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1、HR 2025 CompetencyFrameworkHR PROFESSIONALProfessional HR Competency FrameworkThe AIHR Competency Framework identifies what it takes to be a modern and relevant HR Professional who drives business value across the full HR spectrum.It is no longer enough to specialize in one single functional HR comp
2、etency.HR Professionals need to become a generalist in four core HR competencies and a specialist in at least one functional competency.The AIHR framework is used globally to cater to the need for more strategic,T-Shaped HR Professionals.Strategic&T-shaped HR ProfessionalsCore HR CompetenciesFunctio
3、nal HR CompetenciesT-Shaped HR ProfessionalsData LiteracyThe ability to read,apply,create,and communicate data into valuable information in order to influence decision-making processes.Page 5Business AcumenThe ability to translate the organizations purpose,mission,goals,and context into strategy,pos
4、itioning HR policies and activities to best serve the organizations interests.Page 9Digital IntegrationThe ability to leverage technology to increase efficiency and to drive HR and business value.Page 14People AdvocacyThe ability to create a strong internal culture,get the best out of people,and act
5、s as a trusted champion and communications expert.Page 19FunctionalCompetenciesHR Professionals need to become a specialist in at least one functional competency and a generalist in four core HR competencies.Professional HR Competency FrameworkHow are competencies structured?In this framework,a comp
6、etency is split up into multiple dimensions.Each construct consists out of different behavioral abilities.For example,data literacy is divided into two dimensions:data driven and analytics translator.Each of these dimensions has behaviors related to them.For data driven,these include the ability to
7、read data,apply data,and communicate data.Each behavior is scored on three proficiency levels,making it easy to assess the proficiency of individuals or groups.A competency is a cluster of skills,knowledge,and expertise needed to become efficient at performing a specific job.The aggregate of compete
8、ncies that are important to a particular role or(HR)function is what we call a competency model.A competency model provides a tangible framework for performance management,skill gap analysis,upskilling,and provides a template for what the ideal(HR)organization will look like.What is a competency fra
9、mework?Data LiteracyCORE HR COMPETENCY#1Data literacy is the ability to read,apply,create,and communicate data into valuable information to influence decision-making processes.DefinitionData has never been more important in how we do business.Departments like finance,marketing,and sales live and bre
10、athe data.Their strategic impact is often directly related to their performance numbers,and effective management of these departments relies on tracking budget and actuals,sales results,return on investment,and return on ad spend.Compared to these disciplines,HR is still catching up.In an HR context
11、,data includes the use of metrics,KPIs,scorecards,and dashboards to make informed decisions.This requires the HR professional to read data and understand how different data points contribute to strategic HR and business goals.This is referred to as data driven.This does not mean that all HR professi
12、onals need to become data analysts.Rather,they need to be able to work with data specialists,assess their findings and results,and effectively translate these insights into actions that create business value.This is what we define as the analytics translator.DescriptionBesides understanding internal
13、 data sources,the HR professional should also be able to leverage the insights from data from outside of the organization by staying informed with the latest research.These evidence-based practices will help HR focus on issues that will create tangible value for the organization.A proficient perform
14、erA data literate HR professional:Sets effective HR KPIsReads and interprets HR and business dataLeverages data to make better decisionsSpots opportunities for value-adding data analysisEffectively communicates dataPractices evidence-based HRData Literacy Data Driven-Professional PerformanceBehavior
15、sElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Reading dataOccasionally uses data in a mostly ad-hoc fashion by using scorecards and accessing dashboards.Regularly leverages descriptive data analysis To set targets To answer questionsFrequentl
16、y leverages descriptive data analysis To set targets To answer questions To guide daily operations To provide contextRegularly leverages scorecards To measure HR efficiencies To measure HR outcomesFrequently leverages scorecards To measure HR efficiencies To measure HR outcomes To measure the impact
17、 of HR on the business2Applying dataStruggles to make sense of dataTurns data into information on a regular basis within their own specializationTurns data into value-adding information through diagnostic analysis based on various available data(reports,scorecards,and dynamic dashboards)3Creating da
18、taDoes generally not set KPIs to measure and increase both personal and stakeholder effectiveness.Regularly establishes both personal and with stakeholders KPIs To set targets To measure effectiveness To measure goal attainment Whenever it adds value,creates KPI-driven activities,projects,and strate
19、gies that seamlessly connect with business priorities Develops and interpret strategic plans Connect them to KPIs Identify current scores Set target scores4Communicating dataIs unable to show stakeholders how HR contributes to business strategy using dataIs able to show stakeholders how HR contribut
20、es to business strategy using dataShows stakeholders how HR contributes to business strategy and results through data-fueled cause-and-effect relationships5Practicing evidence-based HRQuestions unproven assumptions.Validates assumptions using data.Validates assumptions using data and stays informed
