PSHRA
1. Comptency: Something more comprehensive than a specific job skill or
knowledge. A general capability that an individual transfers from one job or task
to another.
2. IPMA-HR Competencies - Four Roles:
Based on AT&T model.
HR Expert
Business Partner
Change Agent
Leader
HR and line managers are responsible for both managing people and business
results.
3. HR Paradigm Shift:
From:To
Personnel management:HR resources management
Rulemaker:consultant
Functional orientation:business orientation
One size fits all:tailored programs
Centralized decision-making:framework for others to make decisions
Mutual distrust:partnering
Focus on activities and process:focus on effectiveness and impact
4. IPMA-HR model is based on...: AT&T model from the 1990s
and National Academy of Public Administration model, which
included input from gov't managers.
, PSHRA
5. Two reasons for developing models for HR competencies: to use it as a
tool for reshaping the way people think about HR and
to use it as a framework for identifying nad prioritizing the training and
development needs of HR professionals.
6. IPMA-HR has ___ competencies that are envisioned being used by HR
professionals in the ___ major roles: ____:
20, 4
HR Expert
Business Partner
Change Agent
Leader
This model focuses on the latter three emerging roles while acknowledging the
importance of HR expertise.
7. HR Expert: Knowledge of HR laws and policies. Wide opportunities for training.
8. Business Partner: Two key aspects
1. when HR function is viewed as an experienced and respected Business
Partner, the function has a greater purpose and is more than a provider of support
service for completing transactions.
2. when BP is actively endorsed for the HR function, it's an action of a
mangement partner who shares accountability with line managers for achieving
business and organizational results. Held accountable for delivering results to tax-
paying public.
9. Change Agent: Two key aspects:
1. operating as an effective leader regarding short- and long-term change
inside the HR resources function. Change process should be enlightened and
collaberative, ensure everyone understands. "introduce, deliver, defend, and
rework organizationwide."
, PSHRA
2. Help line managers deal with change. Includes understanding cost analysis
and implementation phases of recruitment, staffing, selection, and human capital
development. Also how it will help the individual members of the workforce.
10. Leader: Positional vs. implied authority, varies by org.
Two unique components for PS HR leadership:
1. managing multiple sets of expectations regarding promotion and creating a
fully diverse workforce by ensuring access to candidates for advancement and
applicants for open positions.
Requires developing and maintaining sensitivity to enforcing merit system
principles and acting ethically.
2. Unique to the field of HR and involves recognizing that a key competency HR
professionals bring to the workplace is in their ability to balance sophisticated
concerns for the satisfaction and the welfare of the overall workforce with fulfilling
organizational requirements and achieving short- and long-term business goals.
11. Change Agent HR Competencies: Designs and implements change
methodologies
Leverages ROI and info technology strategies to HRM.
Develops and implements HR and organizational processes for customers.
Designs and delivers marketing programs related to value-added HRM initiatives.
Knowledge of business processes to change and improve efficiency and
effectiveness.
Knowledge of HR laws and policies.
Awareness of the unique nature of public service environment.
Understand team behavior and posses the ability to lead teams to high
performance.
1. Comptency: Something more comprehensive than a specific job skill or
knowledge. A general capability that an individual transfers from one job or task
to another.
2. IPMA-HR Competencies - Four Roles:
Based on AT&T model.
HR Expert
Business Partner
Change Agent
Leader
HR and line managers are responsible for both managing people and business
results.
3. HR Paradigm Shift:
From:To
Personnel management:HR resources management
Rulemaker:consultant
Functional orientation:business orientation
One size fits all:tailored programs
Centralized decision-making:framework for others to make decisions
Mutual distrust:partnering
Focus on activities and process:focus on effectiveness and impact
4. IPMA-HR model is based on...: AT&T model from the 1990s
and National Academy of Public Administration model, which
included input from gov't managers.
, PSHRA
5. Two reasons for developing models for HR competencies: to use it as a
tool for reshaping the way people think about HR and
to use it as a framework for identifying nad prioritizing the training and
development needs of HR professionals.
6. IPMA-HR has ___ competencies that are envisioned being used by HR
professionals in the ___ major roles: ____:
20, 4
HR Expert
Business Partner
Change Agent
Leader
This model focuses on the latter three emerging roles while acknowledging the
importance of HR expertise.
7. HR Expert: Knowledge of HR laws and policies. Wide opportunities for training.
8. Business Partner: Two key aspects
1. when HR function is viewed as an experienced and respected Business
Partner, the function has a greater purpose and is more than a provider of support
service for completing transactions.
2. when BP is actively endorsed for the HR function, it's an action of a
mangement partner who shares accountability with line managers for achieving
business and organizational results. Held accountable for delivering results to tax-
paying public.
9. Change Agent: Two key aspects:
1. operating as an effective leader regarding short- and long-term change
inside the HR resources function. Change process should be enlightened and
collaberative, ensure everyone understands. "introduce, deliver, defend, and
rework organizationwide."
, PSHRA
2. Help line managers deal with change. Includes understanding cost analysis
and implementation phases of recruitment, staffing, selection, and human capital
development. Also how it will help the individual members of the workforce.
10. Leader: Positional vs. implied authority, varies by org.
Two unique components for PS HR leadership:
1. managing multiple sets of expectations regarding promotion and creating a
fully diverse workforce by ensuring access to candidates for advancement and
applicants for open positions.
Requires developing and maintaining sensitivity to enforcing merit system
principles and acting ethically.
2. Unique to the field of HR and involves recognizing that a key competency HR
professionals bring to the workplace is in their ability to balance sophisticated
concerns for the satisfaction and the welfare of the overall workforce with fulfilling
organizational requirements and achieving short- and long-term business goals.
11. Change Agent HR Competencies: Designs and implements change
methodologies
Leverages ROI and info technology strategies to HRM.
Develops and implements HR and organizational processes for customers.
Designs and delivers marketing programs related to value-added HRM initiatives.
Knowledge of business processes to change and improve efficiency and
effectiveness.
Knowledge of HR laws and policies.
Awareness of the unique nature of public service environment.
Understand team behavior and posses the ability to lead teams to high
performance.
