media

Competency #8: Leadership & Navigation Definition: Ability to direct and contribute to initiatives and processes within the organization HR professionals at each career level can demonstrate Leadership and Navigation. Foster collaboration with coworkers Develop strategies to implement HR initiatives Establish a vision for HR initiatives When we examined other competency models for HR, the one thing that struck us was the clear lack of leadership as a competency. It was clear from our data collections that the ability to lead or maneuver initiatives and processes with agility within the organization is a critical piece of effective HR practice. The most proficient HR practitioners employ a results-oriented approach based upon SMART goals to manage resources, projects and products. This approach is used with a principal focus on fostering the mission of the organization while navigating potential obstacles with extreme political savvy. The best example I can think of to demonstrate the concept of leadership and navigation comes from the early career stages. We have all encountered that employee or new hire who is given a task on the first day and hours or days later they have yet to initiate the task. By contrast, we have all encountered their distant cousin, the employee who after 15 minutes on the job has figured out how to complete a task and the best way to optimize the process while already identifying the staff they should rely upon to help them accomplish their goals. It is this second employee who is a gifted situational leader and organizational navigator. Employ a results-oriented approach based upon SMART goals to manage resources, projects and products Navigating potential obstacles with extreme political savvy

Leadership & Navigation
Behaviors at highest level of proficiency Fosters collaboration Understands the most effective and efficient way to accomplish tasks within the parameters of organizational hierarchy, processes, systems, and policies Develops solutions to overcome potential obstacles to successful implementation of initiatives Demonstrates agility and expertise when leading organizational initiatives or when supporting the initiatives of others Sets the vision for HR initiatives and builds buy-in from internal and external stakeholders Leads the organization through adversity with resilience and tenacity Promotes consensus among organizational stakeholders (e.g., employees, business unit leaders, informal leaders) when proposing new initiatives Serves as a transformational leader for the organization by leading change

Competency Domain #9: global & cultural effectiveness Definition: The ability to value and consider the perspectives and backgrounds of all parties Ability to effectively and respectfully interact with colleagues, customers, and clients of varying backgrounds and cultures Compliance with inclusive hiring practices Global and cultural effectiveness is not one of our original competencies from our model development activities. This competency was elevated in importance by our panel of 1200 practitioners during focus groups. Specifically, this panel highlighted the need for professionals who have mastered the art of managing human resources regardless of cultural differences both within and across borders. To do so, one must possess perspective taking skills, empathy, a high tolerance for ambiguity, and the ability to embrace diversity and inclusiveness as guiding principles for operations. To many, this competency only seems relevant to those professionals working in global or multi-national enterprises. However, as we learned from our peers all over the world, cultural effectiveness is required even when working in a small singular market where numerous diverse groups are part of the workforce. This is true of cities and towns in China as much as it is of major metropolitans areas in the US. 67% of U.S. organizations and 74% of Fortune 500 companies utilize diversity training programs

Global & Cultural Effectiveness
Behaviors at highest level of proficiency Maintains openness to others’ ideas and makes decisions based upon experience, data, facts and reasoned judgment Demonstrates nonjudgmental respect for other perspectives Works effectively with diverse cultures and populations Appreciates the commonalities, values, and individual uniqueness of all human beings Embraces inclusion Navigates the differences between commonly-accepted practice and law when conducting business in other nations Operates with a global, open mindset while being sensitive to local cultural issues and needs Takes the responsibility to teach others about the differences and benefits that multiple cultures bring to the organization to ensure inclusion Incorporates global business and economic trends into business decisions

Closer Look: Levels of Experience
Career Level/Years 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 Very experienced generalist or specialist Holds a formal title such as but not limited to, director or principal. Generalist or experienced specialist Manages projects or programs Titles include, but not limited to, HR manager, generalist, or specialists Mid 3-7 Now, you may be asking yourself—how does proficiency in these competencies differ across level? Well, in our research, we identified four general levels of experience for the HR profession ranging from entry or early career all the way up to executive levels. Here you can see that each of these levels has an experience requirement in years as well as typical characteristics. =================================== We will be making changes/modifications to these. Specifically, eliminating the number of years for each level, and adjusting the narrative for each. Entry 0-2 Specialist in a specific support function Titles include, but not limited, to HR assistant, junior recruiter, or benefits clerk

