History of HR Competencies: Evolution of the Profession

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1 History of Competencies: Evolution of the Profession By Dave Ulrich University of Michigan/RBL Group David Kryscynski Brigham Young University Michael Ulrich Utah State University Wayne Brockbank Ross School of /University of Michigan Note: This article is drawn from the book Victory Through Organization by Dave Ulrich, David Kryscynski, Michael Ulrich, Wayne Brockbank. Have professionals improved their competencies over the last 30 years? This is an important question because we hear continued laments about incompetence of professionals. In addition, professionals tend to be hyper self-critical and self-obsessed. After hearing ongoing critiques of the lack of progress of professionals, we can finally provide empirical evidence on the evolution of competencies. For 30 years, and over 7 rounds, we have collected data on the competencies of professionals. Each of the seven rounds represents a cross section of the profession and the status of competencies. These results are reported in Table 1. Table 1: Competencies of Professionals over 30 Years and 7 Rounds Michigan, RBL, and many global partners over the seven rounds competency studies Round Round Round Round Round Round Round ,868 Total respondents 10,291 4,556 3,229 9,182 10,063 20,023 units 1, ,395 Associate raters 8,884 3,805 2,565 5,890 8,414 17,385 27,904 participants 1, ,192 1,671 2,638 3,964

2 [1] [2] Human Resources tools [3] Information, Analysis, Operations [4] [5] Organization and Culture Knowledge (3.17) (3.33) (3.28) (3.41) (3.68) (3.27) (3.49) (3.44) contribution (3.69) technology (3.02) (3.68) and culture were combined Culture (3.42) into strategic contribution ally (3.50) architect (3.68) Talent manager & organization designer (3.80) Operational executor (3.53) Culture and steward (3.80) Positioner (3.89) Innovator & Integrator (3.90) Technology or information Proponent (3.74) champion (3.93) Organization Capability builder (3.97) positioner (4.13) Human capital curator (4.01) Total rewards steward (3.88) Technology and media integrator (3.92) Compliance manager (4.32) Analytics designer and interpreter (4.01) Culture and change champion (4.03) Paradox navigator (3.99) [6] (3.78) (4.03) (4.13) (4.19) (4.23) (4.33) This table offers many insights on the evolution of how to be an effective professionals. 1. Each of the seven rounds are independent, in that they represent a cross section of professionals ( Participants) who rate themselves on competencies and Associate raters who rate them. The seven rounds of data collection include a total of over 90,000 total respondents. 2. In the research, we had between 120 and 140 specific competencies (, skill, and ability) of professionals. In each round we changed about 30 to 40% of these individual competence items. The new specific competencies were identified with research partners (leading associations) from around the world. To see patterns, we performed factor analysis to organize these items into competence domains.

3 3. Over the 7 rounds, the factor analyses showed an increase in the complexity of competencies. In 1987, we found three domains: business,, and management of change. In 1992, we found 4 domains, then 5 domains in 1997, then ultimately 9 domains in Being a competent professional has become increasingly complex, with some of the recent competencies (analytics designer and interpreter; technology and social media integrator) reflecting how competencies reflect general business trends. 4. In the table, we report the mean scores on the domains in each round for all the respondents ( Participants and Associate Raters). The pattern is very clear for all competence domains: professionals have dramatically improved over the last 30 years as shown by these score differences between 1987 and 2016 a. : =.96 b. : =.52 c. : =.31 d. proficiency (1992): =.55 These are dramatic improvements in the overall competence for professionals. 5. Why do professionals not recognize this progress? a. professionals are notoriously self critical. In each round of the data, we compared the Participants (self report) to Associate Participants (other raters). In every case on every competence domain, participants rated themselves lower than their Associated rated them. For example, in the 2016 (round 7) data, the data show that professionals rate themselves lower then others rate them. In Table 2, we professionals self score (column 2) is lower than Associate ratings which is lower than non- Associate ratings. professionals tend to be harsh on themselves, perhaps having an inevitable identity crisis. This self criticism shows up in essays on the profession, often bemoaning what is wrong with efforts in performance appraisal, governance, business partner models, and so forth. Maybe it is time to build on strengths and successes while creating a better future. b. professionals tend to tend to rely on their unique experiences. Obviously some professionals are not as effective as others, but those who experience these less effective professionals tend to generalize to the entire profession rather than recognizing that each experience may be unique. In addition, many of the books written about fail to recognize the extensive work and studies of that have gone on before. An professional wants to write about his/her experience without recognizing the work others have done. This self reliance and lack of building on other insights may keep the profession from moving ahead. Table 2 Round 7 Competency Domain Averages by Rater Type 1 All Raters* 2 Self- 3 Associate 4 Non- Associate

4 Positioner Activist Paradox Navigator Culture and Champion Human Capital Curator Analytics Designer and Interpreter Total Rewards Steward Technology and Media Integrator Compliance Manager Overall Averages * Non-self ratings

5 Conclusion: Are we there yet? Maybe it is time for the profession to recognize and appreciate progress that has been made. While individual experiences may differ, our data clearly shows that professionals have become more competent over the last 30 years. Instead of bemoaning what professionals lack, maybe it is time to relish the progress that has been made. Do these results imply that has arrived? No, there is always more to do, but the base for moving forward is strong and getting stronger.