The SHRM Competency Model®

©2016 Society for Human Resource Management. SHRM grants all users permission to
download and use the SHRM Competency Model. However, such permission is limited to
individual use and prohibits further distribution without SHRM’s explicit permission. To
request permission to distribute the SHRM Competency Model, please contact SHRM at
competencies@shrm.org or 800.283.7476 ext. 3366.
This report is designed to provide accurate and authoritative information regarding the subject matter covered. It is available free
of charge with the understanding that the publisher, Society for Human Resource Management (SHRM®), is not engaged in
rendering legal or other professional service. Further, the interpretations, conclusions and recommendations in this report are
those of the authors and do not necessarily represent those of the publisher.
The documents and related graphics contained herein could include technical inaccuracies or typographical errors. Changes are
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Copyright© 2016, 2012 by Society for Human Resource Management. All rights reserved.
This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any
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Human Resource Management, 1800 Duke Street, Alexandria, Virginia 22314.

SHRM is the world’s largest HR professional society, representing 285,000 members in more than 165 countries. For nearly
seven decades, the Society has been the leading provider of resources serving the needs of HR professionals and advancing
the practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and
subsidiary offices in China, India and United Arab Emirates. Visit us at shrm.org.
To learn more about the SHRM Competency Model, visit shrm.org/learningandcareer/competency-model.
Table of Contents
Introduction Page 4
Model Application Page 5
Model Use Page 7
Competency Assessment and Professional Development Page 8
Model Development Page 9
SHRM Competency Model Overview Page 10
Model Key Page 11
HR Professional Career Levels Page 12
HR Professional Competency Clusters Page 14
Competency Cluster: Technical Page 15
Human Resource Expertise (HR Knowledge) Page 16
Competency Cluster: Leadership Page 20
Ethical Practice Page 21
Leadership and Navigation Page 26
Competency Cluster: Business Page 30
Business Acumen Page 31
Consultation Page 36
Critical Evaluation Page 40
Competency Cluster: Interpersonal Page 44
Communication Page 45
Global and Cultural Effectiveness Page 49
Relationship Management Page 53
Additional SHRM Research and Resources Page 57
References Page 58
© 2016 SHRM. All rights reserved.
Introduction
The SHRM Competency Model®, presented in this document, is designed for all HR professionals. We have conducted
several rounds of model development to provide specific behaviors that define proficiency at each stage of an HR
professional’s career. It is designed to serve as a resource for all HR professionals – from those just entering their HR
career to those at the executive level. Further, it can help the HR practitioner create a road map for developing
proficiency in each critical competency to achieve his or her professional goals in HR.1

A competency refers to a cluster of knowledge, skills, abilities and other characteristics (KSAOs) needed for effective
job performance. Competencies simplify the process of tying concrete examples of performance expectations to
organizational or professional missions and goals, which increases the likelihood of a positive impact on organizational
outcomes (Campion et al., 2011; Shippmann et al., 2000). A set of competencies that define the requirements for
effective performance in a specific job, profession or organization are collectively referred to as a competency model.

Competencies can be either technical or behavioral. Technical competencies primarily reflect the knowledge-based
requirements of a specific job category (e.g., HR professionals). Behavioral competencies are typically more general
and at surface level can apply across multiple job categories, describe the specific and observable behavior associated
with effective job performance and reflect the ways in which knowledge is applied. Typically, competency models also
include detailed information for each competency, such as key behaviors and standards of proficiency that apply to
different levels of job experience or expertise.

Competency models play an important role in the selection, training and appraisal of HR and other professionals. HR
professionals can use competency models for individual career management and development purposes by guiding the
choice of job assignments and in making other career decisions. Businesses and other organizations can use
competency models to help structure their organization and teams to align what is needed for successful performance
to organizational strategy. An organization can also use well designed competency models to build performance
assessments for existing employees, create behavioral interviews for hiring new employees and determine selection
criteria for succession planning.

1 The
SHRM Competency Model is intended to be used for developmental purposes only. Selection decisions should not be based
upon this model.

© 2016 SHRM. All rights reserved. 4

Model Application
As part of our efforts to serve our members and the profession, SHRM continually aims to identify what makes an HR
professional successful and how SHRM can better support HR professionals in achieving their professional goals.

Thus, SHRM developed the SHRM Competency Model to identify and define the foundational competencies required
for HR professionals:

• at the entry, mid, senior and executive levels of the HR profession

• in small, medium and large enterprises
• in private, public, nonprofit and not-for-profit sectors
• in organizations with multinational and domestic operations.

This model and the resources developed based on the model are designed to help HR professionals succeed in their
current roles and develop a roadmap for career advancement. Through professional development and continuous
learning, any HR professional can develop proficiency in competencies that will bolster success in his or her career. In
addition, proficiency in the competencies defined in the SHRM Competency Model helps the HR professional contribute
to her or his organization's success in a meaningful way.

SHRM developed the model to provide a clear understanding of what makes an HR professional successful or where
he or she needs to develop further. Thus, it helps the HR profession by serving as a benchmark for HR success as well
as a framework for communicating to others what we do as a profession. For example, the SHRM BoCKTM, which
serves as the foundation for the SHRM Certification Exams and SHRM educational resources available to prepare for
the exams, is based on the SHRM Competency Model. The SHRM Competency Model also serves as a guideline for
many of the articles published in HR Magazine and as an outline for sessions at our Annual Conference and other
SHRM conferences.

© 2016 SHRM. All rights reserved. 5

Model Application (Continued)
SHRM has conducted extensive research in developing a robust competency model that applies to the HR profession
as a whole. The model is designed to reflect competencies that will be important in the career of an HR professional
regardless of industry, sector or geographic region.

Although individual differences in the importance of the competencies may arise for HR professionals in their specific
day-to-day functions, these differences tend to play out more at the level of individual behaviors or knowledge required,
not at the overall competency level. In other words, regardless of industry, sector, geography or other factors beyond
career level, the same nine competencies included in the SHRM Competency Model reflect the most critical
competencies for distinguishing between high- and low-performing HR professionals.

SHRM’s Competency Model distinguishes between four different career levels: early, mid, senior and executive. As HR
titles and organizational needs vary (across organizations, across cultures, etc.), SHRM has operationalized the various
career levels accordingly.

The SHRM Competency Model identifies specific behaviors that define proficiency at each stage of an HR
professional's career. It serves as a resource to understand how you should be performing in your current career level
as well as what you will need to know and do to succeed at the next level. We define the HR professional Career levels
represented in the SHRM Competency Model on the following pages.

© 2016 SHRM. All rights reserved. 6

Model Use
There are a number of ways that you can use the SHRM Competency Model in your day-to-day functions as an HR
professional. For example, HR professionals can use the model for their own professional development to identify
strengths as well as areas needed for growth, progression toward proficiency in each competency, and readiness for
the next stage of their HR career.

Further, HR professionals can use the model and its components in the planning and design of their HR departments.
The model is built to easily align with existing organizational strategies and can be used to identify areas of strategic
importance in the HR function. HR departments can also use the model to identify HR competency strengths and gaps
from which staffing, performance management, and training and development plans and processes can be established.
The model can be used to design professional development activities for HR teams as well.

