In collaboration with colleagues at KAU in Saudi Arabia, we are conducting a research study on HR competencies. With growing emphasis being placed on HR competencies as a means to increasing HR’s effectiveness in Saudi Arabia, this research study seeks to i) determine if competencies are predictive of success in the HR profession, ii) understand how competencies vary by type of position within HR (entry level, manager, director and executives), iii) determine if there is a relationship between specific competencies and particular responsibilities of HR professionals, and iv) determine the relationship among education, years of HR experience, competencies, and compensation. Numerous areas are identified as gaps between competencies HR professionals should possess compared to current competencies necessary to function effectively as strategic business partners.
Researchers in the field of strategic human resource management (HRM) and human resource development (HRD) have emphasized the view that systems of human resource (HR) practices may lead to higher firm performance and be sources of sustained competitive advantages (Wright, Dunford, & Snell, 2001). For clarification purposes, the discussion of HR practices in this paper will include both HRM and HRD.
HR competencies deal with the knowledge, skills, and values that successful human resource (HR) professionals demonstrate in all types of positions, companies, and geographies (Ulrich, Younger, Brockbank, & Ulrich, 2012). The techniques help those professionals architect, coach, design, and facilitate programs for effective operations resulting in more efficient and content organizations.
Sunil Ramlall, Ph.D.
sramlall001@gmail.com
651-210-2761
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