Body of Competency & Knowledge Flashcards
What are the 3 behavioral competencies?
Business, Interpersonal & Leadership (BIL)
What are the 3 technical HR competencies?
People, Organization, & Workplace (POW)
Name the Business competencies
Business Acumen, Consultation & Critical Evaluation (BCC)
Name the Leadership competencies
Leadership + Navigation, Ethical Practice (LNEP)
Name the interpersonal competencies
Relationship Management, Global & Cultural Effectiveness, Communication (RMGCC)
The knowledge, skills, abilities, and other characteristics (KSAOs) needed to navigate the organization and accomplish HR goals, to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organization, to lead and promote organizational change, to manage the implementation and execution of HR initiatives, and to promote the role of HR as a key business partner.
Leadership & Navigation
The KSAOs needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organization.
Ethical Practice
The KSAOs needed to create and maintain a network of professional contacts within and outside of the organization, to build and maintain relationships, to work as an effective member of a team, and to manage conflict while supporting the organization.
Relationship Management
The KSAOs needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another.
Communication
The KSAOs needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a diverse and inclusive workplace.
Global & Cultural Effectiveness
The KSAOs needed to understand the organization’s operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization.
Business Acumen
The KSAOs needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solutions that meet the changing needs of customers and the business.
Consultation
The KSAOs needed to collect and analyze qualitative and quantitative data, and to interpret and promote findings that evaluate HR initiatives and inform business decisions and recommendations.
Critical Evaluation
Involves the activities necessary for developing, implementing and managing the strategic direction required to achieve organizational success and to create value for stakeholders.
HR Strategic Planning
Encompasses the activities involved in building and maintaining a workforce that meets the needs of the organization.
Talent Acquisition
Refers to the activities aimed at retaining high-performing talent, solidifying and improving the relationship between employees and the organization, creating a thriving and energized workforce, and developing effective strategies to address appropriate performance expectations from employees at all levels.
Employee Engagement & Retention
The activities that enhance the knowledge, skills, abilities and other characteristics (KSAOs) and competencies of the workforce in order to meet the organization’s business needs.
Learning & Development
Refers to the design and implementation of compensation systems and benefit packages, which employers use to attract and retain employees.
Total Rewards
Encompasses the people, processes, theories and activities involved in the delivery of HR-related services that create and drive organizational effectiveness.
Structure of the HR Function
Concerns the overall structure and functionality of the organization, and involves measurement of long- and short-term effectiveness and growth of people and processes, and implementation of necessary organizational change initiatives.
Organizational Effectiveness & Development
Refers to HR practices and initiatives that allow the organization to meet its talent needs (e.g., workforce planning, succession planning) and to close critical gaps in competencies.
Workforce Management
Refers to any dealings between the organization and its employees regarding the terms and conditions of employment.
Employee & Labor Relations
Involves the use of existing, new and emerging technologies to support the HR function, and the development and implementation of policies and procedures governing the use of technologies in the workplace.
Technology Management
Focuses on the role of the HR professional in managing global workforces to achieve organizational objectives.
HR in the Global Context
Encompasses activities that create opportunities for the organization to leverage the unique backgrounds and characteristics of all employees to contribute to its success.
Diversity & Inclusion
The identification, assessment and prioritization of risks, and the application of resources to minimize, monitor and control the probability and impact of those risks accordingly.
Risk Management
Represents the organization’s commitment to operate in an ethical and sustainable manner by engaging in activities that promote and support philanthropy, transparency, sustainability and ethically sound governance practices.
Corporate Social Responsibility
Refers to the knowledge and application of all relevant laws and regulations in the United States relating to employment—provisions that set the parameters and limitations for each HR functional area and for organizations overall.
U.S. Employment Law & Regulations