HR leaders can use the SHRM Competency Model to clarify and communicate to others in their organization what HR
does and how it aligns with the culture and other business processes in the organization. By showing other leaders
what HR does and how it aligns with the rest of the business, HR can create more collaborative working relationships
and build greater buy-in and trust, key factors leading to successful strategic HR management. By using the SHRM
Diagnostic™ - HR Department Tool, HR leaders can gain feedback from others in the organization about how well their
HR department is doing across each of the competencies. This information can be invaluable to improving HR
department effectiveness and showing the importance to other organizational leaders that HR sees performance
accountability as critical to business success.

© 2016 SHRM. All rights reserved. 7

Competency Assessment and
Professional Development
One of the primary benefits of the SHRM Competency Model is that HR professionals can use it to guide their career
development. SHRM developed the model to apply across the entire HR career lifecycle and is continually producing
new activities, tools, and other content to help individuals in their current career level as well as to prepare for the next
career level.

There are several ways you can assess your proficiency in these competencies. First and foremost, if you are not
already certified, or if your certification has lapsed, you can sign up to become certified.

In preparation for certification, you can purchase access to the SHRM e-Learning System where you will have the
opportunity to take a practice assessment (in addition to learning more about what knowledge and behaviors are critical
to successful HR performance).

In addition, SHRM offers a suite of Competency Diagnostic Tools that can be used by individuals and organizations to
assess their proficiency level at various career stages for each competency. These assessments include:

• Self-Tool – assess how proficient you see yourself in each competency

• 180 Tool – capture your own perceived proficiency in each competency as well as your supervisor’s perception of
your proficiency
• 360 Tool – allow your direct reports or others, along with you and your supervisor, to assess your proficiency in
each competency

Through each of these tools, you can get a robust sense of your proficiency in the competencies necessary for success
as an HR professional.

© 2016 SHRM. All rights reserved. 8

Model Development
SHRM followed best practices delineated by the Society for Industrial Organizational Psychology (SIOP) taskforce on
competency modeling (Campion et al., 2011; Shippmann et al., 2000). Accordingly, SHRM developed the SHRM
Competency Model in three phases: initial model development, content validation and criterion validation.

In the initial model development phase, SHRM developed a draft of the model based on:
• A thorough review and synthesis of the relevant literature and
• Input from over 1,200 HR professionals during 111 focus groups in 29 cities throughout the world.

Content validation refers to gathering evidence supporting the assumption that what is included in the competency
model actually reflects what is necessary for successful performance. SHRM gathered content validation evidence for
the SHRM Competency Model through a survey with over 32,000 subject matter experts who provided ratings regarding
the accuracy, relevance, and importance of the competency model's content. Based on the results of this survey, SHRM
refined the draft model. Together, with the focus group data collected in the initial model development phase, the
perspectives of HR professionals from 33 different nations were represented in the development of the SHRM
Competency Model. See the Content Validation Study Report for more information.

Criterion validation refers to gathering evidence supporting the assumption that differences in proficiency in the
competencies included in the model predict differences in work performance. SHRM gathered criterion validation
evidence for the SHRM Competency Model by collecting data on competency proficiency (i.e., self-ratings and
situational judgment responses) and supervisor ratings of employee performance. SHRM then analyzed these data to
identify the statistical relationship between competency proficiency and performance. See the Criterion Validation Study
Report for more information.

© 2016 SHRM. All rights reserved. 9

SHRM Competency Model
Overview
SHRM’s Competency Model for HR professionals
consists of nine competencies:

• Human Resource Expertise (HR Knowledge)

• Ethical Practice
• Leadership and Navigation
• Business Acumen
• Consultation
• Critical Evaluation
• Communication
• Global and Cultural Effectiveness
• Relationship Management

Developing a robust, tiered competency model for

the HR profession has allowed SHRM to identify
how best to serve members at each stage of their
careers. Where possible, SHRM aligns its products,
conference sessions, publications and other
resources to the SHRM Competency Model. In this
report, we describe the SHRM Competency Model
and its competencies in detail.

© 2016 SHRM. All rights reserved. 10

Model Key
Each competency consists of six distinct elements: title, definition, cluster, subcompetencies, key behaviors and
proficiency standards. These elements are discussed in the key below.

Key
Title Title of the competency
Definition Overall definition of the competency
Cluster Competency cluster under which the competency is
categorized (described in the following section)
Subcompetencies Small clusters of KSAOs embedded within a broader
competency

They are not distinct from the broader general competency.

Rather, they are more specific manifestations of the general
competency for which they are a part of. In aggregate, the
subcompetencies form each competency.
Key Behaviors Behaviors associated with each competency that the most
competent professionals engage in while performing their
jobs
Proficiency Specific, job-relevant behaviors associated with performance
Standards on each competency at each of the four career levels
(described in the following section)

© 2016 SHRM. All rights reserved. 11

HR Professional Career Levels
Early Level
•An “Early Level” HR professional is characterized in the following way:
•Little to no experience
•Supports operational functions
•May manage small-sized projects
•Carries out the HR plan at the transactional level
•For example: Jamie is relatively new to the HR profession and has just over one year of experience as an HR
professional. Although Jamie is a specialist who supports a specific function in the HR department, Jamie has
generalist colleagues with similar levels of experience and responsibility who support specific functions in the HR
department. Jamie has responsibilities such as, but not limited to, supporting HR initiatives, executing tasks
passed down from management, and operating at the tactical and transactional levels. Jamie and colleagues at
Jamie’s level hold titles such as, but not limited to, HR assistant, junior recruiter and benefits clerk.

Mid Level
•A “Mid Level” HR professional is characterized in the following way:
•Moderate experience
•Leads or supports operational functions
•Leads or manages small- to mid-sized projects
•Implements the HR plan and contributes to its refinement
•For example: Tyler has around five years of experience as an HR professional. Although Tyler is an HR
generalist, Tyler has colleagues with similar levels of experience and responsibility who are senior HR specialists.
Tyler has responsibilities such as, but not limited to, managing projects, programs and initiatives, implementing
plans passed down and delegating tasks to early-level staff. Tyler and colleagues at Tyler’s level hold titles such
as, but not limited to, HR manager, HR generalist and HR specialist.

© 2016 SHRM. All rights reserved. 12

HR Professional Career Levels
Senior Level
•A “Senior Level” HR professional is characterized in the following way:
•Significant experience
•Serves as a high-level strategic and/or operational leader or as an experienced HR consultant
•Oversees large or multiple programs or projects
•Operationalizes HR strategy and translates strategy into a plan
•For example: Adison is a seasoned HR professional with around 10 years of experience. Although Adison is a
very experienced specialist, Adison has colleagues with similar levels of experience and responsibility who are
very experienced generalists. Adison has responsibilities such as, but not limited to, developing and leading
implementation plans and analyzing business information. Adison and colleagues at Adison’s level hold titles such
as, but not limited to, director or principal.

Executive Level
•An “Executive Level” HR professional is characterized in the following way:
•Typically is one of the most senior leaders in HR
•Holds the top HR job in the organization or VP role
•For example: Helen is the organization’s most senior HR professional with 15 years of experience. As a member
of the organization’s executive committee, Helen serves as an organizational leader and designer of human capital
strategy. Helen knows of individuals with similar responsibilities at other organizations who have more years of
experience as an HR professional. Helen and individuals at a similar level hold titles such as, but not limited to,
chief human resource officer or vice president.