Shifting Standards Early Mid Senior Executive
Gathers, assembles, and reports HR metrics and labor market trends Mid Implements strategy for managing talent across business lines as well as competitive market Senior Creates an action plan for managing talent within the confines of the labor market Executive Defines strategy for managing talent within the confines of the labor market and the business model Competency: Business Acumen The ability to understand and apply information to contribute to the organization’s strategic plan Proficiency standards by career level

Competency Importance Ratings: Overall
All but Global and Cultural Effectiveness were rated as IMPORTANT by more than 32,000 HR professionals; when looking specifically at MNCs, Global and Cultural Effectiveness jumps to over 2 out of 3 – the threshold for importance. Now, earlier I mentioned that we conducted a survey of over 32,000 HR practitioners to validate the importance of the each competency, as well as the requirement upon entry for each competency by level. For the importance ratings the scale for responses ranged from 0 to 3 where 3 was most important. From the I-O psychology literature, we know that best practice for importance ratings should use a cutoff score of 2.00 out of 3.00. When we look at our nine competencies, all but one achieve this threshold. Only Global and Cultural Effectiveness failed to meet this threshold and when we look at the responses of those working in multi-national corporations, we see this mean rating jump to well over This is overwhelming content validity evidence. 0 = Not Important The competency behavior/competency is not required to perform HR jobs effectively and it could not result in any consequences on overall effectiveness. 1 = Minor Importance Without this competency behavior/competency, HR professionals could generally still perform these jobs effectively and it could result in relatively impact on overall effectiveness. 2 = Important Without this competency behavior/competency, HR professionals would have difficulty performing these jobs effectively and it could result in consequences on overall effectiveness. 3 = Critical Without this competency behavior/competency, HR professionals could not perform these jobs at even a minimally acceptable level and it could result in major consequences on overall effectiveness. HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation

Competency Required Upon Entry
to HR: Overall Using 65% as a cutoff (standard in Organizational Psychology) we see that all but Global and Cultural Effectiveness is REQUIRED upon entry to the field. Looking just at MNCs, the Global competency would also be included. When we examine requirement upon entry ratings, we use a similar cutoff of 65%. Again, we see the same pattern where Global and Cultural Effectiveness is the only one not meeting the threshold. And again, when we look at only responses of those working in MNCs, we see a jump to over 70%. This, too, is overwhelming content validity evidence. HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation

Competency Importance by
Organization Size Looking at 5 breakdowns by size we see virtually no difference in Importance as a function of organizational size. 2 1 Now, I recognize the font on these graphs may be too small but I assure being able to interpret these graphs is not a function of the ability to read the font. With a clear picture of the general content validity picture, we then began to examine how these ratings differ by important subgroups. The first of these subgroup variables examined was organization size. What we see from this graph is that importance does not differ as a function of size. HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation

Competency Importance by Sector
3 Looking at breakdowns by sector again we see virtually no difference in Importance as a function of organizational sector. 2 1 Next, we examined sector. Again, there is no difference attributable to sector. HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation

Different Levels, Different Responsibilities, Different Needs
Executive Develops HR strategy; Peer group are the other executives in the organization Senior Operationalizes HR strategy; Translates strategy into a plan Mid Implements plan and contributes to the refinement of the plan So where did we see differences in perceived importance? The answer is in career levels. Here is a general view of the roles and responsibilities of each level within the profession. Next, we will look at what they deemed critically important in the form of competencies. Entry Carries out the plan at the transactional level

Career Level Differences
Competency importance varies by career level Which competencies – do you think - are more important than others at the different career levels? Early? Mid? Senior? Executive?

Entry Level Career Level Differences 2.46 Ethical Practice Communication Relationship Management HR Expertise Business Acumen Critical Evaluation Consultation Global & Cultural Effectiveness Leadership and Navigation 2.11 2.09 1.75 1.59 1.53 Green in this graph represent a critical competency as perceived by the group of interest. This means that the average rating for the competency by this group was above 2.0. For the entry level professional, we see that only three competency are in dark green. 1.50 Entry 1.48 1.29

Mid Level Career Level Differences 2.64 Ethical Practice Relationship Management Communication HR Expertise Consultation Business Acumen Critical Evaluation Leadership & Navigation Global & Cultural Effectiveness 2.34 2.33 2.24 2.07 Mid 1.88 When we examine the mid-career level professional importance ratings, we see that now five of the nine competencies meet the threshold with all others approaching it. 1.84 1.73 1.69