21、on the latest scientific research and uses it in daily tasks and operationData LiteracyData DrivenData LiteracyAnalytics TranslationAnalytics Translation-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Bridging a
22、nalyticsStruggles to explain the relationship between business and HR using people insightsCreates some impact by connecting people analytics insights to operational expertise of business and HR stakeholdersPlays a critical role in connecting people analytics insights to the operational expertise of
23、 business and HR stakeholders by translating them to impact at scale2Driving adoptionStruggles to accurately explain what people analytics is and rarely creates impact by leveraging data;does not drive adoptionUnderstands people analytics and the value of using data,and occasionally leverages this t
24、o create more impactDrives the adoption of people analytics and the use of data in both HR and the business through a deep understanding and by involving and explaining it to peers and business stakeholders3Leveraging dataStruggles to effectively read,apply,and communicate data as information in mos
25、t HR contexts.Has average data literacy and derives data-driven insights within their HR specializationActively identifies how data analysis can be leveraged to make better decisions in their daily workCreates constant value by reading,applying,and communicating data as information in order to influ
26、ence decision-making processes in HR and the business4Identifying opportunitiesStruggles to identify HR issues in which further data analysis can add valueOccasionally shares HR issues that can be solved with data to the people analytics team or other specialistsActively raises relevant HR and busin
27、ess issues that can be solved with data to the people analytics team or other specialists5PrioritizationUnable to effectively separate core issues from side issuesIs able to separate core issues from side issues when asked to do soInstinctively identifies core issues and separate them from side issu
28、es6Evidence-based practicesOccasionally seeks out new knowledge of the latest HR and management research and best practicesActively acquires new knowledge of the latest HR and management research and best practicesMaintains up-to-date knowledge of the latest HR and management research and best pract
29、ices and actively applies it in their daily work to create value for stakeholders and the end-customerBusiness AcumenCORE HR COMPETENCY#2Business acumen,also known as business savvy or business sense,is the ability to translate the organizations purpose,mission,goals,and business context into strate
30、gy,positioning HR policies and activities to best serve the organizations interests.Business acumen is the HR competency that has received the most attention in the past three decades.Since the introduction of the business partner role,HR professionals have had to upskill in business acumen,and desp
31、ite tremendous improvements there is still a long way to go.HR needs to shift its focus from the more mundane and operational HR issues towards the big picture.After all,businesses dont exist to make managers and employees happy;they exist to make customers and other stakeholders happy.To achieve th
32、is,HR professionals need to develop a solid understanding of the business,its customers,shareholders,and other stakeholders.This will help them to better understand the problems that line managers and executives are trying to solve,and it will help HR position their business to win in its marketplac
33、e.To build business acumen,the HR professional first needs to understand the global context of work,and the internal organizational dynamics,a practice we call context interpretation.DefinitionDescriptionMoreover,they need to develop a customer orientation,meaning they understand the organizations e
34、nd-customers and align HR policies with these customers.Only when this is the case will the HR professional be able to participate in strategic co-creation,practicing strategic human resource management,and co-creating business strategy.A proficient performerAn HR professional with business acumen:B
35、uilds competitive advantages through their understanding of the organization,the industry,and its competitive landscapeDesigns HR practices that serve end-customers and other stakeholdersAligns HR activities with business prioritiesBalances competing interests to drive organizational effectivenessPr
36、ovides a significant strategic contribution to the businessBusiness AcumenBusiness AcumenContext InterpretationContext Interpretation-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Environmental awarenessHas lim
37、ited understanding of the external environment in which the organization operates;does not weigh these factors into decision-makingHas intermediate understanding of the social,cultural,technological,political,economic,and legal context in which the organization operates and lets these factors influe
38、nce their(HR)decision-makingHas deep understanding of the social,cultural,technological,political,economic,and legal context in which the organization operates and includes these factors in their decision-making2Mobilizing against threatsRarely spots external threats and developments that may impact
39、 HR policiesOccasionally spots external threats and developments that may impact HR policies and takes action on themActively spots external threats that inhibit the company from reaching its goals and takes action within the HR domain to limit their impact3Organizational understandingLimited unders
40、tanding of the organizations primary processes and its place in the industry value chainIs able to explain the organizations primary processes,its place in the industry value chain and how it adds value to customersCan effortlessly explain the organizations primary processCan effortlessly explain th