© 2016 SHRM. All rights reserved. 13

HR Professional Competency
Clusters
HR professionals are business leaders who, whether formally or informally, must frequently take on leadership roles
regardless of their level within the organization. SHRM research indicates that effectiveness as an HR leader is a
function of technical (T) knowledge of HR plus three behavioral clusters – leadership (L), business (B) and interpersonal
(I). SHRM refers to this model as the LBIT Model.

The initial component of the model is HR technical expertise. Together, the technical areas represent the collective HR
Expertise (HR Knowledge) needed to succeed as an HR professional. Examples of these technical areas include
employee and labor relations, compensation and benefits, talent acquisition, and learning and development.

The second cluster of competencies is interpersonal proficiency. A key factor for achieving success is the proficiency
demonstrated in managing relationships, communicating information, and demonstrating deft global and cultural
sensitivities. In addition, a significant part of an HR professional’s job is characterized by interdependence with
stakeholders. Accordingly, this cluster consists of the Communication, Relationship Management and Global and
Cultural Effectiveness competencies.

The third cluster of competencies is business-oriented proficiency. A key factor for achieving success is proficiency in
analyzing and interpreting data, offering coaching and consultative services, and making savvy business decisions for
the organization. Further, today’s HR professionals are considered business partners across the organization. Thus,
they must be able to (a) understand and apply information to contribute to the organization’s strategic plan, (b) interpret
information to make business decisions and recommendations, and (c) provide guidance to organizational stakeholders.
In other words, these successful practitioners are proficient in the competencies that make up this cluster: Business
Acumen, Critical Evaluation and Consultation.

The final cluster of competencies is leadership proficiency. A key factor for achieving success is the proficiency
demonstrated in navigating the landscape of industry, engendering cooperation, driving results with strategic planning
and execution, and practicing ethically for corporate social responsibility. This cluster consists of the Leadership and
Navigation and Ethical Practice competencies.
© 2016 SHRM. All rights reserved. 14
Competency Cluster:
Technical
HR EXPERTISE (HR KNOWLEDGE)

Human Resource Expertise

(HR Knowledge)
Human Resource Expertise
(HR Knowledge)
Definition: The knowledge of principles, practices and functions of effective human resource management
Cluster: Technical

Subcompetencies:
o Strategic Business Management o HR Technology
o Workforce Planning and Employment o Global and International Human Resource
o Human Resource Development Capabilities
o Compensation and Benefits o Talent Management
o Risk Management o Change Management
o Employee and Labor Relations

Behaviors:
o Remains current on relevant laws, legal rulings and regulations
o Maintains up-to-date knowledge of general HR practices, strategy and technology
o Demonstrates a working knowledge of critical human resource functions (see Subcompetencies)
o Prioritizes work duties for maximum efficiency
o Develops and utilizes best practices
o Delivers customized human resource solutions for organizational challenges
o Seeks professional HR development
o Seeks process improvement through numerous resources
o Utilizes core business and HR-specific technologies to solve business challenges

HR EXPERTISE (HR KNOWLEDGE) © 2016 SHRM. All rights reserved. 17

Human Resource Expertise
(HR Knowledge)
Proficiency Standards by Career Level

Early Level Mid Level

•Identifies ways to improve operational efficiency •Serves as the HR subject matter expert to managers
•Routes stakeholder questions to the appropriate area •Conducts investigations of workplace policy violations
•Uses judgment to determine when to consult with •Manages day-to-day HR functions
higher-level management on problems or other issues •Implements change based on proven change-
•Provides service to stakeholders management techniques
•Generates and, when appropriate, implements •Applies policies and procedures across organization
solutions within designated area of responsibility •Interprets both policies and changes to policy
•Employs standard operating procedures and policies •Applies compliance knowledge to protect organization
when performing HR transactions
•Oversees risk management issues (e.g., safety,
•Reports workplace risk management issues to health, legal issues)
leadership (e.g., safety, health)
•Implements solutions within designated area of
•Develops knowledge of general HR practices and responsibility
technology
•Seeks ways to proactively improve organizational
•Executes transactions with minimal errors processes and outcomes
•Follows relevant laws and regulations •Implements HR technology plans
•Works under the general direction of a more •Applies experience and expertise to research solutions
experienced HR professional
•Reports trends to senior leadership
•Uses relevant HR technology systems for
•Recommends policy changes to support business
administrative and service needs
needs
•Demonstrates a willingness to learn

HR EXPERTISE (HR KNOWLEDGE) © 2016 SHRM. All rights reserved. 18

Human Resource Expertise
(HR Knowledge)
Senior Level Executive Level
•Provides expertise to support staff •Establishes criteria for compliance responsibilities
development •Assumes responsibility for HR and business outcomes
•Implements HR operational strategy •Assesses strategic organizational HR needs
•Partners with executive-level staff •Educates and advises executive team on strategic HR issues as a factor
throughout the organization to get input on in decision-making
HR decisions •Applies broad-based HR knowledge to business needs in a proactive
•Ensures the delivery of high-quality HR manner
processes •Ensures alignment of HR policies and procedures with organizational
•Evaluates potential issues or service needs values and goals
and operationalizes strategic response •Influences direction and creates a vision for the HR team
•Determines best practices to support •Aligns the delivery of HR services to proactively integrate with
organizational direction organizational initiatives
•Designs strategy for organizational culture •Assesses business situations and develops strategies to improve
•Mentors HR professionals and others within organizational performance
the organization •Provides balanced long-term and short-term strategic vision
•Recommends methods for integration of HR •Evaluates potential issues or service needs and proactively develops
services with organizational initiatives strategic response
•Recommends HR technology decisions •Designs proactive strategic initiatives
•Develops policies and procedures •Oversees HR issues involving legal and financial risk to organization
consistent with organizational values and
•Provides vision for achieving mission objectives through human capital
goals
strategy
•Analyzes functional programs
•Evaluates strategic position in relation to internal and external forces
•Assesses compliance risks
•Sets HR technology strategy

HR EXPERTISE (HR KNOWLEDGE) © 2016 SHRM. All rights reserved. 19

Competency Cluster:
Leadership
ETHICAL PRACTICE

Ethical Practice
Ethical Practice
Definition: The ability to integrate core values, integrity and accountability throughout all organizational and business
practices
Cluster: Leadership
Subcompetencies:
o Rapport Building o Professionalism
o Trust Building o Credibility
o Personal, Professional and Behavioral Integrity o Personal and Professional Courage

Behaviors:
o Maintains confidentiality
o Acts with personal, professional and behavioral integrity
o Responds immediately to all reports of unethical behavior or conflicts of interest
o Empowers all employees to report unethical behavior or conflicts of interest without fear of reprisal
o Shows consistency between espoused and enacted values
o Acknowledges mistakes
o Drives the corporate ethical environment
o Applies power or authority appropriately
o Recognizes personal bias and others’ tendency toward bias, and takes measures to mitigate the influence of
bias in business decisions
o Maintains appropriate levels of transparency in organizational practices
o Ensures that all stakeholder voices are heard
o Manages political and social pressures when making decisions

