What Does the HR Competency Model Mean for Me?
One HR: Shaping the Future of Work Together
HR Engagement
Our engagement survey�shows that HR employees are eager to develop,�collaborate, and make full use of their skills.
HR Employees Want
Desire for career path clarity
What are we looking for when we say we want better clarify on career paths?
HR Priorities
management
Meet the HR Talent Team
Maggie Heier
HR employee engagement
Donna Saathoff
HR talent development
Jennifer Erickson
HR talent acquisition
Talent Team Initiatives
K/F Competency Architecture
The University of Minnesota has enlisted the services of Korn Ferry, a leader in
K/F Competency Architecture
Korn Ferry experts created a global competency framework by studying millions of roles and conducting comprehensive research to support their methodology.
K/F Competency Architecture
This architecture creates a scalable foundation for talent practices
K/F Competency Architecture
Korn Ferry mapped their competency architecture to the University’s IT and HR job classifications, resulting in custom success profiles that identify the most critical competencies for success in every IT and HR role at the University.
What Are Competencies?
Competencies provide an overarching definition but the architecture enhances this with varying behavioral anchors.
What Are Behavioral Anchors?
Each competency contains multiple examples of behaviors that drive success. These behaviors might look different, depending on how people are expected to contribute and their position in the organization.
Example: Competencies
The competencies included are those most critical for success and are listed in order of importance.
Competencies for TA - Professional
Factors in the Behavioral Library
Factor 1 - Thought
Factor 2 - Results
Factor 3 - People
Factor 4 - Self
Stages of Contribution
Stage 1 - Contributing Dependently
Stage 2 - Contributing Independently
Stage 3 - Contributing Through Others
Stage 4 - Contributing Strategically
Example: Ensures Accountability
Stage 1 - Contributing Dependently
Example: Stage 1 Contributing Independently:
Example Additional Insights
Standard Behaviors Library
What it looks like to need improvement, meet, and exceed expectations per competency.
Example Additional Insights
Difficulty to Develop
The more difficult, the more ramp-up time needed when addressing development needs.
Let’s Look at a UMN HR Generalist
Now that we know the layout of the resources, let’s look more closely at the mapping to a HR Generalist role.
HR Generalist Competencies
HR Generalist Behavioral Anchors
HR Generalist Behavioral Anchors
HR Generalist Behavioral Anchors
HR Generalist Business Insights
HR Generalist Business Insights
HR Generalist Business Insights
HR Generalist Pro 3
Developmental Difficulty
Org savvy needs a longer runway if this is a development need.
Maximize Your Performance and Development
Provides clarity on current and aspiring role expectations (the HOW of success)
Maximize Your Performance and Development
Using a competency-centered approach you can take charge of your development
Feedback & expectations
Upskilling & reskilling
Career opportunities
From - To
You want to get from _______ to _______.
E.g. From an individual contributor who adds value through technical expertise and closely follows others’ directions, to a people leader who creates a clear strategy and delivers results through a small team.
How big is the gap?
What would it take to close it?
70/20/10 Learning Model
Action Insights
Q&A
What questions do you have?
Additional Resources
Thank you
Contact information
Andrea Yanego - ayanego@umn.edu
Shannon Luloff - smacdon1@umn.edu