Subject - HR Core Competencies

In line with the futuristic vision of creating a new breed of HR practioners who would do
justice to HR as Human Rhythm- CIPD -Lond had formulated the following core
competencies which HR Professionals must strive to master.

Core competencies

The vision for the Professional Standards and for the competencies
and possess a mixture of the following ten competencies:

1. Personal drive and effectiveness: the existence of a positive, 'can-do' mentality,

anxious to find ways round obstacles and willing to exploit all of the available resources
in order to accomplish objectives.

2. People management and leadership: the motivation of others (whether subordinates,

colleagues, seniors or project team members) towards the achievement of shared goals
not only through the application of formal authority but also by personal role-modelling a
collaborative approach, the establishment of professional credibility, and the creation of
reciprocal trust.

3. Business understanding: adoption of a corporate (not merely functional) perspective,

including awareness of financial issues and accountabilities of business processes and
operations, of 'customer' priorities, and of the necessity for cost/benefit calculations when
contemplating continuous improvement or transformational change.

4. Professional and ethical behaviour: possession of the professional skills and technical
capabilities, specialist subject (especially legal) knowledge, and the integrity in decision-
making and operational activity that are required for effective achievement in the
personnel and development arena.

5. Added-value result achievement: a desire not to concentrate solely on tasks, but rather
to select meaningful accountabilities - to achieve goals that deliver added-value outcomes
for the organisation, but simultaneously to comply with relevant legal and ethical
obligations.

6. Continuing learning: commitment to continuing improvement and change by the

application of self-managed learning techniques, supplemented where appropriate by
deliberate, planned exposure to external learning sources (mentoring, coaching, etc).

7. Analytical and intuitive/creative thinking: application of a systematic approach to

situational analysis, development of convincing, businessfocused action plans, and
(where appropriate) the deployment of intuitive/creative thinking in order to generate
innovative solutions and proactively seize opportunities.

8. 'Customer' focus: concern for the perceptions of personnel and development's

customers, including (principally) the central directorate of the organisation; a
willingness to solicit and act upon 'customer' feedback as one of the foundations for
performance improvement.

9. Strategic thinking: the capacity to create an achievable vision for the future, to foresee
longer-term developments, to envisage options (and their probable consequences), to
select sound courses of action, to rise above the day-today detail, to challenge the status
quo.

10. Communication, persuasion and interpersonal skills: the ability to transmit

information to others, especially in written (report) form, both persuasively and cogently,
display listening, comprehension and understanding skills, plus sensitivity to the
emotional, attitudinal and political aspects of corporate life.

Trust it will be of use to all our HR Professionals

Cheers