An integrated approach to the development of HR
Time and again in our discussions with various stakeholders, the need to build capacity and enhance the performance of HR professionals is raised as a priority.
Whilst many leading organizations have extensive leadership development strategies, few appear to have a similarly robust framework and process for building the skills and capacity of HR professionals. Yet the impact of HR on dealing with the issues facing organizations in a complex and uncertain business environment can be profound. Seldom has the time for HR to rise to the occasion been so right.
For this reason LeMaSa has developed a unique development centre based on the Dave Ulrich model for HR. Read more about an integrated approach to HR Development in this newsletter.
The foundation of an integrated approach to capacity building in HR involves the use of a competency framework that will guide the HR professional’s development. There are a few HR Competency models available, but the most comprehensive model has been developed through research on the Human Resource Competency Study, conducted jointly by the RBL Group and the Ross School at the University of Michigan with support from the SHRM. This study has been conducted 5 times over the past 20 years and has provided the most comprehensive global empirical review of the HR profession. Over the lifespan of the study over 40,000 HR professionals and their line management associates have been involved. With the help of regional partners, the 2007 round of the HR Competency Study involved the participation of over 10,000 HR professionals and their line management. Based on these findings, a comprehensive competency framework for HR professionals was developed. This framework is described in detail in the book: HR Competencies: Mastery at the intersection of people and business” (Ulrich et. al. 2008).
Six major categories or domains of HR competencies emerged from the fifth round of the Human Resource Competency Study (HRCS). The researchers defined the HR competencies not just as knowledge, ability, and values, but also as the ability to use this knowledge.
The six competency domains are: Credible Activist; Culture& Change Steward; Talent Manager/Organisation Designer; Strategy Architect; Operational Executor and Business Ally