SHRM
Competency Model®
©2012 Society for Human Resource Management
SHRM grants all users permission to download and use SHRM Competency Model. However, such permission is limited to individual use and prohibits further
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Table of Contents
.
Introduction………………….………………………………………………………………………………………………….……..………………………………….5
Background Information..…………………………………………………………………………………………………….…..…………………………………….6
Model Key……………………………………………………………………………………………………………………….………………………………………....7
Characteristics of HR Professional Career Levels……….……………………………………………………………….…………………………………….....8
SHRM Competency Model………………………………….………………………………...……………………………………………………………….….........9
Competency 1: Human Resource Expertise .……………………………….……………………………………………………………………………………..10
Proficiency Standards by Career Level:
EARLY LEVEL………………………………………………………………..………………………………….……………………………..…….11
MID LEVEL………………………….…………………………………………..……………..……………………………………………..……….11
SENIOR LEVEL…….…………….……………………………………………....……………………………………………………………..……12
EXECUTIVE LEVEL……………….……………………………………...…….……………………………………………………………………12
Competency 2: Relationship Management………………………………….……………….……………………………………..……………………………..13
Proficiency Standards by Career Level:
EARLY LEVEL……………………………………………………………………………………………………………………………………..…14
MID LEVEL…………………………………………………………….……………………………………………………………………..……….14
SENIOR LEVEL…….………………………………………………….………………………………………………………………………..……15
EXECUTIVE LEVEL………………………………………….………………………………………………………………………………………15
Competency 3: Consultation………………………………………………….……………………………………………………..……………………………….16
Proficiency Standards by Career Level:
EARLY LEVEL…………………………………………………………………………………………………………………………….……..…...17
MID LEVEL…………………………………………………………….…………………………………………………………………………..….17
SENIOR LEVEL…….………………………………………………….………………………………………………………………………..……18
EXECUTIVE LEVEL………………………………………….…………………………………………………………………………………....…18
©2012 Society for Human Resource Management
Competency 4: Leadership and Navigation..…………………………….…….………………………………………………..……………………..…………19
Proficiency Standards by Career Level:
EARLY LEVEL…………………………………………………………………………………………………………………………………….…20
MID LEVEL…………………………………………………………….…………………………………………………………………..…………20
SENIOR LEVEL…….………………………………………………….……………………………………………………………….……..……..21
EXECUTIVE LEVEL………………………………………….……………………………………………………………………….……………..21
Competency 5: Communication……………...………………………………….……………………………………………………..…………..……………….22
Proficiency Standards by Career Level:
EARLY LEVEL……………………..……………………………………………………………………………………………….……………..…23
MID LEVEL…………………………….………………………………….………………………………………………………..…………..…….23
SENIOR LEVEL…….…………………….…….………………………….…………………………………………………….………………..…24
EXECUTIVE LEVEL…………………………..………………….…………………………………………………………….……………………24
Competency 6: Global and Cultural Effectiveness..………………………….……………………………………………………..……..…………………….25
Proficiency Standards by Career Level:
EARLY LEVEL……………………………………………………………………………………………………………………………………..…26
MID LEVEL………………………………………………………………….…………………………………………………………………..…….26
SENIOR LEVEL…….……………………………………………………….……………………………………………………………………..…27
EXECUTIVE LEVEL………………………………………….………………………………………………………………………………………27
©2012 Society for Human Resource Management
Competency 7: Ethical Practice…………..………………………………….………………….………………………………………..………………………….28
Proficiency Standards by Career Level:
EARLY LEVEL………………………………………………………………………….…………………………………………………………..…29
MID LEVEL…………………………………………………………….……………………….………………………………………………..…….29
SENIOR LEVEL…….………………………………………………….…………………………….……………………………………………..…30
EXECUTIVE LEVEL………………………………………….…………………………………………….…………………………………………31
Competency 8: Critical Evaluation……….………………………………….…………………………………………………………..……………….………….32
Proficiency Standards by Career Level:
EARLY LEVEL………………………………………………………………………………………………………….…………………………..…33
MID LEVEL…………………………………………………………….……………………………………………………….………………..…….33
SENIOR LEVEL…….………………………………………………….…………………………………………………………….……………..…34
EXECUTIVE LEVEL………………………………………….…………………………………………………………………………….…………34
Competency 9: Business Acumen……….………………………………….……………………………………………………..………………………………..35
Proficiency Standards by Career Level:
EARLY LEVEL……………………….……………………………………………………………………………………………………………..…36
MID LEVEL………………………………….……………………………….…………………………………………………………………..…….36
SENIOR LEVEL…….…………………………….………………………….……………………………………………………………………..…37
EXECUTIVE LEVEL…………………………………….………….…………………………………………………………………………………38
Closing Message……………………………………………………………………………………………………………………………………………..………….39
©2012 Society for Human Resource Management
Introduction
Thank you for your interest in SHRM’s professional HR competency model. SHRM is proud to present you with the full competency model in this document.
Through professional development and continuous improvement, any HR professional can contribute to his or her organization’s success in a meaningful way.
We have conducted several rounds of model development and content validation to provide specific behaviors that define proficiency at each stage of an HR
professional’s career. This competency model is designed to serve as a resource for HR professionals interested in developing proficiency within each critical
competency, from professionals just entering their HR career to those at the executive level. In other words this competency model can help you, the HR
practitioner, develop a road map to achieve your HR professional goals. This competency model is intended to be used for developmental purposes only.
Selection decisions should not be based upon this model.
Competencies are individual characteristics, including knowledge, skills, abilities, self-image, traits, mindsets, feelings, and ways of thinking, which, when used
with the appropriate roles, achieve a desired result. Competencies contribute to individual exemplary performance that creates reasonable impact on business
outcomes. SHRM’s Competency Model for HR professionals is presented in this document. SHRM’s Competency Model comprises nine primary
competencies.
 Human Resource Expertise
 Relationship Management
 Consultation
 Leadership and Navigation
 Communication
 Global and Cultural Effectiveness
 Ethical Practice
 Critical Evaluation
 Business Acumen
For each competency, we provide an overall definition, sub-competencies associated with the primary competency, behaviors demonstrated by individuals
highest in proficiency on that competency, and behavioral standards in which an HR professional at the relevant career stage should engage to be successful.
©2012 Society for Human Resource Management
Background Information
To create this model, SHRM followed the best practices identified by the Society for Industrial Organizational Psychology (SIOP) taskforce on competency
modeling and job analysis (see Campion et al., 2011; Shippmann et al., 2000).
