Staffing-Retained HR Functions- Competency ModelThe most success method to retain staff is to emphasize the importance of the new direction for HR generalist in workforce ´planning and consultative services to line managers.
The HR performance to achieve the retained relies on the strategies and competencies associated. (Davidson, A., 2013)Identify HR competencies for strategic human resource management, where competencies are individual characteristics containing knowledge, skills, abilities, self image , traits, midsets, feelings and ways of thinking to achieve individual and group goals. (Lucas, G., 2004).Regarding to Society of Human Resources Management (SHRM) Competency model; competencies are powerful associate with high performing HR professional and it will vary in their proficiency at these abilities based on the level of experience, expertise and the opportunity to develop. It is a must to develop and demonstrate each competency when staffing the HR function.
(Hislop, V., 2014).Competencies are the following according to Davidson, A. (2013): Human Resource Expertise is the knowledge of principles, practices and functions of adequate human resource management. Individuals at elevated levels of this competency have a powered working apprehension of critical HR functions and consolidate an attitude of continuous learning, the exercise of best practices, and the distribution of customized HR solutions.Relationship Management is the ability to supervise interactions to deliver service and to support the organization. Individuals at the highest level of this competency show the capacity to establish believability in a huge range of interactions, amplify healthy relationships that promote individual and organizational success, and assemble a positive internal and external network.Consultation.
The adeptness to contribute guidance to organizational stakeholders. Individuals at the highest level of this competency apply creative problem-solving to address business necessities and issues in a way that addresses business challenges and solicit others to approach them with career and organizational concerns.Leadership and Navigation.
The ability to direct and contribute to initiatives and processes within the organization. It is common in collaborative environments where solutions are propagate while the organizational culture is created. Leadership is required while the generation of consensus makes progress towards change.Communication. The capability to exchange information with stakeholders. The highest level of this competency requires individuals who have well developed communication and who can deliver critical information and gather information from different perspectives. Communication is not limited to HR topics, but rather comprehend the affairs and concerns of the essence of business functions.Global and Cultural Effectiveness.
To value and deliberate the contexts and circumstances of all parties. Individuals who participate in this competency are culturally conscious and show condemnatory respect for other points of view; having the ability to work cross culturally which helps with their knowledge.Ethical Practice. The integration of core values, integrity and accountability throughout all organizational and business practices. Whoever is practising this within an organization has developed trusting relationships and reflects respect and credibility because of their behavior and judgment related to confidentiality. Critical Evaluation. To interpret any type of information making business decisions and recommendations.
Individuals working at this level have abjectivity and critical thinking skills allowing them making an analizis to u dertand preferred outcomes.Business Acumen. Understanding and applying information to contribute to the organization’s strategic plan. Workers at this level have a strong understanding of the strategic relationship between HR and the core business functions. These competencies can be amplified and exhibited by HR professionals at all levels. (Lucas, G., 2004).