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tics of a profession:2
*Note: This article was originally prepared for publication in the Human Resource Management Journal.
Definition
% Male
All Respondents
20,013
HR Associates
F 65%
M 35%
7,488
Non-HR Associates
F 31%
M 69%
Participants
2,638
F 62%
M 38%
Ratio
Australia/
Total U.S. and Latin
Middle
Employee/
Europe China New
India Turkey Africa Asia
100% Canada America
East
HR
Zealand
163
Banking
83
15
14
28
10
14
11
16
26
12
Chemicals
80
20
1
Construction
75
Food
103
Manufacturing
110
20
22
14
14
29
31
26
12
13
17
Mining
43
Pharmaceuticals
67
24
37
Public
Administration
65
28
Services
81
31
37
29
19
36
31
43
51
45
32
Utilities
56
10
Wholesale Retail
92
11
25
positions for less than five years (25%). This may indicate
career purposes.
Round 2
1992
Round 3
1997
Round 4
2002
Round 5
2007
Round 6
2012
Gender of HR Participant
Male
Female
77%
23%
78%
22%
70%
30%
57%
43%
46%
54%
38%
62%
Education of HR Participant
High school degree
Associate college degree
Bachelor degree
Graduate degree
3%
5%
48%
44%
7%
7%
43%
43%
4%
6%
42%
48%
4%
9%
42%
45%
9%
12%
37%
41%
3%
7%
39%
51%
20%
36%
36%
8%
24%
41%
29%
6%
29%
34%
30%
7%
24%
34%
31%
11%
28%
30%
20%
21%
34%
39%
19%
7%
15%
10%
25%
11%
39%
17%
9%
22%
12%
40%
22%
13%
34%
11%
20%
25%
15%
33%
9%
18%
31%
14%
28%
6%
20%
19%
33%
10%
10%
28%
10%
14%
26%
50%
14%
19%
24%
43%
13%
15%
21%
51%
25%
18%
22%
35%
24%
20%
23%
32%
25%
18%
25%
32%
6%
5%
6%
6%
2%
3%
7%
61%
5%
4%
8%
8%
5%
6%
14%
45%
5%
4%
5%
5%
3%
4%
6%
60%
4%
6%
8%
6%
13%
4%
12%
48%
3%
6%
14%
5%
7%
6%
9%
49%
3%
7%
14%
4%
9%
11%
11%
40%
Round
quality of HR professionals.
these trends.
Deloitte, a consulting firm, summarizes their recommendations for HR competencies into three broad requirements: (1)
business (commercial awareness, business acumen, customer
focus, aligned business to HR), (2) HR (employee relations, get
the basics right, HR expertise, HR metrics, change delivery),
and (3) consulting capabilities (brokering, trusted advisor,
in 2010, and 172 CHROs in 2011. For the 2011 data, both Eu-
think and act from the outside-in. They are deeply knowledge-
their respective industries and geographical regions. They target and serve key customers of their organization by identifying customer segments, knowing customer expectations, and
aligning organization actions to meet customer needs. They
also cocreate their organizations strategic responses to business conditions and customer expectations by helping frame
has created an HR profession map that offers a comprehensive view of how HR professionals can provide insights and
solutions to their businesses.13 This map is organized around
how HR can provide leadership and insights around eight HR
practice areas: organization design, organization development,
resourcing and talent planning, learning and talent development, performance and rewards, employee engagement,
employee relations, and service delivery and information.
Most of these approaches to HR competencies rely on selfperception by asking HR professionals to report on what they
think they need to know and do in order to be effective. For
our 2012 data, we identified 139 specific behavioral competencies derived from the previous five rounds of data collection
and from dozens of focus groups in which we identified current business trends that require new HR competencies. As
indicated above, we then collected data from HR participants
(2,638), associates inside HR (9,897), and associates outside
HR (7,488) on the extent to which the HR participants demonstrated these competencies.
We then utilized factor analysis to cluster these 139 competencies into six domains of HR competencies. 138 of the 139
items loaded .4 or higher which lead to the six domains (the
details of the factor analyses are available from the authors).
We then identified 20 subfactors within the six domains
through secondary factor analysis. These six domains of
HR competence are described below both in terms of what
HR should focus on (e.g., strategy, HR, change) and how
HR should focus on that area through specific HR roles (e.g.,
positioner, champion, builder, innovator, integrator). These six
domains define the skills and knowledge that HR professionals should demonstrate.
activists because they build their personal trust through business acumen. Credibility comes when HR professionals do
what they promise, build personal relationships of trust, and
can be relied on. Being a trusted advisor helps HR professionals have positive personal relationships. A credible activist
communicates clear and consistent messages with integrity.