ETHICAL PRACTICE © 2016 SHRM. All rights reserved. 22

Ethical Practice
Proficiency Standards by Career Level

Early Level Mid Level

•Supports training programs regarding ethical laws, •Maintains general knowledge of ethical laws, standards,
standards and policies legislation and trends that may affect organizational HR
•Demonstrates accountability for actions practice
•Behaves in a manner consistent with the difficult •Reinforces difficult decisions that align with organizational
decisions made by management strategies and values
•Identifies potential conflicts of interest •Establishes one's self as a credible resource for all issues
•Follows policies consistently involving employees and management
•Documents and escalates reports of unethical •Develops and supports systems for reporting unethical
behavior to management behavior
•Maintains employee confidentiality throughout •Enforces policies consistently
appropriate business processes •Establishes one's self as a credible and trustworthy source
•Maintains knowledge of internal organizational for employees to voice concerns
controls •Influences others to behave in an ethical manner
•Maintains awareness of ethics laws, standards, •Performs as an ethical role model and positively influences
legislation and trends that may affect organizational managerial integrity and accountability
HR practice •Implements training programs regarding ethics laws,
•Supports HR policies, procedures and guidelines standards and policies
•Establishes one's self as a credible and trustworthy •Takes immediate and appropriate action regarding reports
source for employees to voice concerns of unethical behavior or conflicts of interest
•Audits and monitors adherence to policies and procedures
•Creates processes to ensure confidentiality and privacy of
employee information and company data

ETHICAL PRACTICE © 2016 SHRM. All rights reserved. 23

Ethical Practice
Senior Level
•Establishes oneself as a credible and trustworthy source for employees to voice concerns
•Maintains contemporary knowledge of ethics laws, standards, legislation and emerging trends that may affect
organizational behaviors and practice
•Establishes HR team as a credible and trustworthy resource within the organization
•Supports executives’ decisions and makes own difficult decisions that align with organizational strategies and
values
•Oversees processes to protect the confidentiality of employee information
•Responds promptly and appropriately to reports of unethical behavior
•Evaluates potential ethical risks and liabilities to the organization
•Serves as a role model of ethical behavior by consistently conforming to the highest ethical standards and
practices
•Develops systems for employees to report unethical behavior
•Sets organizational standards for confidentiality of employee data and privacy of company data
•Withstands political pressures when implementing and enforcing policies and procedures
•Briefs executives on any reports of unethical behavior or conflicts of interest that might threaten the organization
•Ensures access to ethical standards and policies for all employees across business units
•Develops ethical policies and procedures for implementation
•Champions organizational values
•Establishes self as a credible resource for all issues involving employees and their management

ETHICAL PRACTICE © 2016 SHRM. All rights reserved. 24

Ethical Practice
Executive Level
•Empowers senior leaders to maintain internal controls and create an ethical environment to prevent conflicts of
interest
•Maintains contemporary knowledge of ethics, laws, standards, legislation and emerging trends that may affect
organizational HR practice
•Establishes one's self as a credible and trustworthy source for employees to voice concerns
•Challenges other executives and senior leaders when potential conflicts of interest arise
•Withstands politically motivated pressure when developing strategy
•Sets the standard for being a role model of ethical behavior by consistently conforming to the highest ethical
standards and practices
•Balances organizational success and employee advocacy when creating strategy
•Develops HR policies and internal controls to minimize organizational risk from unethical practice
•Creates HR strategy that holds employees accountable for their actions
•Makes difficult decisions that align with organizational strategies and values
•Communicates the vision for an organizational culture where espoused and enacted values align
•Maintains a culture that requires all employees to report unethical practices and behavior
•Aligns all HR practices with ethics, laws and standards

ETHICAL PRACTICE © 2016 SHRM. All rights reserved. 25

LEADERSHIP & NAVIGATION

Leadership and Navigation

Leadership and Navigation
Definition: The ability to direct and contribute to initiatives and processes within the organization
Cluster: Leadership
Subcompetencies:
o Transformational and Functional Leadership o Mission Driven
o Results- and Goal-Oriented o Change Management
o Resource Management o Political Savvy
o Succession Planning o Influence
o Project Management o Consensus Builder
Behaviors:
o Exhibits behaviors consistent with and conforming to organizational culture
o Fosters collaboration
o Understands the most effective and efficient way to accomplish tasks within the parameters of organizational
hierarchy, processes, systems and policies
o Develops solutions to overcome potential obstacles to successful implementation of initiatives
o Demonstrates agility and expertise when leading organizational initiatives or when supporting the initiatives
of others
o Sets the vision for HR initiatives and builds buy-in from internal and external stakeholders
o Leads the organization through adversity with resilience and tenacity
o Promotes consensus among organizational stakeholders (e.g., employees, business unit leaders, informal
leaders) when proposing new initiatives
o Serves as a transformational leader for the organization by leading change

LEADERSHIP & NAVIGATION © 2016 SHRM. All rights reserved. 27

Leadership and Navigation
Proficiency Standards by Career Level

Early Level Mid Level

•Listens actively to identify potential challenges or •Manages programs, policies and procedures to
solutions support the organizational culture
•Builds credibility with stakeholders •Demonstrates flexibility, adaptability and initiative
•Makes HR transactional decisions within established •Develops skills in managing resources available to
policies and guidelines meet planned objectives
•Assists with the implementation of initiatives and •Supports critical large-scale organizational changes
escalates issues •Serves as point person on projects and tasks
•Demonstrates flexibility, adaptability and initiative •Makes policy interpretations and practice decisions
•Acts consistently with and represents the culture of the •Implements plans using results-oriented goals for
organization measuring success
•Seeks new ways to improve and recommends •Serves as the principal liaison to frontline managers
improvements to HR processes, transactions and for HR strategies, philosophies and initiatives within
outcomes the organization
•Develops knowledge of internal policies and •Develops leadership presence with management
procedures for responding to transactional issues support at the business unit level
•Provides detail-oriented support in the administration •Develops political savvy when implementing initiatives
of organizational programs and initiatives •Serves as manager of organizational initiatives within
•Gains the knowledge and skill to implement units
organizational processes and initiatives •Operationalizes projects and initiatives as set forth by
•Serves as a team member for passed down projects the higher-level plan

LEADERSHIP & NAVIGATION © 2016 SHRM. All rights reserved. 28

Leadership and Navigation
Senior Level Executive Level
•Establishes programs, policies and procedures to •Leads HR staff in maintaining or changing organizational
support the organizational culture culture
•Promotes HR capabilities to the organization •Works with other executives to design, maintain and
•Leads project plans for timely completion champion the mission, vision and strategy of the
•Translates the mission, vision and strategy into organization
projects and initiatives with milestones and delivery •Identifies the need for and facilitates strategic
schedules organizational change
•Effectively manages the resources available to •Ensures alignment between the human capital mission,
meet planned objectives for initiatives vision and organizational business strategy
•Makes departmental/functional decisions •Serves as the influential voice for HR strategies,
•Develops clear action plans with results-oriented philosophies and initiatives within the organization
goals for measuring success •Develops the organizational strategy for achieving the
•Drives alignment and buy-in at all levels in human capital vision and mission
business units across organization •Manages risk, opportunities and gaps in business strategy
•Serves as a change agent for the organization •Oversees critical large-scale organizational changes with
the support of business leaders
•Ensures appropriate accountability for the implementation
of plans and change initiatives
•Sets tone for maintaining or changing organizational
culture
•Champions the HR function and organizational mission
and vision
•Gains buy-in for organizational change across senior
leadership with agility