Developing a competency model occurs in three phases. The first phase is model development, the second phase is content validation, and the third phase is
criterion validation. SHRM developed the initial model based on a) a thorough review and synthesis of the relevant literature and b) input from over 1,200 HR
professionals during 111 focus groups in 29 cities across the world. Together with the content validation, discussed next, the perspectives of HR professionals
from 33 different nations were represented.
Content validation refers to the empirical investigation that asks subject matter experts to provide ratings regarding the accuracy, relevance, and importance of
the competency model’s content. The model then is refined based on these data. The content of the SHRM Competency Model was validated through a
survey with over 32,000 respondents.
Criterion validation refers to the empirical investigation of the relationship between model elements and critical business and HR outcomes. This is done by
collecting ratings of employee performance from multiple sources, including measureable outcomes and self, peer, and supervisor ratings of employee
performance. These ratings are directly linked to the competency model using an assessment of competency-based proficiency (i.e., a competency
assessment) and serve as metrics of performance for the various elements of the competency model. SHRM began such an investigation in 2013.
Campion, M.A., Fink, A.A., Ruggeberg, B.J., Carr, L., Phillips, G.M., & Odman, R.B. (2011). Doing competencies well: Best practices in competency
modeling. Personnel Psychology, 64, 225-262.
Shippmann, J.S., Ash, R.A., Battista, M., Carr, L., Eyde, L.D., Hesketh, B., Keyhoe, J., Pearlman, K., Prien, E.P., & Sanchez, J.I. (2000). The practice of
competency modeling. Personnel Psychology, 53, 703-740.
©2012 Society for Human Resource Management
Each competency consists of five distinct elements, title, definition, sub-competencies, behaviors, and proficiency standards. These elements are discussed in
the key below.
HR Professional Levels
SHRM’s Competency Model distinguishes between four different career levels: early, mid, senior, and executive. As HR titles and organizational needs vary
across the field (across organizations, across cultures, etc.), SHRM has operationalized the various career levels. Descriptions of the various levels are
provided on the following page. The same descriptions were used during SHRM’s 2012 Competency Validation Survey in order for respondents to self-identify
career level based on a shared framework.
KEY
TITLE
 This is the title of the competency
DEFINITION
 This is the overall definition of the competency
SUB-
COMPETENCIES
 These are competencies related to and/or subsumed by the relevant general
competency
BEHAVIORS  These are behaviors demonstrated by individuals at the highest level of
proficiency on the indicated competency
PROFICIENCY
STANDARDS
 These are standards for proficiency at the four career stages (early, mid, senior,
and executive). Each proficiency standard represents a Behavioral standards in
which an HR professional at the relevant level should engage to be successful.
©2012 Society for Human Resource Management
Characteristics of HR Professional Career Levels
An “Early Level” HR professional is characterized in the following way:
 Is a specialist in a specific support function, or is a generalist with limited experience
 Holds a formal title such as, but not limited to, HR assistant, junior recruiter, or benefits clerk
For example: Jamie is relatively new to the HR profession and has just over 1 year of experience as an HR professional. While Jamie is a specialist that supports a specific function in the HR department,
Jamie has generalist colleagues with similar levels of experience and responsibility who support specific functions in the HR department. Jamie has responsibilities such as, but not limited to, supporting HR
initiatives, executing tasks passed down from management, and operating at the tactical and transactional levels. Jamie and colleagues at Jamie’s level hold titles such as, but not limited to, HR assistant,
junior recruiter, and benefits clerk.
A “Mid Level” HR professional is characterized in the following way:
 Is a generalist, or is a senior specialist
 Manages projects or program
 Holds a formal title such as, but not limited to, HR manager, generalist, or senior specialist
For example: Tyler has around 5 years of experience as an HR professional. While Tyler is an HR generalist, Tyler has colleagues with similar levels of experience and responsibility who are senior HR
specialists. Tyler has responsibilities such as, but not limited to, managing projects, programs, and initiatives, implementing plans passed down, and delegating tasks to early-level staff. Tyler and colleagues
at Tyler’s level hold titles such as, but not limited to, HR manager, HR generalist, and HR specialist.
A “Senior Level” HR professional is characterized in the following way:
 Is a very experienced generalist or specialist
 Holds a formal title such as, but not limited to, senior manager, director, or principal
For example: Adison is a seasoned HR professional with around 10 years of experience. While Adison is a very experienced specialist, Adison has colleagues with similar levels of experience and
responsibility who are very experienced generalists. Adison has responsibilities such as, but not limited to, developing and leading implementation plans and analyzing business information. Adison and
colleagues at Adison’s level hold titles such as, but not limited to, director or principal.
An “Executive Level” HR professional is characterized in the following way:
 Typically is one of the most senior leaders in HR
 Holds the top HR job in the organization or VP role
For example: Helen is the organization’s most senior HR professional with 15 years of experience. As a member of the organization’s executive committee, Helen serves as an organizational leader and
designer of human capital strategy. While Helen knows of individuals with similar responsibilities at other organizations who have more years of experience as an HR professional, Helen and individuals at a
similar level hold titles such as, but not limited to, chief human resource officer or vice president.
EARLY LEVEL
EXECUTIVE LEVEL
SENIOR LEVEL
MID LEVEL
©2012 Society for Human Resource Management
Soon…©2012 Society for Human Resource Management
Competency 1: Human Resource ExpertiseSHRMCOMPETENCYMODEL
Definition
The knowledge of principles,
practices, and functions of effective
human resource management.
Sub Competencies
(competencies related to and/or subsumed by the
relevant general competency)
 Strategic Business Management
 Workforce Planning and Employment
 Human Resource Development
 Compensation and Benefits
 Risk Management
 Employee & Labor Relations
 HR Technology
 Global and International Human Resource
Capabilities
 Talent Management
 Change Management
 Remains current on relevant laws, legal rulings, and regulations
 Maintains up-to-date knowledge of general HR practices, strategy, and technology
 Demonstrates a working knowledge of critical human resource functions including:
Strategic Business Management;
Workforce Planning and Employment;
Human Resource Development;
Compensation and Benefits;
Risk Management (including safety,
environmental health, quality, security, etc.);
Employee and Labor Relations;
HR Technology; and
Global and International HR.
