HR Skills, Competencies & Capabilities for HR Professionals
source link: https://www.gartner.com/en/human-resources/topics/hr-skills
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Develop and augment the skills needed to support an ever-evolving business
HR functions today are responding to a wider range of business needs, which requires a wider portfolio of skills. The problem? The need is growing faster than HR can build, and some of the skills are not typically found within HR. Download our comprehensive toolkit to:
Discover the HR capabilities needed to align with today’s business needs
Explore new roles within the HR operating model of the future
Learn how to augment HR expertise with external knowledge from different areas of the business
The key components of a future-ready HR function
As the HR function and role expectations evolve, HR leaders must ensure HR talent is equipped with the competencies necessary to effectively provide value to the business.
- HR’s Evolving Role
- Capabilities and Competencies
- HR Operating Model
Augmenting expertise to address a wider range of organizational issues
Since the beginning of the pandemic, HR functions face greater demand for support: Fifty-five percent of HR leaders say they receive more requests for help on a wider, more complex variety of topics than before the pandemic. As such, HR staff are under pressure to expand their expertise, sometimes into unfamiliar areas.
Gaps in expertise are frustrating for many CHROs who have invested in upgrading their teams’ capabilities in recent years. The problem? It's not enough. The breadth of expertise needed to fulfill HR’s growing portfolio of responsibilities is expanding faster than HR can handle through internal development alone.
Many of these responsibilities are in areas where there is no proven practice — or where HR may have related expertise but no applied experience. Generative AI, for example, has massive implications for the workplace, but few HR professionals understand it at a sophisticated level, and its impacts are not yet fully known. New technologies, volatile economic conditions, social and cultural conflicts, and other hot-button issues are all landing on HR’s plate, but HR employees may not have the background to handle them effectively.
To address these new challenges, CHROs must shift from just expertise development to augmenting HR with external expertise. This requires going beyond their team’s internal capabilities to find ways to regularly incorporate knowledge and ideas from outside the function into HR’s work.
Most HR functions are not well set up to do this. Only 26% of HR leaders say their staffing model allows them to bring non-HR people into HR roles. Plus, only 35% of HR employees say their function actively seeks to bring in concepts or methodologies from outside HR. But HR teams that succeed at expertise augmentation can achieve improvement in functional excellence.
Successful expertise augmentation includes three key components:
Permeable HR talent movement: Rotating talent into key HR roles from other parts of the business
Collaborative experimentation: Dedicated budget or resources for experimentation
Integration of external ideas: Creating opportunities to integrate new ideas and ways of working from outside the function
Drive stronger performance on your mission-critical priorities.
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