T-Shaped HR Professional

Digital Proficiency
Though technology is everywhere in business, digital initiatives often operate independently from
each other in HR. In the future, digital tools will be seamlessly integrated with the way we work to the
degree that it will be nearly impossible to remember how anyone got anything done “the old way”.
At the same time, digital solutions will be integrated horizontally, meaning that all HR data over the
full employee journey is integrated with each other. This will lead to much better HR service delivery,
high quality and actionable data, and tangible opportunities to better deliver the HR strategy.

Definition
Digital integration is the ability to leverage technology to increase efficiency and to drive HR and
business value.

Example
Skilled digital integrators know the technology that is out there and embed relevant technology in the
business to make existing processes more efficient and drive HR impact. They are also digital
culture builders, both in HR and in the business. A digital culture emphasizes automation, smart
working, and is more adaptable and able to integrate technology quicker.

Underlying dimensions & behaviors

To determine if someone is a digital integrator, the competency is split up into three dimensions,
each of them consisting of several underlying behaviors and, in turn, measured across three
different proficiency levels.
 Technological awareness
Informed of the of technology in the world of work and understanding of the digital landscape
 Technology embedding
Leveraging technology as an enabler of HR and business strategy
 Digital culture building
Building a technology-first culture to optimize the employee experience, add more value to the
business, and build digital skills in the workforce.

Data Literacy
The work of HR is becoming more and more defined by data. Metrics, KPIs, scorecards, or
dashboards are necessary to make informed and fair decisions. The HR professionals need to be
able to understand the results gathered from these data and translate them into actions that create
business value.
Not all HR professionals need to become data analysts, but they need to have data literacy –
meaning that they need to be able to read data and understand how different data points contribute
to strategic HR and business goals.

Definition
Data literacy is the ability to read, apply, create, and communicate data into valuable information to
influence decision-making processes.

Example
If you think that an HR person should be a “people” person instead of a “numbers” person, think
again. HR is the link between people and the business. The ability to analyze and understand data
will allow the HR Professionals to provide data-driven advice which will provide the business with
quantifiable and actionable insights.
An HR Business Partners who looks at both HR and business data prior to meeting with line
managers is able to provide actionable recommendations and identify where HR can bring the most
value. Looking at the data of the manager’s team and comparing it with other teams, will for instance
help HRBPs identify potential turnover, absenteeism, engagement, or L&D issues and address those
proactively.

Underlying dimensions & behaviors

To determine the extent to which an HR Professional can be considered fully data literate, the
competency is split up into two dimensions, each of them having several related behaviors and in
turn, measured on three different proficiency levels.
 Data driven
Reading and applying data, metrics, and KPIs
 Analytics translation
Translating people analytics insight into actions

Business Acumen
Business acumen is the HR competency that has received the most attention in the past three
decades. To achieve this, HR professionals need to develop a solid understanding of the business,
its customers, and its shareholders.
This will help them better understand the problems that line managers and executives are trying to
solve, and it will help HR position the business to win in its marketplace. Only then will the HR
professional be able to participate in strategic co-creation, practicing strategic human resource
management, and co-creating business strategy.

Definition
Business acumen, also known as business savvy or business sense, is the ability to translate the
organization’s purpose, mission, goals, and business context into strategy, positioning HR policies
and activities to best serve the organization’s interests.
Example
HR professionals who have business acumen understand the global context of work and the internal
organizational dynamics. We call this process context interpretation. They understand the end
customer and align HR policies with them to optimize delivered value. They are also co-creators of
HR and business strategy.

Underlying dimensions & behaviors

To determine the extent to which an HR Professional can be considered proficient in business
acumen, the competency is split up into three dimensions, each consisting of several underlying
behaviors and in turn, measured across three different proficiency levels.
 Context interpretation
Understanding the global context of work and the internal organizational dynamics
 Customer orientation
Understanding the end customer and aligning HR policies to optimize delivered value
 Strategy co-creation
Practicing strategic HRM and co-creating business strategy

People Advocacy
It is HR’s role to help get the best out of people and make the organization—a collection of different
people with different interests and personalities—a place where everyone thrives and works towards
a common goal. This is why a better name for Human Resources management is people
management.
Traditionally, HR has been strong in people advocacy. HR professionals are often perceived as a
trusted partner who is inclusive, promotes diversity, creates an inclusive work environment, and is
excellent in connecting with different people inside the organization. At AIHR, however, the idea of
an effective people advocate goes beyond this.

Definition
People advocacy is about creating a strong internal culture, getting the best out of people, and
acting as a trusted champion and communications expert.

Example
A proficient professional is trusted by employees and managers, able to build a high-performance
organizational culture, spots conflicts and is able to resolve them, champions diversity and inclusion,
and is able to do all of this effectively by being a skilled communicator.

Underlying dimensions & behaviors

To determine the extent to which an HR Professional can be considered a people’s advocate, the
competency is split up into four dimensions, each consisting of several underlying behaviors and in
turn, measured across three different proficiency levels.
 Culture building
Safeguarding and shaping the desired organizational culture.
 People practices
Working efficiently and being an effective HR professional.
 Workplace champion
A credible, trusted, and ethical figurehead who advocates for the overlooked.
 Communications expert
A highly effective communicator who drives impact.

Functional competencies
On top of being proficient in each of the four core HR competencies, every T-shaped HR
Professional should specialize and master (at least) one functional competency. Examples
of such functional competencies within HR are:

 Learning & Development

 Metrics & Reporting

 Talent Acquisition

 Workforce Planning

 Talent Management

 Diversity & Inclusion

 Compensation & Benefits

 Engagement, Health & Wellbeing

 Organizational Effectiveness

 HR Leadership & Strategy