 Prioritizes work duties for maximum efficiency
 Develops and utilizes best-practices
 Delivers customized human resource solutions for organizational challenges
 Seeks professional HR development
 Seeks process improvement through numerous resources
 Utilizes core business and HR-specific technologies to solve business challenges
Proficiencies by Career Level
Continued
Behaviors
(These are behaviors demonstrated by individuals at the
highest level of proficiency on the indicated competency)
©2012 Society for Human Resource Management
Competency 1: Human Resource ExpertiseSHRMCOMPETENCYMODEL
 Serves as the HR subject matter expert to managers
 Conducts investigations of workplace policy violations
 Manages day-to-day HR functions
 Implements change based on proven change-management
techniques
 Applies policies and procedures across organization
 Interprets both policies and changes to policy
 Applies compliance knowledge to protect organization
 Oversees risk management issues (e.g., safety, health, legal
issues, etc.)
 Implements solutions within designated area of responsibility
 Seeks ways to proactively improve organizational processes
and outcomes
 Implements HR technology plans
 Applies experience and expertise to research solutions
 Reports trends to senior leadership
 Recommends policy changes to support business needs
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Continued
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
 Identifies ways to improve operational efficiency
 Routes stakeholder questions to the appropriate area
 Uses judgment to determine when to consult with higherlevel
management on problems or other issues
 Provides service to stakeholders
 Generates and, when appropriate, implements solutions
within designated area of responsibility
 Employs standard operating procedures and policies when
performing HR transactions
 Reports workplace risk management issues to leadership
(e.g., safety, health, etc.)
 Develops knowledge of general HR practices and
technology
 Executes transactions with minimal errors
 Follows relevant laws and regulations
 Works under the general direction of a more experienced
HR professional
 Uses relevant HR technology systems for administrative
and service needs
 Demonstrates a willingness to learn
©2012 Society for Human Resource Management
 Provides expertise to support staff development
 Implements HR operational strategy
 Partners with executive-level staff throughout the
organization to get input on HR decisions
 Ensures the delivery of high-quality HR processes
 Evaluates potential issues or service needs and
operationalizes strategic response
 Determines best practices to support organizational
direction
 Designs strategy for organizational culture
 Mentors HR professionals and others within the
organization
 Recommends methods for integration of HR services with
organizational initiatives
 Recommends HR technology decisions
 Develops policies and procedures consistent with
organizational values and goals
 Analyzes functional programs
 Assesses compliance risks
 Establishes criteria for compliance responsibilities
 Assumes responsibility for HR and business outcomes
 Assesses strategic organizational HR needs
 Educates and advises executive team on strategic HR issues
as a factor in decision-making
 Applies broad-based HR knowledge to business needs in a
proactive manner
 Ensures alignment of HR policies and procedures with
organizational values and goals
 Influences direction and creates a vision for the HR team
 Aligns the delivery of HR services to proactively integrate with
organizational initiatives
 Assesses business situations and develops strategies to
improve organizational performance
 Provides balanced long-term and short-term strategic vision
 Evaluates potential issues or service needs and proactively
develops strategic response
 Designs proactive strategic initiatives
 Oversees HR issues involving legal and financial risk to
organization
 Provides vision for achieving mission objectives through
human capital strategy
 Evaluates strategic position in relation to internal and external
forces
 Sets HR technology strategy
EXECUTIVE LEVELSENIOR LEVEL
Proficiencies by Career Level END
Continued
Competency 1: Human Resource Expertise
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Competency 2: Relationship ManagementSHRMCOMPETENCYMODEL
 Establishes credibility in all interactions
 Treats all stakeholders with respect and dignity
 Builds engaging relationships with all organizational stakeholders through trust, teamwork,
and direct communication
 Demonstrates approachability and openness
 Ensures alignment within HR when delivering services and information to the organization
 Provides customer service to organizational stakeholders
 Promotes successful relationships with stakeholders
 Manages internal and external relationships in ways that promote the best interests of all
parties
 Champions the view that organizational effectiveness benefits all stakeholders
 Serves as an advocate when appropriate
 Fosters effective teambuilding among stakeholders
 Demonstrates ability to effectively build a network of contacts at all levels within the HR
function and in the community, both internally and externally
The ability to manage interactions to provide
service and to support the organization.
 Business Networking Expertise
 Visibility
 Customer Service (internal and
external)
 People Management
 Advocacy
 Negotiation and Conflict Management
 Credibility
 Community Relations
 Transparency
 Proactivity
 Responsiveness
 Mentorship
 Influence
 Employee Engagement
 Teamwork
 Mutual Respect
Definition
Proficiencies by Career Level
Sub Competencies
(competencies related to and/or subsumed by the
relevant general competency)
Behaviors
(These are behaviors demonstrated by individuals at the highest
level of proficiency on the indicated competency)
©2012 Society for Human Resource Management
 Listens effectively to potential issues before reacting with
solutions
 Serves as frontline liaison with vendors/suppliers
 Refers potentially difficult interactions to manager
 Seeks opportunities to interact with stakeholders
 Provides outstanding customer service experience to
employees and other stakeholders
 Facilitates the resolution of transactional conflicts that
arise
 Provides basic information for resolution of conflicts
 Develops a network of contacts both within the
organization and with external partners serving the
organization
 Networks with HR peers, both internal and external to
organization
 Demonstrates effective interpersonal skills
 Develops a strong and positive reputation both internally
and externally as a neutral and approachable HR
representative
 Prevents transactional conflicts when possible
 Provides first point of contact for employee questions
 Communicates and demonstrates support for HR
decisions passed down even if not consistent with own
point-of-view
 Oversees transactional and/or preliminary stage of
employee relations issues
 Assists early-level HR professionals in building networks
with higher-level leaders in the organization
 Recognizes potential employee relations issues in a
proactive manner and either resolves the issue or moves
the concern to senior leaders
 Mediates difficult interactions, escalating problems to
higher level when warranted
 Develops network of contacts of internal and external
stakeholders including frontline managers, HR peers, and
