| Utilizing a competency framework from the Society for Human Resource Management (SHRM), and the human resources body of knowledge from the Human Resources Certification Institute (HRCI), the HR Professional Competency Survey (HR-PCS) was developed to gather quantitative data regarding perceptions of importance among a sample population of senior-level human resource management professionals. The HR-PCS was distributed to 2,000 members of the Society for Human Resource Management, resulting in a sample size of 300 respondents. Findings from perceived importance ratings and proficiency levels were compared to detect gaps in specific competency areas required for effective organizational leadership and functional excellence. Analysis of the data confirmed the presence of gaps within 19 specific competency data sets, although 76 percent of respondents rated their personal proficiency above average. Additional findings from this study revealed ostensible inconsistencies between levels of practitioner competence and organizational or professional expectations of performance. All respondents exhibited competency gaps. The two competency categories that had the most gaps included “senior-level executive” and “HR strategist” competencies. A comparison of levels of work activity revealed that employee and labor relations was ranked highest by 135 respondents, followed by HR planning and reporting, compensation and benefits, training and development, legal compliance, and policy development. It was also found that use of technology (HRIS/HRMS) was a common area of weakness, with 35 percent of respondents indicating technology as their weakest area of expertise. Staffing and employment law had the lowest response to weakest area of expertise. On the whole, results of this study strongly indicate that to achieve alignment between HR and organizational goals in the development of a strategic partnership, human resource practitioners must: focus on continued realignment of HRM efforts; strengthen business relationships with managers and leaders within their organizations; position the HR function to meet identifiable and measurable organizational goals; effectively manage change; and commit to continuous improvement of specific professional competencies. |
