The HR competency requirements for strategic and functional HR practitioners

Abstract

HR competency research has predominantly focused on identifying generic HR competencies for HR practitioners using a universalist approach. This approach has led to the distinction between strategic and functional HR competencies, and a belief that the former is superior to the latter for successful performance in the HR domain. However, little attention has been paid to the interrelationships between strategic and functional HR competency dimensions, and their perceived relevance to strategic and functional HR roles. Drawing on a situationalist perspective and using a mixed-method approach, seven HR competency concepts are identified and examined for their perceived relative importance to strategic and functional HR roles. The findings indicate that Business Awareness competencies are important differentiators between strategic and functional HR roles, whereas Leadership and Relationship Building and Self-Belief and Social Factors are generic to all HR practitioners. The findings also indicate that there is a wider range of HR attributes required for HR job success than those espoused in the HR literature. Theoretical implications and recommendations on selection and development programmes for HR practitioners are also discussed.

Challenges in addressing professional competence expectations in human resource management courses

“…As noted, one reason for creating the MoE and accompanying accreditation application processes was to better align HR education with current practice and to help ensure that the next generation of HR professionals develops competencies and behaviours that contribute to organisational success. However, some commentators (Caldwell , ; Lo, Macky and Pio ) have highlighted intrinsic limitations of generic competence models, such as the MoE. These commentators have also drawn attention to the subjective nature of evidence that has been used to demonstrate the effectiveness of competence models developed by Ulrich and his colleagues and that has shaped development of the MoE.…”

“…The largest and most influential longitudinal studies of HRM competences have been conducted by Ulrich and colleagues (Caldwell ; Cohen ; Lo, Macky and Pio ). Since 1987 the University of Michigan and RBL Group together with research partners in several countries around the world have conducted the ‘Human Resource Competency Study’ (Ulrich et al.…”

“…However, the usefulness of the generic, context‐independent competence model proposed by Ulrich and colleagues has been called into question (Caldwell , ; Lo, Macky and Pio ). For example, findings relating to the effectiveness of the competence model are based on perceptions, rather than objective measures of effectiveness (Caldwell ).…”

“…The assumption that competences can be generic or universally applicable to multiple occupations, irrespective of context, has also been criticised. For example, Lo, Macky and Pio () have argued that research on HRM competences should adopt a situationalist perspective which assumes that there are context‐specific HR competences and that the salience of some competencies will vary in different job roles and situations. Similarly, Sheehan and De Cieri () have argued that careful consideration should be given to the match between the HR professional and their industry choice due to variations in HR across industry.…”

Human Resource Business Partner Mode Transformation Practice in a Chinese State-Owned Company

“…To achieve the transition to HRBP, the first task for functional HR is to develop strategic business knowledge and strengthen the ability to boot the change [5]. Combining with the HRBP job responsibilities, the HR transition team carry out a three-stage training to close the ability-gap.…”