41、e position of the organization in the whole industry value chain;knows the roles of its partners(e.g.,suppliers,vendors,distributors)and what differentiates themContinuously looks to identify sources of competitive advantage within their specialization and promotes them through their business partne
42、ring activitiesHas an intermediate understanding of management theories(i.e.,resource-based view,transaction cost economics)Is able to apply common management theories to examine the organization and organization challenges(i.e.,resource-based view,transaction cost economic,resource dependency theor
43、y,strategic management theory,organizational learning,institutional theory)4Industry understandingHas limited understanding of how the organization differentiates itself from its competitionHas an intermediate understanding of the different ways of how the organization differentiates itself from its
44、 competition and knows how HR contributes to this differentiationHas deep understanding of how the organization differentiates itself from its competition,knows how HR contributes to this differentiation and actively leverages this understanding to make HR policies more effectiveBusiness AcumenCusto
45、mer OrientationCustomer Orientation-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1External customer alignmentHas limited understanding of the end-customerIntermediate understanding of the end-customers needs an
46、d responsibilities and the ways the organization adds value to the customerDeeply understands the end-customers needs and responsibilities and is able to explain the different ways the organization adds value to the customerPositions HR activities to better serve the end-customerAligns HR activities
47、,policies,and strategies to(help the business)serve the end-customer in better ways2Internal customer alignmentHas limited capacity to effectively market HR internally and externallyIs able to effectively market HR to both internal and external stakeholdersSpeaks the language of the business and eff
48、ectively markets HR to both internal stakeholders(e.g.,through HR costing and ROI)and external stakeholders(e.g.,through communities,employer branding,employee value propositions)3Gathering informationHas limited connection to internal customers;only deals with people who are important in execution
49、of their tasksGoes beyond direct internal customers and direct stakeholders;makes active effort to understand whole internal stakeholder ecosystemContinuously searches for relevant connections in the organizational ecosystem to better understand different internal and external stakeholders and,as a
50、result,organizational needs4Customer-driven practicesLimited understanding of design thinking and their applicationHas intermediate understanding of design thinking and regularly applies its principles to optimize processes and customer experienceHas deep understanding of design thinking and lean pr
51、inciples and applies them when appropriate to optimize processes and customer experienceBusiness AcumenStrategic Co-creationStrategic Co-creation-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Strategic behavior
52、Displays limited consideration for issues outside their immediate responsibilityDisplays some strategic behaviors:Anticipates threats and opportunities on the periphery of the business Challenges assumptions and encourage divergent points of view Interprets complex and conflicting informationDisplay
53、s strong strategic behaviors:Anticipates threats and opportunities on the periphery of the business Challenges assumptions and encourage divergent points of view Interprets complex and conflicting information Balances informed decision-making with swift action Aligns by finding common ground and ach
54、ieving buy-in Continuously learns and searches for new information and trends2Strategic understandingHas limited understanding of the organizational strategy and goals.Has advanced understanding of the organizational strategy and goals.Has deep understanding of the organizational strategy,including
55、organizational goals and key sources of competitive advantage.3Strategic alignmentRarely spots HR opportunities that can help the business be more competitiveOccasionally spots HR opportunities that can help the business be more competitive and takes action to leverage them.Actively spots HR opportu
56、nities that can help the business be more competitive and successfully leverages themConstantly looks for opportunities to integrate HR practices to create synergies towards key business goals4Strategic contributionRarely contributes to strategy discussion and decision-makingOccasionally contributes
57、 to strategy discussion and decision-makingContributes to strategy discussions and decision-makingAligns with stakeholders to create overview of interests and business priorities and manages them to advance HR policies that help boost the businessDigital IntegrationCORE HR COMPETENCY#3Digital integr
58、ation is the ability to leverage technology to increase efficiency and to drive HR and business value.DefinitionThough 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
59、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,leading to a much better HR service deli
60、very,high quality and actionable data,and tangible opportunities to better deliver the HR strategy.Digital integration requires awareness of available technology both inside and outside of the organization,as well as the ability to integrate technology to make HR more effective and drive business va
61、lue.Digital integration includes technological awareness first,which is the understanding of the digital landscape and its role in the world of work.DescriptionThe modern HR professional is not only aware of the role of technology but also practices technology embedding,meaning that they leverage te
