By Michael Phillips, Patrick Wright, Mike Ulrich, Erin Wilson Burns

Main Messages:

The evolution of the HR Competencies model can be traced to the data collected during each round and the consistent maturation of the HR profession.
Individual rounds of the HR Competency Study produced unique data with competencies specific to the needs of that period.
The 8th HR Competency Model. round, points to the main competencies that will deliver the best result for individuals, stakeholders and companies.

One element of the creative process that appears in almost every description, whether it’s six or four steps and in artistic creation or scientific exploration, is the importance of expansion and narrowing. Often, this part of the process describes what happens when the creator starts with an impulse or idea, then expands and explores all the possibilities and implications, and then narrows down to the essentials. Certainly, one of the most dramatic illustrations of this idea can be seen in the work of the poet who writes Haiku (a genre of traditional Japanese poetry). From an initial impression or impulse, the artist then explores all aspects of the subject, considers all possible words, and then establishes the few and limited essential syllables of his poem. This expansion and narrowing can occur in a discrete and limited way over very short periods, or it can occur at the macro level and only be noticed over time.

The Human Resource Competencies Study (HRCS) has grown and changed over the past 30 years. From the initial iteration with a focus on three domains, the model grew to nine domains in round 7 and has now narrowed to five in round 8. Many have asked about the connection between the previous versions – especially the latest and previous versions. We found that around 30-40% of HR competencies evolved each round (every 4-5 years). In this latest round (8), there was even more evolution due to the global health, social, technological and other challenges of 2020/21, when the data was collected.

This clear evolution and simplification of the complexity of the past can be attributed not only to the survey results, but also to the maturity of the HR profession. At this point, certain factors no longer need to be called and enumerated, but have become part of the structure of the function.

For example, some of the previous domains (eg “Change Champion”) are now integrated with the other domains. Change or agility in today’s terms is an integral part of business acceleration, not a separate activity. In addition, many of the domains are now richer and grounded in the perspective of HR professionals immersed in the business and partnerships in an integrated and continuous way.

Let’s briefly review the evolution of the domains that were revealed in the study and how they led to where we are today. Next, we will focus on the five domains of the current 8th model. round of the HRCS and how they specifically relate to the model we’ve come to know so well for the past five years, since the 7th. round has been completed. It is important to remember that all 8 rounds were based on an extensive survey with data from over 125,000 respondents in total and the participation of most of the world’s leading HR associations.

Figure 1. 1987 HR Competency Model

Figure 2. 1992 HR Competency Model

Payment. This shift required new knowledge and skills from HR professionals, but it only hinted at the dramatic changes to come.

In 1992, the 2nd. study round was completed and, in addition to the original three, Personal Credibility appeared as a domain for the first time. In a way, this was a small mistake from the first round. Without personal credibility, the other domains could not happen. Now that he has been drafted, he has added an element of professionalism to the role and underscored the higher expectations of HR professionals and professionals. He highlighted the growing need for competence at the individual level so that the role could be useful to the business. As we begin to understand more clearly the impact that “human capital” has on results, the Personal Credibility of HR professionals has become increasingly important. To have a voice and a seat at the table to influence the business, HR professionals should be trustworthy, competent and caring – or simply: personally credible. The extent to which HR professionals were seen as personally effective and capable of impacting business results was influenced by their personal credibility.

the 3rd. round appeared in 1997 and there were now five domains as Culture was added to the existing domains from previous rounds of the study. Although the term has been hotly debated – well before its appearance in the HRCS – this callout recognizes