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Veränderte Rollen im HRM – neue Kompetenzanforderungen? Entwicklung eines HRM-Kompetenzmodells

Entwicklung eines empirisch validierten HRM-Kompetenzmodells in Österreich, Tschechien, der Slowakei und Ungarn

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Personalmanagement

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Zusammenfassung

Die Aufgaben des und Erwartungen an das Personalmanagement haben sich in den vergangenen Jahrzehnten stark verändert und zusätzlich auch erweitert. Während zunächst die Administration im Vordergrund der Personalarbeit stand, rückten ab den 1970er-Jahren die MitarbeiterInnen als Unternehmensressource in den Fokus – und die Personalentwicklung gewann an Bedeutung. In den vergangenen drei Jahrzehnten wurde ebenso der Ruf nach einer strategischen Ausrichtung der Personalarbeit laut. Diese Veränderungen in den Rollen des HRM ziehen die Frage nach veränderten Kompetenzanforderungen nach sich. Der vorliegende Buchbeitrag diskutiert die Entwicklung eines HRM-Kompetenzmodells. Methodisches Vorgehen: 1) Literaturstudie 2) Qualitative Vorstudie in den Ländern Österreich, Tschechien, Slowakei und Ungarn 3) Quantitative Hauptstudie zur empirischen Validierung des HRM-Kompetenzmodells in den genannten Zielländern. Obgleich die Selbsteinschätzungen über die Landesgrenzen hinweg sehr ähnlich waren, werden Unterschiede und Handlungsansätze kurz diskutiert.

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Authors and Affiliations

  1. FHWien der WKW, Wien, Österreich

    Barbara Covarrubias Venegas, Katharina Thill & Julia Domnanovich

Authors
  1. Barbara Covarrubias Venegas
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Corresponding author

Correspondence to Barbara Covarrubias Venegas .

Editor information

Editors and Affiliations

  1. Institut für Personal und Organisation, FHWien der WKW, Wien, Austria

    Barbara Covarrubias Venegas

  2. Institut für Personal und Organisation, FHWien der WKW, Wien, Austria

    Katharina Thill

  3. Institut für Personal und Organisation, FHWien der WKW, Wien, Austria

    Julia Domnanovich

Anhang

Anhang

Source

Competency Definition

Method

Results

Geographical Extension

Ulrich et al. (2015)

„Competency refers to an individual’s demonstrated knowledge, skills, or abilities“

Quantitative: more than 30.000 respondents in the last round in 2015

Core competencies: strategic positioner, paradox navigator, credible activist

Organisation enablers: Culture & change champion, human capital curator, total rewards steward

Delivery enablers: Compliance manager, analytics designer and interpreter, technology and media Integrator

Inter-national

SHRM (2012)*

„Individual characteristics, including knowledge, skills, abilities, self-image, traits, mind-sets, feelings, and ways of thinking.“

Technical competencies reflect the knowledge required to perform a specific role

Behavioural competencies describe the KSAs that facilitate the application of

technical knowledge to job-related behaviour

Mixed method: development of competency set through literature, input from more than 1200 HR professionals during 111 focus groups

Content validation: survey with 32,000 respondents

1 technical competency: HR knowledge (technical competency)

8 behavioural competencies: relationship management, ethical practice, business acumen, critical evaluation, global & cultural effectiveness, leadership & navigation, consultation, communication

Inter-national

CIPD (2015)*

 

Developed in collaboration with HR, Learning & Development professionals and academics

10 professional areas: Insights, Strategy and Solutions; Leading HR; Organisation Design; Organisation Development; Resourcing and Talent Planning; Learning and Development; Performance and Reward; Employee Engagement

Employee Relations; Service Delivery and Information.

