HR Competency 360. Individual Report for Susie Sample

Transcription

1 HR Competency 360 Individual Report for Susie Sample

2 Table of Contents 2 1. The HRCS 7 Competency Model 1.1 HR Competency Study Round 7 Competency Model 1.2 Understanding Report 2. Summary Results 2.1 Domain s 2.2 Factor s 3. In-Depth Analysis 3.1 Strengths and Opportunities 3.2 Most Positive Items 3.3 Least Positive Items 3.4 Rater Differences 3.5 Overall Top Performer Items 3.6 Role-Specific Analysis 3.7 Level-Specific Analysis 4. Written Comments 4.1 General Comments 4.2 Behavior-Specific Comments 5. Detailed Results 5.1 Strategic Positioner 5.2 Credible Activist 5.3 Paradox Navigator 5.4 Culture and Change Champion 5.5 Human Capital Curator 5.6 Total Rewards Steward 5.7 Technology and Media Integrator 5.8 Analytics Designer and Interpreter 5.9 Compliance Manager 5.10 Individual Item Frequency Table 6. HRCS History 6.1 Acknowledgements 6.2 Demographics 6.3 Who is RBL

3 1.1 HRCS Round 7 Competency Model 3 For almost 30 years, the HR Competency Study sponsored by The RBL Group and the Ross School of Business at the University of Michigan has empirically defined the competencies of HR professionals and how those competencies impact performance. Round 7, more than any previous study, is characterized by a broad mix of companies, industries, and geographies. In this round, we found that about 50 percent of the perceived performance of HR professionals come from their competencies. In addition, a key finding was that the activities of HR departments as a whole consistently explain more of the department s performance than just individual performance.

4 HRCS Round 7 Competency Model (continued) 4 Strategic Positioner This domain captures the extent to which HR professionals can evaluate both the external and internal business contexts and translate those evaluations into practical insights. Credible Activist This domain captures the extent to which HR professionals achieve the trust and respect they need within the organization to be viewed as influential and valuable partners. Paradox Navigator This domain captures the extent to which HR professionals must constantly manage the paradoxes that emerge in the workforce as they are increasingly asked to maximize outcomes that may be inherently in opposition to each other. Culture and Change Champion This domain captures the extent to which HR professionals ensure that the structure of the organization designs culture and manages change to meet changing business demands. Human Capital Curator This domain captures the extent to which HR professionals identify and develop the right kind of talent for the organization s current and future business demands. Total Rewards Steward This domain captures the extent to which HR professionals are building tangible and intangible value for employees and communities by designing meaningful work and managing compensation. Technology and Media Integrator This domain captures the extent to which HR professionals are able to leverage social media and integrate technology to support their efforts to create highperforming organizations. Analytics Designer and Interpreter This domain captures the extent to which HR professionals identify opportunities to gather, interpret, and use data for better decision-making. Compliance Manager This domain captures the extent to which HR professionals ensures compliance with relevant legal requirements.

5 1.2 Understanding Report 5 Domains Domains are the nine overarching areas of leadership action identified in round seven of the research. They include: Credible Activist, Strategic Positioner, Paradox Navigator, Culture and Change Champion, Human Capital Curator, Total Rewards Steward, Technology and Media Integrator, Analytics Designer and Interpreter, and Compliance Manager. Factors The factors are those required for effectiveness in each of the domains. (e.g., Strategic Positioner factors) 1. Interprets Business Context 2. Decodes Stakeholder Expectations 3. Understands Internal Business Operations Items These are the individual competency items that HR professionals are measured against in any given factor. They are the statements that your raters used to evaluate your current effectiveness as an HR professional. (e.g., 2. Decodes Stakeholder Expectations items) 6. Focuses internal organizational actions on creating value for customers 7. Aligns organizational brand with customers, shareholders, and employees 8. Knows how investors value your organization

