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Strategic Acumen Competency and Interpersonal Competency are some of the competencies
required by HR professionals in today¶s corporate world.

Although strategy was never directly connected with HR lately this is gaining momentum as HR
professionals should know how to deliver value. Below described is the model by Mr. Dave
Ulrich which shows six competency domain:

HR Competency Model

[ Source: a

   
a  
   
    
 ]

In this model Dave Ulrich has identified six HR Competency domains based on relationships ,
processes and capabilities as below:

à| Credible Activist
à| Culture and Change Steward
à| Talent Manager/Organizational Designer
à| Operational Executer
à| Business Ally
à| Strategy Architect

The last of the six Competency Domain has been described here.




 

Ability to have a vision for how the organization can win in the future and plays an active part in
the establishment of the overall strategy to deliver on this vision.

Key Behavioural Indicators:

à| helping to establish the business strategy

à| having a vision of the future

à| providing alternative insights on business issues

à| understanding external customers

à| leveraging customer information as the basis for institutional integration

working with business leaders to articulate purpose and meaning for the organization

Sr. No  Definitions

1  
a Delivery of Vision Identify problems central to
business strategy; contribute
ideas towards the vision;
understand impacts on
business.
b Strategic mindset Facilitates the strategy
creation process; translate
strategic direction into annual
business and HR initiatives
aligns HR practices with
business strategies to execute
the strategy;
c Maintain Agility Ensures availability of
resources; links internal
organization to external
customer expectations

2 
a Engaging Customers Understands external customer
expectations;
Leverages customer
information as the basis for
institutional integration
b Integration and coordination Facilitates integration of
different business functions;
reduces low value-added work

3 

a Decision making & implementation Provides Strategic directions;

proposes solutions and
 implements decisions; has
ability to drive results

b Analytical Thinking & Trend Analysis Analyzes business issues and

Client needs; recognizes
market trends and impacts on
business.


c  !


Rating scale is based on a scale from 1 to 7 where 1 ±Outstanding, 3- Good, 5- Satisfactory and
7- Needs Improvement.

Competency Outstanding Good Satisfactory Needs

Improvement
    
 
Delivery of Forecasts and Identifies Not always Fails toidentify
Vision identifies problems and identifies problems and
problems and impacts on problems and impacts on
impacts on business quickly impacts on business or if
business even and contributes business or identified leads
before it impacts ideas to give diagnosis of to wrong
business to lead fruitful resultsproblems may diagnosis of
to fruitful results not always be problems.
correct.
Strategic mindset Takes initiative When required Sometimes Needs to
to proactively facilitates the facilitates the improve
facilitate the strategic process strategic process facilitating the
strategic process and align HR and aligns HR strategic process
and align HR practices with the practices with the and aligning HR
practices with the strategy for strategy for practices with the
strategy for execution. execution strategy for
execution execution which
leading to may not lead to
business goals. business goals.

Maintain Agility Creates resources Ensures Struggles with Fails to ensure

 if not available availability of ensuring availability of
and ensures resources; links availability of resources; cannot
availability of internal resources; with link internal
resources; organization to difficulty links organization to
proactively links external internal external
internal customer organization to customer
organization to expectations external expectations
external customer
customer expectations 
expectations

    
 Foresees external Understands Can perform Fails to
customer external better in Understand
expectations to customer understanding external
extend business expectations on external customer
goals; time to meet customer expectations
always leverages business goals; expectations to which meet
customer Leverages meet business business goals;
information as customer goals; Fails to leverage
the basis for information as Leverages customer
institutional the basis for customer information as
integration; institutional information as the basis for
includes new integration and the basis for institutional
technology or reduces low institutional integration
process to reduce value-added integration.
low value- added work
work.
    
 Provides new Provides Provides Fails to provide
 opportunities Strategic Strategic correct Strategic
 through strategic directions; directions; directions;
directions; proposes proposes proposes
proposes solutions and solutions and solutions and
innovative implements implements implements
solutions and decisions; has decisions; has decisions which
implements ability to drive ability to drive does align with
decisions for results results business goals
profitable  
business results;





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 ! "


c

Extent to which an individual gets along and interacts positively with co-workers. Degree and
style of understanding and relating to others.

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à| Communicating Effectively by interpreting information from others correctly and

influencing others to receive information correctly.

à| Ability to listen attentively and actively.

à| Ability to build trust and relationships with other people by treating them fairly, being
sensitive and empathetic towards others and bonding with them.

Sr. NO Competency Definition

1 ''%
a Interpreting information Notices and accurately
interprets what others are
feeling, based on their choice
of words, tone of voice,
expressions, and other
nonverbal behavior.

b Influencing People Involves people in

conversations and gives
information in an effective
way for people to interpret
correctly

2 !

a Listens attentively to people's

 ideas and concerns

b Retains information and

responds to the ideas and
concerns by effective
listening.

3 &&$

a Fairness Treats people fairly;

understands their important
concerns and interests.
b Sensitivity and empathy Anticipates how others will
react to a situation; finds non-
threatening ways to approach
others about sensitive issues;
understands both the strengths
and weaknesses of others.

c Bonding Makes others feel comfortable

by responding in ways that
convey interest in what they
have to say; involves people
and their ideas

RATING SCALE:

Rating scale is based on a scale from 1 to 7 where 1 ±Outstanding, 3- Good, 5- Satisfactory and
7- Needs Improvement.

Competency Outstanding Good Satisfactory Needs

Improvement
Communicating Always takes Most of the times Sometimes Fails to notice
effectively initiative on his notices and notices and and interprets
own to notice interprets others interprets others others feelings
and interpret feelings on time feelings and and does not
 others feelings and influences influences people influence people
proactively and people to get the to get the work effectively to get
influences people work done on done when told the work done
to get the work time. by superiors or even when told
done well in others. by superiors or
advance. others.

Listening ability Always listens Most of the time Sometimes Listens passively
attentively to listens attentively listens to others to others ideas
others ideas and to others ideas ideas and and concerns to
concerns to take and concerns to concerns which take effective
effective action take effective leads to take action towards
towards assigned action towards action towards assigned goals.
goals. assigned goals. assigned goals.

&
&
$
Fairness Always treats
everyone without
biasness and
gives equal
opportunity

Sensitivity and Always Most of the time Finds difficulty Fails to

Empathy proactively anticipates how to anticipates anticipate how
anticipates how others will react how others will others will react
others will react to a situation; react to a to a situation;
to a situation; finds non- situation; find find non-
finds non- threatening ways non-threatening threatening ways
threatening ways to approach ways to approach to approach
to approach others about others about others about
others about sensitive issues; sensitive issues; sensitive issues;
sensitive issues; understands both understand both understand both
understands both the strengths and the strengths and the strengths and
the strengths and weaknesses of weaknesses of weaknesses of
weaknesses of others. others. others.
others.

Bonding







º #$%| |º|&'|(|  |)||
 *+|The Indian Journal of Industrial
Relations|, 46|

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Employee Relations Today||

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International Business & Economics Research Journal|, 9%|2|

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International Management Review|, 6|

http://www.uexcel.com/resources/articles/HR%20Magazine_New%20Competencies%20for%20
HR.pdf

http://www.thefreelibrary.com/The+role+of+strategy+architect+in+the+strategic+HR+organizati
on.-a0200784474

http://www.dpa.ca.gov/hr-mod/competency-dictionary.htm#interpersonalSkills