Senior Level Career Level Differences 2.77 Ethical Practice HR Expertise Relationship Management Communication Consultation Leadership & Navigation Business Acumen Critical Evaluation Global & Cultural Effectiveness 2.65 2.55 Senior 2.51 2.44 2.34 When we look at senior level professional importance ratings, we see that now eight of the nine competencies have met the threshold with the remaining one just .03 shy of the 2.00 mark. 2.24 2.21 1.97

Executive Career Level Differences Executive 2.87 Ethical Practice HR Expertise Relationship Management Communication Consultation Leadership & Navigation Business Acumen Critical Evaluation Global & Cultural Effectiveness 2.79 2.7 2.64 2.63 2.57 Now, let’s look at the Executive level. Here it is plain to see all nine competencies have passed the threshold with clear evidence that executives think these skills are critical to the effective practice of HR. This difference between early career professional perceptions and the perceptions of all other more senior professionals is indicative of two principal issues: it takes some time on the job to learn what it takes to be successful on the job and we need to do a better job of communicating what are the key areas for development in HR jobs. It is this disconnect between entry levels and others that leads to a steep learning curve when beginning a career and can result in departure from the profession. 2.5 2.42 2.13

Competency-based Services
SHRM Effectiveness SHRM Self SHRM 180 SHRM 360 SHRM HR Diagnostic Tools SHRM-SCP SHRM-CP SHRM Certification Questions Anchored Responses Scoring Behavioral Interview Guide Reference Book Career Paths and Seminars **not sure if this slide is needed

SHRM Body of Competency & Knowledge
As HR professionals move from effective practitioners to successful HR business leaders, the SHRM Body of Competency and Knowledge™ (BoCK) was developed as the intellectual cornerstone of the new SHRM certifications. We are sharing the BoCK with the profession in advance of pilot testing so everyone can understand the structured approach of years of research and the active engagement of thousands of HR practitioners that confirm the importance, relevance, and global universality of the tested SHRM Competency Model. The BoCK documents the areas of competency and knowledge that will be tested on the SHRM-CP and SHRM-SCP certification exams and provides the common framework for developing the test questions and the exam preparation materials. The BoCK contains an updated knowledge component, which reflects the modern and current skills, including technology, big data, and employee engagement, that are critical in today’s global business environment. shrmcertification.org

Eligibility Requirements
Let’s focus on eligibility requirements…here we have the eligibility requirements needed to take the exam, based off a combination of work and educational experience. We’ve increased access to certification for HR professionals and recognize the value of having a formal HR education in the eligibility requirements. We’ve also made certification accessible to professionals with less-than-full-time work arrangements Exempt and non-exempt status will no longer effect whether you can take the certification exam. The certification program also provides a pathway from SHRM-CP to SHRM-SCP. (1,000 work hours in an HR role in a calendar year = 1 year of experience) The SHRM certification program recognizes the value of formal HR education, makes certification accessible to professionals with less-than-full-time work arrangements, and provides a pathway from SHRM-CP to SHRM-SCP. shrmcertification.org

For Existing Certificants
From January 5, 2015, to 31 December 2015, holders of a valid HR generalist certification can be eligible to obtain the SHRM-CP or SHRM-SCP. Credential holders will complete a simple three-step process: Agree to abide by the SHRM Code of Ethics; Affirm that you hold a valid HR credential; and Complete the online tutorial on HR competencies. Holders of credentials like PHR & HRBP* will be eligible for: Holders of senior-level credentials like SPHR, GPHR, & HRMP* will be eligible for: SHRM understands the time and energy you’ve invested in to obtaining your existing credentials and our goal is to make earning the new SHRM credential as simple as possible to ensure your continued success. We’ve developed a smooth pathway for certified HR professionals, and those seeking certification, to obtain the new SHRM-CP and SHRM-SCP. SHRM will continue to support the current programs through the December January 2015 testing windows. For example: We will continue to offer the SHRM Learning System for PHR/SPHR, the SHRM Learning System for GPHR, the SHRM Learning System for HRMP® and the SHRM Learning System for HRBP® through November 30, 2014. We will continue to offer SHRM certification prep programs at SHRM conferences and through our seminars, virtual programs and corporate programs. We will continue to submit our 2014 programs to HRCI for pre-approved recertification credits. HR professionals with existing generalist certifications that are in good standing will be eligible for the new SHRM certification – at no cost -- on January 1, 2015, by completing the following by December 31, 2015: Document that your current certification is in good standing; Sign the SHRM Code of Ethics; and Complete a brief online tutorial on HR competencies. You will not lose or have to give up any of your current credentials in order to obtain the new SHRM certification. You are not required to give up your existing credentials. Credentials must be earned by January 31, 2015, in order to be eligible for the three-step pathway process. *Note: PHR, SPHR, GPHR, HRBP and HRMP are registered trademarks of the HR Certification Institute and are not SHRM certifications.