6 Understanding Report (continued) 6 Domain Name. There are nine domains in round 7 of the HR competency model. Factor Name. Some domains have multiple factors. is represented numerically and by the corresponding bars on the graph. If you selected a region, those norms will appear here. norms are the averages of everyone who participated in the HRCS by respondent group. They are displayed as red circles as well as in numeric form. Human Capital Curator Develops Talent Self Supervisor HR Associates Non-HR Associates Company/Group Region 4.2 Report Demographics This section offers information about the people whose responses make up the information upon which this survey is based. Understanding the demographics included in the survey will help you better understand your results. For a more detailed look at the global norms, please refer to Section 6.2. Supervisor 1 HR Associate 3 Non-HR Associate 3 Respondents in Company/Group 346 Respondents in Region 2,402 Respondents 30,185

7 Understanding Report (continued) 7 Definitions of s To help you better understand your report, we have provided the following definitions for terms used throughout the report. : The average of all answers given by all of your supervisors, HR and non-hr associates. Does not include your self score. Self: Represents the average of all your self scores for items in the domain or factor being shown. Supervisor: Represents the average of all answers given by your supervisor(s) for items in the domain or factor being shown. Does not include your self score. HR Associates: Represents the average of all answers given by your HR associate raters for items in the domain or factor being shown. Does not include your self score. In order for scores to be presented, a minimum of three raters in this category must have responded. Non-HR Associates: Represents the average of all answers given by your non-hr associate raters for items in the domain or factor being shown. In order for scores to be presented, a minimum of three raters in this category must have responded. Associates: Because you had fewer than three HR Associates and three Non-HR Associates complete, these scores have been combined in order to preserve the anonymity of the raters. Company/Group: Represents the average of all answers given by all raters (supervisors and associates) within your company or group for items in the domain or factor being shown. Does not include participants self scores. Region: Represents the average of all answers given by all raters (supervisors and associates) within your region for items in the domain or factor being shown. Does not include participants self scores. See Section 6.2 for more information. : norms, indicated on charts by a number and a red circle, represent respondents from the entire database that fall within a given respondent group. For example, the associate global norm is an average comprised of all associates contained within the entire database. See Section 6.2 for more information. Domain: Refers to the nine major categories of competencies determined by factor analysis of the round seven HR Competency Study data. Factor: Refers to the individual competency categories within each domain. Item: The individual survey questions used to compile factor and domain scores. Scale Each respondent was asked to rate their perception of your performance using the following five-point scale: Strongly Disagree Disagree Neutral Agree Strongly Agree

8 2.1 Domain s

9 2.2 Factor s 9 Strategic Positioner Interprets Business Context Decodes Stakeholder Expectations Understands Internal Business Operations Credible Activist Influences and Relates to Others Earns Trust Through Results Paradox Navigator Manages Tensions

10 3.1 Strengths and Opportunities 12 The behaviors listed below were identified as strengths and opportunities. Consensus Strengths BEHAVIORS Leverages social media for business purposes (These behaviors were rated HIGHEST by your raters and yourself.) DOMAIN Technology and Media Integrator Aligns organizational brand with customers, shareholders, and employees Strategic Positioner Assesses key talent Human Capital Curator Hidden Strengths BEHAVIORS Attracts appropriate people (These behaviors had the greatest POSITIVE gap between your raters score and your score.) DOMAIN Human Capital Curator Builds a business case for investing in leaders Human Capital Curator Crafts the right organizational culture to deliver organizational results Culture and Change Champion Consensus Opportunities BEHAVIORS (These behaviors were rated LOWEST by your raters and yourself.) DOMAIN Effectively manages the tensions between high level strategic issues and operational details Paradox Navigator Develops talent based on your organization s needs Human Capital Curator Creates teams with complementary skill sets Human Capital Curator Hidden Opportunities BEHAVIORS Persists through adverse circumstances (These behaviors had the greatest NEGATIVE gap between your raters score and your score.) DOMAIN Credible Activist Leverages non-local talent effectively when needed Human Capital Curator Accurately interprets statistics Analytics Designer and Interpreter

11 3.4 Rater Differences 15 These items listed below had the largest gaps between rater groups. Item #39 Designs processes to deliver accurate performance feedback HR Associates Non-HR Associates Supervisors Item #18 Effectively manages the tensions between internal focus on employees and external focus on customers and investors HR Associates Non-HR Associates Supervisors Item Understands changes in your organization s external environment (e.g., social, technological, #1 economic, political, environmental, demographic, etc.) HR Associates Non-HR Associates Supervisors Item #54 Excludes low quality data from decision processes HR Associates Non-HR Associates Supervisors Item #60 Actively educates employees and managers on how to stay within legal guidelines regarding onthe-job behaviors HR Associates Non-HR Associates Supervisors High Low Each rater group interacts with you in a different setting. These differences allow for unique perspectives on your HR competencies. A large difference in ratings indicates that your item comes across differently to different people. Think about these differences as you put together your individual development plan. Additional Differences There may be additional items where there was significant disagreement among your rater groups. For a full listing of behavior by rater group scores, see Section 5.10.