62、chnology to enable the HR and business strategy.Last,they are a digital culture builder:they build a technology-first mindset that helps to optimize the employee experience,adds value to the business,and enables technology adoption in the workforce.A proficient performerAn HR professional who is a d
63、igital integrator:Is technologically savvyLeverages technology to improve personal effectivenessLeverages technology to improve HR service deliveryLeverages technology to improve organizational effectivenessEffectively implements new technology&builds a digital-first cultureDigital IntegrationDigita
64、l IntegrationTechnological AwarenessTechnological Awareness-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Technological experienceHas limited understanding of technological trends outside of the organizationHas
65、 an intermediate understanding of technological trends outside of the organization and how they could impact the business and HR policies.Has deep understanding of technological trends outside of the organization and how they can potentially impact the organization and HR policies;has the proficienc
66、y to explain these to others in detailOccasionally reads,connect with peers,learns,or attends conferences with the specific aim of staying up to date on technological developmentsStays up to date on technological innovation through a strong set of information collecting behaviors,including networkin
67、g,learning,reading,and actively engaging vendors2Technology positioningHas limited understanding of how technology might impact the future of work in their organization as well as how it will impact their area of expertiseStays informed with HR technology,is familiar with current HR systems,and is a
68、ble to explain how technology might impact the future of work in their organization as well as how it will impact their area of expertise.Has deep understanding of the role of technology in the current HR landscape:Understands the HR technology vendor landscape for their specialization Is informed o
69、n how other organizations leverage HR technology Familiar with current HR systems Has an informed opinion on the current state of HR tech in and outside of the organizationOccasionally identifies opportunities for technology to be leveraged within the organizational contextSpots opportunities to lev
70、erage technology within the organizational and HR context3Technology savvyHas limited understanding of the most frequently used software applications in their daily workHas an intermediate understanding of different technological tools and applies them in their daily workHas deep understanding of di
71、fferent technological tools and applications;quickly learns how to use new toolsDigital IntegrationTechnological EmbeddingTechnological Embedding-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Strategic technolo
72、gyHas limited understanding of how technology can drive HR efficienciesHas intermediate understanding of how technology can drive HR efficiencies and effectivenessHad deep understanding of how technology enables&drives HR activities,HR strategy,and business strategy and is actively involved in proje
73、cts that drive HR efficiencies and effectiveness.2Technology roadmapHas limited understanding of how technological maturity and the current stage of the organizationHas a general understanding of the organizations technological roadmap and next steps to create a more digital mature organizationUnder
74、stands the organizations digital HR maturity level:Identifies key components of digital maturity Assesses maturity on all components Is involved in activities,projects,or roadmap drafting to increase maturity Actively contributes to maturing the organization through their own role and HR specializat
75、ion3Customer-centric solutionsApplies design thinking techniques to gather information and interpret findings to solve problemsApplies basic design thinking techniques to gather information and interpret findings to define,test,and iterate(digital)solution requirementsApplies the design thinking pro
76、cess and techniques to Gathering information from customers and users through discovery techniques Interpreting findings and defining user requirements Spotting opportunities through ideation Prototyping,testing,evaluating,and iterating digital solutions4Technology selectionHas limited understanding
77、 of the HR technology acquisition process.Has an intermediate understanding of the HR technology acquisition processUnderstands the HR technology acquisition cycle,including mission and vision development,alignment on requirements,criteria selection,and criteria evaluation5Technology contributionHas
78、 limited understanding of the added value of new(software)solutions and their impact on strategic goalsUnderstands the added value of new digital solutions and how they impact HR processes and strategic prioritiesActively searches for ways to improve HR processes using technologyIs able to effortles
79、sly specify the added value of new digital solutions and their impact on HR and business goals6Technology implementationHas a limited understanding of digital solution implementation processesHas an intermediate understanding of digital solution implementation processes,including:Planning Designing
80、ConfiguringHas a deep understanding of digital solution implementation processes and all actions involved:Plan and align Define and design Configure and test Train and communicate Deploy and sustainDigital IntegrationDigital Culture BuildingDigital Culture Building-Professional PerformanceBehaviorsE
81、lementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Digital fosteringHas limited digital capabilities.Is involved in upskilling initiatives and other digital capability building activities.Actively participates in building a more digital HR culture b