For Aspiring Certificants
Individuals interested in pursuing certification this year should continue preparations and take an HR general certification exam (e.g. PHR/SPHR/GPHR exam) prior to January 31, 2015. If you pass the exam, you will be eligible to receive the new SHRM certification by completing the simple three-step process. If you purchased the 2014 SHRM Learning System last year, and took the exam it supports, but did not pass, you will be eligible to receive the new version of the SHRM Learning System that supports the SHRM-SCP or SHRM-CP at no cost following registration for the May-July 2015 SHRM-CP or SHRM-SCP testing window. If you purchased the 2014 SHRM Learning System last year, and decided not to take your exam, you will be eligible to receive the new version of the SHRM Learning System at no cost following registration for the May-July 2015 SHRM- CP or SHRM-SCP testing window. It’s important to know that SHRM supports those of you preparing for and planning to take the current exam for the existing credentials. If you pass your exam, you will be eligible to receive the new SHRM credential free of charge from January 1 – December 31, 2015 by following the three step process. If you do not pass your exam prior to January 2015 and you purchased the current SHRM Learning System, we will provide the new SHRM Learning System for the new SHRM certification free of charge in preparation for the new assessment. shrmcertification.org

Key Dates Pilot testing of SHRM-CP and SHRM-SCP exams Oct 2014
Instructor Materials for SHRM-CP and SHRM-SCP become available Nov 2014 SHRM Learning System for SHRM-CP and SHRM-SCP becomes available Dec 2014 Registration begins for first SHRM-CP and SHRM-SCP exam window Jan 2015 Pilot testing of the exams begin in October with the initial exam window opening in May of 2015. One more item not mentioned on this timeline is that we’ll hosting several training sessions for instructors in December of this year. Holders of existing HR generalist certifications can complete the 3-step pathway process to obtain their SHRM-CP or SHRM-SCP (5 Jan thru 31 Dec 2015) Jan 2015 Initial exam window opens for SHRM-CP and SHRM-SCP May 2015

Recertification Credits
Category Description/Examples Maximum Number of Professional Development Credits (PDCs) Advance Your Education Continuing education such as: Conferences College courses Seminars e-Learning (Instructor-Led and Self-Directed) Chapter programs Webcasts Audiocasts Podcasts No maximum for instructor-led PDCs Maximum of 30 PDCs for self-directed programs Advance Your Organization Work projects endorsed by supervisor which support organizational goals and advance or demonstrate capabilities in one or more HR competency. Maximum of 20 PDCs per cycle Advance Your Profession Thought leadership and volunteer activities such as: Professional membership Volunteer leadership Speaking at conferences Writing and Research Maximum of 30 PDCs per cycle As we’ve discussed, the 60 professional development credits needed in order to recertify can be earned in the following categories: advancing your education, advancing your organization, and advancing the profession. We’ve listed examples for the types of activities that can be done, as well as the maximum number of credits allowed per each category. There is no minimum threshold of credits required in any of the three categories. Examples of self-paced continuing education activities include: webcasts, eBooks, videoconferences, audio casts, podcasts, asynchronous e-learning activities, etc.

I’m happy now to take your questions.
Image courtesy of Stuart Miles/FreeDigitalPhotos.net

Kari R. Strobel, Ph.D. kari.strobel@shrm.org
Please do not hesitate to let me know if I can be of assistance.

Thank you for your attention!
(Please note that these slides are copyrighted material and may only be distributed to an audience at a SHRM speaker presentation. Further distribution is not allowed, except with permission by SHRM.) Thank you for your attention!

SHRM’s HR Professional Competency Model: A Road Map for Success

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SHRM’s HR Professional Competency Model: A Road Map for Success

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