TVRLS HR Competencies Model

TVRLS Competency List for HRD Professionals

(Extracts from the books on “HRD Audit” by T. V. Rao, Sage, 2014 and “HRD Score Card 2500” by T. V. Rao, Sage, 2008)

TVRLS developed a competency model for HR professionals. In my book on HRD Missionary published in 1990 I have given a list of competencies very elaborately. The details published subsequently in my books on HRD Score Card 2500 and HRD Audit second edition are highlighted here.

Out of its own research and experience T V Rao Learning Systems Pvt Ltd has identified the following ten set of competencies as required by HR professionals to be successful and make a difference.

1. Business Knowledge: Knowledge of business (products, services, customers, technology, competitors, developments, R&D) and all functions (Sales and marketing, Production and operations, Finance, systems, MIS, logistics, services etc.), Knowledge of Business capital (intellectual capital) and its constituents and methods of building Business capital:

·         Knows all about business, competitors, products and services, demand for the products and services, market share of the company, raw material and supply systems, share value and pricing information, competitors and likely competitors familiar with financial parameters of business ;

·         Knows about the vision, mission and values of the company ;

·         Knows about the nature of work, familiar with the technology used ;

·         Knows technical details to some extent. Can converse with a customer;  

·         Knows and appreciate all functions in the company ;

·         Familiar with balance sheet figures, sources of profit, and informed about value-adding activities of the company. Also knows about the intellectual capital of the company and the portion of fixed assets to the market value of the company, etc.;

·         Has world-wide knowledge

·         Has thorough knowledge about these matters, and  constantly updating self  with the changing scenario, and information)

2. Functional Excellence: (i)  HR Knowledge, (ii) HR Delivery including culture sensitivity, empathy, coaching and facilitation:

·         Highly-trained & professionalised in their field. Have had the required professional preparation.

·         Familiar with the theory and practice behind HR, especially in terms of, various systems and practices in relation to manpower planning, recruitment, testing, induction, integration and assimilation, retention research and strategies, PMS, potential appraisal, ADCs, retirements management, training, e-learning, HRIS, SAP and ERP applications, implementation issues, employee engagement surveys, organizational structuring, issues and cultural problems, and cautions in mergers and acquisitions, etc.

·         Culturally sensitive. If concerned with overseas operations is familiar with the cultures where the company has its business (for example, China, US and UK, African countries, Indonesia, etc.).

·         Makes effort to learn about the cultures where the business operates or plans to operate.

·         Shows a high degree of interpersonal sensitivity and empathy to the employees. Use the competencies  to resolve conflicts and sort out problems.

·         Have coaching and facilitation skills.

·         Good at execution and HR delivery.

3.  Leadership and Change Management: (i) Communication, (ii) Initiative, and (iii) creativity and (iv) Change management:

·         Excellent written communication skills.

·         Good at communicating orally, and negotiates and presents well.

·         Participated in change management earlier successfully, and had the required skills to introduce and manage change.

·         Known to be great initiative taker, and has put the HR of the company on the national or international map.

·         Participates in dissemination of HR practices and gets ideas from such participation.

·         Creative.

·         Takes part in change, participates in local initiatives, community work, innovations, global and local seminars, and leads discussion.

·         Encourages juniors to take lead roles, and build their competencies.

·         Contributes to brand building and intellectual capital formation of the company.

4.  Strategic Thinking: Analytical ability, cost and quality sensitivity, Ability to spot opportunities, anticipate and find alternate ways of solving problems:  

(for details of the indicators see the book on HRD Score card 2500, by T. V. Rao Sage)

5.  Personal Credibility:

(for details of the indicators see the book on HRD Score card 2500, by T. V. Rao Sage)

6. Technology Savvy: including HR technology and Research Methods

(for details of the indicators see the book on HRD Score card 2500, by T. V. Rao Sage)

7. Personnel Management and Administrative skill

(for details of the indicators see the book on HRD Score card 2500, by T. V. Rao Sage)

8. Vision of the function and Entrepreneurship

(for details of the indicators see the book on HRD Score card 2500, by T. V. Rao Sage)

9. Learning Attitude and Self Management: (i) self awareness and desire to learn (ii) Time management, (iii) Networking, (iv) Research and analytical skills

(for details of the indicators see the book on HRD Score card 2500, by T. V. Rao Sage)

10. Execution Skills: (i) Planning and Monitoring skills, (ii) cultural sensitivity, (iii) persuasive skills, (iv) Behaviour modification techniques and  group dynamics, (v) ability to  craft interventions for implementation, (vi) cost and quality sensitivity

(for details of the indicators see the book on HRD Score card 2500, by T. V. Rao Sage)

AUDITING HRD COMPETENCIES

HRD competencies can be audited using several methods. The more important ones are given below.

♦   Knowledge testing

♦   Attitudes and values

♦   Self-assessment by HR professionals

♦   Peer level assessment or 360-degree assessment

♦   Assessment of the HRD function or department by line managers

♦   Assessment centres

Knowledge Testing

The HRD profession in India has come of age. There is a body of knowledge available in India for the HRD profession. There are full-time master’s programmes, doctoral programmes and various other short-term courses. A good HRD manager is expected to have a basic minimum knowledge in HRD. The knowledge forms an essential component of HRD competencies. Without this knowledge base the HRD manager is not likely to perceive the roles needed and may not be able to perform them well. Just as knowledge of anatomy and physiology are important for becoming a doctor or a surgeon, the basic knowledge of HRD including that of adult learning, HRD tools, conditions of learning, etc., is essential for becoming a skilled HRD professional. Tests can be developed for assessing the knowledge base of any candidate. TVRLS, an HRD company, has developed a series of tests for assessing the knowledge base of HRD professionals. Some sample items from this test are presented in Chapter 9of the book on HRD Audit 2^nd edition. The TVRLS–HRDKA Test deals with the basic knowledge required for HRD professionals.

Attitudes and Values

Some basic attitudes and values are needed for effective performance of HRD roles. These include a faith and self-confidence in one’s own ability to influence and make things happen—also known as the internal locus of control. Without faith in HRD, personal effectiveness attitudes, empathy and the right work values, the HRD manager will not be able to function well. There are a number of tests available to measure some of these variables. Some of these are presented in Chapter 11. These include TVRLS–HRD–LOC, the work values scale, personal effectiveness questionnaires and empathy questionnaire. Some questionnaires can be used from other sources as well.

Self-assessment and 360-degree Appraisal

HRD managers can assess themselves on the above-mentioned checklist. Such self-assessment can indicate the competence areas and competence gaps. This can be supplemented further by a 360-degree assessment. This may include the peers, bosses, direct reports and other internal and external customers. Two questionnaires in Chapter 11 entitled, Professional Preparation in HRD and HRD Profile Questionnaire, are also self-assessment questionnaires that provide information about the nature and extent of the professional preparation of the HRD manager.

Assessment of the Department or Internal Customer Satisfaction Surveys

The HRD audit questionnaires given in Chapter 11 have a section dealing with the assessment of the effective functioning of the HRD department or function. This assessment is made by the line managers and other respondents from the organisation and is likely to give a good evaluation of the effectiveness of the department. Internal customer satisfaction surveys also can be developed and used.

Skill Assessment through Assessment Centres

The HRD skills of the staff can be best evaluated by through an assessment centre. However, such assessment centres cannot be organised as a part of the HRD audit as they require special attention and focus, which makes them expensive and time-consuming. However, if the organisation has a large number of HR employees and is interested in building their competencies, it is useful to conduct an assessment centre for them to test their skill base. Such an assessment centre may use a variety of methods including simulation exercises such as an in-basket.

(Extracts of an illustrative audit report of the HRD function in an organisation is presented in the book on HRD Audit 2^nd edition by T V Rao Box 8.7).