12 3.6 Role-Specific Analysis 18 Data from the most recent round of the HRCS identified the top ten critical items where you need to excel in your current level in the organization to be a top performer. You indicated your role was in: Service Center Item Top Performer Demonstrates personal integrity and ethics Credible Activist x.x Stands up to senior leaders when appropriate* x.x Understands who makes key decisions in your organization (e.g., people who control important resources) Strategic Positioner x.x Provides alternative insights on operational challenges* x.x Adjusts work assignments based on changing business demands* x.x 4.1 Aligns rewards systems with changing business demands* x.x Incorporates new technologies that improve workforce productivity Technology and Media Integrator x.x 3.9 Builds work environments that are not hostile to a diverse workforce* x.x Effectively manages the tensions between global and local business demands Paradox Navigator x.x Effectively manages the tension between taking time to gather information and making timely decisions Paradox Navigator x.x * These items were not included in the factor structure for empirical reasons but they are substantive in relation to your role. score is above the global norm score is below the global norm

13 4.1 General Comments 25 In this section you will find your raters responses to the open-ended questions. These comments are shown exactly as your raters have entered them. They have not been edited in any way. Open Response 1 What are $fullname$ s greatest strengths as an HR professional? Supervisor 1. Facipsus culpa dolorest omnis volestem ra con re, sin porate nobistisi omnist officium accate volupti atempore pores simporerum rent arum fuga. Icimagnis doluptas essinci lluptatur sum ulla que ex et quiduciunt ea volupicae veliqui di delluptatur reces volo milit dolorestorum repudig enimi, volores tetusaperes exerovi delluptatiam volecte voloribus. Other Raters 1. Facipsus culpa dolorest omnis volestem ra con re, sin porate nobistisi omnist officium accate volupti atempore pores simporerum rent arum fuga. Icimagnis doluptas essinci lluptatur sum ulla que ex et quiduciunt ea volupicae veliqui di delluptatur reces volo milit dolorestorum. 2. Quiam quid magnis duciis mostinum que voluptam eicieni alit, consed ut eaqui offictem que moluptatiis as mostiis int expellore, sinctatur sit quamus. 3. Facipsus culpa dolorest omnis volestem ra con re, sin porate nobistisi omnist officium accate volupti atempore pores simporerum rent arum fuga. Icimagnis doluptas essinci lluptatur sum ulla que ex et quiduciunt ea volupicae veliqui di delluptatur reces volo milit dolorestorum. 4. Quiam quid magnis duciis mostinum que voluptam eicieni alit, consed ut eaqui offictem que moluptatiis as mostiis int expellore, sinctatur sit quamus. 5. Facipsus culpa dolorest omnis volestem ra con re, sin porate nobistisi omnist officium accate volupti atempore pores simporerum rent arum fuga. Icimagnis doluptas essinci lluptatur sum ulla que ex et quiduciunt ea volupicae 6. Quiam quid magnis duciis mostinum que voluptam eicieni alit, consed ut eaqui offictem que moluptatiis as mostiis int expellore, sinctatur sit quamus.

