HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc. Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.

1. Talent Management for Talent Managers: HR
Competencies for 2013 and Beyond
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2. Talent Management for Talent Managers: HR
Competencies for 2013 and Beyond
Speaker: Gordon Ritchie
Director, Competency Solutions
Kenexa
Moderator: Deanna Hartley
Senior Editor
Talent Management magazine
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6. Talent Management for Talent Managers: HR
Competencies for 2013 and Beyond
Deanna Hartley
Senior Editor
Talent Management magazine
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7. Talent Management for Talent Managers: HR
Competencies for 2013 and Beyond
Gordon Ritchie
Director, Competency Solutions
Kenexa
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8. TALENT MANAGEMENT FOR
TALENT MANAGERS: HR
COMPETENCIES FOR 2013
AND BEYOND
Gordon Ritchie
November 29, 2012
To us, business is personal

9. PRESENTATION
OUTLINE
• HR trends and demands
• Where HR roles and a competency framework could go
• How should HR competencies be implemented?
• Questions and discussion
Copyright Kenexa®, 2011
2012 8

10. ANALYST INSIGHT
Bersin Research 2012:
• Challenges
– “Our talent problem may be sales, …. no standard places to find data about
people”
• Start with the problem, not the data
– six percent of HR teams rate themselves “excellent” in data analysis, while 56
percent rated themselves “poor.
• HR, training, recruiting, and HR generalists are all going to have to go back to school.
Aberdeen Group: The Talent Acquisition Lifecycle 2012
• Best in class strategies
– Identify important roles
– Assess demonstrated skills or competencies
• Results
– Twice as many of their organizational goals met
– 5 X improvement in customer service compared to all others
– 9% cost reduction over others, no change.
• Summary: Define your functional job related competencies enables you to find the best talent,
internally or externally first, and accelerate time to productivity enabling you to maintain
advantage.
Copyright Kenexa®, 2011
2012 9

11. HR SPEAKING THE BUSINESS
LINGO
• Acquiring • Engaging
Talent Talent
Operational
Cost of a poor efficiency rate
due to poor
hire: employee
$300K-$500K engagement:
30%
Cost of losing a Value of a top
talented performer: 2-4X
employee: performance of
$250K-$500K average
employees
• Retaining • Evaluating
Talent Talent
A consolidation of numbers from the HCI.
Copyright Kenexa®, 2012 10
Copyright Kenexa®, 2011 10

12. THEY SAY.…
• More complex employment, regulatory and specialty requirements
• Increasingly knowledgeable, independent and demanding employees
• Workforce demographic challenges
• More application of technologies
• Demand to support business capabilities
• Focus on managing talent as competitive mandate
• Emphasis on process capabilities and metrics
• Need for coaching business partners
• More demand for organization design and development
• Changing workforce values, needs and preferences
• Increasingly complex, virtual work settings
• Increasing globalization
Copyright Kenexa®, 2011
2012 11

13. WE HEAR….
“We’re not gonna compete with teams
that have big budgets.”
“We’re gonna work within the
constraints that we have and you’re
going to go out and do the best job
you can recruiting new players.”
“I want you to go find replacements
for the guys we lost with the money
we do have.”
Billy Beane and his Talent team’s
mission was to find, build and
reward a team that can win
against richer competitors.
Copyright Kenexa®, 2012 12
Copyright Kenexa®, 2011 12

14. BIG GOALS, BIG
TOOLS, BIG DATA
• Disconnected information: I don’t mean multiple databases/multiple
tools
• Garbage in – garbage out.
• Don’t let the tool tail, wag the data dog.
– What behaviours drive what results and where are those
measures?
– What behaviours can TM influence/change/enforce?
Compliance, Service, Quality, EBITDA, …..
Copyright Kenexa®, 2011
2012 13

15. WE WANT…
• Alignment of HR to business goals
• Clarity in areas of responsibility for and from each other
• Consistency in communicating expectations
• Contribution to our own function and to the organization
• Flexibility in applying our skills and experience in new areas
• Professional demonstration of success and engagement
• Profitable results in developing our own success
Copyright Kenexa®, 2011
2012 14