job candidates
 Develops a reputation as a neutral and approachable HR
professional serving employees and the organization
 Oversees interactions with vendors/suppliers to maintain
service quality
 Ensures early-level HR professionals are providing
customer-oriented service
 Ensures that HR decisions from senior leaders are
understood and communicated by HR representatives
 Fosters positive team environment among staff
 Identifies staff networking opportunities and venues
 Assists senior HR professionals in the facilitation of
difficult interactions among stakeholders
 Develops new partnerships with employees and frontline
managers
 Facilitates conflict resolution meetings
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Competency 2: Relationship Management
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Provides opportunities for employees to interact and build
relationships
 Provides career mentorship to mid-level career
professionals
 Develops and coordinates HR relationship management
objectives and resources
 Mediates difficult employee relations and/or other
interactions as a neutral party
 Develops policies and practices for resolving conflicts
 Resolves escalated conflicts among stakeholders
 Develops new partnerships and maintains existing
partnerships with vendors, employees, and supervisors to
maximize value to the organization
 Manages challenging issues in union and non-union
environments
 Negotiates with internal and external stakeholders
including vendors, staff, and leaders
 Builds consensus and settles disputes internal to HR on
policy and practice decisions
 Oversees customer service objectives and outcomes
 Designs programs and policies to cultivate a strong
customer service culture in the HR function
 Engages mid-level and early-level staff by building
relationships
 Facilitates difficult interactions among organizational
stakeholders to achieve optimal outcomes
 Develops a network of contacts including senior leaders,
operational teams, staff, peers, suppliers/vendors, and
community leaders across organizations
 Designs strategies for improving relationship management
performance metrics
 Networks with and influences legislative bodies, union heads,
and external HR leaders
 Develops and champions organizational customer service
strategies and models
 Negotiates with internal and external stakeholders to advance
the interests of the organization
 Designs strategies to ensure a strong customer service
culture in the HR function
 Creates conflict resolution strategies and processes
throughout the organization
 Oversees HR decision-making process to ensure consistency
with HR and business strategy
 Develops strategic relationships with internal and external
stakeholders
 Fosters a culture that supports intra-organizational
relationships throughout organization (e.g., silo busting)
 Designs strategic opportunities and venues for employee
networking and relationship building
 Proactively develops relationships with peers, clients,
suppliers, board members, and senior leaders
Proficiencies by Career Level END
SENIOR LEVEL EXECUTIVE LEVEL
Competency 2: Relationship Management
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Competency 3: ConsultationSHRMCOMPETENCYMODEL
 Applies creative problem-solving to address business needs and issues
 Serves as an in-house workforce and people management expert
 Analyzes specific business challenges involving the workforce and offers solutions based
upon best practice or research
 Generates specific organizational interventions (e.g., culture change, change management,
restructuring, training, etc.) to support organizational objectives
 Developing consultative and coaching skills
 Guides employees regarding specific career situations
Behaviors
(These are behaviors demonstrated by individuals at the highest
level of proficiency on the indicated competency)The ability to provide guidance to
organizational stakeholders.
 Coaching
 Project Management (Vision, Design,
Implementation, and Evaluation)
 Analytic Reasoning
 Problem-solving
 Inquisitiveness
 Creativity and Innovation
 Flexibility
 Respected Business Partner
 Career Pathing/Talent
Management/People Management
 Time Management
Definition
Sub Competencies
(competencies related to and/or subsumed
by the relevant general competency)
Proficiencies by Career Level
©2012 Society for Human Resource Management
 Develops a proactive perspective on consulting projects
 Conducts initial investigation for HR-based transactional
issues
 Gathers, and when appropriate, analyzes facts and data
for business solutions
 Raises issues and/or identifies patterns requiring
transactional HR solutions
 Identifies stakeholder needs and refers as appropriate
 Provides a summary of pertinent facts and information to
mid-level and senior HR leaders
 Manages work time efficiently
 Conducts initial investigation of HR issues
 Evaluates and measures current processes
 Leads the implementation of business solutions
 Champions implementation of strategic initiatives
 Performs investigations on challenging issues
 Manages projects within allotted time and budget
 Gathers facts, information, and data to inform HR policy and
develop solutions
 Coaches direct reports and others throughout organization
utilizing HR expertise
 Develops HR and business process improvement solutions
 Devises short-term immediate solutions in partnership with
stakeholders
 Participates in creation of HR interventions
 Serves as a team leader for organizational initiatives and
projects
 Provides guidance to managers regarding HR practices
 Identifies threats to the business and recommends effective
solutions
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Competency 3: Consultation
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Supports business unit leaders on major HR projects
 Provides guidance to managers and business unit teams
 Oversees HR investigations
 Ensures that HR and business solutions are on-time, onbudget,
and high quality
 Designs creative business solutions utilizing HR
expertise/perspective
 Coaches frontline managers and business unit leaders on
HR- and business-related issues
 Aligns solutions [interventions] with business strategy and
advocates for solution implementation
 Offers business solutions in a proactive manner
 Designs long-term business solutions in partnership with
HR customers
 Creates talent management strategies by utilizing creative
business solutions to align with and drive the business
strategy
 Listens to business leaders’ challenges
 Develops vision for critical solutions to organizational human
capital challenges
 Identifies opportunities to provide HR and business solutions
that maximize return-on-investment for the organization
 Uses appropriate analytic tools to provide other leaders input
on strategic decisions
 Identifies creative solutions for the organization and its
business units
 Supervises HR investigations with legal counsel
 Recognizes excessive HR liabilities and provides proactive
strategic guidance for remediation
 Coaches executives on people-management issues
 Designs strategic HR and business solutions
EXECUTIVE LEVELSENIOR LEVEL
Proficiencies by Career Level END
Competency 3: Consultation
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Competency 4: Leadership and NavigationSHRMCOMPETENCYMODEL
Definition
The ability to direct and contribute
to initiatives and processes within
the organization.
