The project’s findings and implications were the subject of an article by HR expert Dave Ulrich at hrmagazine.co.uk.
The study’s findings may guide HR people in prioritising certain aspects of their work.
Key findings
1. Growing complexity of HR
The number of domains increased from just three in 1987 (business knowledge, HR delivery and management of change) to nine in 2016 and the content of the original domains has also undergone change.
2. Better average scores
HR people rated themselves and were also rated by others. Ratings for the overall competence of HR professionals showed a significant improvement over the relevant period.
3. Self-criticism
Throughout the 30-year period, the ratings HR participants gave themselves were consistently lower than the ratings they received from non-HR people.
Implications
1. Acknowledge progress
The competency results demonstrate a standard 20-60-20 distribution which applies to HR in the same way as in finance or other professions. This means that 20% of people in the profession are exceptional, bringing value and helping organizations move forward. The other 20% are stuck in their thinking and lack the ability or interest to bring any true value to the organization, and the remaining 60% are in the middle, between the two extremes.
People in the field often tend to judge the profession as a whole by the bottom 20%. Given the progress made, it would be better to seek inspiration from the top 20%.
2. More scientific approach
Much has been written on the subject of HR but all too often the authors give the impression of trying to re-invent the wheel, rather than building on the body of research and knowledge that already exists.
3. Going beyond competencies
Though the study did measure the average HR competencies, it is not so much the competencies in themselves that are important, but rather the outcomes which result from them, such as personal effectiveness or stakeholder value.
-at-