LEADERSHIP & NAVIGATION © 2016 SHRM. All rights reserved. 29

Competency Cluster:
Business
BUSINESS ACUMEN

Business Acumen
Business Acumen
Definition: The ability to understand and apply information to contribute to the organization’s strategic plan
Cluster: Business
Subcompetencies:
o Strategic Agility o Knowledge of Technology
o Business Knowledge o Knowledge of Labor Markets
o Systems Thinking o Knowledge of Business Operations/Logistics
o Economic Awareness o Knowledge of Government and Regulatory
o Effective Administration Guidelines
o Knowledge of Finance and Accounting o HR and Organizational
Metrics/Analytics/Business Indicators
o Knowledge of Sales and Marketing

Behaviors:
o Demonstrates an understanding of the strategic relationship between effective human resource management
and core business functions
o Demonstrates a capacity for understanding the business operations and functions within the organization
o Understands the industry and business/competitive environment within which the organization operates
o Makes the business case for HR management (e.g., return on investment/ROI) as it relates to efficient and
effective organizational functioning
o Understands organizational metrics and their correlation to business success
o Uses organizational resources to learn the business and operational functions
o Uses organizational metrics to make decisions
o Markets HR both internally (e.g., ROI of HR initiatives) and externally (e.g., employment branding)
o Leverages technology to solve business problems

BUSINESS ACUMEN © 2016 SHRM. All rights reserved. 32

Business Acumen
Proficiency Standards by Career Level

Early Level Mid Level

•Demonstrates basic knowledge of business •Maintains functional knowledge of organizational business units
lines and products/services •Gathers, assembles and reports HR metrics and labor market trends
•Gathers, assembles and reports HR •Utilizes appropriate business terms and vocabulary in interactions with
metrics, key performance indicators and employees and leaders
labor market trends •Develops skill in building business cases for HR projects and initiatives
•Possesses operational/processing expertise •Maintains knowledge of HR metrics and business metrics, including key
for assigned tasks performance indicators and relationships with one another
•Develops basic knowledge of HR Metrics •Develops HR marketing messages to both internal and external
•Identifies inefficiencies and provides audiences
process improvement recommendations •Maintains working knowledge of business lines as well as competitive
•Develops basic knowledge of competitor market
organizations •Manages project and initiative budgets
•Develops familiarity with business terms •Analyzes data for HR metrics to make recommendations
and acronyms
•Defines critical activities in terms of value added, impact, utility derived
•Develops knowledge and understanding of from cost-benefit analysis
value of cost-benefit analysis
•Manages process improvement initiatives
•Implements organization-wide business practices/operations
•Develops the ability to apply the principles of finance, marketing,
economics, sales, technology and business systems to internal HR
processes and policies
•Implements HR and business technology plans to solve business
problems and needs

BUSINESS ACUMEN © 2016 SHRM. All rights reserved. 33

Business Acumen
Senior Level Senior Level
•Demonstrates a working knowledge of the labor market and •Maintains advanced knowledge of key industry and
its relation to organizational success organization metrics – 'knows the business'
•Develops HR and business technology plans to solve •Aligns HR strategy, goals and objectives to overall business
business problems and needs strategy and objectives
•Benchmarks the competition and other relevant comparison •Develops HR business strategies to drive key business
groups results
•Uses the language of business administration and senior •Demonstrates fluency in the language of business
leaders administration and senior leaders
•Evaluates critical activities in terms of value added, impact •Creates an action plan for managing talent within the
and utility derived from cost-benefit analysis confines of the labor market
•Maintains broad-based knowledge of the organization and its •Develops strategy for HR marketing messages to both
operations internal and external audiences
•Applies consistently the principles of finance, marketing, •Communicates organizational impact of metrics
economics, sales, technology and business systems to •Determines goals, plans and budget requirements
internal HR processes and policies •Develops business strategy with top leaders of the
•Develops business acumen of team organization
•Sets policies and procedures/practices to support •Uses knowledge of business and HR metrics to make
organizational success business decisions
•Maintains a systems-thinking perspective when making •Maintains knowledge of economic factors and economic
business decisions environment impact on industry and organization
•Maintains advanced knowledge of business lines and operations
products/services, as well as the competitive market •Recommends business practice/plan improvements
•Implements solutions with analysis of impact on ROI, utility, •Ensures all HR initiatives have ROI that adds to
revenue, profit and loss estimates, and other business organizational value
indicators •Builds business cases for HR projects and initiatives
•Evaluates all proposed business cases for HR projects and •Develops organization-wide business practices/operations
initiatives
BUSINESS ACUMEN © 2016 SHRM. All rights reserved. 34
Business Acumen
Executive Level Executive Level
•Evaluates all proposed business cases for HR projects •Develops business strategy with top leaders of the
and initiatives organization
•Benchmarks the competition and other relevant •Defines strategy for managing talent within the
comparison groups confines of the labor market
•Communicates direction on local and global labor market •Ensures all HR initiatives have ROI that adds to
and its relation to organizational success organizational value
•Maintains expert knowledge of business lines and •Assesses risk (SWOT) of business initiatives as it
products/services, as well as the competitive market pertains to human capital, ROI and shareholder
•Develops HR business strategies to drive key business accountability
results •Aligns HR strategy, goals and objectives to overall
•Maintains expert knowledge of economic factors and business strategy and objectives
economic environment impact on industry and •Demonstrates fluency in the language of business
organization operations administration and senior leaders
•Evaluates critical activities in terms of value added, •Develops solutions with analysis of impact on ROI,
impact and utility derived from a cost-benefit analysis utility, revenue, profit and loss estimates, and other
•Maintains expert knowledge of key industry and business indicators
organization metrics – 'knows the business' •Examines all organizational problems with a sense
•Sets HR and business technology strategy to solve for integrating HR solutions designed to maximize
business problems and needs ROI, profit, revenue and strategic effectiveness
•Serves as strategic contributor to organizational decision-
making regarding fiscal, product/service lines, operations,
human capital and technological areas
•Influences government policy and proposed regulations

BUSINESS ACUMEN © 2016 SHRM. All rights reserved. 35

CONSULTATION

Consultation
Consultation
Definition: The ability to provide guidance to organizational stakeholders
Cluster: Business
Subcompetencies:
o Coaching o Creativity and Innovation
o Project Management (Vision, Design, o Flexibility
Implementation and Evaluation) o Respected Business Partner
o Analytic Reasoning o Career Pathing/Talent Management/People
o Problem-solving Management
o Inquisitiveness o Time Management
Behaviors:
o Applies creative problem-solving to address business needs and issues
o Serves as an in-house workforce and people management expert
o Analyzes specific business challenges involving the workforce and offers solutions based upon best
practices or research
o Generates specific organizational interventions (e.g., culture change, change management, restructuring,
training, etc.) to support organizational objectives
o Developing consultative and coaching skills
o Guides employees regarding specific career situations

