HR talent and the new HR competencies

Abstract

Purpose

This article aims to describe partial results of the 2012 Global Human Resources Competency Study (HRCS), led by the RBL Group and the Ross School of Business, University of Michigan.

Design/methodology/approach

Over the past 25 years, this ongoing research project has provided the most global, comprehensive, and empirical identification of the competencies expected of HR professionals, and the impact of these competencies on both individual HR professional effectiveness and business performance.

Findings

This article points out a number of the key findings of the research – including the six fundamental competency domains that HR professionals must demonstrate to impact business performance – and identifies implications of the study findings for HR talent planning, assessment and development.

Originality/value

HRCS findings have influenced thousands of HR departments, from global giants to smaller organizations in every continent.

Citation

Ulrich, D., Younger, J., Brockbank, W. and Ulrich, M. (2012), "HR talent and the new HR competencies", Strategic HR Review, Vol. 11 No. 4, pp. 217-222. https://doi.org/10.1108/14754391211234940