16. POLL QUESTION #1
How good are your data analysis and reporting skills?
A. Excellent/SME
B. Extensive
C. Working
D. Basic
Copyright Kenexa®, ®, 2012
Copyright Kenexa 2011 1515

17. THE HR TEAM: MASTER OF BOTH
TRADITIONAL AND FUTURE ROLES
Traditional Future
Job Compensation and Benefits Reward and Recognition
Systems
Transaction Management Human Capital Management
Strategy
Organization and Employee Continuous Change and
Policies and Practices Innovation
Tactical Problem Solving Program and Process
Management
Employee Advocacy Business Partnerships
Support for Internal Partnership With Community and
Constituencies Professional Groups
Copyright Kenexa®, 2011
2012 16

18. THE HR TEAM: MASTER OF BOTH
TRADITIONAL AND FUTURE ROLES
Traditional Future
Labor Relations Employee Involvement
Coaching and Counseling High Performance Team
Individuals Development
Training Program Design “Learning” Organization
Development
Recruiting and Staffing Talent Systems Design
Local Focus Global Business Perspective
Copyright Kenexa®, 2011
2012 17

19. HR FUNCTIONAL
IMPERATIVES
Inner Directed Outer Directed
Business partnership Support for leveraging human capital (alignment,
selection, performance, development)
Focus on business worth of HR Protect and service quality attitude
activities and “products”
Improve, eliminate or outsource Support for process excellence (process
any non-value added activities improvement, capture of IP and best practices
metrics)
Improved OD/OE capabilities Support culture of coaching, development and
continuous learning
Automation of products and Change management championship
services
Copyright Kenexa®, 2011
2012 18

20. POLL QUESTION #2
How many of you have HR Functional and Job Specific technical
competencies defined for your roles?
A. All HR Functions/Job Roles
B. Some
C. None
Copyright Kenexa®, ®, 2012
Copyright Kenexa 2011 1919

21. PRESENTATION
OUTLINE
• HR trends and demands
• Where HR roles and a competency framework could go
• How should HR competencies be implemented?
• Questions and discussion
Copyright Kenexa®, 2011
2012 20

22. KEY HR
ROLES
• Focuses on • Focuses on • Focuses on
product and
The HR Product/Service
account business team
service
The HR Generalist
The HR Strategist
development partnership and
development and and consultation,
support, management, human resource
Specialist
including installation strategy
selecting and and development,
managing customization and alignment
outsourced of HR products of human
vendors and and services, resource
developing and and consulting consulting,
applying key interventions products and
technologies. to maximize services with
team the
effectiveness. organization’s
strategy.
Copyright Kenexa®, 2011
2012 21

23. HR COMPETENCY FRAMEWORK:
DEVELOPMENT ASSUMPTIONS
• Aligned with current and future HR work context
• Comprised of observable behaviors focused on excellence and
consistent, easy-to-understand structure
• Created with clusters or competency groupings that highlight the
different types of behavioral requirements
• Designed to be flexible to support the various applications
(hiring/selection; assessment and development; performance
management, career planning; talent management)
• Encompassing to include the entire range of behavioral
requirements for the total HR team
Copyright Kenexa®, 2011
2012 22

24. HR COMPETENCY
FRAMEWORK
Required for Success factors
excellent that differentiate
performance Leadership &
Personal performance across
Management
across all levels Attributes career levels or bands
and Competencies
functions
Success factors HR Success factors that
HR Functional distinguish
that are Role-Specific
Competencies sub-functional/
Shared across Competencies
all HR roles role-specific
competencies
Copyright Kenexa®, 2011
2012 23

25. PERSONAL
ATTRIBUTES
Challenge Personal Attributes Competencies & Definitions
Producing a valuable product and/or Results Orientation: Maintains focus on those activities that have
service the greatest impact on meeting work commitments.
Energetically supporting the Commitment: Demonstrates initiative and personal accountability
organization’s vision and strategy to meet work demands according to the highest standards.
Taking personal responsibility to growth Continuous Learning: Proactively seeks performance feedback
and change and identified approaches to improve own and others’ performance
and learning.
Exhibiting highest day-to-day work Honesty & Integrity: Demonstrates the highest level of business
standards ethics and consistently adheres to and promotes key values and
principles in all business and personal transactions.
Copyright Kenexa®, 2011
2012 24