82、y setting an example,coaching others,helping to unlearn bad habits,and contributing to digital initiatives.2Digital understandingHas limited understanding of how digital capabilities drive long-term valueUnderstands how digital capabilities drive long-term sustainable valueHas deep understanding how
83、 digital capabilities drive long-term,sustainable value for the organization and is able to effectively communicate this to key stakeholders3Digital value chainHas limited understanding of the changes that a digital integration brings to the operating model and service deliveries,for both HR as well
84、 as for the organizationHas intermediate understanding of the changes that digital integration brings to the operating model and service deliveries for both HR and the organizationHas a deep understanding of the changes that a digital integration brings to the operating model and service deliveries
85、for both HR and the organization4Digital leadershipHas limited understanding of digital developments within their HR specializationHas intermediate understanding of digital developments within their HR specializationIs a digital leader in their HR specialization and how it connects to other speciali
86、zation;promotes digital values through their business partnering activities5Digital capability buildingContributes to workforce-wide digital upskilling in limited capacityContributes to workforce-wide digital upskilling by setting an example,coaching stakeholders,encouraging leaders to set an exampl
87、e,helping to unlearn bad habits,and by contributing to organization-wide digital initiativesActively contributes to workforce-wide digital upskilling by setting an example,coaching stakeholders,encouraging leaders to set an example,helping to unlearn bad habits,and by contributing to organization-wi
88、de digital initiatives in an impactful and strategic way.6Learning championHas limited involvement in building digital capabilities and stimulating innovation in the organizationIs involved in improving digital learning and stimulating innovation in the organizationActively contributes to interventi
89、ons that increase learning and innovation:Implements HR practices that support innovation Implements HR practices that support learning and knowledge sharingPeople AdvocacyCORE HR COMPETENCY#4People advocacy is about creating a strong internal culture,gets the best out of people,and acts as a truste
90、d champion and communications expert.DefinitionA better name for human resource management is people management.It is HRs role to help get the best out of people and make the organizationa collection of different people with different interests and personalitiesa place where everyone thrives and wor
91、ks towards a common goal.That is what people advocacy entails.HR has been traditionally strong at 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 i
92、nside the organization.We go beyond this and define an effective peoples advocate as someone who is primarily a culture builder,in the sense that they work to continuously shape a desired organizational culture.This is a culture in which many different people flourish and thrive.DescriptionIn additi
93、on to nurturing this culture,they also have effective people practices,both for themselves(i.e.,they work efficiently)and for others(i.e.,they are an effective HR professional).They are also the workplace champion:a credible,trusted,and ethical workplace champion who advocates for the overlooked.Fin
94、ally,they are a communications expert:a highly effective communicator who influences stakeholders inside and outside of the organization.A proficient performerAn HR professional who is a people advocate:Has excellent communication skillsIs trustworthy,informed,ethical,and credibleCreates value for s
95、takeholdersResolves conflicts swiftly and effectivelyBuilds an organization culture that drives performancePeople AdvocacyPeople AdvocacyCulture BuildingCulture Building-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(adva
96、nced)1Culture expertUnderstands the current organizational cultureUnderstands the current and desired organizational cultureHas deep understanding of the current and desired organizational culture,what constitutes this culture,and how these values are sustained and reinforced through current talent
97、and leadership practicesOccasionally promotes the desired organizational cultureActively promotes the desired culture through their actions,HR specializations,and business partnering activitiesOccasionally supports leaders to reinforce desired values and behaviorsActively supports leaders to reinfor
98、ce desired organizational values and behaviors2D&I promotorOccasionally promotes diversity and fosters inclusion;is fair and transparent,and cares about people as individualsActively promotes diversity and fosters inclusion through their HR specialization;is fair and transparent,and cares about peop
99、le as individualsActively promotes diversity and fosters inclusion through their HR specialization and business partnering activities;is fair and transparent,cares about people as individuals,and taking a pragmatic and business-first approach3Culture navigatorHas limited understanding of intercultur
100、al and interorganizational differencesWorks effectively with intercultural differences and interorganizational subculturesWorks effectively with intercultural differences and interorganizational subcultures;is able to manage and balance competing cultural values through their HR specialization and b
101、usiness partnering activities to create an effective organization4Culture value creatorIs able to spot conflicts before they become problematic and involves the right superiors to have them resolvedIs able to effectively spot and resolve conflicts before they become problematicEffectively resolves c
102、onflict,reconciles differences,and creates win-win situationsPeople AdvocacyPeople PracticesPeople Practices-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Informed practitionerOccasionally acquires new knowledg