8 behaviours: Curious, Decisive Thinker, Skilled Influencer, Personally Credible, Collaborative, Driven to Deliver, Courage to Challenge, Role Model

UK

Forum Personal/ÖPWZ (2011)*

 

Developed in collaboration with HR experts and academics

10 competency fields: Strategic HRM, personnel planning, recruiting & personnel marketing, HR development, performance management, compensation & benefit, labour law/employer-employee-relationship, personnel administration & payroll, HR controlling, international HRM

Austria

Kormanik, Lehner und

Winnick (2009)

 

Quantitative: three- step expert panel method for competency identification through a workshop

16 competencies for HRD

scholar-practitioners: dealing with ambiguity, Ethics and values, Integrity and trust, Problem solving, Business acumen, Written communication, Intellectual horsepower, Organisational agility, Listening, Creativity, Strategic agility, Interpersonal savvy, Political savvy, Decision quality, Presentation skills, Functional/technical skills

U. S. A.

Alfes (2009)

 

Quantitative (online and postal): N=414, consisting of n=109 company survey and n=305 HR directors

4 core competencies: HR competence, labour law/employer-employee-relationship, business competence, strategic competence

German-speaking Switzerland

DGFP (2008)*

„knowledge, skills and views“

Mixed method: techniques; 31 qualitative interviews with German HR Managers

8 competency fields: cultural competency, strategic HRM competency, labour law, relationship management with external stakeholders, HR controlling & value creation, competency management, management of HR instruments, change management

Germany

Ramlall (2006)

 

Quantitative survey, sample: 224

HR professionals from 66 companies

6 Core competency areas:

Knowledge of the business, Strategic contribution, Personal credibility, HR delivery, HR technology, HR measurement

U. S. A. (upper Midwest region)

Selmer und Chiu

(2004)

„HR competencies are said to be a set of characteristics contributing to effective HR performance

enabling an organisation to achieve its business strategies in a competitive market“

Quantitative: 249 CEOs and HR executives in Hong Kong; rating of competencies for business success

8 competencies: HR knowledge, financial/business knowledge, corporate relations, innovation & crisis management, organisational knowledge, strategic labour relations, professional personal skills, change agent

HongKong

Schoonover (2003)*

„Competencies are a set of context-specific behavior that define what success looks like in action in a particular setting“

 

Personal attributes: results orientation, commitment, continuous learning, honesty and integrity.

Leadership and management competencies: visioning and alignment, strategic thinking, networking, resource management, teamwork, process excellence, performance development, goal setting.

HR Core Competencies: Stewardship, compliance, customer focus, coaching and consulting, talent management, technology expertise, vendor management, knowledge management, virtual teamwork, assessment and measurement skills, employee advocacy.

Role-Specific HR Competencies: broken down on the three roles of HR Strategist, HR Generalist, HR Specialist

U. S. A.

Way (2002)

„The knowledge, skills, and abilities required in HR/IR positions“

Quantitative: 600 members of a professional human resource association in the Midwest, 113 questionnaires were returned

5 competencies: integrity, working effectively with others in the organisation, communication skills, approaching problems with a sense of organisational reality, negotiation skills

U. S. A.

Johnson und King

(2002)

„HR/IR competencies refers to an individual’s demonstrated knowledge, skills, and abilities (KSAs)“

Quantitative (telephone interview, fax or email): 12 middle-to senior-level HR practitioners

5 competencies: formal & interpersonal communication, integrity, managing relationships, problem solving, technological ability

U. S. A.

Blancero et al. (1995)

„Competencies are the knowledge, skills, abilities, and other attributes required to perform future behaviors“

Quantitative: workshops with 60 managers & professionals (line management & HR positions), identification and rating of 36 central and 96 competencies

12 core competencies: ethics, communication, listening, relationship building, teamwork, quality standards, judgement, results orientation, initiative, self-confidence, enthusiasm & commitment.

8 Role competencies as HR strategist/generalist: business strategy, HR planning, common vision, customer awareness, vision, utilization of resources, organisational change, value creation influence

U. S. A.

Gorsline und Karen (1996)

„A competency represents a struggle to keep pace with rapidly changing knowledge and skill requirements and to find better frameworks and tools for the „soft side” of job performance“

Qualitative: first, expert panel; second, qualitative interviews with 17 practitioners; third, data collection, analysis, and model building, review with panel and others

11 competencies: achievement motivation, conceptual thinking, customer service focus, flexibility, information seeking, initiative, impact and influence, listening, understanding & responding, sharing information & learning, use of expertise

Canada, U. S. A.

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Covarrubias Venegas, B., Thill, K., Domnanovich, J. (2018). Veränderte Rollen im HRM – neue Kompetenzanforderungen? Entwicklung eines HRM-Kompetenzmodells. In: Covarrubias Venegas, B., Thill, K., Domnanovich, J. (eds) Personalmanagement. Forschung und Praxis an der FHWien der WKW. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-15170-6_5

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