26. LEADERSHIP AND
MANAGEMENT COMPETENCIES
Organization Leadership and Leadership and Management Competencies and Definitions
Level Management Processes
Whole Creating a Compelling Visioning and Alignment: Creates and communicates a vision of the
Organization Vision for Change organization that inspires and aligns the workforce.
Developing a Competitive Strategic Thinking: Actively pursues strategies and high potential opportunities
Strategy for the benefit of the organization.
Operations Generating an Integrated Networking: Creates and leverages a diverse range of key relationships to
Network improve access to resources and expertise.
Mobilizing and Leveraging Resource Management: Identifies, mobilizes and tracks resources to fulfill key
Resources objectives and plans
Group Building Motivated Teams Teamwork: Develops collaborative work groups that maintain focus on a common
purpose and leverage the unique talents of its members.
Defining and Implementing Process Excellence: Continuously improves processes and work products.
Core Processes
Individual Maximizing Individual Performance Development: Consistently coaches and develops team members
Performance by articulating key expectations, identifying strengths and development needs and
providing ongoing support to maximize performance.
Reaching Critical Goals Goal Setting: Develops and tracks challenging goals aligned with organization
strategies.
Copyright Kenexa®, 2011
2012 25

27. CORE HR COMPETENCIES
(1 OF 3)
Challenges Core HR Competencies and HR Impact
Definitions
Ethical Practices Stewardship: Provides advice and • Facilitating the design of ethical practices
support for values, practices and policies and policies
that sustain ethical and legal business • Providing guidance to business leaders
practices. about what is “right” for the business,
Compliance: Applies an understanding employees, and the “community”
of key legal precedents, policies, and
practices to protect the interests of the
organization and individual employees.
Demanding Customers Customer Focus: Responds to • Increased focus on customer
customer’s needs in a manner that responsiveness
provides added value and generates • Taking the lead in organizational
significant customer satisfaction quality/process customer interventions that
product customer value
Focus on Core Capabilities Coaching and Consulting: Provides • More focus on strategy, structure, and
appropriate advice, feedback and alignment
development resources to improve the • More emphasis on process capabilities
effectiveness of individuals and teams. • Greater emphasis on best practices and
benchmarking
Copyright Kenexa®, 2011
2012 26

28. CORE HR COMPETENCIES
(2 OF 3)
Challenges Core HR Competencies and HR Impact
Definitions
Leveraging Talent Talent Management: Generates • Increased focus on employee value
consistent approaches across the proposition
enterprise for hiring, selecting, retaining, • Greater emphasis on maximizing the
valuing and leveraging key talent. impact of human assets
Streamlining and Automating Technology Expertise: Helps to identify • Increased focus on employee value
Key Activities technology needs and mobilize proposition
technologies that provide easy access to • Greater emphasis on maximizing the
HR services and methods for enhancing impact of human assets
learning and personal productivity.
Vendor Management: Selects and
managers vendors in a manner that
maximizes benefit to the organization.
Access to Information and Knowledge Management: Demonstrates • Identification and leveraging of “soft”
Expertise a conceptual and practical understanding of assets
approaches and tools to help organization • Developing and leveraging expert
groups, units (team, functions, divisions, networks
regions, subsidiaries) capture, share and • Providing online access to key information
exploit knowledge to support achieving to everyone
objectives).
Copyright Kenexa®, 2011
2012 27

29. CORE HR COMPETENCIES
(3 OF 3)
Challenges Core HR Competencies and HR Impact
Definitions
The Virtual Workplace Virtual Teamwork: Develops and • Move toward more global organizations
implements strategies for maximizing the • More cross-team collaboration
collaboration of non co-located work • Better use of networks
groups. • Creation of “communities of practice”
Focus on Metrics Assessment and Measurement Skills: • Focus on streamlining processes
Demonstrates the ability to determine key • More focus on measuring the business
needs, diagnose and address problems, impact of people interventions
identify key metrics, and accurately
monitor progress of important initiatives
and activities.
Making People Feel Safe and Employee Advocacy: Maintains focus • More focus of leveraging diversity
Empowered on supporting a fair and empowering work • Improved HR services
environment for all employees. • More emphasis on creating a supportive
organization culture and practice
Copyright Kenexa®, 2011
2012 28