 Transformational and Functional
Leadership
 Results and Goal-Oriented
 Resource Management
 Succession Planning
 Project Management
 Mission Driven
 Change Management
 Political Savvy
 Influence
 Consensus Builder
 Exhibits behaviors consistent with and conforming to organizational culture
 Fosters collaboration
 Understands the most effective and efficient way to accomplish tasks within the
parameters of organizational hierarchy, processes, systems, and policies
 Develops solutions to overcome potential obstacles to successful
implementation of initiatives
 Demonstrates agility and expertise when leading organizational initiatives or
when supporting the initiatives of others
 Sets the vision for HR initiatives and builds buy-in from internal and external
stakeholders
 Leads the organization through adversity with resilience and tenacity
 Promotes consensus among organizational stakeholders (e.g., employees,
business unit leaders, informal leaders) when proposing new initiatives
 Serves as a transformational leader for the organization by leading change
Behaviors
(These are most typically demonstrated by individuals at the
highest level of proficiency on the indicated competency)
Proficiencies by Career Level
Sub Competencies
(competencies related to and/or subsumed by the
relevant general competency)
©2012 Society for Human Resource Management
 Listens actively to identify potential challenges or solutions
 Builds credibility with stakeholders
 Makes HR transactional decisions within established
policies and guidelines
 Assists with the implementation of initiatives and escalates
issues
 Demonstrates flexibility, adaptability, and initiative
 Acts consistently with and represents the culture of the
organization
 Seeks new ways to improve and recommends
improvements to HR processes, transactions and
outcomes
 Develops knowledge of internal policies and procedures
for responding to transactional issues
 Provides detail-oriented support in the administration of
organizational programs and initiatives
 Gains the knowledge and skill to implement organizational
processes and initiatives
 Serves as a team member for passed down projects
 Manages programs, policies, and procedures to support the
organizational culture
 Demonstrates flexibility, adaptability, and initiative
 Develops skills in managing resources available to meet
planned objectives
 Supports critical large-scale organizational changes
 Serves as point person on projects and tasks
 Makes policy interpretations and practice decisions
 Implements plans using results-oriented goals for measuring
success
 Serves as the principal liaison to frontline managers for HR
strategies, philosophies, and initiatives within the organization
 Develops leadership presence with management support at
the business unit level
 Develops political savvy when implementing initiatives
 Serves as manager of organizational initiatives within units
 Operationalizes projects and initiatives as set forth by the
higher-level plan
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Competency 4: Leadership and Navigation
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Establishes programs, policies, and procedures to support
the organizational culture
 Promotes HR capabilities to organization
 Leads project plans for timely completion
 Translates the vision, mission, and strategy into projects
and initiatives with milestones and delivery schedules
 Manages the resources available effectively to meet
planned objectives for initiatives
 Makes departmental/functional decisions
 Develops clear action plans with results-oriented goals for
measuring success
 Drives alignment and buy-in at all levels in business units
across organization
 Serves as a change agent for the organization
 Leads HR staff in maintaining or changing organizational
culture
 Works with other executives to design, maintain, and
champion the mission, vision, and strategy of the
organization
 Identifies the need for and facilitates strategic organizational
change
 Ensures alignment between the human capital vision,
mission, and organizational business strategy
 Serves as the influential voice for HR strategies,
philosophies, and initiatives within the organization
 Develops the organizational strategy for achieving the human
capital vision and mission
 Manages risk, opportunities, and gaps in business strategy
 Oversees critical large-scale organizational changes with the
support of business leaders
 Ensures appropriate accountability for the implementation of
plans and change initiatives
 Sets tone for maintaining or changing organizational culture
 Champions the HR function and organizational mission and
vision
 Gains buy-in for organizational change across senior
leadership with agility
Proficiencies by Career Level END
SENIOR LEVEL EXECUTIVE LEVEL
Competency 4: Leadership and Navigation
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Competency 5: CommunicationSHRMCOMPETENCYMODEL
Definition
The ability to effectively exchange
information with stakeholders.
 Verbal Communication Skills
 Written Communication Skills
 Presentation Skills
 Persuasion
 Diplomacy
 Perceptual Objectivity
 Active Listening
 Effective Timely Feedback
 Facilitation Skills
 Meeting Effectiveness
 Social Technology and Social Media
Savvy
 Public Relations
 Provides clear, concise information to others in verbal, written, electronic, and
other communication formats for public and organizational consumption
 Listens actively and empathetically to the views of others
 Delivers critical information to all stakeholders
 Seeks further information to clarify ambiguity
 Provides constructive feedback effectively
 Ensure effective communication throughout the organization
 Provides thoughtful feedback in appropriate situations
 Provides proactive communications
 Demonstrates an understanding of the audience’s perspective
 Treats constructive feedback as a developmental opportunity
 Welcomes the opportunity to discuss competing points of view
 Helps others consider new perspectives
 Leads effective and efficient meetings
 Helps managers communicate not just on HR issues
 Utilizes communication technology and social media
Behaviors
(These are most typically demonstrated by individuals at the
highest level of proficiency on the indicated competency)
Proficiencies by Career Level
Sub Competencies
(competencies related to and/or subsumed by the
relevant general competency)
©2012 Society for Human Resource Management
 Demonstrates support for HR organizational initiatives in
communication with stakeholders
 Promptly responds to stakeholder concerns via written,
verbal, or electronic communication
 Produces accurate and error free communication
 Produces top quality reports and documents
 Communicates policies, procedures, culture, etc. to new
and existing employees
 Resolves employee issues or directs appropriately to other
resources
 Uses discretion when communicating sensitive information
 Notifies upper management of appropriate issues or
concerns
 Delivers well-organized, impactful presentations
 Facilitates and transfers knowledge
 Translates organizational communication strategies into
practice at the operational level
 Effectively facilitates staff professional development programs
 Communicates and implements policies on social media
 Listens actively to understand stakeholder concerns at the
operational level
 Delivers constructive feedback
 Informs senior management of operational concerns or issues
 Coaches frontline employees on organizational and
interpersonal communications
 Fields issues with senior management guidance
 Crafts clear messages that inform frontline HR staff of relevant
organizational information
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Competency 5: Communication
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Communicates strategy and initiatives to business unit
leaders and HR staff
 Communicates plans for ensuring the alignment between
organizational HR initiatives and organizational strategy
 Fosters the organizational vision for HR practice and
policy
 Solicits feedback and buy-in on HR initiatives from
organizational stakeholders
 Disseminates HR and other executives’ messages to
stakeholders
 Creates channels for open communication across and
within levels of responsibility
 Negotiates with vendors and staff to reach best possible
outcomes
 Engages in conversations with stakeholders using
appropriate communication modes and methods to
achieve desired outcomes
 Oversees culture communication strategy
 Articulates the alignment between organizational HR
initiatives and organizational strategy
 Communicates the corporate mission and vision to other
stakeholders
 Creates strategy for a culture that fosters efficient and
effective interactions and decision-making
 Crafts messages to be delivered to stakeholders regarding
high-visibility organizational issues
 Negotiates with stakeholders to reach best possible
outcomes
 Solicits feedback and buy-in from executive-level
stakeholders
 Develops strategy for organizational systems of
communication
 Delivers strategic messages supporting HR and business
 Builds support and inspires confidence through clear
communications
 Communicates HR vision, practices, and policies to other
stakeholders
 Comfortably communicates with audiences of all sizes
SENIOR LEVEL EXECUTIVE LEVEL
Proficiencies by Career Level END
Competency 5: Communication
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Competency 6:Global and Cultural EffectivenessSHRMCOMPETENCYMODEL
Definition
The ability to value and consider the
perspectives and backgrounds of all
parties.