103、e of HR trends and technologyActively acquires new knowledge of HR trends and technologyMaintains up-to-date knowledge of HR trends and technology to actively apply it in their daily work,creating value for stakeholders and the end-customer2Evidence-based practitionerOccasionally acquires new knowle
104、dge of the latest HR and management research and best practicesActively acquires new knowledge of the latest HR and management research and best practicesMaintains up-to-date knowledge of the latest HR and management research and best practices to actively apply it in their daily work,creating value
105、 for stakeholders and the end-customer3Strategic practitionerHas limited understanding of the strategic HR objectivesHas intermediate understanding of the strategic HR objectives and strives to realize them through their HR specializationContinuously strives to realize strategic HR objectives throug
106、h their HR specialization and business partnering activities4Improving practitionerDisplays limited ability to improve their work and sparsely looks for direct feedback on their performanceContinuously improves their work in an efficient way,welcomes feedback from peers,subordinates,and superiorsCon
107、tinuously improves their work in an efficient way and is widely considered a highly productive and impactful professionalWelcomes feedback and actively looks for it from peers,subordinates,and superiors in a constant effort to improve their own performance and effectiveness5Value creatorSatisfies st
108、akeholdersDeeply understands the end-customer and consistently adds value to stakeholdersAligns their activities with the end-customers interest,adds value to stakeholders,and helps realize organizational outcomesPeople AdvocacyWorkplace ChampionWorkplace Champion-Professional PerformanceBehaviorsEl
109、ementary performance(beginner)Intermediate performance(intermediate)Proficient performance(advanced)1Credible practitionerIs regarded by colleagues as credibleIs regarded by colleagues,peers,subordinates,and superiors as credibleHas a reputation of being highly credible,both amongst colleagues and l
110、ine managers,but also amongst peers,subordinates,and superiors2Trustworthy practitionerIs regarded by colleagues as trustworthyIs regarded by colleagues,peers,subordinates,and superiors as trustworthyHas a reputation of being highly trustworthy and a trust builder for all activities they are involve
111、d in,both amongst colleagues and line managers,but also amongst peers,subordinates,and superiors3Ethical practitionerIs regarded by colleagues to operate transparently and ethicallyIs regarded by colleagues,peers,subordinates,and superiors to operate in a transparent and ethical wayHas a reputation
112、of operating in a transparent and ethical way,both amongst colleagues and line managers,but also peers,subordinates,and superiors4Informed practitionerOccasionally acquires new knowledge of global and local labor and privacy regulationActively acquires new knowledge of global and local labor and pri
113、vacy regulationMaintains up-to-date knowledge of global and local labor and privacy regulation and actively applies it in their daily work to create value for stakeholders and the end-customer5Compliant practitionerHas limited understanding of compliancy and regulationsPractices HR in a way that is
114、compliant with regulation and errs on the side of cautionPractices HR in a way that is compliant with regulation and errs on the side of caution while trying to maximize their contribution to strategic HR and organizational goals6Paradox navigatorAdvocates the interests of overlooked individuals and
115、 groupsBalances individual,group,and organizational interests and advocates the interest of overlooked individuals and groupsBalances individual,group,and organizational interests,advocates the interest of overlooked individuals and groups;engages in pragmatic bending to ensure continuity.Effectivel
116、y navigates paradoxes(long term vs.short term,employee vs.employer,individual munity,objectives vs.relationships)and consistently creates win-win situationsPeople AdvocacyCommunications ExpertCommunications Expert-Professional PerformanceBehaviorsElementary performance(beginner)Intermediate performa
117、nce(intermediate)Proficient performance(advanced)1Eloquent practitionerDelivers well-organized and impactful presentationsDelivers well-organized,persuasive,impactful presentations that inspire and call others to action Is able to improvise structured arguments,present them with impact,and convince
118、and inspire.Is prepared to deliver well-organized,impactful presentations that inspire and lead to action2Knowledge transfererLimited facilitation of knowledge transferFacilitates the transfer of knowledgeActively facilitates the transfer of knowledge to create impact for both HR and the organizatio
119、n3Feedback giverProvides accurate feedback when askedProvides open,honest,and appropriate feedback to their peers,subordinates,and superiors to help them improveProvides open,honest,and appropriate feedback to their peers,subordinates,and superiors to help them improve;capitalizes on opportunities t
120、o build a culture of continuous feedback and improvement4Conflict resolverResolves communication difficulties when it helps them achieve the goal of their roleActively resolves communication difficulties within the organizationActively resolves communication difficulties within the organization and
121、connects unconnected others who may benefit from the introduction to enable innovation5Inquisitive practitionerFocuses mostly on their own roleShows interest in and seeks to understand adjacent rolesShows interest,is inquisitive,and seeks to understand diverse roles,thereby visibly amplifying their
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