The New HR Competencies: Business Partnering from the Outside-In

The New HR Competencies: Business Partnering from the Outside-In

Every good HR wants to be better. It starts with a desire to improve, followed by a clear understanding of what it takes to improve. Since 1987, we’ve been reporting what it means to be an effective HR professional.

This survey is important to the HR profession because it defines what it means to be an effective HR professional. Being an effective HR professional is not just about the knowledge that defines the profession, but also about applying that knowledge to the company’s challenges. As the number of global HR professionals rises to nearly a million, it becomes increasingly important for this relatively new profession to define what it means to be effective. HR effectiveness is more important than ever as business and nonprofit leaders increasingly recognize the importance of individual skills (talent), organization (culture), and leadership as the keys to their success. Human resources personnel must become information consultants and architects in this field. In an ever-changing world, there has never been a greater need to identify what HR people should be, know, do, and deliver to make a broader contribution to your organization.

In this research cycle, we’ve identified six areas of expertise that HR professionals need to demonstrate to be personally effective and have an impact on business performance. These competencies address some of the issues facing global companies today:

  • External: Human resources must translate external business trends and stakeholder expectations into internal actions.
  • Entrepreneurs: human resources must be focused on business results and improving human capital.
  • Individual-organizational: human resources should focus on the organization’s individual capabilities and capabilities.
  • Sustainability of opportunities: human resources are not an isolated activity (training, communication, personnel, or rewards program), but sustainable and integrated solutions.
  • Future in the past: Human resources must respect their heritage but shape a future.
  • Administrative strategies: human resources must pay attention to day-to-day administrative processes and long-term strategic practices

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