 Global Perspective
 Diversity Perspective
 Openness to Various Perspectives
 Empathy
 Openness to Experience
 Tolerance for Ambiguity
 Adaptability
 Cultural Awareness and Respect
 Has a strong set of core values while operating with adaptability to particular conditions,
situations, and people
 Maintains openness to others’ ideas and makes decisions based upon experience, data,
facts and reasoned judgment
 Demonstrates nonjudgmental respect for other perspectives
 Works effectively with diverse cultures and populations
 Conducts business with an understanding and respect for the differences in rules, customs,
laws, regulations, and business operations between own culture and all cultures
 Appreciates the commonalities, values, and individual uniqueness of all human beings
 Possesses self-awareness and humility to learn from others
 Embraces inclusion
 Adapts perspective and behavior to meet the cultural context
 Navigates the differences between commonly-accepted practice and law when conducting
business in other nations
 Operates with a global, open mindset while being sensitive to local cultural issues and
needs
 Operates with a fundamental trust in other human beings
 Takes the responsibility to teach others about the differences and benefits that multiple
cultures bring to the organization to ensure inclusion
 Incorporates global business and economic trends into business decisions
Behaviors
(These are most typically demonstrated by individuals at the
highest level of proficiency on the indicated competency)
Proficiencies by Career Level
Sub Competencies
(competencies related to and/or subsumed by the
relevant general competency)
©2012 Society for Human Resource Management
 Possesses general knowledge of local cultural issues
 Respects differences and promotes inclusion on a
transactional level
 Possesses general knowledge of organization’s policy and
philosophy toward diversity and inclusiveness
 Possesses general awareness and understanding of
cultural differences
 Assists with implementation of diversity/culture programs
in local settings
 Demonstrates willingness to develop and grow
understanding of global and cultural effectiveness
 Demonstrates awareness and appreciation for the global
multi-dimensional and diverse perspectives in
organization’s line of business
 Develops some general knowledge of local and global
economic trends
 Implements and audits organizational/HR practices to ensure
global/cultural sensitivity
 Implements global initiatives, programs, and policies while
appropriately tailoring to local segment needs
 Provides training on culture trends and practices for expatriate
workforce
 Maintains advanced knowledge of cultural differences within
the region and potential borders
 Designs, recommends, and/or implements diversity/culture
programs
 Resolves conflicts due to cultural differences
 Maintains local, global and cultural knowledge/experience
 Employs cultural sensitivity in communicating with staff
 Maintains expert knowledge focused on a particular
component/segment of the global organization
 Maintains general knowledge of local and global economic
trends
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Competency 6: Global and Cultural Effectiveness
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Oversees execution of programs, practices, and policies
that make the strategic connection between diversity and
inclusiveness practices with organizational success
 Develops expert knowledge of global economic trends and
best practices
 Maintains expert global and cultural knowledge/experience
 Fosters culture of inclusiveness within organization
 Champions diversity with external stakeholders (e.g.,
diverse suppliers)
 Develops policies that are consistent and fair to members
of all backgrounds
 Provides mentoring/training on cultural trends and
practices to all levels of organization
 Implements initiatives to ensure global effectiveness in
strategic business units
 Aligns and manages local, regional, and global
advantages
 Develops diversity and cultural enhancement programs
 Implements culture of inclusion through processes and
systems
 Implements and audits practices to ensure global/cultural
sensitivity
 Sets the strategy to leverage global competencies for
competitive HR advantages
 Uses global economic outlook to determine the impact on the
organization’s human capital strategy
 Maintains expert global and cultural knowledge/experience
 Maintains expert knowledge of global economic trends
 Understands global labor markets and associated legal
environments
 Fosters the organization’s cultural norms
 Proves the return-on-investment of a diverse workforce
 Manages contradictory or paradoxical practices, policies, and
cultural norms to ensure cross-cultural harmony and
organizational success
 Integrates perspectives on cultural differences and their
impact on the success of the organization
 Sets the vision that defines the strategic connection between
diversity and inclusiveness practices for employees and
organizational success
 Builds cross-cultural relationships and partnerships
Proficiencies by Career Level END
END
SENIOR LEVEL EXECUTIVE LEVEL
Competency 6: Global and Cultural Effectiveness
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Competency 7: Ethical PracticeSHRMCOMPETENCYMODEL
Definition
The ability to integrate core values,
integrity, and accountability throughout all
organizational and business practices.
 Rapport Building
 Trust Building
 Personal, Professional, and Behavioral
Integrity
 Professionalism
 Credibility
 Personal and Professional Courage
 Maintains confidentiality
 Acts with personal, professional, and behavioral integrity
 Responds immediately to all reports of unethical behavior or conflicts of interest
 Empowers all employees to report unethical behavior or conflicts of interest
without fear of reprisal
 Shows consistency between espoused and enacted values
 Acknowledges mistakes
 Drives the corporate ethical environment
 Applies power or authority appropriately
 Recognizes personal bias and others’ tendency toward bias, and takes
measures to mitigate the influence of bias in business decisions
 Maintains appropriate levels of transparency in organizational practices
 Ensures that all stakeholder voices are heard
 Manages political and social pressures when making decisions
Behaviors
(These are most typically demonstrated by individuals at the
highest level of proficiency on the indicated competency)
Proficiencies by Career Level
Sub Competencies
(competencies related to and/or subsumed by the
relevant general competency)
©2012 Society for Human Resource Management
 Supports training programs regarding ethical laws,
standards, and policies
 Demonstrates accountability for actions
 Behaves in a manner consistent with the difficult decisions
made by management
 Identifies potential conflicts of interest
 Follows policies consistently
 Documents and escalates reports of unethical behavior to
management
 Maintains employee confidentiality throughout appropriate
business processes
 Maintains knowledge of internal organizational controls
 Maintains awareness of ethics laws, standards, legislation,
and trends that may affect organizational HR practice
 Supports HR policies, procedures, and guidelines
 Establishes one's self as a credible and trustworthy source
for employees to voice concerns
 Maintains general knowledge of ethical laws, standards,
legislation, and trends that may affect organizational HR
practice
 Reinforces difficult decisions that align with organizational
strategies and values
 Establishes one's self as a credible resource for all issues
involving employees and management
 Develops and supports systems for reporting unethical
behavior
 Enforces policies consistently
 Establishes one's self as a credible and trustworthy source for
employees to voice concerns
 Influences others to behave in an ethical manner
 Performs as an ethical role model and positively influences
managerial integrity and accountability
 Implements training programs regarding ethics laws,
standards, and policies
 Takes immediate and appropriate action regarding reports of
unethical behavior or conflicts of interest
 Audits and monitors adherence to policies and procedures
 Creates processes to ensure confidentiality and privacy of
employee information and company data
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Competency 7: Ethical Practice
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Establishes oneself as a credible and trustworthy source
for employees to voice concerns
 Maintains contemporary knowledge of ethics laws,
