1. Tomorrow’s Competent Professional
SHRM Long Island
Workforce Readiness Committee

2. Introduction [Insert your name here] [Optional: insert picture]
[Insert your title and company/organization name]
[Insert contact info – phone and/or address]
Why I am Here Today

3. The Human Resources Function
What is it?
Just as we have business partners for finance and sales and marketing, HR is the business partner for arguably each company’s greatest asset – its employees. As in any other profession, there’s a strategic aspect to people management, as well as numerous technical components. We’ll be talking about this during our time together today.

4. Human Resources Organizations
SHRM’s mission is to be a globally recognized
HR professional society that exists to
develop and serve the HR professional,
and advance and lead the HR profession.
SHRM provides education, thought leadership, certification, community and advocacy to enhance the practice of human resource management and the effectiveness of HR professionals in the
organizations and communities they serve.

5. TCP Learning Objectives
Upon successful completion of this program, you will:
Increase awareness of the Human Resources function within any business
Understand how competency models are used in business and describe the inter-relation between technical and behavioral competencies
Understand key behaviors and practical application of each of the competencies included in the SHRM Competency Model
Understand the importance of teamwork and group problem solving in business
Gain practice in working with groups to achieve a common goal

6. Technical: WHAT Behavioral: HOW
What is a Competency?
A cluster of highly interrelated attributes, including knowledge, skills, and abilities (KSAs) that give rise to the behaviors needed to perform a given job effectively.
Competencies can be either technical or behavioral
Technical: WHAT Behavioral: HOW

7. What is a Competency Model?
A set of competencies that collectively defines the requirements for effective performance in a specific job, profession, or organization.

8. Why are Competencies Important in an Organization?
Clear Expectations
Evaluation
Establish where you are now
Coaching
Career Planning
Succession Planning
Capability Development and Workforce Planning
Resilience in the face of change
Recruiting

10. SHRM Competencies Leadership & Navigation Relationship Management
Global & Cultural Effectiveness
Communication
Consultation
Ethical Practice
Business Acumen
Critical Evaluation
HR Expertise (HR Knowledge)

11. Leadership & Navigation
The ability to direct and contribute to initiatives and processes within the organization

12. Leadership & Navigation
Results
Objectives
Communicate
Modify
Manage change

13. Stories of Leadership
What Leadership & Navigation behaviors were exhibited?
What was/were the biggest Human Resources-related challenge/s this leader faced?
What did you find most compelling about this account?

14. Leadership is the art of getting someone else to do
something you want done
because he wants to do it.
Dwight D. Eisenhower

15. Ethical Practice
The ability to integrate core values, integrity, and accountability throughout all organizational and business practices

16. Ethical Practice

17. ….sometimes the right action is not the easiest action….
Ethical Practice
Working in teams, discuss the ethical course of action for
the following situations:
You overhear a fellow employee complaining about the
way the supervisor speaks to her and looks at her in
suggestive way
Witness a co-worker stealing office supplies from the workplace
Observe classmate cheating on exam
….sometimes the right action is not the easiest action….

18. Business Acumen
The ability to understand and apply information with which to contribute to the organization’s strategic plan

19. Increase Contributions Asked to Join Discussions
Comfort with Finance
Ask Questions
Increase Contributions
Asked to Join Discussions
Always in touch
Business Acumen

20. Business Acumen Speak the language of leadership,
data, results and alignment to goals

21. Relationship Management
The ability to manage interactions to provide service and to support the organization

22. Relationship Management

23. The ability to provide guidance to organizational stakeholders
Consultation
The ability to provide guidance to organizational stakeholders

24. Consultation
Scenario: Company has limited funds to be shared across different teams.
Options:
Purchase newest high-tech IT solution
Hire more staff
Increase stock price by not spending

25. Critical Evaluation
The ability to interpret information with which to make business decisions and recommendations

26. Downstate New York (Nassau, Suffolk and Westchester counties)
Critical Evaluation
New York State Minimum Wage: $10.00* per hour as of 12/31/2016
Downstate New York (Nassau, Suffolk and Westchester counties)
December 31, 2015: Increased from $8.75 to $9.00
December 31, 2014: Increased from $8.00 to $8.75
December 31, 2013: Increased from $7.25 to $8.00
*Fast food employees: $10.75 outside of the City of New York

27. Global and Cultural Effectiveness
The ability to value and consider the perspectives and backgrounds of all parties

28. Global & Cultural Effectiveness

29. Communication
The ability to effectively exchange information with stakeholders

30. The Communication Process
Sender
Message
Channel
Receiver
Noise
Feedback

31. 50 Shades of Vague From: Home Office Subject: Procedural Change
We are probably going to change our procedure on this policy depending on what we might implement to improve this situation. If time permits, we will send out what the boss wants us to do to find a new procedure on the changes that will be made. There will be several alternatives that we possibly can take. We will try to send out some kind of a communication on the new procedures hopefully in the next week or so. This probably will be part of our new procedures that we could possibly give to many of our bigger customers. If someone doesn’t receive a copy they should contact us. Everyone needs to be aware that we need to first get approval from the main office before we can finalize any of these changes. We don’t know at this time how long this process will take because of the number of signatures that are required to make these changes official. We will let you know as soon as we get any indication of the direction that the top of the house wants to do or when these changes are approved.

32. 50 Shades of Vague - Revealed
From: Home Office
Subject: Procedural Change
We are probably going to change our procedure on this policy depending on what we might implement to improve this situation. If time permits, we will send out what the boss wants us to do to find a new procedure on the changes that will be made. There will be several alternatives that we possibly can take. We will try to send out some kind of a communication on the new procedures hopefully in the next week or so. This probably will be part of our new procedures that we could possibly give to many of our bigger customers. If someone doesn’t receive a copy they should contact us. Everyone needs to be aware that we need to first get approval from the main office before we can finalize any of these changes. We don’t know at this time how long this process will take because of the number of signatures that are required to make these changes official. We will let you know as soon as we get any indication of the direction that the top of the house wants to do or when these changes are approved.

33. Wrapping Up
Visit SHRM.org and search for the SHRM Body of Competency & Knowledge (SHRM BoCK)
Connect with and network with SHRM-LI members
Refer to your Student SHRM Chapter (if available)

34. Thank You!