CONSULTATION © 2016 SHRM. All rights reserved. 37

Consultation
Proficiency Standards by Career Level
Early Level Mid Level
•Develops a proactive perspective on consulting •Conducts initial investigation of HR issues
projects •Evaluates and measures current processes
•Conducts initial investigation for HR-based •Leads the implementation of business solutions
transactional issues •Champions implementation of strategic initiatives
•Gathers and, when appropriate, analyzes facts and •Performs investigations on challenging issues
data for business solutions •Manages projects within allotted time and budget
•Raises issues and/or identifies patterns requiring •Gathers facts, information and data to inform HR
transactional HR solutions policy and develop solutions
•Identifies stakeholder needs and refers as appropriate •Coaches direct reports and others throughout
organization utilizing HR expertise
•Provides a summary of pertinent facts and information
•Develops HR and business process improvement
to mid-level and senior HR leaders solutions
•Manages work time efficiently •Devises short-term immediate solutions in partnership
with stakeholders
•Participates in creation of HR interventions
•Serves as a team leader for organizational initiatives
and projects
•Provides guidance to managers regarding HR
practices
•Identifies threats to the business and recommends
effective solutions

CONSULTATION © 2016 SHRM. All rights reserved. 38

Consultation
Senior Level Executive Level
•Supports business unit leaders on major HR projects •Creates talent management strategies by utilizing
•Provides guidance to managers and business unit creative business solutions to align with and drive the
teams business strategy
•Oversees HR investigations •Listens to business leaders’ challenges
•Ensures that HR and business solutions are on time, •Develops vision for critical solutions to organizational
on budget and of high quality human capital challenges
•Designs creative business solutions utilizing HR •Identifies opportunities to provide HR and business
expertise/perspective solutions that maximize ROI for the organization
•Coaches frontline managers and business unit leaders •Uses appropriate analytic tools to provide other leaders
on HR- and business-related issues input on strategic decisions
•Aligns solutions (and interventions) with business •Identifies creative solutions for the organization and its
strategy and advocates for solution implementation business units
•Offers business solutions in a proactive manner •Supervises HR investigations with legal counsel
•Designs long-term business solutions in partnership •Recognizes excessive HR liabilities and provides
with HR customers proactive strategic guidance for remediation
•Coaches executives on people-management issues
•Designs strategic HR and business solutions

CONSULTATION © 2016 SHRM. All rights reserved. 39

CRITICAL EVALUATION

Critical Evaluation
Critical Evaluation
Definition: The ability to interpret information to make business decisions and recommendations
Cluster: Business
Subcompetencies:
o Measurement and Assessment Skills o Research Methodology
o Objectivity o Decision-making
o Critical Thinking o Auditing Skills
o Problem Solving o Knowledge Management
o Curiosity and Inquisitiveness
Behaviors:
o Makes sound decisions based on evaluation of available information
o Assesses the impact of changes to law on organizational human resource management functions
o Transfers knowledge and best practices from one situation to the next
o Applies critical thinking to information received from organizational stakeholders and evaluates what can be
used for organizational success
o Gathers critical information
o Analyzes data with a keen sense for what is useful
o Delineates a clear set of best practices based on experience, evidence from industry literature, published
peer-reviewed research, publicly available web-based sources of information and other sources
o Analyzes information to identify evidence-based best practices
o Identifies leading indicators of outcomes
o Analyzes large quantities of information from research and practice

CRITICAL EVALUATION © 2016 SHRM. All rights reserved. 41

Critical Evaluation
Proficiency Standards by Career Level
Early Level Mid Level
•Gathers facts and analyzes data using •Maintains working knowledge of measurement concepts, data collection
systematic methods (e.g., surveys, focus and analysis
groups, etc.) •Maintains working knowledge of statistics and metrics
•Develops knowledge in the use of data, •Asks critical questions to prepare and interpret data studies/metrics
evidence-based research, benchmarks, HR •Conducts assessments to address problems and implements solutions
and business metrics to facilitate decision- within business units
making
•Evaluates information gathered through research conducted
•Reports on data entry and key metrics
•Conducts effective program evaluation
•Develops basic working knowledge of
statistics, research methods, measurement •Maintains knowledge in the use of data, evidence-based research,
concepts and metrics benchmarks, HR and business metrics to make critical decisions
•Identifies sources of data and information •Identifies patterns in data and raises relevant issues to higher-level
and learns where to find the most relevant management
information for solving problems •Differentiates best practices that will work for own organization/business
•Conducts data entry and tracks statistics unit
and metrics •Ensures quality work product
•Collects and synthesizes data through •Executes case and pilot studies to evaluate and to address specific
surveys, focus groups, research and other problems and questions
methods •Analyzes data and reports findings and trends
•Engages in preliminary analysis of •Maintains objectivity during critical evaluation processes
collected data and reports findings to •Analyzes data and seeks root causes
senior HR staff •Masters research methods and applies them to work

CRITICAL EVALUATION © 2016 SHRM. All rights reserved. 42

Critical Evaluation
Senior Level Executive Level
•Creates and/or dissects organizational issues, changes •Maintains expert knowledge in the use of data, evidence-
or opportunities based research, benchmarks, HR and business metrics to
•Maintains advanced knowledge in the use of data, make critical decisions
evidence-based research, benchmarks, HR and •Maintains expert knowledge and ability to interpret data and
business metrics to make critical decisions make recommendations
•Maintains advanced knowledge of statistics and metrics •Makes decisions with confidence based on analysis of
•Provides training and mentoring to upper- and lower- available information to drive business success
level employees on critical evaluation •Sets the direction of HR and the organization through
•Develops best practice through rigorous research and evaluation of risks and economic and environmental factors
application of practice in own organization •Seeks information in a strategic, systematic manner to use in
•Differentiates between tested and untested solutions decision-making
•Possesses advanced knowledge and ability to interpret •Analyzes information needed to direct, evaluate and use
data and make recommendations data and other information to make effective decisions
•Leads research and evaluation and provides resources •Sponsors process improvement initiatives using evidence-
for specific issues studied based solutions
•Asks critical questions needed to evaluate data •Communicates the impact on organizational strategy of
•Manages effective evaluations of organizational relevant and important findings from data analysis
programs and interventions •Applies, translates and interprets findings from evaluations
•Implements case and pilot studies to address specific toward building effective and creative policies within
problems organizational context
•Validates processes to ensure that they meet desired •Utilizes external/environmental awareness and experience in
and reliable outcomes decision-making
•Identifies critical messages from research, pilot study •Challenges assumptions and critically examines all initiatives
and programs
findings or best practices
•Integrates findings to select best course of action •Provides strategic view to direct and prioritize decision-
making