standards, legislation, and emerging trends that may affect
organizational behaviors and practice
 Establishes HR team as a credible and trustworthy
resource within the organization
 Supports executive’s and makes own difficult decisions
that align with organizational strategies and values
 Oversees processes to protect the confidentiality of
employee information
 Responds promptly and appropriately to reports of
unethical behavior
 Evaluates potential ethical risks and liabilities to the
organization
 Serves as a role model of ethical behavior by consistently
conforming to the highest ethical standards and practices
 Develops systems for employees to report unethical
behavior for implementation
 Sets organizational standards for confidentiality of
employee and privacy of company data
 Withstands political pressures when implementing and
enforcing policies and procedures
 Briefs executives on any reports of unethical behavior or
conflicts of interest that might threaten the organization
 Ensures access to ethical standards and policies for all
employees across business units
 Develops ethical policies and procedures for
implementation
 Champions organizational values
 Establishes self as a credible resource for all issues
involving employees and their management
Proficiencies by Career Level
SENIOR LEVEL
Competency 7: Ethical Practice
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Empowers senior leaders to maintain internal controls and
create an ethical environment to prevent conflicts of interest
 Maintains contemporary knowledge of ethics, laws,
standards, legislation, and emerging trends that may affect
organizational HR practice
 Establishes one's self as a credible and trustworthy source
for employees to voice concerns
 Challenges other executives and senior leaders when
potential conflicts of interest arise
 Withstands politically motivated pressure when developing
strategy
 Sets the standard for being a role model of ethical behavior
by consistently conforming to the highest ethical standards
and practices
 Balances organizational success and employee advocacy
when creating strategy
 Develops HR policies and internal controls to minimize
organizational risk from unethical practice
 Creates HR strategy that holds employees accountable for
their actions
 Makes difficult decisions that align with organizational
strategies and values
 Communicates the vision for an organizational culture where
espoused and enacted values align
 Maintains a culture that requires all employees to report
unethical practices and behavior
 Aligns all HR practices with ethics, laws, and standards
EXECUTIVE LEVEL
Proficiencies by Career Level END
Competency 7: Ethical Practice
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Competency 8: Critical EvaluationSHRMCOMPETENCYMODEL
Definition
The ability to interpret information to make
business decisions and recommendations.
 Measurement and Assessment Skills
 Objectivity
 Critical Thinking
 Problem Solving
 Curiosity and Inquisitiveness
 Research Methodology
 Decision-making
 Auditing Skills
 Knowledge Management
 Makes sound decisions based on evaluation of available information
 Assesses the impact of changes to law on organizational human resource
management functions
 Transfers knowledge and best practices from one situation to the next
 Applies critical thinking to information received from organizational stakeholders
and evaluates what can be used for organizational success
 Gathers critical information
 Analyzes data with a keen sense for what is useful
 Delineates a clear set of best practices based on experience, evidence from
industry literature, published peer-reviewed research, publicly available webbased
sources of information, and other sources
 Analyzes information to identify evidence-based best practices
 Identifies leading indicators of outcomes
 Analyzes large quantities of information from research and practice
Behaviors
(These are most typically demonstrated by individuals at the
highest level of proficiency on the indicated competency)
Proficiencies by Career Level
Sub Competencies
(competencies related to and/or subsumed by the
relevant general competency)
©2012 Society for Human Resource Management
 Gathers facts and analyzes data using systematic
methods (e.g., surveys, focus groups, etc.)
 Develops knowledge in the use of data, evidence-based
research, benchmarks, HR and business metrics to
facilitate decision-making
 Reports on data entry and key metrics
 Develops basic working knowledge of statistics, research
methods, measurement concepts, and metrics
 Identifies sources of data and information and learns
where to find the most relevant information for solving
problems
 Conducts data entry and tracking of statistics and metrics
 Collects and synthesizes data through surveys, focus
groups, research, and other methods
 Engages in preliminary analysis of collected data and
reports findings to senior HR staff
 Maintains working knowledge of measurement concepts, data
collection, and analysis
 Maintains working knowledge of statistics and metrics
 Asks critical questions to prepare and interpret data
studies/metrics
 Conducts assessments to address problems and implements
solutions within business units
 Evaluates information gathered through research conducted
 Conducts effective program evaluation
 Maintains knowledge in the use of data, evidence-based
research, benchmarks, HR and business metrics to make
critical decisions
 Identifies patterns in data and raises relevant issues to higherlevel
management
 Differentiates best practices that will work for own
organization/business unit
 Ensures quality work product
 Executes case and pilot studies to evaluate to address
specific problems and questions
 Analyzes data and reports findings and trends
 Maintains objectivity during critical evaluation processes
 Analyzes data and seeks root causes
 Masters research methods and applies them to work
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Competency 8: Critical Evaluation
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Creates and/or dissects organizational issues, changes, or
opportunities
 Maintains advanced knowledge in the use of data,
evidence-based research, benchmarks, HR and business
metrics to make critical decisions
 Maintains advanced knowledge of statistics and metrics
 Provides training and mentoring to upper and lower level
employees on critical evaluation
 Develops best practice through rigorous research and
application of practice in own organization
 Differentiates between tested and untested solutions
 Possesses advanced knowledge and ability to interpret
data and make recommendations
 Leads research and evaluation and provides resources for
specific issues studied
 Asks critical questions needed to evaluate data
 Manages effective evaluations of organizational programs
and interventions
 Implements case and pilot studies to address specific
problems
 Validates processes to ensure that they meet desired and
reliable outcomes
 Identifies critical messages from research, pilot study
findings, or best practices
 Integrates findings to select best course of action
 Maintains expert knowledge in the use of data, evidencebased
research, benchmarks, HR and business metrics to
make critical decisions
 Maintains expert knowledge and ability to interpret data and
make recommendations
 Makes decisions with confidence based on analysis of
available information to drive business success
 Sets the direction of HR and the organization through
evaluation of risks, economic and environmental factors
 Seeks information in a strategic, systematic manner to use in
decision-making
 Analyzes information needed to direct, evaluate, and use
data and other information to make effective decisions
 Sponsors process improvement initiatives using evidencebased
solutions
 Communicates the impact on organizational strategy of
relevant and important findings from data analysis
 Applies, translates, and interprets findings from evaluations
towards building effective and creative policies within
organizational context
 Utilizes external/environmental awareness and experience in
decision-making
 Challenges assumptions and critically examines all initiatives
and programs
 Provides strategic view to direct and prioritize decision-
making
SENIOR LEVEL EXECUTIVE LEVEL
Proficiencies by Career Level END
Competency 8: Critical Evaluation
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Competency 9: Business AcumenSHRMCOMPETENCYMODEL
Definition
The ability to understand and apply
information to contribute to the
organization’s strategic plan.
