Paper on Leadership & Navigation Behavior Competencies: Directing & Contributing to Innovations

Introduction

This competency can be recognized as the ability to direct and contribute to innovations and processes within the company. Barling, Christie, and Hoption (2011), as well as Judge and Piccolo (2004), noted that effective leadership is associated with many positive employee outcomes such as increased job performance and positive work attitudes. For advanced professionals to illustrate leadership and navigation behavior competencies, they need to be able to lead the HR staff in changing or sustaining the organization culture as well as work with other leaders to achieve the organization goals, mission, and vision. The professionals also need to be able to identify the need as well as support strategic organizational change. Finally, the professionals need to find a balance between the mission, vision, corporate business strategy and human capital vision.

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Ethical Practice

Ethical practice can be identified as the ability to incorporate integrity, core values, as well as accountability in all the practices of the company. Lado and Wilson (1994) explained that ethical systems are vital as they are connected to higher levels of corporate performance. Advanced HR professionals can illustrate ethical practice by empowering senor leaders to maintain internal controls while at the same time creating an ethical environment that will prevent conflicts of interests. Furthermore, the professionals should be able to sustain contemporary knowledge of ethics, standards, laws, legislations as well as the emerging trends that may impact the company. The professionals also need to identify themselves as trustworthy individuals whom the employees can trust and raise their issues. Finally, the professionals should be able to withstand pressure that is politically motivated when they are developing their strategies.

Business Acumen

Business acumen is the ability to comprehend and apply information that will contribute to the strategic plan. According to Becker, Huselid, and Beatty (2009), the HR professionals serve as consultants for the other corporate members or business units where they carry out HRM practices that facilitate and are inked with business goals and strategies. Advanced HR professionals should ensure that they can assess the risks/SWOT of business initiatives as well as aligning the HR strategy objectives and goals with the overall objectives and strategies of the business. Moreover, they should demonstrate their fluency in business administrative language as applied by the senior leaders. Finally, they should be able to develop solutions with analysis of impact on revenue, utility and the profit and loss estimates.

HR Expertise: Domain 1- People

Talent Acquisition and Retention

Talent acquisition and retention involve the activities included in constructing and sustaining a productive workforce. The SHRM Body of Competency and Knowledge (2018) indicates that the competencies required for talent acquisition and retention include business acumen, critical evaluation, and consultation. The knowledge topics necessary include employer value proposition techniques, employee retention techniques and employee lifecycle phases. Furthermore, external labor market pest factors, employment branding approaches, external and internal recruitment approaches, formal assessment methods and tools and evaluation techniques are valuable knowledge topics.

Total Rewards

Total rewards include the direct and indirect remuneration approaches that employers use to attract, retain, and recognize workers (The SHRM Body of Competency and Knowledge, 2014). The necessary competencies for this area include critical evaluation and business acumen. The knowledge topics that are most critical for this area include job analysis, job design, job descriptions, benefits as well as the accounting practices and principles. Also, employee lifecycle phases, external labor markets pest factors and fiduciary responsibilities are valuable knowledge areas.

HR Expertise: Domain 2- Organization

Structure of the HR Function

This area consists of the people-related processes, activities, and theories, that are used to distribute HR services that develop and direct organizational effectiveness. The competencies needed for this area include consultation, critical evaluation and business acumen. The knowledge topics for this area include centralization versus decentralization, balanced scorecard philosophy as well as defined approaches to roles and functions for generalists and specialists. Additionally, topics such as due diligence methodologies, HR functional integration approaches, HR organizational structure, and design as well as negotiation and influence techniques are critical for an advanced HR professional

Workforce Management

This area enables the company to meet its talent needs and at the same time close essential gaps of skill using data-driven procedures that inform HR initiatives. The competencies for this area include critical evaluation, business acumen, and relationship management. The knowledge topics most valuable for this area include employee development techniques and approaches, communication techniques, knowledge management, retention, as well as transfer techniques and learning theories and philosophies. Moreover, knowledge in needs assessment techniques, succession planning techniques as well as restructuring approaches is highly beneficial to the professional.

HR Expertise: Domain 3- Workplace

Diversity & Inclusion

This area comprises of the life experiences, qualities, personalities competencies, education, skills, and collaboration of the various types of people to ensure organization success. The competencies for this area include Ethical Practice, Relationship Management, Communication, and Global & Cultural Effectiveness. The Knowledge Topics for this area include approaches to a multi-generational workforce, emotional intelligence, developing cross-cultural relationships and practical strategies to building trust and relationships

Corporate Social Responsibility

This area represents the establishment's commitment to operating its business in an ethical and sustainable manner. The competencies for this area include consultation and relationship management. The knowledge topics for this area include anti-bribery approaches, charitable/community giving approaches, code of conduct development as well as community inclusion approaches

Domain 4: Strategy

Business & HR Strategy

This area includes corporate planning to accomplish the success of the organization as well as creating value for the stakeholders. The critical competencies for this area include business acumen, critical evaluation, leadership & navigation, consultation, communication, and relationship management. The key knowledge topics include approaches for linking organizational and HR strategies, business intelligence factors, balanced scorecard utilization, change management techniques and conflict management techniques.

References

SHRM. (2014). The SHRM Body of Competency and Knowledge. Retrieved from https://www.shrm.org/about-shrm/press-room/press-releases/Documents/shrm-bock-final4.pdf

SHRM. (2018). The SHRM Body of Competency and Knowledge. Retrieved from https://www.shrm.org/certification/Documents/SHRM-BoCK-FINAL.pdf

Barling, J., Christie, A., & Hoption, A. (2010). Leadership. In S. Zedeck (Ed.), Handbook of industrial and organizational psychology (pp. 183-240). Washington, DC: American Psychological Association.

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.

Lado, A. A., & Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of Management Review, 19, 699-727

Becker, B. E., Huselid, M. A., & Beatty, R. W. (2009). The differentiated workforce: Transforming talent into strategic impact. Boston, MA: Harvard Business Press.