CRITICAL EVALUATION © 2016 SHRM. All rights reserved. 43

Competency Cluster:
Interpersonal
COMMUNICATION

Communication
Communication
Definition: The ability to effectively exchange information with stakeholders
Cluster: Interpersonal
Subcompetencies:
o Verbal Communication Skills o Active Listening
o Written Communication Skills o Effective Timely Feedback
o Presentation Skills o Facilitation Skills
o Persuasion o Meeting Effectiveness
o Diplomacy o Social Technology and Social Media Savvy
o Perceptual Objectivity o Public Relations
Behaviors:
o Provides clear, concise information to others in o Provides proactive communications
verbal, written, electronic and other o Demonstrates an understanding of the
communication formats for public and audience’s perspective
organizational consumption
o Treats constructive feedback as a
o Listens actively and empathetically to the views developmental opportunity
of others
o Welcomes the opportunity to discuss competing
o Delivers critical information to all stakeholders points of view
o Seeks further information to clarify ambiguity o Helps others consider new perspectives
o Provides constructive feedback effectively o Leads effective and efficient meetings
o Ensures effective communication throughout the o Helps managers communicate not just on HR
organization issues
o Provides thoughtful feedback in appropriate o Utilizes communication technology and social
situations media

COMMUNICATION © 2016 SHRM. All rights reserved. 46

Communication
Proficiency Standards by Career Level

Early Level Mid Level

•Demonstrates support for HR organizational •Delivers well-organized, impactful presentations
initiatives in communication with stakeholders •Facilitates and transfers knowledge
•Promptly responds to stakeholder concerns via •Translates organizational communication strategies
written, verbal or electronic communication into practice at the operational level
•Produces accurate and error-free communication •Effectively facilitates staff professional development
•Produces top-quality reports and documents programs
•Communicates policies, procedures, culture, etc. to •Communicates and implements policies on social
new and existing employees media
•Resolves employee issues or directs appropriately •Listens actively to understand stakeholder concerns
to other resources at the operational level
•Uses discretion when communicating sensitive •Delivers constructive feedback
information •Informs senior management of operational concerns
•Notifies upper management of appropriate issues or or issues
concerns •Coaches frontline employees on organizational and
interpersonal communications
•Fields issues with senior management guidance
•Crafts clear messages that inform frontline HR staff
of relevant organizational information

COMMUNICATION © 2016 SHRM. All rights reserved. 47

Communication
Senior Level Executive Level
•Communicates strategy and initiatives to business unit •Articulates the alignment between organizational HR
leaders and HR staff initiatives and organizational strategy
•Communicates plans for ensuring the alignment •Communicates the corporate mission and vision to
between organizational HR initiatives and other stakeholders
organizational strategy •Creates strategy for a culture that fosters efficient and
•Fosters the organizational vision for HR practice and effective interactions and decision-making
policy •Crafts messages to be delivered to stakeholders
•Solicits feedback and buy-in on HR initiatives from regarding high-visibility organizational issues
organizational stakeholders •Negotiates with stakeholders to reach best possible
•Disseminates HR and other executives’ messages to outcomes
stakeholders •Solicits feedback and buy-in from executive-level
•Creates channels for open communication across and stakeholders
within levels of responsibility •Develops strategy for organizational systems of
•Negotiates with vendors and staff to reach best communication
possible outcomes •Delivers strategic messages supporting HR and
•Engages in conversations with stakeholders using business
appropriate communication modes and methods to •Builds support and inspires confidence through clear
achieve desired outcomes communications
•Oversees culture communication strategy •Communicates HR vision, practices and policies to
other stakeholders
•Comfortably communicates with audiences of all sizes

COMMUNICATION © 2016 SHRM. All rights reserved. 48

GLOBAL & CULTURAL EFFECTIVENESS

Global and Cultural Effectiveness

Global and Cultural Effectiveness
Definition: The ability to value and consider the perspectives and backgrounds of all parties
Cluster: Interpersonal
Subcompetencies:
o Global Perspective o Openness to Experience
o Diversity Perspective o Tolerance for Ambiguity
o Openness to Various Perspectives o Adaptability
o Empathy o Cultural Awareness and Respect
Behaviors:
o Has a strong set of core values while operating o Appreciates the commonalities, values and
with adaptability to particular conditions, situations individual uniqueness of all human beings
and people o Possesses self-awareness and humility to learn
o Maintains openness to others’ ideas and makes from others
decisions based upon experience, data, facts and o Embraces inclusion
reasoned judgment
o Adapts perspective and behavior to meet the
o Demonstrates nonjudgmental respect for other cultural context
perspectives
o Navigates the differences between commonly
o Works effectively with diverse cultures and accepted practice and law when conducting
populations business in other nations
o Conducts business with an understanding and o Operates with a global, open mindset while being
respect for the differences in rules, customs, laws, sensitive to local cultural issues and needs
regulations and business operations between own
culture and all cultures o Operates with a fundamental trust in other human
beings
o Takes the responsibility to teach others about the
differences and benefits that multiple cultures bring o Incorporates global business and economic trends
to the organization to ensure inclusion into business decisions

GLOBAL & CULTURAL EFFECTIVENESS © 2016 SHRM. All rights reserved. 50

Global and Cultural Effectiveness
Proficiency Standards by Career Level

Early Level Mid Level

•Possesses general knowledge of local cultural issues •Implements and audits organizational/HR practices to
•Respects differences and promotes inclusion on a ensure global/cultural sensitivity
transactional level •Implements global initiatives, programs and policies
•Possesses general knowledge of organization’s policy while appropriately tailoring to local segment needs
and philosophy toward diversity and inclusiveness •Provides training on culture trends and practices for
•Possesses general awareness and understanding of expatriate workforce
cultural differences •Maintains advanced knowledge of cultural differences
•Assists with implementation of diversity/culture within the region and potential borders
programs in local settings •Designs, recommends and/or implements
•Demonstrates willingness to develop and grow diversity/culture programs
understanding of global and cultural effectiveness •Resolves conflicts due to cultural differences
•Demonstrates awareness and appreciation for the •Maintains local, global and cultural
global multidimensional and diverse perspectives in knowledge/experience
organization’s line of business •Employs cultural sensitivity in communicating with
•Develops some general knowledge of local and global staff
economic trends •Maintains expert knowledge focused on a particular
component/segment of the global organization
•Maintains general knowledge of local and global
economic trends

GLOBAL & CULTURAL EFFECTIVENESS © 2016 SHRM. All rights reserved. 51

Global and Cultural Effectiveness
Senior Level Executive Level
•Oversees execution of programs, practices, and policies •Sets the strategy to leverage global competencies
that make the strategic connection between diversity and for competitive HR advantages
inclusiveness practices with organizational success •Uses global economic outlook to determine the
•Develops expert knowledge of global economic trends impact on the organization’s human capital strategy
and best practices •Maintains expert global and cultural
•Maintains expert global and cultural knowledge/experience
knowledge/experience •Maintains expert knowledge of global economic
•Fosters culture of inclusiveness within the organization trends
•Champions diversity with external stakeholders (e.g., •Understands global labor markets and associated
diverse suppliers) legal environments
•Develops policies that are consistent and fair to members •Fosters the organization’s cultural norms
of all backgrounds •Proves the ROI of a diverse workforce
•Provides mentoring/training on cultural trends and •Manages contradictory or paradoxical practices,
practices to all levels of the organization policies and cultural norms to ensure cross-cultural
•Implements initiatives to ensure global effectiveness in harmony and organizational success
strategic business units •Integrates perspectives on cultural differences and
•Aligns and manages local, regional and global their impact on the success of the organization
advantages •Sets the vision that defines the strategic connection
•Develops diversity and cultural enhancement programs between diversity and inclusiveness practices for
•Implements culture of inclusion through processes and employees and organizational success
systems •Builds cross-cultural relationships and partnerships
•Implements and audits practices to ensure global/cultural
sensitivity