14 4.2 Behavior-Specific Comments 27 This section shows comments on behaviors that your evaluators rated 2 or below. These comments are shown exactly as your raters have entered them. They have not been edited in any way. Low Item # 1 Understands changes in your organization s external environment (e.g., social, technological, economic, political, environmental, demographic, etc.) Supervisor 1. Facipsus culpa dolorest omnis volestem ra con re, sin porate nobistisi omnist officium accate volupti atempore pores simporerum rent arum fuga. Icimagnis doluptas essinci lluptatur sum ulla que ex et quiduciunt ea volupicae veliqui di delluptatur reces volo milit dolorestorum repudig enimi, volores tetusaperes exerovi delluptatiam volecte voloribus. Other Raters 1. Facipsus culpa dolorest omnis volestem ra con re, sin porate nobistisi omnist officium accate volupti atempore pores simporerum rent arum fuga. Icimagnis doluptas essinci lluptatur sum ulla que ex et quiduciunt ea volupicae veliqui di delluptatur reces volo milit dolorestorum. Low Item # 24 Innovates HR systems based on changing business demands Supervisor 1. Facipsus culpa dolorest omnis volestem ra con re, sin porate nobistisi omnist officium accate volupti atempore pores simporerum rent arum fuga. Icimagnis doluptas essinci lluptatur sum ulla que ex et quiduciunt ea volupicae veliqui di delluptatur reces volo milit dolorestorum repudig enimi, volores tetusaperes exerovi delluptatiam volecte voloribus. Other Raters 1. Facipsus culpa dolorest omnis volestem ra con re, sin porate nobistisi omnist officium accate volupti atempore pores simporerum rent arum fuga. Icimagnis doluptas essinci lluptatur sum ulla que ex et quiduciunt ea volupicae veliqui di delluptatur reces volo milit dolorestorum.

15 5.1 Strategic Positioner 28 Strategic Positioner Total Self HR Associates Non-HR Associates Company/Group Region Interprets Business Context Total Self HR Associates Non-HR Associates Company/Group Region Item 1. Understands changes in your organization s external environment (e.g., social, technological, economic, political, environmental, demographic, etc.) Total Self HR Associates Non-HR Associates Company/Group Region Item 2. Understands how to compete against other organizations in your market Total Self HR Associates Non-HR Associates Company/Group Region

16 5.10 Individual Item Frequency Table 53 The following table presents a detailed breakdown of the frequency of scores for each behavior in the survey, from your highest overall scored behavior to the lowest overall scored behavior. Additionally, the highest and lowest scored behaviors for each respondent group are highlighted. Item Self Total Supervisors HR Associates Non-HR Associates Fourth Category Strategic Positioner 1. Understands changes in your organization's external environment (e.g., social, technological, economic, political, environmental, demographic, etc.) 2. Understands how to compete against other organizations in your market 3. Understands who makes key decisions in your organization (e.g., people who control important resources) 4. Recognizes local opportunities for your organization's success 5. Is familiar with the local labor market (e.g., labor shortages, localization, demographics, local universities, and other educational institutions) 6. Focuses internal organizational actions on creating value for customers Aligns organizational brand with customers, shareholders, and employees Knows how investors value your organization 9. Contributes to creating your organization s strategy (e.g., help shape the vision of the future of the organization) 10. Identifies problems that are central to your organization s strategy Credible Activist 11. Is receptive to feedback Acts with appropriate balance of confidence and humility Works effectively with individuals at all levels of your organization Demonstrates personal integrity and ethics Has earned trust with key internal stakeholders Ten Highest s by rater group Ten Lowest s by rater group

17 6.1 Acknowledgements 57 The HR Competency assessment is based on the most comprehensive research of its kind. Comparison data is from more than 30,000 respondents globally who participated in the seventh round of the Human Resource Competency Study (HRCS), conducted jointly by The RBL Group and The Ross School of Business at the University of Michigan, with support from our regional partners:

18 6.2 Demographics 58 Primary Role of HR Participant Center of Expertise 13% Service Center 44% Corporate HR 36% Embedded HR 7% Primary Level of HR Participant Management 45% Entry or Non-Supervisory 22% Supervisor 11% Executive or Top Executive 19% Other 3%

19 What We Believe: HR must start from the outside and deliver value to key stakeholders such as customers, investors, community, and employees to understand what they need to develop inside. We believe that this outside-in perspective linking customer expectations with employees and leader behaviors is fundamental to high performance. Our ability to integrate research and practice is critical to effective interventions and is a cornerstone of our services and products. We conduct and publish ongoing research in the areas of leadership, strategic HR, and strategic alignment. For more information: Click below for more information on strategic HR and our HR Competency Study research. RESEARCH All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or using any information storage or retrieval system, for any purpose without the express written permission of The RBL Group.

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