 Strategic Agility
 Business Knowledge
 Systems Thinking
 Economic Awareness
 Effective Administration
 Knowledge of Finance and Accounting
 Knowledge of Sales and Marketing
 Knowledge of Technology
 Knowledge of Labor Markets
 Knowledge of Business
Operations/Logistics
 Knowledge of Government and
Regulatory Guidelines
 HR and Organizational
Metrics/Analytics/Business Indicators
 Demonstrates an understanding of the strategic relationship between effective
human resource management and core business functions
 Demonstrates a capacity for understanding the business operations and
functions within the organization
 Understands the industry and business/competitive environment within which the
organization operates
 Makes the business case for HR management (e.g., Return On Investment/ROI)
as it relates to efficient and effective organizational functioning
 Understands organizational metrics and their correlation to business success
 Uses organizational resources to learn the business and operational functions
 Uses organizational metrics to make decisions
 Markets HR both internally (e.g., ROI of HR initiatives) and externally (e.g.,
employment branding)
 Leverages technology to solve business problems
Behaviors
(These are most typically demonstrated by individuals at the
highest level of proficiency on the indicated competency)
Proficiencies by Career Level
Sub Competencies
(competencies related to and/or subsumed by the
relevant general competency)
©2012 Society for Human Resource Management
 Demonstrates basic knowledge of business lines and
products/services
 Gathers, assembles, and reports HR metrics, Key
Performance Indicators, and labor market trends
 Possesses operational/processing expertise for assigned
tasks
 Develops basic knowledge of HR Metrics
 Identifies inefficiencies and provides process improvement
recommendations
 Develops basic knowledge of competitor organizations
 Develops familiarity with business terms and acronyms
 Develops knowledge and understanding of value of costbenefit
analysis
 Maintains functional knowledge of organizational business
units
 Gathers, assembles, and reports HR metrics and labor market
trends
 Utilizes appropriate business terms and vocabulary in
interactions with employees and leaders
 Develops skill in building business cases for HR projects and
initiatives
 Maintains knowledge of HR metrics and business metrics
including Key Performance Indicators and relationships with
one another
 Develops HR marketing messages to both internal and
external audiences
 Maintains working knowledge of business lines as well as
competitive market
 Manages project and initiative budgets
 Analyzes data for HR metrics to make recommendations
 Defines critical activities in terms of value added, impact, utility
derived from cost-benefit analysis
 Manages process improvement initiatives
 Implements organization-wide business practices/operations
 Develops the ability to apply the principles of finance,
marketing, economics, sales, technology, and business
systems to internal HR processes and policies
 Implements HR and business technology plans to solve
business problems and needs
EARLY LEVEL MID LEVEL
Proficiencies by Career Level
Competency 9: Business Acumen
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Demonstrates a working knowledge of the labor market and
its relation to organizational success
 Develops organization-wide business practices/operations
 Develops HR and business technology plans to solve
business problems and needs
 Benchmarks the competition and other relevant comparison
groups
 Uses the language of business administration and senior
leaders
 Evaluates critical activities in terms of value added, impact
and utility derived from cost-benefit analysis
 Maintains broad-based knowledge of the organization and its
operations
 Applies consistently the principles of finance, marketing,
economics, sales, technology, and business systems to
internal HR processes and policies
 Develops business acumen of team
 Sets policies and procedures/practices to support
organizational success
 Maintains a systems-thinking perspective when making
business decisions
 Maintains advanced knowledge of business lines and
products/services, as well as the competitive market
 Implements solutions with analysis of impact on ROI, utility,
revenue, profit and loss estimates, and other business
indicators
 Evaluates all proposed business cases for HR projects
and initiatives
 Maintains advanced knowledge of key industry and
organization metrics - 'knows the business'
 Aligns HR strategy, goals, and objectives to overall
business strategy and objectives
 Develops HR business strategies to drive key business
results
 Demonstrates fluency in the language of business
administration and senior leaders
 Creates an action plan for managing talent within the
confines of the labor market
 Develops strategy for HR marketing messages to both
internal and external audiences
 Communicates organizational impact of metrics
 Determine goals, plans, and budget requirements
 Develops business strategy with top leaders of the
organization
 Uses knowledge of business and HR Metrics to make
business decisions
 Maintains knowledge of economic factors and economic
environment impact on industry and organization
operations
 Recommends business practice/plan improvements
 Ensures all HR initiatives have ROI that adds to
organizational value
 Builds business cases for HR projects and initiatives
SENIOR LEVEL
Proficiencies by Career Level
Competency 9: Business Acumen
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
 Evaluates all proposed business cases for HR projects
and initiatives
 Benchmarks the competition and other relevant
comparison groups
 Communicates direction on local and global labor market
and its relation to organizational success
 Maintains expert knowledge of business lines and
products/services, as well as the competitive market
 Develops HR business strategies to drive key business
results
 Maintains expert knowledge of economic factors and
economic environment impact on industry and
organization operations
 Evaluates critical activities in terms of value added,
impact, and utility derived from a cost-benefit analysis
 Maintains expert knowledge of key industry and
organization metrics - 'knows the business'
 Sets HR and business technology strategy to solve
business problems and needs
 Serves as strategic contributor to organizational decisionmaking
regarding fiscal, product/service lines, operations,
human capital, and technological areas
 Influences government policy and proposed regulations
 Develops business strategy with top leaders of the
organization
 Defines strategy for managing talent within the confines of
the labor market
EXECUTIVE LEVEL
 Ensures all HR initiatives have ROI that adds to
organizational value
 Assesses risk (SWOT) of business initiatives as it pertains
to human capital, ROI, and shareholder accountability
 Aligns HR strategy, goals, and objectives to overall
business strategy and objectives
 Demonstrates fluency in the language of business
administration and senior leaders
 Develops solutions with analysis of impact on ROI, utility,
revenue, profit and loss estimates, and other business
indicators
 Examines all organizational problems with a sense for
integrating HR solutions designed to maximize ROI, profit,
revenue, and strategic effectiveness
Proficiencies by Career Level END
Competency 9: Business Acumen
Prof
Proficiency Standards by Career Level - Behavioral standards in which an HR professional at the relevant level should engage to be successful.
SHRMCOMPETENCYMODEL
©2012 Society for Human Resource Management
Closing Message
Thank you again for your interest in SHRM’s professional HR competency model. We hope that you found this competency model interesting and
useful.
We welcome comments and feedback, and we are happy to answer any questions or address any concerns you might have.
Feel free to contact us via Competencies@shrm.org or 800-283-7476 x3366.
©2012 Society for Human Resource Management