2025 SHRM Body of Applied Skills and Knowledge PDF

SHRM Body of Applied Skills and Knowledge Your Comprehensive Roadmap for a Career in HR 241751 Table of Contents 2025 SHRM Body of Applied Skills and Knowledge 3 Business Cluster 40 SHRM Body of Applied Skills and Knowledge:...

SHRM Body of Applied Skills and Knowledge Your Comprehensive Roadmap for a Career in HR 241751 Table of Contents 2025 SHRM Body of Applied Skills and Knowledge 3 Business Cluster 40 SHRM Body of Applied Skills and Knowledge: Business Acumen 41 SHRM BASK Graphic 4 Business and Competitive Awareness 42 What Are Competencies? 5 Business Analysis 43 Knowledge + Behavior = Success 5 Strategic Alignment 44 Development of the SHRM BASK 6 Consultation 45 New Material in the 2025 SHRM BASK 8 Evaluating Business Challenges 46 Organization of the SHRM BASK 9 Designing HR Solutions 47 Leadership Cluster 11 Advising on HR Solutions 48 Leadership & Navigation 12 Change Management 49 Navigating the Organization 13 Service Excellence 50 Vision 14 Analytical Aptitude 51 Managing HR Initiatives 15 Data Advocate 52 Influence 16 Data Gathering 53 Ethical Practice 17 Data Analysis 54 Personal Integrity 18 Evidence-Based Decision-Making 55 Professional Integrity 19 People Knowledge Domain 56 Ethical Agent 20 HR Strategy 57 Inclusion & Diversity 21 Talent Acquisition 59 Creating an Inclusive and Diverse Culture 22 Employee Engagement & Retention 61 Ensuring Equity Effectiveness 23 Learning & Development 63 Connecting I&D to Organizational Performance 24 Total Rewards 65 Interpersonal Cluster 25 Organization Knowledge Domain 67 Relationship Management 26 Structure of the HR Function 68 Networking 27 Organizational Effectiveness & Development 70 Relationship Building 28 Workforce Management 71 Teamwork 29 Employee & Labor Relations 73 Negotiation 30 Technology Management 75 Conflict Management 31 Workplace Knowledge Domain 77 Communication 32 Managing a Global Workforce 78 Delivering Messages 33 Risk Management 80 Exchanging Organizational Information 34 Corporate Social Responsibility 82 Listening 35 U.S. Employment Law & Regulations 84 Global Mindset 36 Appendix A: Glossary 86 Operating in a Culturally Diverse Workplace 37 Appendix B: Resources 101 Operating in a Global Environment 38 Advocating for a Culturally Inclusive and Diverse Workplace 39 SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 2 2025 S HRM BODY OF AP P LIE D S K ILLS AN D K N OW LE DG E 2025 SHRM Body of Applied Skills and Knowledge For more than 70 years, the Society for Human Resource Management (SHRM) has served the human resources (HR) profession. HR professionals worldwide look to SHRM for comprehensive information and tools to help them effectively perform their jobs, develop their careers and transform their organizations. Together with SHRM, these HR professionals create better workplaces where employers and employees thrive together. In 2011, SHRM began a program of research involving thousands of HR professionals to identify the critical competencies needed for success as an HR professional. This research led to the development of the initial SHRM Competency Model, which defined eight key behavioral competencies (Leadership & Navigation; Ethical Practice; Relationship Management; Communication; Global & Cultural Effectiveness; Business Acumen; Consultation; and Critical Evaluation) and one technical competency (HR Expertise). The SHRM Competency Model represented an important advance for the field of HR by focusing on the types of behaviors that are integral for success in HR. The SHRM Body of Applied Skills and Knowledge® (SHRM BASK®), formerly the SHRM Body of Competency and Knowledge® (SHRM BoCK®), represents the evolution of the SHRM Competency Model by further defining the knowledge areas in addition to the behavioral competencies. The SHRM BASK was developed through a series of large-scale research studies that incorporated the viewpoints of thousands of HR professionals from around the world. It was most recently updated in 2021, and now includes nine behavioral competencies as well as one technical competency. In addition to describing the HR field, the SHRM BASK is used to define the content areas of SHRM’s certification examinations: the SHRM Certified Professional (SHRM-CP®) exam for HR professionals in operational roles and the SHRM Senior Certified Professional (SHRM-SCP®) exam for senior-level HR professionals in strategic roles. The two SHRM credentials provide reliable indicators to the global business community that the credential-holder is a recognized expert and leader in the HR field with the necessary capabilities in both aspects of HR practice—competencies and knowledge— that are required for effective job performance. Further, the SHRM BASK is also the common framework for the item writers who develop SHRM-CP and SHRM-SCP exam questions, as well as individuals and organizations developing exam preparation materials. SHRM’s own operations for exam development are separate and independent from its operations for study material development. SHRM observes a strict firewall between these activities to protect the integrity and credibility of the certification exams. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 3 2025 S HRM BODY OF AP P LIE D S K ILLS AN D K N OW LE DG E SHRM Body of Applied Skills and Knowledge: SHRM BASK Graphic COMMUNICATION GLOBAL MINDSET ETHICAL RELATIONSHIP CONSULTATION PRACTICE MANAGEMENT INCLUSION & BUSINESS DIVERSITY ACUMEN INTERPERSONAL LEADERSHIP & ANALYTICAL NAVIGATION APTITUDE LEADERSHIP BUSINESS PEOPLE ORGANIZATION WORKPLACE SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 4 2025 S HRM BODY OF AP P LIE D S K ILLS AN D K N OW L EDG E What Are Competencies? A competency is a group of highly interrelated knowledge, skills, abilities and other characteristics (KSAOs) that give rise to the behaviors needed to perform a given job effectively. For example, Analytical Aptitude, one of the behavioral competencies in the SHRM Competency Model, describes a group of KSAOs that include knowledge of research design, critical thinking skills and deductive reasoning abilities. These KSAOs enable HR professionals to collect, compile, analyze and interpret job-relevant data and information to support the HR function in their organizations. A competency model is a set of competencies that collectively defines the requirements for effective performance in a specific job, profession or organization. Competencies can be either technical or behavioral. Technical competencies reflect the knowledge specific to a given profession that is required for a professional in that field to perform a particular role. The HR Expertise competency in the SHRM Competency Model describes the technical knowledge specific to the HR field (such as talent management, recruiting, or compensation and benefits). Behavioral competencies, on the other hand, describe the KSAOs that facilitate knowledge to job-related behaviors. They are more general in their applicability than the profession-specific technical competency of HR Expertise. For example, the behavioral competency Communication describes the KSAOs needed to effectively communicate across a range of media (such as e-mail and oral presentations) and with a variety of audiences (including internal and external stakeholders). In sum, technical competencies reflect what knowledge HR professionals apply on the job, and behavioral competencies reflect how they apply this knowledge. Knowledge + Behavior = Success SHRM’s incorporation of behavioral and technical competencies into its competency model and certification exams implicitly recognizes that a strategic mindset leading to HR success is a function of the successful application of both knowledge and behavior. In other words, success stems not only from what you know (knowledge) but also what you do (behavior). Neither is sufficient in isolation. SHRM’s dual approach to understanding HR success is supported by empirical research that was initially gathered in 2011-2012 to develop and validate the SHRM BoCK. A study conducted by SHRM in partnership with several leading multinational employers and universities found that both HR knowledge and behavior are related to HR professionals’ job performance. Moreover, it found that both knowledge and behavior are uniquely related to job performance in nonredundant ways. These findings support the key contributions of knowledge and behavior to HR success, the relevance and applicability of the SHRM Competency Model to the HR profession, and the relevance of certification exams that test both behavioral and technical competencies. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 5 2025 S HRM BODY OF AP P LIE D S K ILLS AN D K N OW L EDG E Development of the SHRM BASK SHRM engaged in a systematic and rigorous program of research to develop the SHRM BoCK. SHRM began this program with the development of the SHRM Competency Model in 2011, and it continued its effort through 2021 by conducting a series of activities to further refine the SHRM BoCK as well as validate research in the area of Inclusion & Diversity (I&D). Comprehensive job analysis methods and the active engagement of the global HR community have been used consistently to identify, create and refine competencies that describe the attributes necessary for success as an HR professional. SHRM initiated the development of the SHRM Competency Model in 2011 when it conducted 111 focus groups with nearly 1,200 HR practitioners, including professionals from 33 countries. Participants in these focus groups represented a diversity of characteristics, both personal (such as career level and tenure) and organizational (such as sector, industry and size). SHRM also conducted a survey of more than 600 chief human resource officers (CHROs) to identify the competencies that HR leaders believe are required for success in the HR profession. Following this extensive data collection, SHRM created a working competency model of eight behavioral competencies and one technical (knowledge-based) competency, which together describe the personal and professional attributes that HR professionals need for success and career advancement. From 2012 to 2014, SHRM conducted a series of studies with HR professionals to confirm the content of the model and its relevance to success in the HR profession. In 2012, SHRM conducted a survey of more than 32,000 HR professionals worldwide to confirm the importance and generalizability of the SHRM Competency Model. The results of this study support the relevance of the model in describing the personal and professional attributes needed for HR success, as well as its wide applicability. SHRM next conducted (also in 2012) a multiorganizational criterion validation study to measure the link between the competency model and job performance. The study involved a highly diverse sample of more than 800 HR professionals and their supervisors. The results of this study established that proficiency in the SHRM-defined competencies is closely linked to successful job performance. In 2014, SHRM conducted a knowledge specification exercise to further develop the HR Expertise technical competency. First, SHRM performed an extensive review of the existing literature on HR knowledge, including textbooks, curricula, syllabi and other educator resources, to determine the universe of potential areas of knowledge that HR professionals need to perform their jobs. SHRM also consulted its own academic and employer surveys regarding the functional knowledge that HR professionals need to achieve success in the HR field. SHRM drew on this research to create a preliminary knowledge framework for the SHRM-CP and SHRM-SCP exams. Second, SHRM established in 2014 a SHRM BoCK Advisory Panel of 19 HR and business leaders from various industries, including retail, research, consulting, health care and manufacturing. This panel reviewed the proposed content and framework of the HR Expertise competency to ensure its accuracy and comprehensiveness. The panel also defined associated key concepts and proficiency indicators for each functional area. Upon completion of these studies, SHRM adopted the framework as the basis for the HR Expertise technical competency. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 6 2025 S HRM BODY OF AP P LIE D S K ILLS AN D K N OW L EDG E DEVELOPM ENT OF TH E S H RM BAS K - C ON T IN U E D Later, SHRM undertook an extensive refinement of the SHRM BoCK to clarify the competencies and functional areas. This effort was designed primarily to meet the needs of HR professionals studying for the SHRM-CP and SHRM-SCP exams. Because the certification exams have been based on the SHRM BoCK, and now are based on the SHRM BASK, the resulting clarifications also assist HR subject matter experts who write and refine exam items. SHRM conducted two practice analyses to use as the basis for refining the SHRM BASK. The first practice analysis occurred in 2015-2016, and the second occurred in 2019-2021. The practice analysis process mirrored the process used to initially develop and refine the SHRM Competency Model. During each practice analysis, more than 80 HR professionals, representing the global HR community with participants from North America, Europe, Africa and Asia, engaged in a series of focus groups. Following the extensive review and revision of each component of the SHRM BASK, SHRM then launched a validation study to confirm and further refine its contents, collecting responses from more than 8,000 HR professionals around the world. SHRM initially concluded its second practice analysis in March 2020, immediately before the occurrence of a series of major world events that had profound effects on workers and the workplace. To reflect those changes, SHRM conducted additional validation research in the area of inclusion and diversity in 2021. SHRM followed the steps in the practice analysis process, including holding focus groups, using a validation survey and revising the SHRM BASK iteratively based on feedback. As a result of this research, SHRM renamed and changed the functional area of Diversity, Equity, & Inclusion to a behavioral competency called Inclusion & Diversity (I&D). The revised area of I&D also includes new content to reflect additional knowledge, skills, abilities and other characteristics that competent HR professionals need to fully support I&D in the workplace. This change also marked a shift in the structure of the SHRM BASK, which now includes nine behavioral competencies and one technical competency that is broken into 14 functional areas. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 7 2025 S HRM BODY OF AP P LIE D S K ILLS AN D K N OW L EDG E New Material in the 2025 SHRM BASK The SHRM BASK is the product of extensive review and research that was conducted from 2019 through 2021. The 2025 SHRM BASK more clearly defines and describes the behavioral and technical knowledge required for HR professionals to meet the current and future needs of employers. The revisions provide additional clarity and guidance to facilitate HR professionals’ career development and advancement. The most significant design enhancement is the transition from a paper-based booklet to an online, interactive resource. This new format allows HR professionals with an Internet connection to access and use the resource from anywhere, makes the resource easier to navigate, and reduces redundant language. To effectively reflect the current practice of HR, content modifications and enhancements to the 2025 SHRM BASK: ⊲ Reimagined the behavioral competency called Diversity, Equity, & Inclusion and evolved it into Inclusion & Diversity ⊲ Revised the names of two behavioral competencies. ⊲ Revised the names of two functional areas. ⊲ Revised and expanded definitions of behavioral competencies and functional areas. ⊲ Updated, revised and/or expanded sub-competencies, proficiency indicators and key concepts associated with the behavioral competencies. ⊲ Updated and expanded proficiency indicators and key concepts associated with the functional areas of the HR Expertise technical competency. ⊲ Added new examples for key concepts throughout the SHRM BASK to help users better understand and interpret the content, and reorganized the order of key concepts to flow more logically. ⊲ Refined and expanded the list of glossary terms and resources. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 8 2025 S HRM BODY OF AP P LIE D S K ILLS AN D K N OW L EDG E Organization of the SHRM BASK The HR competencies and knowledge areas that are assessed on the SHRM-CP and SHRM-SCP exams are detailed in the SHRM BASK. Behavioral Competencies The nine behavioral competencies, which describe the behaviors and attributes necessary for HR professionals to perform effectively in the workplace and operate with a strategic mindset, are grouped into three clusters: ⊲ Leadership ⊲ Interpersonal ⊲ Business Behavioral competencies facilitate the application of technical knowledge (i.e., HR Expertise), which may be defined as the principles, practices and functions of effective HR management. Successful HR professionals must understand the behavioral components of HR practice in addition to being in command of technical HR knowledge. For each competency, the following information is provided: ⊲ A Definition of the competency. ⊲ Key Concepts describing the foundational knowledge for the competency. ⊲ Sub-competencies applicable to the competency, with definitions. ⊲ Proficiency Indicators that apply to all HR professionals (i.e., early career through executive career levels) as well as those that apply primarily to advanced HR professionals (i.e., senior and executive career levels). SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 9 2025 S HRM BODY OF AP P LIE D S K ILLS AN D K N OW L EDG E O R GANIZATION OF TH E S H RM BAS K - C ON T IN U E D HR Expertise (HR Knowledge) The single technical competency, HR Expertise, is defined as the principles, practices and functions of effective HR management. It is grouped into three knowledge domains—People, Organization and Workplace—and further divided into 14 HR functional areas that describe the technical knowledge required to perform key HR activities. Its application is facilitated by the nine behavioral competencies. For each functional area, the following information is provided: ⊲ A Definition of the functional area. ⊲ Key Concepts describing the knowledge specific to the functional area. ⊲ Proficiency Indicators that apply to all HR professionals (i.e., early career through executive career levels) as well as those that apply primarily to advanced HR professionals (i.e., senior and executive career levels). A Note About Proficiency Indicators The proficiency indicators define what competent HR behavior and performance look like in practice. For the two sets of proficiency indicators listed for each behavioral competency and functional area, it is important to recognize that the indicators relevant to all HR professionals also apply to advanced HR professionals at the senior and executive levels. For instance, while HR executives may not be specifically proficient in certain functions required of early-career HR professionals, they should nonetheless understand the concepts behind those functions, recognize their strategic importance and be able to mentor junior employees in developing those behaviors. This is particularly important to consider for HR professionals who are studying for the SHRM-SCP exam. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 10 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER Leadership Cluster There are three behavioral competencies in the Leadership cluster: Leadership & Navigation; Ethical Practice; and Inclusion & Diversity. These competencies describe the behaviors, attributes and underlying knowledge necessary for HR professionals to effectively lead and support an HR team while promoting integrity, accountability, inclusion and the organization’s core values. Key components of Leadership behavioral competencies include: setting and implementing a vision and direction for the HR function; managing or leading organizational initiatives; influencing and supporting other organizational members and leaders; driving an ethical organizational environment; behaving in an ethical manner that promotes high standards of integrity and the organization’s values; cultivating and supporting an inclusive and diverse culture that supports organizational performance; and ensuring equity effectiveness. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 11 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER Leadership & Navigation Leadership & Navigation is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organization, accomplish HR and organizational goals, lead and promote organizational change, navigate the organization, and manage the implementation and execution of HR initiatives. Sub-competencies: ⊲ Navigating the Organization ⊲ Vision ⊲ Managing HR Initiatives ⊲ Influence Key Concepts ⊲ Leadership theories ⊲ Examples include situational leadership; transformational leadership; participative leadership; inclusive leadership; leader-member exchange theory; servant leadership; transactional leadership; trait theory; contingency theory ⊲ People management techniques ⊲ Examples include directing; coaching; supporting; delegating; mentoring ⊲ Motivation theories ⊲ Examples include goal-setting theory; expectancy theory; attribution theory; self-determination theory; equity theory; Herzberg’s 2-factor theory ⊲ Influence and persuasion techniques ⊲ Examples include personal appeal; forming coalitions; leading by example; rational persuasion ⊲ Personal leadership qualities ⊲ Examples include vision; self-motivation; self-discipline; risk taking; commitment to continuous learning; growth mindset SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 12 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | L EA DER S HI P & N AV I GAT I O N SUB-COMPETENCY: Navigating the Organization Works within the parameters of the organization’s hierarchy, processes, systems and policies. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Demonstrates an understanding of formal and informal work roles, leader goals and interests, and relationships among employees and executives. ⊲ Facilitates communication and decision-making necessary to implement initiatives. ⊲ Uses awareness and understanding of the organization’s political environment and culture to implement HR initiatives. ⊲ Uses an understanding of the organization’s structure, processes, systems and policies to facilitate the successful implementation of HR initiatives. FOR ADVANCED HR PROFESSIONALS ⊲ Uses an understanding of complex relationships among organizational leaders to facilitate the design, implementation and maintenance of initiatives. ⊲ Uses an understanding of the organization’s political environment to develop and implement HR’s strategic direction, implement needed changes, and resolve talent needs and issues. ⊲ Uses an understanding of the complex relationships among the organization’s formal and informal processes, systems and policies to facilitate the development and implementation of HR’s strategic direction. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 13 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | L EA DER S HI P & N AV I GAT I O N SUB-COMPETENCY: Vision Defines and supports a coherent vision and long-term goals for HR that support the strategic direction of the organization PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Embraces and supports the business unit’s and/or organization’s culture, values, mission and goals. ⊲ Defines actionable goals for the development and implementation of HR programs, practices and policies that support the strategic vision of HR and the organization. ⊲ Identifies opportunities to improve HR operations that better align with and support the strategic vision of HR and the organization. ⊲ Supports the implementation of HR programs, practices and policies that uphold the strategic vision of HR and the organization. FOR ADVANCED HR PROFESSIONALS ⊲ Envisions the current and ideal future states of the HR function, organization and culture to identify gaps and areas for improvement. ⊲ Develops the long-term strategic direction, vision and goals of HR and the organization to close the gap between the current and ideal states of the HR function and the organization. ⊲ Develops and socializes a broad plan to achieve the strategic direction, vision and goals of HR and the organization. ⊲ Solicits feedback from executive-level stakeholders on strategic direction, vision and goals. ⊲ Pivots HR strategy, approaches and/or programs in response to significant changes within and outside of the organization. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 14 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | L EA DER S HI P & N AV I GAT I O N SUB-COMPETENCY: Managing HR Initiatives Implements and supports HR projects that align with HR and organizational objectives. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Defines and elaborates on project requirements set by leadership. ⊲ Sets and monitors project goals and progress milestones. ⊲ Manages project budgets and resources. ⊲ Identifies and develops solutions for overcoming obstacles to the successful completion of projects. ⊲ Identifies and monitors the resources necessary to implement and maintain HR projects. ⊲ Identifies when resource allocation is inconsistent with project needs and makes adjustments as necessary. ⊲ Demonstrates agility and adaptability when project requirements, goals or constraints change. \ FOR ADVANCED HR PROFESSIONALS ⊲ Translates HR’s vision, strategic direction and long-term goals into specific projects and initiatives with clear timelines and goals. ⊲ Monitors the progress of HR initiatives toward achievement of HR’s vision, strategic direction and long-term goals. ⊲ Collaborates with leadership to remove obstacles to the successful implementation of HR initiatives. ⊲ Obtains and deploys organizational resources and monitors their effectiveness. ⊲ Ensures accountability for the implementation of project plans and initiatives. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 15 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | L EA DER S HI P & N AV I GAT I O N SUB-COMPETENCY: Influence Inspires colleagues to understand and pursue the strategic vision and goals of HR and the organization. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Builds credibility as an HR expert within and outside of the organization. ⊲ Promotes buy-in among organizational stakeholders for HR initiatives. ⊲ Motivates HR staff and other stakeholders to support HR’s vision and goals. ⊲ Serves as an advocate for the organization or employees to advance the organization’s strategic direction and goals. ⊲ Shares opinions about important issues, regardless of risk or discouragement from others. FOR ADVANCED HR PROFESSIONALS ⊲ Promotes the role of the HR function in achieving the organization’s mission, vision and goals. ⊲ Builds credibility for the organization regionally, nationally or internationally as an HR expert. ⊲ Serves as an influential voice for HR strategies, philosophies and initiatives within the organization. ⊲ Advocates for the implementation of evidence-based HR solutions. ⊲ Inspires HR staff, non-HR customers and executive-level organizational stakeholders to support and pursue the organization’s strategic direction, vision and long-term goals. ⊲ Builds consensus among leaders about the organization’s strategic direction and long-term goals. ⊲ Uses HR knowledge and skills to influence business strategy. ⊲ Empowers leaders to create an environment where there is tolerance for risk taking and workers feel comfortable sharing ideas. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 16 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER Ethical Practice Ethical Practice is defined as the KSAOs needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organization. Sub-competencies: ⊲ Personal Integrity ⊲ Professional Integrity ⊲ Ethical Agent Key Concepts ⊲ Ethical business principles and practices ⊲ Examples include transparency; authenticity; conflicts of interest ⊲ Privacy principles and policies ⊲ Examples include anonymity; confidentiality; opt-in/opt-out policies ⊲ Internal ethics controls ⊲ Examples include protection of employee confidentiality; standards for employee investigations SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 17 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | ET HI CA L PR AC T I C E SUB-COMPETENCY: Personal Integrity Demonstrates high levels of integrity in personal relationships and behaviors. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Shows consistency between stated and enacted values. ⊲ Acknowledges mistakes and demonstrates accountability for actions. ⊲ Recognizes explicit and unconscious biases in oneself and others, and takes steps to increase self-awareness. ⊲ Serves as a role model of personal integrity and high ethical standards. FOR ADVANCED HR PROFESSIONALS ⊲ Brings potential conflicts of interest or unethical behaviors to the attention of leaders and executives. ⊲ Helps others to identify, understand and address their biases. ⊲ Holds others accountable to their commitments. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 18 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | ET HI CA L PR AC T I C E SUB-COMPETENCY: Professional Integrity Demonstrates high levels of integrity in professional relationships and behaviors. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Maintains privacy as appropriate and complies with laws and regulations mandating a duty to report unethical behavior. ⊲ Uses discretion appropriately when communicating sensitive information, and informs stakeholders of the limits of confidentiality and privacy. ⊲ Maintains current knowledge of ethics laws, standards, legislation and emerging trends that may affect organizational HR practice. ⊲ Leads HR investigations in a thorough, timely and impartial manner. ⊲ Establishes oneself as credible and trustworthy. ⊲ Does not take actions based on personal biases. ⊲ Applies, and challenges when necessary, the organization’s ethics and integrity policies. ⊲ Manages political and social pressures when making decisions and when implementing and enforcing HR programs, practices and policies. ⊲ Provides open, honest and constructive feedback to colleagues when situations involving questions of ethics arise. ⊲ Balances ethics, integrity, organizational success, employee advocacy, organizational mission and values, laws and regulations, and organizational policies and procedures. ⊲ Seeks opportunities to learn new skills and improve existing skills to become a stronger HR professional. FOR ADVANCED HR PROFESSIONALS ⊲ Withstands politically motivated pressure when developing or implementing strategy, initiatives or long-term goals. ⊲ Balances ethics, integrity, organizational success, employee advocacy, and organizational mission and values when creating strategy, initiatives or long-term goals. ⊲ Establishes the HR team as a credible and trustworthy resource. ⊲ Promotes the alignment of HR and business practices with ethics laws and standards. ⊲ Makes difficult decisions that align with organizational values and ethics. ⊲ Applies power or authority appropriately without seeking personal gain or benefit. ⊲ Demonstrates agility and courage when making difficult decisions or handling challenging situations. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 19 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | ET HI CA L PR AC T I C E SUB-COMPETENCY: Ethical Agent Cultivates the organization’s ethical environment, and ensures that policies and practices reflect ethical values. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Empowers all employees to report unethical behaviors and conflicts of interest without fear of reprisal. ⊲ Takes steps to mitigate the influence of bias in HR and business decisions. ⊲ Maintains appropriate levels of transparency for HR programs, practices and policies. ⊲ Identifies, evaluates and communicates to leadership potential ethical risks and conflicts of interest. ⊲ Ensures staff members have access to and understand the organization’s ethical standards and policies. FOR ADVANCED HR PROFESSIONALS ⊲ Advises senior management of organizational risks and conflicts of interest. ⊲ Collaborates with leaders to support internal ethics controls. ⊲ Develops and provides expertise for HR policies, standards and other internal ethics controls to minimize organizational risks from unethical practices. ⊲ Creates and oversees HR programs, practices and policies that drive an ethical culture, encourage employees to report unethical behaviors, and protect the confidentiality of employees and data. ⊲ Communicates a vision for an organizational culture in which there is consistency between the organization’s stated and enacted values. ⊲ Develops HR programs, practices and policies that meet high standards of ethics and integrity. ⊲ Designs and oversees systems to ensure that all investigations are conducted in a thorough, timely and impartial manner. ⊲ Audits and monitors adherence to HR programs, practices and policies pertaining to ethics. ⊲ Designs and oversees learning and development programs covering ethics. ⊲ Implements and maintains a culture and system that encourages all employees to report unethical practices and behaviors. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 20 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER Inclusion & Diversity Inclusion & Diversity (I&D) is defined as the KSAOs needed to create a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, feel a sense of belonging, and use their unique backgrounds and characteristics to contribute fully to the organization’s success. Sub-competencies: ⊲ Creating an Inclusive and Diverse Culture ⊲ Ensuring Equity Effectiveness ⊲ Connecting I&D to Organizational Performance Key Concepts ⊲ Characteristics of a dynamic workforce ⊲ Examples include multigenerational; multicultural; multilingual; multitalented; multigendered ⊲ Approaches to developing an inclusive workplace ⊲ Examples include executive sponsorship; leadership buy-in; allyship; unconscious-bias training; employee resource groups; mentorship; diversity metrics; psychological safety; using preferred gender pronouns ⊲ Workspace solutions ⊲ Examples include lactation room; prayer room; Braille and screen reader; closed captioning; wheelchair ramp; gender- neutral restrooms ⊲ Barriers to success involving conscious and unconscious bias ⊲ Examples include gender-based discrimination; racism, including systemic racism; stereotypes; ageism; ableism; ingroup/outgroup bias; affinity bias; gender identity bias; sexual orientation bias; social comparison bias; extroversion/ introversion bias; neurodiversity bias; microaggressions; personal barriers such as imposter syndrome and identity covering; cultural taxation ⊲ Techniques to measure and increase equity ⊲ Examples include SHRM Empathy Index; diversity of employees at all organizational levels; pay audits; pay equity reports; pay transparency; employee surveys ⊲ Benefits and programs that support I&D ⊲ Examples include caregiver options; workplace flexibility policies; paid leave options; tuition reimbursement programs; global festivities and events calendar ⊲ I&D metrics ⊲ Examples include gender diversity; race diversity; retention rates for diverse employees; diversity of external stakeholders SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 21 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | I N C LUS I O N & DI V ER S I T Y SUB-COMPETENCY: Creating an Inclusive and Diverse Culture Cultivates a work environment in which every person in an organization feels welcomed, respected, supported and a sense of belonging. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Recognizes, supports and advocates on behalf of a diverse workforce with representation across race, gender, sexual orientation, ethnicity, religious beliefs, country of origin, education, abilities and the intersectionality of the elements of diversity. ⊲ Identifies and implements workspace solutions. ⊲ Identifies, confronts and addresses evidence of bias, stereotyping, microaggressions and subtle acts of exclusion in the workplace. ⊲ Provides professional development, mentoring, coaching and guidance on cultural and diversity differences and practices to employees at all levels of the organization. ⊲ Identifies and communicates the benefits of I&D to employees and leaders. ⊲ Develops and maintains knowledge of current trends and HR management best practices relating to I&D Implements HR programs, practices and policies that encourage employees to embrace opportunities to work with those who possess diverse experiences and backgrounds. ⊲ Supports a workplace culture and team that invite interpersonal risk taking, support mutual respect and trust, and do not embarrass or punish team members for speaking up. FOR ADVANCED HR PROFESSIONALS ⊲ Advocates to leadership to increase workforce diversity with representation across race, gender, sexual orientation, ethnicity, religious beliefs, country of origin, education, abilities and the intersectionality of the elements of diversity. ⊲ Partners with business leaders to develop, implement and oversee enterprise-wide programs, practices and policies that lead to an inclusive and diverse workforce. ⊲ Ensures HR staff members have up-to-date knowledge of current trends and HR management best practices relating to I&D. ⊲ Assesses an organization’s inclusiveness, diversity and retention of diverse talent using I&D metrics. ⊲ Creates and manages HR programs, practices and policies that encourage employees to embrace opportunities to work with those who possess diverse experiences and backgrounds. ⊲ Develops policies and programs to create a workplace culture and team that support and reinforce the principles of psychological safety. ⊲ Provides a culture that encourages employees to be their authentic selves, promotes courageous and honest I&D-related conversations, and supports allyship among employees. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 22 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | I N C LUS I O N & DI V ER S I T Y SUB-COMPETENCY: Ensuring Equity Effectiveness Ensures fair treatment in access, opportunity and advancement for all individuals in the workplace. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Contributes to the development and enhancement of an organizational culture that provides access, opportunity and equity for all employees. ⊲ Identifies opportunities to enhance the equity of organizational policies and procedures to all employees. ⊲ Assesses equity using tools to determine the relationship among empathy, inclusion and behavior. ⊲ Implements and manages benefits and programs that support a diverse and equitable workforce. ⊲ Consults with managers about behavioral distinctions between performance issues and I&D differences. ⊲ Partners with people managers to hire new employees from diverse groups across a variety of dimensions. FOR ADVANCED HR PROFESSIONALS ⊲ Designs and oversees HR programs, practices and policies that promote an organizational culture that provides access, opportunity and equity for all employees. ⊲ Plans interventions to resolve identified inequities. ⊲ Incorporates the results of equity assessments into HR strategy and programs. ⊲ Identifies, advocates for and oversees benefits and programs that support a diverse and equitable workforce. ⊲ Seeks out and hires a team of HR professionals that is diverse across a variety of dimensions. ⊲ Advises business leaders on how to behave in more empathetic and inclusive ways. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 23 B EH AV IORA L COM PET E N C IE S | LE AD E RS H IP C LU ST ER | I N C LUS I O N & DI V ER S I T Y SUB-COMPETENCY: Connecting I&D to Organizational Performance Demonstrates the importance of I&D efforts to achieving organizational goals and key objectives. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Demonstrates support to internal and external stakeholders for the organization’s I&D efforts. ⊲ Designs and executes effective I&D initiatives to achieve business goals. ⊲ Collects, reviews, analyzes and effectively communicates I&D metric results to show measurable effects on organizational objectives and productivity. FOR ADVANCED HR PROFESSIONALS ⊲ Creates and advocates for the organizational business case for I&D. ⊲ Partners with leaders to incorporate I&D goals into the organization’s strategic plan. ⊲ Sets and tracks I&D goals and metrics to measure the effect on organizational objectives and productivity. ⊲ Incorporates I&D goals and best practices into all HR programs and policies. ⊲ Identifies changes in the workforce and workplace related to I&D that are necessary to help an organization meet key business objectives. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 24 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER Interpersonal Cluster There are three behavioral competencies in the Interpersonal cluster: Relationship Management, Communication and Global Mindset. These competencies describe the behaviors, attributes and underlying knowledge necessary for HR professionals to perform the collaborative and interpersonal aspects of their jobs. Key components of Interpersonal behavioral competencies include: networking; building and maintaining professional relationships and teams; successfully managing conflict and negotiations; clearly and effectively communicating with stakeholders; operating within a global workforce; and advocating for a culturally inclusive and diverse workplace. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 25 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER Relationship Management Relationship Management is defined as the KSAOs needed to create and maintain a network of professional contacts within and outside of the organization, to build and maintain relationships, to work as an effective member of a team, and to manage conflict while supporting the organization. Sub-competencies: ⊲ Networking ⊲ Relationship Building ⊲ Teamwork ⊲ Negotiation ⊲ Conflict Management Key Concepts ⊲ Types of conflict ⊲ Examples include relationship; task; interorganizational and intraorganizational ⊲ Conflict resolution strategies ⊲ Examples include accommodation; collaboration; compromise; competition; avoidance ⊲ Negotiation tactics, strategies and styles ⊲ Examples include perspective taking; principled bargaining; auction; interest-based bargaining; position-based bargaining ⊲ Trust-building techniques ⊲ Examples include emotional intelligence; relatability; vulnerability; transparency; recognizing individual strengths SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 26 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | R EL AT I O N S HI P M A N AG EM EN T SUB-COMPETENCY: Networking Effectively builds a network of professional contacts both within and outside of the organization. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Develops, maintains and leverages a network of professional contacts within the organization, including peers in both HR and non-HR roles, HR customers, and stakeholders (such as the IT department). ⊲ Develops and maintains a network of external partners (such as vendors). ⊲ Develops and maintains a network of professional colleagues in the HR community at large for professional development and to fill business needs (such as the identification of new talent). FOR ADVANCED HR PROFESSIONALS ⊲ Creates opportunities for HR employees to network and build relationships with higher-level leaders in the organization and in the HR community at large. ⊲ Develops, maintains and leverages a network of contacts within the organization (such as leaders from other business units) and outside of the organization (examples include members of legislative bodies, community leaders, union heads, external HR leaders). SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 27 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | R EL AT I O N S HI P M A N AG EM EN T SUB-COMPETENCY: Relationship Building Effectively builds and maintains relationships both within and outside of the organization. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Develops and maintains mutual trust and respect with colleagues. ⊲ Develops and maintains a pattern of reciprocal exchanges of support, information and other valued resources with colleagues. ⊲ Demonstrates concern for the well-being of colleagues. ⊲ Establishes a strong and positive reputation, within and outside the organization, as an open and approachable HR professional. ⊲ Ensures all HR team member and stakeholder voices are heard and acknowledged. ⊲ Identifies and leverages areas of common interest among stakeholders to foster the success of HR initiatives. ⊲ Develops working relationships with supervisors and HR leaders by promptly and effectively responding to work assignments, communicating goal progress and project needs, and managing work activities. ⊲ Understands the interests of executives and leaders within the organization. ⊲ Uses technology to build and maintain strong relationships with individuals who work at other work locations (such as remote workers). FOR ADVANCED HR PROFESSIONALS ⊲ Develops HR’s objectives and goals for relationship management. ⊲ Develops and maintains relationships in the HR community at large through leadership positions in other organizations. ⊲ Leverages relationships to learn about best practices for and new approaches to building competitive advantage. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 28 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | R EL AT I O N S HI P M A N AG EM EN T SUB-COMPETENCY: Teamwork Participates as an effective team member, and builds, promotes and leads effective teams. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Builds engaged relationships with team members through trust, task-related support, decision-making and direct communication. ⊲ Fosters collaboration and open communication among stakeholders and team members, regardless of location or employment type. ⊲ Supports a team-oriented organizational culture. ⊲ Creates and/or participates in project teams made up of HR and non-HR employees. ⊲ Embraces opportunities to lead a team. ⊲ Identifies and fills missing or unfulfilled team roles. FOR ADVANCED HR PROFESSIONALS ⊲ Fosters an organizational culture that supports intraorganizational teamwork and collaboration (such as silo-busting). ⊲ Creates and leads teams with senior leaders from across the organization. ⊲ Designs and oversees HR initiatives that promote effective team processes and environments. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 29 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | R EL AT I O N S HI P M A N AG EM EN T SUB-COMPETENCY: Negotiation Reaches mutually acceptable agreements with negotiating parties within and outside of the organization. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Maintains a professional demeanor during negotiation discussions. ⊲ Applies an understanding of the needs, interests, issues and bargaining position of all parties to negotiation discussions. ⊲ Offers appropriate concessions to promote progress toward an agreement. ⊲ Adheres to applicable negotiation- and bargaining-related laws and regulations. ⊲ Evaluates progress toward an agreement. ⊲ Identifies an ideal solution or end state for negotiations, monitors progress toward that end state and ends negotiations when appropriate. FOR ADVANCED HR PROFESSIONALS ⊲ Negotiates with stakeholders within and outside of the organization in complex and high-stakes negotiations. ⊲ Defines the parameters of negotiating boundaries on behalf of the HR unit. ⊲ Achieves a mutually acceptable agreement in difficult and complex negotiations. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 30 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | R EL AT I O N S HI P M A N AG EM EN T SUB-COMPETENCY: Conflict Management Manages and resolves conflicts by identifying areas of common interest among the parties in conflict. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Resolves and/or mediates conflicts in a respectful, appropriate and impartial manner, and refers them to a higher level when warranted. ⊲ Identifies and addresses the underlying causes of conflict. ⊲ Facilitates difficult interactions among employees to achieve optimal outcomes. ⊲ Encourages productive and respectful task-related conflict and uses it to facilitate change. ⊲ Serves as a positive role model for productive conflict. ⊲ Identifies and resolves conflict that is counterproductive or harmful. FOR ADVANCED HR PROFESSIONALS ⊲ Designs and oversees conflict resolution strategies and processes throughout the organization. ⊲ Facilitates difficult interactions among senior leaders to achieve optimal outcomes. ⊲ Identifies and reduces potential sources of conflict when proposing new HR strategies or initiatives. ⊲ Mediates or resolves escalated conflicts. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 31 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER Communication Communication is defined as the KSAOs needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another. Sub-competencies: ⊲ Delivering Messages ⊲ Exchanging Organizational Information ⊲ Listening Key Concepts ⊲ Elements of communication ⊲ Examples include source; sender; receiver; message; feedback ⊲ General communication techniques ⊲ Examples include planning communications; listening actively; checking for understanding; asking questions ⊲ Communication techniques for specialized situations ⊲ Examples include giving feedback; facilitating focus groups; facilitating staff meetings; using skits or storytelling; creating communication plans; translating technical jargon; facilitating communication from an anonymous source; informal communication ⊲ Communications media ⊲ Examples include phone; e-mail; face-to-face; report; presentation; social media; town hall meetings; video conference ⊲ Elements of nonverbal communication ⊲ Examples include eye contact; body language; proximity; gestures SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 32 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | C O M M UN I CAT I O N SUB-COMPETENCY: Delivering Messages Develops and delivers, to a variety of audiences, communications that are clear, persuasive and appropriate to the topic and situation. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Presents needed information to stakeholders on a regular basis and refrains from presenting unneeded information. ⊲ Uses an understanding of the audience to craft the content of communications and choose the best formal or informal medium. ⊲ Uses appropriate business terms and vocabulary. ⊲ Ensures the delivered message is clear and understood by the listener. ⊲ Crafts clear, organized, effective and error-free messages that are consistent with the organization’s brand. ⊲ Creates persuasive and compelling arguments. FOR ADVANCED HR PROFESSIONALS ⊲ Demonstrates fluency in the business language of senior leaders. ⊲ Communicates difficult or negative messages in an honest, accurate and respectful manner. ⊲ Comfortably presents to audiences of all sizes and backgrounds. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 33 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | C O M M UN I CAT I O N SUB-COMPETENCY: Exchanging Organizational Information Effectively translates and communicates messages among organizational levels or units. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Effectively communicates HR programs, practices and policies to both HR and non-HR employees. ⊲ Helps non-HR managers communicate HR issues. ⊲ Voices support for HR and organizational initiatives in communications with stakeholders. ⊲ Effectively communicates with HR leaders. FOR ADVANCED HR PROFESSIONALS ⊲ Communicates HR’s vision, strategy, goals and culture to senior leaders and HR staff. ⊲ Articulates to senior leaders the alignment of HR’s strategies and goals with the organization’s. ⊲ Implements policies and initiatives that create channels for open communication throughout the organization, across and within levels of responsibility. ⊲ Prepares and delivers messages on important, high-visibility HR and organizational issues to senior- and board-level audiences. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 34 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | C O M M UN I CAT I O N SUB-COMPETENCY: Listening Understands information provided by others and seeks feedback. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Listens actively and empathetically to others’ views and concerns. ⊲ Welcomes the opportunity to hear competing points of view and does not take criticism personally. ⊲ Seeks further information to clarify ambiguity. ⊲ Promptly responds to and addresses stakeholder communications. ⊲ Interprets and understands the context of, motives for and reasoning in received communications. ⊲ Solicits regular feedback from employees and leaders, and adjusts as necessary. FOR ADVANCED HR PROFESSIONALS ⊲ Develops an organizational culture in which upward communication is encouraged and leaders are receptive to staff views and opinions. ⊲ Establishes processes to gather feedback from the entire organization about the HR function. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 35 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER Global Mindset Global Mindset is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a culturally inclusive and diverse workplace. Sub-competencies: ⊲ Operating in a Culturally Diverse Workplace ⊲ Operating in a Global Environment ⊲ Advocating for a Culturally Inclusive and Diverse Workplace Key Concepts ⊲ Cultural norms, values and dimensions ⊲ Examples include models from Hall, Hofstede, Schein and Trompenaars ⊲ Techniques for bridging and leveraging individual differences and perceptions ⊲ Examples include employee resource groups; reverse mentorship; sensitivity training; focus groups ⊲ Best practices for creating and managing globally diverse workforces ⊲ Examples include translating policies and procedures into local languages; accounting for multiple time zones when scheduling meetings SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 36 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | G LO B A L M I N DS ET SUB-COMPETENCY: Operating in a Culturally Diverse Workplace Demonstrates openness and respect when working with people from different cultural traditions. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Demonstrates a general awareness and understanding of and respect for cultural differences. ⊲ Adapts behavior to navigate different cultural conditions, situations and people. ⊲ Demonstrates acceptance of colleagues from different cultures. ⊲ Promotes the benefits of an inclusive and diverse workforce. ⊲ Promotes inclusion in daily interactions with others. ⊲ Conducts business with an understanding of and respect for cross-cultural differences in customs and acceptable behaviors. FOR ADVANCED HR PROFESSIONALS ⊲ Drives a culture that values inclusion and diversity. ⊲ Demonstrates an understanding of and advocates for the strategic connection between inclusion and diversity practices and organizational success. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 37 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | G LO B A L M I N DS ET SUB-COMPETENCY: Operating in a Global Environment Effectively manages globally influenced workplace requirements to achieve organizational goals. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Demonstrates an understanding, from a global perspective, of the organization’s line of business. ⊲ Tailors HR initiatives to local needs by applying an understanding of cultural differences. ⊲ Conducts business with an understanding of and respect for differences in rules, laws, regulations, and accepted business operations and practices. ⊲ Applies knowledge of global trends when implementing or maintaining HR programs, practices and policies. ⊲ Operates with a global mindset while remaining sensitive to local issues and needs. ⊲ Manages contradictory or paradoxical practices, policies and cultural norms to ensure harmony. FOR ADVANCED HR PROFESSIONALS ⊲ Creates an HR strategy that incorporates the organization’s global competencies and perspectives on organizational success. ⊲ Uses expert knowledge about global HR trends, economic conditions, labor markets and legal environments to set HR’s strategic direction and to inform development and implementation of HR initiatives. ⊲ Uses expert knowledge about global HR trends, economic conditions, labor markets and legal environments to evaluate the impact of inclusion and diversity on the organization’s HR strategy. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 38 B EH AV IORA L COM PET E N C IE S | IN T E RP E RS ON AL C LUST ER | G LO B A L M I N DS ET SUB-COMPETENCY: Advocating for a Culturally Inclusive and Diverse Workplace Designs, implements and promotes organizational policies and practices that encourage cultural inclusion and diversity in the workplace. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Supports an organizational culture that promotes inclusion and values diversity. ⊲ Uses the organization’s policies and philosophy toward inclusion and diversity to inform business decisions and the implementation of HR programs, practices and policies. ⊲ Designs, recommends, implements and/or audits HR programs, practices and policies intended to promote inclusion and diversity. ⊲ Ensures that HR programs, practices and policies are applied consistently and respectfully to all staff. FOR ADVANCED HR PROFESSIONALS ⊲ Evaluates the organization’s current cultural climate and identifies areas for improvement. ⊲ Develops HR initiatives, programs and policies that support the organization’s efforts to be more inclusive and diverse. ⊲ Ensures that learning and development programs or other interventions about diversity and cultural sensitivity are provided to employees at all levels of the organization. ⊲ Develops HR initiatives that will be applied consistently and fairly to all staff. ⊲ Drives an HR strategy that leverages and celebrates inclusion, diversity, and cultural differences for organizational success. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 39 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R Business Cluster There are three behavioral competencies in the Business cluster: Business Acumen, Consultation and Analytical Aptitude. These competencies describe the behaviors, attributes and underlying knowledge necessary for HR professionals to identify, design, implement and evaluate HR solutions that meet business objectives. Key components of Business behavioral competencies include: ensuring that HR contributes to the strategic direction of the organization; understanding the business and the environment in which it operates; designing and implementing business solutions to meet human capital needs; contributing to and leading change management initiatives; and gathering and analyzing data to inform business decisions. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 40 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R Business Acumen Business Acumen is defined as the KSAOs needed to understand the organization’s operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization. Sub-competencies: ⊲ Business and Competitive Awareness ⊲ Business Analysis ⊲ Strategic Alignment Key Concepts ⊲ Business terms and concepts ⊲ Examples include competitive advantage; profit and loss; revenue; financial projections; quality; service level agreements; strategic plans; fixed and variable costs; supply and demand; net income; key performance indicators (KPIs) ⊲ Analyzing and interpreting business documents ⊲ Examples include strategic plans; contracts; grants; standard operating procedures; business plans; organizational charts; business continuity plans ⊲ Elements of a business case ⊲ Examples include executive summary; benefits; alignment with organization’s strategic goals ⊲ Business intelligence techniques and tools ⊲ Examples include analytical processing; business intelligence portals; predictive analytics; advanced analytics; trend analysis; scenario planning; balanced scorecard ⊲ Financial analysis terms and methods for assessing business health ⊲ Examples include balance sheets; budgets; cash flow statements; profit and loss statements; overhead; cash flow; cash reserves; return on investment (ROI); strengths, weaknesses, opportunities and threats (SWOT) analysis; sales pipeline; market position SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 41 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | B US I N ES S AC UM EN SUB-COMPETENCY: Business and Competitive Awareness Understands the organization’s operations, functions, products and services, and the competitive, economic, social and political environments in which the organization operates. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Uses organizational and external resources to learn about the organization’s business operations, functions, products and services. ⊲ Uses organizational and external resources to learn about the political, economic, social, technological, legal and environmental (PESTLE) trends that influence the organization (examples include automation, unemployment trends, economic boom or recession, talent shortages). ⊲ Applies knowledge of the organization’s business operations, functions, products and services to implement HR solutions and inform business decisions. ⊲ Applies knowledge of the organization’s industry and PESTLE trends to implement HR solutions and inform HR decisions. FOR ADVANCED HR PROFESSIONALS ⊲ Gathers and applies business intelligence about PESTLE trends to define HR’s strategic direction and long-term goals. ⊲ Applies expert knowledge of the organization’s business operations, functions, products and services when setting HR’s strategic direction and long-term goals. ⊲ Applies an understanding of the labor market when developing a strategy to manage and compete for talent. ⊲ Participates in advocacy activities involving government policy and proposed regulations related to the organization’s HR strategies and long-term goals. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 42 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | B US I N ES S AC UM EN SUB-COMPETENCY: Business Analysis Applies business metrics, principles and technologies to inform and address business needs. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Uses cost-benefit analysis, organizational metrics, key performance indicators (KPIs) and critical data insights to inform business decisions. ⊲ Applies principles of finance, marketing, economics, sales, technology, law and business systems to internal HR programs, practices and policies. ⊲ Uses HR information systems (HRIS) and business technology to solve problems and address needs. FOR ADVANCED HR PROFESSIONALS ⊲ Designs, implements and evaluates HR initiatives with consideration of value added, ROI, utility, revenue, profit and loss statements and other business indicators. ⊲ Uses risk assessment to inform HR’s and the organization’s strategic direction and long-term goals. ⊲ Determines the budget and resource requirements of HR initiatives. ⊲ Uses HRIS and business technology to solve business problems and address needs. ⊲ Examines organizational problems and opportunities in terms of integrating HR solutions that maximize ROI and strategic effectiveness. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 43 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | B US I N ES S AC UM EN SUB-COMPETENCY: Strategic Alignment Aligns HR strategy, communications, initiatives and operations with the organization’s strategic direction. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Demonstrates an understanding of the relationship between effective HR and effective core business functions. ⊲ Aligns decisions with HR’s and the organization’s strategic direction and goals. ⊲ Creates and communicates the business case, or provides the data to build the case, for HR initiatives and their influence on efficient and effective organizational functioning (such as ROI for HR initiatives). FOR ADVANCED HR PROFESSIONALS ⊲ Defines and communicates HR’s and the organization’s strategy, goals and challenges in terms of business results. ⊲ Aligns HR’s strategic direction and long-term goals with the organization’s overall business strategy and objectives. ⊲ Applies the perspective of systems thinking to make HR and business decisions. ⊲ Drives key business results by developing strategies and long-term goals that account for senior leaders’ input. ⊲ Serves as a strategic contributor to organizational decision-making on fiscal issues, product/service lines, operations, human capital and technology. ⊲ Evaluates all proposed business cases for HR initiatives. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 44 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R Consultation Consultation is defined as the KSAOs needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solutions that meet the changing needs of customers and the business. Sub-competencies: ⊲ Evaluating Business Challenges ⊲ Designing HR Solutions ⊲ Advising on HR Solutions ⊲ Change Management ⊲ Service Excellence Key Concepts ⊲ Organizational change management theories and models ⊲ Examples include Lewin’s change management model; McKinsey 7S model; Kotter’s 8-step change model; Kubler-Ross change curve ⊲ Organizational change management processes ⊲ Examples include obtaining leadership buy-in; building a case for change; engaging employees; communicating change; removing barriers ⊲ Consulting processes and models, including the contributions of consulting to organizational systems and processes ⊲ Examples include discovery; analysis and solution; recommendation; implementation ⊲ Effective consulting techniques ⊲ Examples include understanding organizational culture; understanding areas and limits of one’s own expertise; setting reasonable expectations; avoiding overpromising ⊲ Key components of successful client interactions ⊲ Examples include listening; empathy; communication; follow-up ⊲ Methods for design and delivery of HR service functions and processes ⊲ Examples include issue tracking; client service SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 45 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | C O N S ULTAT I O N SUB-COMPETENCY: Evaluating Business Challenges Works with business partners and leaders to identify business challenges and opportunities for HR solutions. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Partners with stakeholders to understand the organization’s current and future HR challenges, and identify HR needs and opportunities for improvement. ⊲ Informs stakeholders about current and future HR-related threats and liabilities. ⊲ Advises stakeholders on existing HR programs, practices and policies that impede or support business success. FOR ADVANCED HR PROFESSIONALS ⊲ Works with leadership to identify how HR can improve business outcomes and support the organization’s strategic direction and long-term goals. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 46 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | C O N S ULTAT I O N SUB-COMPETENCY: Designing HR Solutions Works with business partners and leaders to design HR solutions and initiatives that meet business needs. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Partners with stakeholders to suggest HR solutions that are creative, innovative, effective and based on best practices and/or research. ⊲ Provides guidance to non-HR managers regarding HR practices, compliance, laws, regulations and ethics. ⊲ Defines clear goals and outcomes for HR solutions, and uses them to drive solution design. FOR ADVANCED HR PROFESSIONALS ⊲ Works with key internal stakeholders to identify initiatives that minimize threats and liabilities. ⊲ Determines the strategic approach to remediation of HR-related threats and liabilities. ⊲ Works with business leaders to create innovative, evidence-based talent management strategies that align with and drive the organization’s strategy. ⊲ Designs and oversees evidence-based long-term strategic HR and business solutions. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 47 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | C O N S ULTAT I O N SUB-COMPETENCY: Advising on HR Solutions Works with business partners and leaders as they implement and support HR solutions and initiatives. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Provides guidance to other HR professionals, non-HR managers and business unit teams on implementation of HR-related solutions. ⊲ Works with business partners to overcome obstacles to implementation of HR solutions. ⊲ Provides follow-up to and ongoing support for implementation of HR solutions to ensure their continued effectiveness. ⊲ Ensures that the implementation of HR solutions adheres to defined goals and outcomes. FOR ADVANCED HR PROFESSIONALS ⊲ Provides ongoing support and HR solutions to business unit leaders on the organization’s strategic direction. ⊲ Encourages staff and leaders to provide input on strategic HR and business decisions. ⊲ Works with leaders to overcome obstacles to implementation of HR initiatives. ⊲ Integrates HR solutions with related organizational processes, systems, and other business or management initiatives. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 48 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | C O N S ULTAT I O N SUB-COMPETENCY: Change Management Leads and supports maintenance of or changes in strategy, organization and/or operations. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Recommends ways to improve HR programs, practices and policies. ⊲ Promotes buy-in among organizational stakeholders when implementing change initiatives. ⊲ Builds buy-in among staff for organizational change. ⊲ Aligns and deploys HR programs to support change initiatives. FOR ADVANCED HR PROFESSIONALS ⊲ Works with executives to identify when and where change is or is not needed. ⊲ Builds buy-in among leadership and staff at all levels for organizational change. ⊲ Defines change objectives and goals. ⊲ Oversees implementation of change initiatives across business units and throughout the organization. ⊲ Partners with business leaders to achieve change objectives and goals. ⊲ Provides support to HR staff at all levels during change initiatives. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 49 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | C O N S ULTAT I O N SUB-COMPETENCY: Service Excellence Provides high-quality service to all stakeholders and contributes to a strong customer service culture. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Identifies, defines and clarifies needs and requirements of stakeholders (examples include employees, candidates, vendors), and reports on the status of HR services provided and results achieved. ⊲ Responds promptly, courteously and openly to stakeholder requests, and takes ownership of stakeholder needs. ⊲ Identifies and resolves risks and early-stage problems in meeting stakeholder needs. ⊲ Manages interactions with vendors and suppliers to maintain service quality. FOR ADVANCED HR PROFESSIONALS ⊲ Designs and oversees HR programs, practices and policies that ensure a strong, high-quality stakeholder service culture in the HR function. ⊲ Oversees HR’s stakeholder service objectives and outcomes. ⊲ Identifies larger system needs and issues influencing market requirements, and engages outside stakeholders to help meet requirements that go beyond HR’s functional assignment. ⊲ Develops and promotes an organizational culture that excels at meeting stakeholder needs. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 50 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R Analytical Aptitude Analytical Aptitude is defined as the KSAOs needed to collect and analyze qualitative and quantitative data, and to interpret and promote findings that evaluate HR initiatives and inform business decisions and recommendations. Sub-competencies: ⊲ Data Advocate ⊲ Data Gathering ⊲ Data Analysis ⊲ Evidence-Based Decision-Making Key Concepts ⊲ Survey and assessment processes ⊲ Examples include development; administration; validation ⊲ Sources of data ⊲ Examples include interviews; focus groups; employee surveys; customer surveys; marketing data; analytical reports ⊲ Data analysis techniques and methods ⊲ Examples include data cleansing; data mining; visualization; big data analysis; statistical analysis; predictive analysis ⊲ Basic concepts in statistics and measurement ⊲ Examples include descriptive statistics; correlation; reliability; validity ⊲ Interpretation of graphs and charts ⊲ Examples include bar charts; line graphs; scatterplots; histograms ⊲ Using data to support a business case ⊲ Examples include interpretation; visualization; graphical representation; storytelling SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 51 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | A N A LY T I CA L A PT I T UDE SUB-COMPETENCY: Data Advocate Understands and promotes the importance and utility of data. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Demonstrates an understanding of the importance of using data to inform business decisions and recommendations. ⊲ Promotes the importance of evidence-based decision-making. ⊲ Promotes the importance of validating HR programs, practices and policies to ensure that they achieve desired outcomes. ⊲ Identifies decision points that can be informed by data and evidence. FOR ADVANCED HR PROFESSIONALS ⊲ Promotes the role of evidence in setting and validating HR’s strategic direction and long-term goals. ⊲ Supports an organizational culture that promotes the collection and incorporation of data (examples include risks, economic and environmental factors) into decision-making, and supports the organizational processes, policies and procedures to do so. ⊲ Promotes the use of HR metrics for understanding organizational performance. ⊲ Ensures that the HR function uses data to inform decision-making and the development and evaluation of HR initiatives. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 52 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | A N A LY T I CA L A PT I T UDE SUB-COMPETENCY: Data Gathering Understands how to determine data utility, and identifies and gathers data to inform organizational decisions. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Maintains working knowledge of data collection, research methods, benchmarks and HR metrics. ⊲ Identifies sources of the most relevant data for solving organizational problems and answering questions. ⊲ Gathers data using appropriate methods to inform and monitor organizational solutions. ⊲ Scans external sources for data relevant to the organization (examples include risks, economic and environmental factors). ⊲ Benchmarks HR initiatives and outcomes against the organization’s competition and other relevant comparison groups. FOR ADVANCED HR PROFESSIONALS ⊲ Ensures that resources and processes are in place to facilitate systematic collection of data and to inform HR’s strategic direction and long-term goals. ⊲ Identifies new sources of data or new methods of data collection to inform and evaluate HR initiatives. ⊲ Interacts with leaders outside the organization to collect data relevant to HR. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 53 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | A N A LY T I CA L A PT I T UDE SUB-COMPETENCY: Data Analysis Analyzes data to evaluate HR initiatives and business challenges. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Maintains working knowledge of statistics and measurement concepts. ⊲ Identifies potentially misleading or flawed data. ⊲ Conducts analyses to identify evidence-based best practices, evaluate HR initiatives and determine critical findings. ⊲ Maintains objectivity when interpreting data. ⊲ Identifies gaps in data based on analysis and seeks missing data. FOR ADVANCED HR PROFESSIONALS ⊲ Maintains advanced knowledge of statistics and measurement concepts. ⊲ Oversees comprehensive and systematic evaluations of the organization’s HR programs, practices and policies. ⊲ Critically reviews and interprets the results of analyses to identify evidence-based best practices, evaluate HR initiatives and determine critical findings. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 54 B EH AV IORA L COM PET E N C IE S | BU S IN E S S C LU ST E R | A N A LY T I CA L A PT I T UDE SUB-COMPETENCY: Evidence-Based Decision-Making Uses the results of data analysis to inform the best course of action. PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Reports key findings to business and HR leaders. ⊲ Uses research findings to evaluate different courses of action and their impacts on the organization. ⊲ Applies data-driven knowledge and best practices from one situation to the next. ⊲ Ensures HR programs, practices and policies reflect research findings and best practices. ⊲ Objectively examines HR programs, practices and policies in light of data. ⊲ Uses data to explain and support business decisions to employees and leaders. FOR ADVANCED HR PROFESSIONALS ⊲ Communicates critical data analysis findings and their implications for HR’s strategic direction and goals to senior leaders. ⊲ Uses research findings to inform HR’s strategic direction and long-term goals. ⊲ Develops best practices based on evidence from industry literature, peer-reviewed research, experience and other sources. ⊲ Sponsors evidence-based initiatives for process improvement. ⊲ Uses data to support business cases. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 55 F UNCT IONAL AREAS | P E OP LE K N OW LE D GE D OMA I N People Knowledge Domain This domain covers essential HR knowledge relating to people. Its functional areas include HR Strategy, Talent Acquisition, Employee Engagement & Retention, Learning & Development and Total Rewards. To perform their job functions effectively, HR professionals need to know how to: create and set the strategic direction of the HR function; acquire and develop the talent necessary to pursue organizational goals; maintain a satisfied and engaged workforce while minimizing unwanted employee turnover; and develop a total rewards program that maximizes the effectiveness of the organization’s compensation and benefits. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 56 F UNCT IONAL AREAS | P E OP LE K N OW LE D GE D OMA I N | HR ST R AT EGY HR Strategy HR Strategy involves the activities necessary for developing, implementing, managing and evaluating the strategic direction required to achieve organizational success and to create value for stakeholders. Key Concepts ⊲ Approaches to project management and processes ⊲ Examples of approaches to project management include traditional; Lean Six Sigma; agile; critical chain; design thinking; Kaizen ⊲ Examples of project management processes include initiating; planning and designing; launching; monitoring and controlling; closing ⊲ Project planning, monitoring, and reporting methods and tools ⊲ Examples include critical path analysis; Gantt charts; variance analysis; outcome monitoring ⊲ Project leadership, governance and structures ⊲ Examples include team roles; team management; work breakdown structures ⊲ Systems thinking and components of an organizational system ⊲ Examples include related parts; systems theory; interdependence; necessity of feedback; differentiation of units ⊲ Strategic planning analysis frameworks ⊲ Examples include PESTLE analysis; SWOT analysis; industry analysis; location-specific analysis; scenario planning; growth-share matrix; real time; blue ocean ⊲ Strategic planning processes ⊲ Examples include formulation; goal setting; implementation; evaluation SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 57 F UNCT IONAL AREAS | P E OP LE K N OW LE D GE D OMA I N | HR ST R AT EGY PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Uses the perspective of systems thinking to understand how the organization operates. ⊲ Informs business decisions with knowledge of the strategy and goals of HR and the organization. ⊲ Develops and implements an individual action plan for executing HR’s strategy and goals. ⊲ Uses benchmarks, industry metrics and workforce trends to understand the organization’s market position and competitive advantage. ⊲ Informs HR leadership of new or overlooked opportunities to align HR’s strategy with the organization’s. ⊲ Provides HR leadership with timely and accurate information required for strategic decision-making. FOR ADVANCED HR PROFESSIONALS ⊲ Identifies the ways in which the HR function can support the organization’s strategy and goals. ⊲ Aligns strategic management and planning activities with organizational mission, vision and values. ⊲ Engages business leaders in strategic analysis and planning. ⊲ Evaluates HR’s critical activities in terms of value added, impact and utility, using cost-benefit analysis, revenue, profit-and-loss estimates, and other leading or lagging indicators. ⊲ Provides HR-focused expertise to business leaders when formulating the organization’s strategy and goals. ⊲ Develops and implements HR strategy, vision and goals that align with and support the organization’s strategy and goals. ⊲ Ensures that HR strategy creates and sustains the organization’s competitive advantage. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 58 F UNCT IONAL AREAS | P E OP LE K N OW LE D GE D OMA I N | TA L EN T AC Q UI S I T I O N Talent Acquisition Talent Acquisition encompasses the activities involved in identifying, attracting and building a workforce that meets the needs of the organization. Key Concepts ⊲ Methods for creating and maintaining a positive employee value proposition (EVP) and employment brand ⊲ Examples include culture; opportunity for growth; purpose; varied work assignments ⊲ Job analysis and identification of job requirements ⊲ Examples include job requirements and qualifications; task inventory analysis; critical incident technique; position analysis questionnaire ⊲ Methods for external and internal sourcing and recruiting ⊲ Examples include job ads; career fairs; social media; college/university relationships; talent pipelines; internal job postings; employee referrals ⊲ Methods for selection assessment ⊲ Examples include ability; job knowledge; personality tests; assessment centers; individual or panel interviews ⊲ Employment categories ⊲ Examples include full time; part time; contract; temporary workers; interns ⊲ Job offer contingencies ⊲ Examples include background investigations; credit checks; physical or psychological evaluations ⊲ Job offer negotiations ⊲ Examples include salary; relocation assistance; telecommuting; variable job share ⊲ Approaches to employee onboarding ⊲ Examples include orientation; buddy system; personalization ⊲ Talent acquisition metrics ⊲ Examples include cost per hire; time to fill; applicant-to-interview-to-offer ratio; candidate yield from proactive sourcing ⊲ Talent acquisition technologies ⊲ Examples include applicant tracking system (ATS); chatbots; artificial intelligence resume screening; social media to identify passive talent ⊲ Methods for supporting a positive candidate experience ⊲ Examples include streamlined application process; limited rounds of interviews; fair consideration of applicant’s time; frequent communication SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 59 F UNCT IONAL AREAS | P E OP LE K N OW LE D GE D OMA I N | TA L EN T AC Q UI S I T I O N PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS ⊲ Understands the talent needs of the organization or business unit. ⊲ Uses a wide variety of talent sources and recruiting methods to attract a qualified and diverse pool of applicants. ⊲ Uses technology to support effective and efficient approaches to sourcing and recruiting employees. ⊲ Promotes and uses the EVP and employment brand for sourcing and recruiting applicants. ⊲ Uses the most appropriate hiring methods and assessments to evaluate a candidate’s technical skills, organizational fit and alignment with the organization’s competency needs based on job requirements. ⊲ Conducts appropriate pre-employment screening. ⊲ Implements effective onboarding and orientation programs for new employees. ⊲ Designs job descriptions to meet the organization’s resource needs. ⊲ Complies with local and country-specific laws and regulations governing talent acquisition (such as avoiding illegal interview questions). ⊲ Advises and coaches hiring managers on best practices related to job descriptions, interviews, onboarding and candidate experience. FOR ADVANCED HR PROFESSIONALS ⊲ Analyzes staffing levels and projections to forecast workforce needs. ⊲ Develops strategies for sourcing and acquiring a workforce that meets the organization’s needs. ⊲ Establishes an EVP and employment brand that supports recruitment of high-quality job applicants. ⊲ Designs and oversees effective strategies for sourcing, recruiting and evaluating qualified job candidates. ⊲ Designs and oversees employee onboarding processes. ⊲ Designs and oversees valid and systematic programs for assessing the effectiveness of talent acquisition activities that meet the organization’s needs. SHRM BODY OF APPLIED SKILLS AND KNOWLEDGE 60 F UNCT IONAL AREAS | P E OP LE K N OW LE D GE D OMA I N | EM PLOY EE EN GAG EM EN T & R ET EN T I O N Employee Engagement & Retention Employee Engagement & Retention refers to activities aimed at retaining talent, solidifying and improving the relationship between employees and the organization, creating a thriving and energized workforce, and developing effective strategies to address appropriate performance expectations from employees at all levels. Key Concepts ⊲ Approaches to developing and maintaining a positive organizational culture ⊲ Examples include learning strategies; communication strategies; building values; personalized employee experience ⊲ Influence of culture on organizational outcomes ⊲ Examples include organizational performance; organizational learning; innovation; risk taking ⊲ Workplace flexibility programs ⊲ Examples include telecommuting; alternative work schedules; job sharing ⊲ Methods for assessing employee engagement and satisfaction ⊲ Examples include focus groups; stay interviews; surveys ⊲ Job-attitude theories and basic principles ⊲ Examples include engagement; satisfaction; commitment; involvement ⊲ Job-design principles and techniques ⊲ Examples include job enrichment; job enlargement; job rotation; work simplification ⊲ Employee lifecycle phases ⊲ Examples include recruitment; integration; development; departure ⊲ Employee retention concepts and best practices ⊲ Examples include realistic job previews; suggestion mechanisms; identifying causes of turnover; predictive attrition analysis; personalized onboarding ⊲ Key components of, and best practices associated with, performance management systems ⊲ Examples include dashboard; calibration; user training; goal recording ⊲ Principles of effective performance appraisal ⊲ Examples include goal setting; frequent feedback ⊲ Retention and turnover metrics ⊲ Examples include quality of hire; voluntary turnover rate; turnover at a specific location or