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 2nd 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 2nd edition by T V Rao Box 8.7).