As an activist, HR professionals have a point-of-view not only
about HR activities but about business demands. As activists,
HR professionals learn how to influence others in a positive
way through clear, consistent, and high-impact communications. Some have called this HR with an attitude. HR professionals who are credible but who are not activists might be
admired, but they do not have much impact on business
performance. Those who are activists but are not credible may
have good ideas, but not much attention will be given to them.
To be credible activists, HR professionals need to be selfaware and committed to building their profession.
Capability Builder. An effective HR professional melds
individual abilities into an effective and strong organization
by helping to define and build its organization capabilities.
Organization is not structure or process; it is a distinct set of
capabilities. Capability represents what the organization is
good at and known for that represents an organizations institutional strengths and the reputation that the organization has
relative to those strengths. HR professionals should be able to
audit and invest in the creation of organizational capabilities.
These capabilities outlast the behavior or performance of any
individual manager or system. Capabilities have been referred
to as a companys culture, process, or identity. HR professionals should facilitate capability audits to determine the identity
of the organization. Such capabilities include customer service,
speed, quality, efficiency, innovation, and collaboration. One
maintain their focus over the long run and do not become
sionals play two critical roles in the change process. First, they
ability (appraisal, rewards), organization design (teamwork orTable 6: Impact of HR Competencies on Perception of HR Effectiveness and Business Performance
Mean score on this competence domain (1 to 5)
Impact on Perception of HR
scaled to 100%)
to 100%)
Strategic Positioner
3.89
17%
15%
Credible Activist
4.23
22%
14%
Capability Builder
3.97
16%
18%
Change Champion
3.93
16%
16%
3.90
17%
19%
3.74
12%
18%
42.5%
8.4%
ships of trust and have both a strong business and HR pointof-view. They must also have to have a mix of competencies
on business performance.
Mean (1 to 5)
Strategic Positioner
Interpreting global business context
3.83
4.4
4.2
3.83
4.4
5.2
3.96
6.3
4.6
4.36
6.9
4.0
4.24
7.0
4.1
4.08
6.5
4.7
4.13
4.4
2.9
4.03
5.4
5.3
3.94
5.3
6.1
3.94
4.1
5.2
Initiating change
3.94
5.4
4.8
Sustaining change
3.91
4.7
5.7
3.95
5.5
5.6
Developing talent
3.83
4.0
5.3
3.94
5.8
5.6
Driving performance
3.87
4.7
5.2
3.87
4.9
5.4
3.72
2.9
5.0
3.77
4.6
6.3
3.68
2.7
4.7
.431
.10814
Credible Activist
Capability Builder
Change Champion
Technology Proponent
Overall R2
These subfactors offer further insights on what HR professionals should know and do to be personally effective and to
influence business success.
Based on these data, we could offer specific advice to HR
professionals attempting to deliver value:
Help position your companys strategy. Learn to do HR
from the outside-in, which means understanding the
social, technological, economic, political, environmental,
and demographic trends facing your industry; knowing
specific expectations of customers, investors, regulators, and communities; and then building internal HR
responses that align with these external requirements. To
gain personal credibility, work with other business leaders
to cocraft a strategic agenda, but to impact the business,
work to decode customer expectations.
Become a credible activist. This skill set is particularly
helpful in building perceptions of your personal effectiveness, but it does not have as much impact on your
businesss performance. You can establish a relationship of
trust with your business leaders by knowing enough about
business contexts and key stakeholders to fully engage in
business discussions, by offering innovative and integrated HR solutions to business problems, and by being able
to audit and improve talent, culture, and leadership. Earn
trust by delivering what you promise. Shaping the HR profession has relatively little impact on business performance.
Create a strong organization. To do so, you need to understand the key organizational capabilities required for
your organization to achieve its strategic goals and meet
the expectations of customers, investors, and communities. Learn to do an organization audit that focuses on
defining and assessing the key capabilities your company
requires for success and their implications for staffing,
training, compensation, communication, and other HR
practices. Aligning strategy and organization, and creating
a meaningful work environment are particularly important
in determining business success.
