We want to create a new narrative about the human resource (HR) profession. HR professionals have often been plagued with self-doubts, repeatedly re-exploring HR's role, value, and competencies. If HR is to fully (and fi nally) become a profession, these self-doubts need to be replaced with informed insights. These informed insights should be based more on global data than personal perceptions so that the emerging narrative for the HR profession has both substance and meaning.
PurposeThis article aims to describe partial results of the 2012 Global Human Resources Competency Study (HRCS), led by the RBL Group and the Ross School of Business, University of Michigan.Design/methodology/approachOver the past 25 years, this ongoing research project has provided the most global, comprehensive, and empirical identification of the competencies expected of HR professionals, and the impact of these competencies on both individual HR professional effectiveness and business performance.FindingsThis article points out a number of the key findings of the research – including the six fundamental competency domains that HR professionals must demonstrate to impact business performance – and identifies implications of the study findings for HR talent planning, assessment and development.Originality/valueHRCS findings have influenced thousands of HR departments, from global giants to smaller organizations in every continent.
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