30. HR ROLE-SPECIFIC COMPETENCIES
Distinguishing HR Strategist Distinguishing HR Distinguishing HR
Competencies and Generalist Competencies Specialist Competencies
Definitions and Definitions and Definitions
Business Acumen: Focuses activities Human Capital Management Strategy: Product/Service Strategy
and decisions on opportunities that Collaboratively develops an approach Development: Develops and leverages
produce significant, strategic business and methods for leveraging human perspectives and insights into HR
impact. assets to reach business partner goals product and service principles and
and strategies. strategies aligned with business
strategies.
Strategic Influence: Collaborates with Relationship Management: Develops Situation Analysis: Accurately
others to build buy-in and support for positive relationships by demonstrating assesses key customer needs related to
critical initiatives. respect for others’ perspectives and product/service area.
attention to their needs.
Strategic Influence: Collaborates with Organization Design, Development Program Design: Translates data and
others to build buy-in and support for and Effectiveness: Performs work and insights into practical, high-impact
critical initiatives. process redesign to improve individual, program elements, goals, and tasks.
team and organizational effectiveness.
HR Strategy Development: Creates an Project and Product Management: Product and Service Delivery:
integrated plan for leveraging HR Plans and implements projects, Develops and delivers products and
capabilities that balances support for programs, and product development services related to specialty area that
business strategy and employee needs. efforts. produce maximal customer impact and
satisfaction.
Copyright Kenexa®, 2011
2012 29

31. FUNCTIONAL COMPETENCIES
• What competencies are required for you as an HR Business partner
to effectively align HR to functional needs and performance
measures of the group you are partnering with?
– HR BP for IT? Downtime, training, upgrades,….
– HR BP for Finance? Rev rec, SarBox, Debt Age,….
– HR BP for Manufacturing operations? ISO, CMMI,…
– HR BP for Sales? Booking, Rev Rec, Closure time,..
• Should your Operational Business Partners share those Talent
Management competencies too?
Copyright Kenexa®, 2011
2012 30

32. WHAT IS YOUR PROFICIENCY
WITH DATA ANALYSIS TOOLS?
Basic
Identifies the scope and features of data analysis tools.
Lists commonly used data analysis tools (e.g. Excel).
Documents the key uses and benefits of diverse data analysis tools.
Collects updated data analysis tools from industry publications.
Working Conducts a variety of data analysis projects, e.g. data mining and categorization.
Compares the uses and benefits of diverse data analysis tools.
Selects a data analysis tool for a specific case while minimizing risk (e.g. data loss).
Explains data analysis results from a business development perspective.
Monitors data processing procedures and adjusts data analysis tools accordingly.
Extensive Anticipates the need for data analysis tools based on the organization's situation.
Evaluates diverse tools for data analysis and categorization functions.
Predicts risks in diverse data analysis tools and prepares contingency plans.
Appraises the associated costs and benefits of various data analysis tools.
Minimizes potential risks involved in the process of using data analysis tools.
Coaches others on the proper selection and use of various data analysis tools.
Excellent/SME Designs new data analysis tools to increase data processing effectiveness.
Develops strategies to minimize potential risks when using data analysis tools.
Designs best practices to ensure the efficiency of data analysis, receipt, retrieval, etc.
Expounds on future developments in data analysis tools and their applications.
Establishes best practices in using data analysis tools to satisfy data analysis needs.
Develops a theoretical understanding of data analysis tools.
Copyright Kenexa®, ®, 2012
Copyright Kenexa 2011 3131