Become a change champion. This requires an ability to
Mean (1 to 5)
External customers
3.38
20%
Investors or owners
3.54
20%
3.53
18%
3.77
21%
Your employees
3.78
21%
Multiple Regression R2
.260
Mean (1 to 5)
3.74
14%
3.31
16%
3.54
15%
Offer pay level (including incentives) that is higher than that of competitors
2.92
14%
3.30
14%
3.51
15%
3.14
13%
0.305
10
This table shows that there is no one magic solution for man-
Mean (1 to 5)
3.67
7.7%
3.65
7.6%
3.64
7.8%
3.62
9.7%
3.61
9.2%
3.50
8.2%
3.49
8.3%
3.46
7.3%
Ensures that HR is a cultural role model for the rest of the organization
3.42
8.4%
3.38
8.2%
3.25
8.9%
3.22
8.8%
Has clear roles and responsibilities for each of the groups within HR (e.g.,
service centers, centers of expertise, embedded HR)
Matches the structure of the HR department with how the business is
organized
Ensures that the different groups within HR work effectively with each
other to provide integrated HR solutions
.317
often like their HR person but dont care much for their HR
department. These data also imply that the HR department
focus on:
11
SUMMARY OF HR DEPARTMENT
bles 9 and 10. This work resulted in four factors. This analysis
Mean (1 to 5)
3.35
30%
3.49
25%
3.56
23%
Building accountability in HR
3.35
22%
Multiple Regression R2
.329
This table reinforces the importance of managing employees effectively, consistent with many findings including recent work
by Google.19 It scores lower than the other HR practice areas and is more important for HR department effectiveness. Again, the
focus on HR structure scores higher than the other areas of HR focus.
CONCLUSION
We are honored to consider ourselves members of the HR profession. We are proud of what the profession has accomplished,
and also honest about the professions strengths and weaknesses. We believe that this type of global, comprehensive,
and analytic research informs and improves both the personal
development of HR professionals and the collective development of HR departments and the global HR community.
12
1987
1992
HR participants: 1,407
HR participants: 751
1997
2002
HR participants: 664
HR participants: 1,192
2007
Total respondents: 10,063
Business units: 413
Associate raters: 8,414
HR participants: 1,671
13
REFERENCES
1
16:3 (1993).
36:1 (1997).
The focus on human capital and talent can be seen in work by:
School, 2008).
agement, 2009).
17:3 (1994).
14
Times of Crisis: How to Address HR Challenges in the Recession, (2009) and Creating People Advantage 2011: Time
to Act: HR Certainties in Uncertain Times, (2011).
The work by Center for Effective Organizations (CEO) can
10
11
ing,(2009).
See, for example, the Society for Human Resource Manage-
12
13
(http://www.cipd.co.uk/cipd-hr-profession/hr-professionmap/professional-areas/).
The slight differences in R2 are because the data are fac-
14
15
16
17
18
19
15
Dave has consulted and done research with over half of the Fortune 200. Dave was the editor of the
Human Resource Management Journal 1990 to 1999, has served on the editorial board of four other
journals, is on the Board of Directors for Herman Miller, is a Fellow in the National Academy of Human
Resources, and is cofounder of the Michigan Human Resource Partnership
JON YOUNGER
Jons career has been a mix of consulting, executive management, and HR leadership. Prior to joining
The RBL Group, he was Chief Learning and Talent Officer of one of the largest U.S.-based financial
services organizations, responsible for the leadership development, corporate learning, staffing, performance and talent management, and succession planning. He has also managed executive compensation and HR strategy.
WAYNE BROCKBANK
Dr. Brockbank is a Clinical Professor of Business at the University of Michigans Ross School of Business. At the Ross School of Business, Dr. Brockbank is the Director of the Center for Strategic HR Leadership and the Faculty Director and Core Instructor of the Strategic Human Resource Planning Program,
the Human Resource Executive Program, and the Advanced Human Resource Executive Program.
MIKE ULRICH
Mikes background is focused on research methods and statistical analysis. He holds both B.S. and M.S.
degrees in statistics with emphasis on business analysis. Mike has experience in a wide variety of statistical methods, including ANOVA, sample and survey design, structural equation modeling, Bayesian
hierarchical models, stochastic processes, and non-parametrics. He has worked on a variety of statistical projects from exit polling to the relationship between job performance and satisfaction.
16
rblmail@rbl.net
Online www.rbl.net
Mail
Provo, UT 84604
17