Hr Excellence: Advancing Your Career With Online Human Resources Training – The world of work is changing rapidly. The changes are driven by global skills shortages and demographic changes, artificial intelligence spawning and the reshaping of work itself. To effectively manage these developments and stay current, HR professionals must adapt and develop HR skills to embrace the future.
With these changes, the HR framework is expanding to include areas such as sustainability, employee health, digital transformation and analytics as organizations adapt their strategies to market demands. It requires a re-examination of old HR competency models used by organizations.
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This is where the T-Shaped HR Competency Model comes in. The T-Shaped Model is our approach to the skills we believe HR professionals need to be successful in the future work environment.
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Competency models describe and define the knowledge, skills, abilities and behaviors required to be successful in a particular job or role. The competency model serves as a guide for individuals to understand what is expected of them in their work, what they should focus on developing, and how they can be successful in their work. responsibility.
Along the same lines, the HR competency model describes the requirements of HR professionals at different levels to build HR competencies in their work. You can read more about how this model was developed, validated and improved over time in the appendix.
, we’ve spent a lot of time researching and identifying the key skills needed to succeed as an HR professional. We draw on our previous publications and our own research. This involved hundreds of conversations with senior managers, thousands of interactions with individual students, and quantitative testing involving over 100,000 HR professionals.
We believe that HR professionals should form a T. Being a T-shape suggests that all HR professionals, regardless of role or situation, should possess five core competencies, plus specific areas depending on their role or specific organizational requirements.
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Adopting a T-shaped HR profile offers many benefits. Striking the right balance between core and specialist skills allows HR professionals to effectively manage the demands of general and specialist roles. expertise, and ensuring HR strategies are aligned with core business objectives.
According to BCG, HR is one of the most turbulent industries in terms of the rapid change in skills needed for the job. A wide range of skills that include general and specialist experience will prepare HR professionals to quickly adapt to evolving business demands, improve the effectiveness of HR solutions and remain relevant to the corporate world.
The T line of the T-shaped HR Competency Model includes the core competencies required of all HR professionals. The first four (Business Acumen, Data Literacy, Digital Agility, and People Advocacy) help HR excel in empowering the business and employees. The fifth competency, Performance Excellence, focuses on personal effectiveness and builds on all other competencies in the model.
Each core competency has multiple dimensions, which are different aspects or skill areas that are important for success in the HR role.
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HR professionals with Business Acumen interpret external trends, analyze customer needs and create business strategies for long-term results. To master the dimensions
In HR, alignment with organizational goals and industry trends is critical. HR professionals must understand and interpret trends and craft strategies that integrate well with the business, elevating HR to the role of a strategic partner that drives business value. This can only be done with a deep understanding of the business value of the business.
In addition to adaptation, HR must see employees as their customers and apply user-centered principles to design products and services that meet specific needs. With this approach, HR can develop solutions tailored to the workforce, encouraging an active and motivated workforce.
Ultimately, HR must create and influence strategies to ensure HR is focused on the right priorities and can demonstrate impact through measurable metrics. Practical knowledge
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Ayanda, the HR manager at CleanIT, which specializes in health products for the middle-income market, is planning an important management meeting. The goal is to present the workforce strategy for the coming year, which is important for adapting the company to current market trends. This trend has far-reaching implications for workforce planning and skill development.
Ayanda’s company valuation is based on the previous financial year’s production data. This data demonstrates the undeniable ROI of proactive talent development programs and highlights the potential productivity impacts associated with an inadequate talent pipeline.
With this vision, Ayanda works closely with its partners to develop a comprehensive workforce plan for each product line. The focus is clear. Prioritizing high-quality products is critical to achieving today’s financial goals.
Data literacy is the ability to analyze, interpret and communicate public data to derive actionable insights, inform decisions and evaluate HR interventions to achieve strategic business objectives. To master the dimensions
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In the future, being data-driven is not just a necessary skill; it is essential. HR professionals must do more than just work with data and use it to make fact-based recommendations that drive business action.
This starts with the ability to generate, interpret and apply data in an evidence-based and ethical manner. A key skill in this field is using data to tell compelling stories. It’s about creating stories that turn raw data into actionable insights, embedding data-driven decision making in the HR function.
In this new age of evidence-based HR, data is the cornerstone of good decisions, and HR professionals act as strategic partners, driving success organizing through data-driven narratives. Data literacy in practice
Byron, General Manager of HR at LuxFor, a well-known hospitality group that includes many hotels and resorts, has been actively expanding its workforce management strategy. Last year, he led the installation of a data collection system to gain valuable insight into seasonal labor dynamics.
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Using these insights, Byron developed a model that allows resort managers to identify resource needs during peak seasons. In particular, this model resulted in a 17% reduction in LuxFor resource costs without compromising customer satisfaction.
Based on this success, Byron explores another interesting concept. Working with the team, he collected additional data to test this hypothesis. The data shows that lack of educational opportunities and lack of access to affordable schools near some rural resorts often leads to a loss of talent. Using this perspective, he built a compelling business case in favor of expanding LuxFor’s employee benefits package.
Byron prefers a more engaging approach than overwhelming his audience with graphs and numbers. He presents his proposal through a whiteboard, clearly showing the impact of additional benefits on employee loyalty and the reasons that compel employees to stay with LuxFor. This creative and data-driven approach promises to make a big difference in HR policy at LuxFor, ultimately contributing to a more satisfied and engaged workforce. 3. Digital speed
Digital skills are about using technology to increase the impact of HR and prepare organizations to adopt digital practices. To master the dimensions
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In an increasingly digital world, HR professionals are the champions of driving the digital HR agenda and leading the enterprise-wide transformation to a digital future.
Digital literacy is more than just using digital tools; It embodies a spirit of continuous experimentation and builds confidence to navigate and thrive in this digital reality. The role of HR is more about the application of technology in HR related functions. This includes shaping the organization’s digital journey.
By fostering a culture of innovation and adaptation, HR professionals can help their teams and organizations embrace the digital age. In this role, they become architects of change, leading the transition to a digital future that promises new opportunities and efficiencies. Digital skills in practice
Tobela, HR Business Partner at BuyWyze, an international online financial platform for money transfers, is at the forefront of the change initiative. Working with the IT department, the HR team recently introduced an internal cloud-based skills platform.
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This innovative platform allows employees to volunteer their skills and time to exciting projects that match their interests and skills. Thobela worked with the IT team and the HR team to implement this platform, prepare the organization for this major change and drive the successful adoption.
The HR team not only contributes to positive changes in the organization, but also acquires new skills and tools. This new capability is currently being applied in the next effort, in digitizing the onboarding process, where virtual reality simulation can play a significant role in improving the employee experience. 4. To protect the interests of the people
People advocacy is about creating a people-centered organizational culture that promotes productivity and well-being, adapts to change, and aligns the organization with ethical and sustainable standards. To master the dimensions
HR faces difficult challenges to increase organizational productivity, build resilience and promote a culture of care. It comes with all kinds of moral issues.
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The changes brought about by emerging technologies, the breaking down of traditional boundaries with the idea of increasing remote work, and the increase of social problems require careful consideration of ethics. HR:
