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Developing Human Resource Professionals
Developing Human Resource Professionals
Developing Human Resource Professionals
What are companies doing to help their human resource leaders develop new
capabilities? What is the actual state of practice? To learn about current practices,
we mailed a survey to 100 companies, members of the HR Leadership Consortium.1
The results, highlights of practices in 34 companies, are presented in this article.
Competency Models
Following the example set by AT&T, IBM, Honeywell, Kodak, 3M, and other
leading companies a few years ago, most of the companies are either adapting or
developing capability (competency) models for their human resource professionals.
The process of identifying and defining requirements has been found to be a
beneficial element of the process of developing talent, because it engages people in
thinking about the demands of their changing roles – what will be expected of them.
Many of the companies (22) indicated they use a competency model specifically
for human resource professionals. Twelve of the companies use a model of overall
capabilities applicable to human resource professionals. Five of the companies
report they have defined capabilities required for specific roles in human resources
(e.g., HR leader or generalist, consultant, specialists). Nine of the companies have
defined capabilities required for specific functional areas, such as training,
compensation, or recruiting.
Eight of the companies developed their own model from scratch, based on
internal research and review of external research and models. “We collected data on
knowledge, skill, and ability requirements for every job and, from this, developed
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For a list of responding companies and additional information, e-mail walker@hrbiz.com
common KSAs,” reported one company. “Even though it took a long time, we feel
that it drew attention to development in HR.”
In some cases, these development planning tools were the same as those provided
to professionals in all areas of the company – the process is the same as the
company-wide development planning process (13). “It is part of our annual goal
setting process, but it is crude and unevenly used.” “We have been careful not to
reinvent processes that we have in place elsewhere”.
Ten companies designed their own process for human resources. One reported
adapting a process used by another company. “We developed an assessment tool for
rating skill levels in HR functional areas and assessing behaviors.” “We are doing
this in each functional area of the company.”
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• External workshops or conferences (32)
• General education/training programs within the company (27)
• Specific projects/team assignments (27)
• Certification programs (e.g., SHRM, ACA) (25)
• University degree programs (21)
• Company HR conferences (19)
• Self-study initiatives (16)
Eight of the companies conduct formal, succession planning across the human
resource function. “A third of our staffing actions result from succession
discussions.” “Succession for all human resource positions is discussed twice a year
at HR Council meetings.” “We review our senior talent and positions through HR
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committees.” One company uses teams including line executives to screen
candidates for key human resource assignments.
Virtually all of the companies (33) use job posting of some kind for staffing
human resource positions. Many have company-wide job posting. “We have global
posting for all management positions”. “We periodically circulate lists of positions
to be filled.” “We post all HR vacancies in our weekly newsletter.” “We post
vacancies biweekly on our intranet.”
Mobility from line or other functions into Human Resources occurs rarely. “It
happens infrequently, on a local basis.” “It is hard to induce people to take HR
assignments.” One company said there is “less than in the past” and added, “it all
depends on our having appropriate openings.” Another company reported, “There
has been a recent push for this.”
Through the coordinated effort of the corporate human resource organization, the
businesses recruit and hire about ten masters degree graduates a year into the HR
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function, including individuals with MBA degrees as well as specialized degrees.
Experienced hires are brought into the function to meet specific needs, typically
within a business unit.
All human resource leaders and candidates for leadership positions attend a
week-long program, the Human Resource Business School, to equip them for their
changing roles. More than 200 individuals have participated in the program, which
has been conducted at the UTC Learning Center in Connecticut and at locations in
Europe and Asia. The program is based on the HR leadership capabilities model
developed by The Walker Group, working with Otis Elevator and other companies.
The program provides a business view of HR, emphasizing the integral importance
of people issues in business strategy. First, through an intensive case study
(Emerson Electric) and then through analysis of UTC’s own business strategies.
Second, the program addresses best practices in formulating HR strategies,
effectively leading change, and measuring business impact. Third, the program
examines changing HR roles, provides multi-rater feedback on demonstrated
capabilities and guides individual development planning.
• The need for our generalists to have greater business knowledge and consulting
skill, while letting go of the need to be experts in all the technical aspects of HR.
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• The need for staff in our “Communities of Practice” to be true experts in their
technical fields (e.g. staffing, compensation).
• The need to create development paths that encompass and encourage the above
two needs.
• The need to strengthen partnering and problem solving skills.
Competencies for HR
Development Planning
Development plans are created for all Prudential associates as part of the annual
performance management process. Plans are created jointly by associates and their
supervisors. For Human Resources staff, an additional development tool – the
“Personal Development Roadmap” was created and introduced last year at a
conference for all staff in HR.
The position of Human Resources Curriculum Director was created late last
year. Similar positions exist for other functional areas (e.g., Operations, Information
Technology, and Finance). Each curriculum Director is responsible for developing
education and training interventions around two strategies: “Serve” and “Shape.”
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The Serve strategy is aimed at helping to identify and close knowledge and/or
skill gaps at the individual level. The primary product of this strategy will be a
“curriculum map,” in this case for HR, which will guide users to specific training to
meet their needs. The map is organized by HR practice area with cross-references to
specific skills. Training is categorized as fundamental, intermediate or advanced,
and includes internal and external programs as well as alternate delivery and
experiential learning. The HR curriculum map is being populated using the expertise
of Prudential’s learning organization regarding training design/delivery and vendor
management in conjunction with the subject matter expertise of various HR practice
areas.
Prudential actively recruits HR talent from the outside to infuse fresh ideas or to
fill specialized positions where the skills don’t exist internally. As our succession
and HR learning strategies become more fine-tuned, we expect that our recruiting
strategies will as well. Right now, our outside recruiting is done largely on an as
needed basis.
Case: IBM
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Our approach to HR development is based on the fact that approximately 80% of
an individual’s learning occurs through on-the-job experiences. These experiences
help build the skills and competencies needed as a business partner. Although we
encourage the use of both internal and external educational programs (e.g., project
management), we have made experience the foundation of the five-part model
adopted for use by HR professionals in assessing themselves and planning their
careers. The model and its accompanying tools, which are resident on IBM’s
internal HR Web site, are intended to help:
Assessment Tools
Planning Tools
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As indicated, the HR development model is strongly related to the
company’s overall leadership model. Leadership at IBM is characterized by the
ability to execute with the speed, simplicity and teamwork needed to keep ahead of
competition and exceed customer expectations. Successful leaders excel in four key
areas and demonstrate a series of related competencies:
• Passion for the Business – Being excited about what IBM technology and
services can do for the world.
Must Have:
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James W. Walker is a partner in The Walker Group, a consulting firm that helps
clients integrate human resource and business strategy. He and his partners conduct
the Human Resource Business School executive program at The Wharton School
each year and similar programs for HR leaders within client companies. Jim is
author of Human Resource Strategy and numerous other books and articles. He was
a founder and the charter president of HRPS.
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