33. HR COMPETENCY
FRAMEWORK
• Results orientation • Visioning and Alignment
• Continuous learning • Strategic Thinking
• Commitment Personal Leadership & • Networking
• Honesty and Integrity Attributes Management • Resource Management
• Teamwork
Required for Competencies
• Process Excellence
excellent Success factors that • Performance Development
performance across differentiate • Goal Setting
all levels & performance across
functions career levels or bands
• Stewardship HR Strategist
• Compliance • Business Acumen
• Customer Focus HR • Strategic Influence
• Coaching and HR Core Role-Specific • Change Management
Competencies
Consulting Competencies • HR Strategy Development
• Talent Management HR Generalist
Success factors that Success factors that
• Technology Expertise • Organization Design,
are shared across all distinguish sub
• Vendor Management Development and
• Knowledge HR roles functional/role specific Effectiveness
Management competencies • Project and Product
• Virtual Teamwork Management
• Assessment and Measurement Skills • Relationship Management
• Employee Advocacy HR Specialist
• Strategy Development
• Situation Analysis
• Program Design
• Product and Service
• Delivery
Copyright Kenexa®, 2011
2012 32

34. PRESENTATION
OUTLINE
• HR trends and demands
• Where HR roles and a competency framework could go
• How should HR competencies be implemented?
• Questions and discussion
Copyright Kenexa®, 2011
2012 33

35. WHAT SHOULD I ASK TO TEST
ORGANIZATIONAL READINESS?
Readiness Factor High=3
Medium=2
Low=1
What is the current level of commitment to competencies in
your organization?
How sophisticated are your managers and employees in
using competencies?
What is the current level of use for competencies in Talent
Management and/or Operational Effectiveness?
What is the level of perceived buy-in, ownership or validity
required?
What is the level of capability of your managers for
coaching and performance development?
How sophisticated is your organization in implementing
significant changes?
High Level of Readiness = 11-15
Medium Level of Readiness = 6-10
Copyright Kenexa®, 2011
2012 Low Level of Readiness = Less than 6 34

36. COMPETENCY IMPLEMENTATION:
FOCUS ON IMPACT
Recommended Approach 80% of the effort
20% of the effort
Application
Integration Launch & Long‐Term
Development
Iteration Communication Implementation
Get the “big things Position as prototypes Develop and use quickly and update over time.
right”; “don’t dwell on for learning how to Focus on buy-in and change management
the small stuff”. change behaviors (vs. a processes.
Apply existing materials perfect output). Make sure you get to the applications; don’t get
and best practices in stuck in model development.
developing a rapid draft
Focus on the overall
architecture
Key success criteria and
themes.
Typical Approach 20% of the effort (if able to move out of
80% of the effort development stage)
Copyright Kenexa®, 2011
2012 35

37. HR TRANSFORMATION: COMPETENCY
IMPLEMENTATION BEST PRACTICES
Model Building
• Ensure linkage between competencies and organization strategies
• Keep models simple at launch, and leverage tools and databases to “quick start” model building
• Review models frequently to ensure relevancy, add dimensional criteria and keep the momentum
Applications
• Focus on assessment and development applications first, then evaluation and pay applications
• Focus on integration of the competencies with all HR processes
• Improve consistency of applications rather than allowing too many variations
• Automate the processes and tools to minimize paperwork and enable end-users to have ongoing access
Change Management
• Clarify and communicate specific objectives of your applications up front
• Ensure top management and line management buy-in and ongoing support
• Involve managers and employees more deeply in competency development early in the process
• Be focused in implementation (i.e., one function, one pilot group first)
• Provide training and communication more consistently and carefully (building in training at all stages of
implementation)
• Develop and consistently apply a measurement system used to evaluate the effectiveness of
implementation over time
Copyright Kenexa®, 2011
2012 36

38. ACTIONS
• Stablize – ABC’s
– Alignment, Behaviours, Communication
• Do No Harm:
– Not: “Ready, Fire, Aim”
– Identify what critical measures are used before pulling levers.
• Save yourself before you save others: Place your own mask on first.
– Lead from the front demonstrates success and results
– Professionalise the profession to your business = scalability and
sustainability
Copyright Kenexa®, 2011
2012 37

39. SUMMARY
• The climate, practices and competitive environment for current
organizations are changing radically
• The core HR mission of the future will be to maximize the impact of
the organization’s human assets
• HR professionals must respond with significant changes in both
behavior and the focus of their roles and relationship with both
employees and business partners
Copyright Kenexa®, 2011
2012 38

40. QUESTIONS
Gordon Ritchie
phone: +1 781-851-8319
email: gordon.ritchie@kenexa.com
Copyright Kenexa®, 2011
2012 39

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