GLOBAL & CULTURAL EFFECTIVENESS © 2016 SHRM. All rights reserved. 52

RELATIONSHIP MANAGEMENT

Relationship Management
Relationship Management
Definition: The ability to manage interactions to provide service and to support the organization
Cluster: Interpersonal
Subcompetencies:
o Business Networking o Negotiation and Conflict o Responsiveness
Expertise Management o Mentorship
o Visibility o Credibility o Influence
o Customer Service (internal o Community Relations o Employee Engagement
and external) o Transparency o Teamwork
o People Management o Proactivity o Mutual Respect
o Advocacy
Behaviors:
o Establishes credibility in all interactions o Manages internal and external relationships in
o Treats all stakeholders with respect and dignity ways that promote the best interests of all
parties
o Builds engaging relationships with all
organizational stakeholders through trust, o Champions the view that organizational
teamwork and direct communication effectiveness benefits all stakeholders
o Demonstrates approachability and openness o Serves as an advocate when appropriate
o Ensures alignment within HR when delivering o Fosters effective teambuilding among
services and information to the organization stakeholders
o Provides customer service to organizational o Demonstrates ability to effectively build a
stakeholders network of contacts at all levels within the HR
function and in the community, both internally
o Promotes successful relationships with and externally
stakeholders

RELATIONSHIP MANAGEMENT © 2016 SHRM. All rights reserved. 54

Relationship Management
Proficiency Standards by Career Level
Early Level Mid Level
•Listens effectively to potential issues before reacting •Oversees transactional and/or preliminary stage of employee
with solutions relations issues
•Serves as frontline liaison with vendors/suppliers •Assists early-level HR professionals in building networks with
•Refers potentially difficult interactions to manager higher-level leaders in the organization
•Seeks opportunities to interact with stakeholders •Recognizes potential employee relations issues in a proactive
•Provides outstanding customer service experience manner and either resolves the issue or moves the concern to
to employees and other stakeholders senior leaders
•Facilitates the resolution of transactional conflicts •Mediates difficult interactions, escalating problems to higher level
that arise when warranted
•Provides basic information for resolution of conflicts •Develops network of contacts of internal and external stakeholders,
including frontline managers, HR peers and job candidates
•Develops a network of contacts both within the
organization and with external partners serving the •Develops a reputation as a neutral and approachable HR
organization professional serving employees and the organization
•Networks with HR peers, both internal and external •Oversees interactions with vendors/suppliers to maintain service
to organization quality
•Demonstrates effective interpersonal skills •Ensures early-level HR professionals are providing customer-
oriented service
•Develops a strong and positive reputation both
internally and externally as a neutral and •Ensures that HR decisions from senior leaders are understood and
approachable HR representative communicated by HR representatives
•Prevents transactional conflicts when possible •Fosters positive team environment among staff
•Provides first point of contact for employee •Identifies staff networking opportunities and venues
questions •Assists senior HR professionals in the facilitation of difficult
•Communicates and demonstrates support for HR interactions among stakeholders
decisions passed down even if not consistent with •Develops new partnerships with employees and frontline managers
own point of view •Facilitates conflict resolution meetings
CONSULTATION © 2016 SHRM. All rights reserved. 55
Relationship Management
Senior Level Executive Level
•Provides opportunities for employees to interact and build •Designs strategies for improving relationship
relationships management performance metrics
•Provides career mentorship to mid-level career professionals •Networks with and influences legislative bodies,
•Develops and coordinates HR relationship management objectives union heads and external HR leaders
and resources •Develops and champions organizational
•Mediates difficult employee relations and/or other interactions as a customer service strategies and models
neutral party •Negotiates with internal and external
•Develops policies and practices for resolving conflicts stakeholders to advance the interests of the
•Resolves escalated conflicts among stakeholders organization
•Develops new partnerships and maintains existing partnerships with •Designs strategies to ensure a strong customer
vendors, employees and supervisors to maximize value to the service culture in the HR function
organization •Creates conflict resolution strategies and
•Manages challenging issues in union and non-union environments processes throughout the organization
•Negotiates with internal and external stakeholders, including •Oversees HR decision-making process to ensure
vendors, staff and leaders consistency with HR and business strategy
•Builds consensus and settles disputes internal to HR on policy and •Develops strategic relationships with internal and
practice decisions external stakeholders
•Oversees customer service objectives and outcomes •Fosters a culture that supports intra-
organizational relationships throughout the
•Designs programs and policies to cultivate a strong customer organization (e.g., silo busting)
service culture in the HR function
•Designs strategic opportunities and venues for
•Engages mid-level and early-level staff by building relationships employee networking and relationship building
•Facilitates difficult interactions among organizational stakeholders to •Proactively develops relationships with peers,
achieve optimal outcomes clients, suppliers, board members and senior
•Develops a network of contacts, including senior leaders, leaders
operational teams, staff, peers, suppliers/vendors and community
leaders across organizations

RELATIONSHIP MANAGEMENT © 2016 SHRM. All rights reserved. 56

Additional SHRM Research and
Resources
SHRM offers many options for developing your proficiency in the competencies defined in the SHRM Competency
Model, including attending seminars and conferences, reading thought leader guidance on competencies, using the
SHRM Learning System, and networking online with other HR professionals.

• Visit shrm.org/events to learn more about SHRM conferences and events.

• Visit shrm.org/learningandcareer/learning for more information about SHRM seminars.
• Visit shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views to read what thought leaders are
saying about the how to be successful in HR.
• Visit community.shrm.org/home to network online with other professionals in HR.

SHRM continues to monitor what is happening in the field of HR and what is necessary for HR professionals to be
successful now and in the future. Based on industry best practices, SHRM plans to make updates to the model every
five to seven years, depending on what our research tells us about changes in HR knowledge and behaviors necessary
for career success. When SHRM does make modifications to the model, we will work across our organization to ensure
that such changes are reflected in our content, products and services to the HR community. In addition, we will
communicate in a timely manner to our members and the HR field in general when significant changes might occur.

Whom can I contact for more information?

For more information about the SHRM Competency Model, please contact us at Competencies@shrm.org.

© 2016 SHRM. All rights reserved. 57

References
Alonso, A., Kurtessis, J.N., Schmidt, A.A., Strobel, S., & Dickson, B. (2015). A competency-based approach to
advancing HR. HR People + Strategy, 38(4), 38-44.

Campion, M.A., Fink, A.A., Ruggeberg, B.J., Carr, L., Phillips, G.M., & Odman, R.B. (2011). Doing competencies well:
Best practices in competency modeling. Personnel Psychology, 64, 225-262.

Shippmann, J.S., Ash, R.A., Battista, M., Carr, L., Eyde, L.D., Hesketh, B., Keyhoe, J., Pearlman, K., Prien, E.P., &
Sanchez, J.I. (2000). The practice of competency modeling. Personnel Psychology, 53, 703-740.

© 2016 SHRM. All rights reserved. 58

©2016 Society for Human Resource Management