An alternative formulation, as shown in Table 4.2, established by research conducted at the University of Michigan Business School (Brockbank et al, 1999) shows the key competency areas (domains) and their components are set out in Table 4.2.
The CIPD professional standards
The CIPD has produced the following list of competencies required by its professional members:
● Personal drive and effectiveness. The existence of a positive ‘can do’ mentality, anxious to find ways round obstacles and willing to exploit all the available resources to accomplish objectives.
● People management and leadership. The motivation of others (whether subordinates, seniors or project team members) towards the achievement of shared goals, not through the application of formal authority but rather by personal role modelling, the establishment of professional credibility, and the creation of reciprocal trust.
● Professional competence. Possession of the professional skills and technical capabilities associated with successful achievement in personnel and development.
● Adding value through people. Adesire not only to concentrate on tasks, but rather to select meaningful outputs which will produce added-value outcomes for the organization, or eliminate/reduce the existence of performance inhibitors, whilst simultaneously complying with all legal and ethical considerations.
● Continuing learning. Commitment to continuous improvement and change by the application of self-managed learning techniques, supplemented where appropriate by deliberate planned exposure to external learning sources (mentoring, coaching, etc).
● Thinking and applied resourcefulness. Application of a systematic approach to situational analysis, development of convincing, business-focused action plans, and (where appropriate) the deployment of intuitive/creative thinking to generate innovative solutions and proactively seize opportunities.
● ‘Customer’focus. Concern for the perceptions of personnel’s customers, including (principally) the central directorate of the organization, a willingness to solicit and act upon ‘customer’ feedback as one of the foundations for performance improvement.
● Strategic capability. The capacity to create an achievable vision for the future, to foresee longer-term developments, to envisage options (and their probable consequences), to select sound courses of action, to rise above the day-to-day detail, to challenge the status quo.
● Influencing and interpersonal skills. The ability to transmit information to others, especially in written (report) form, both persuasively and cogently; display of listening, comprehension and understanding skills, plus sensitivity to the emotional, attitudinal and political aspects of corporate life.
An important competency that the CIPD has omitted from this list is service delivery, ie the capacity to provide effective levels of service that meet the needs of internal customers. Ultimately, this is what HR professionals are there to do, bearing in mind that the services they provide will be concerned with the development and implementation of value-adding and integrated HR strategies as well as operational services.
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