According to a KPMG’s survey, Rethinking Human Resources in a Changing World, most business leaders around the world believe the HR function to be non-essential and ineffective. Only 17% out of over 400 senior executives across major industry sectors in Asia, Europe, North and Latin America maintain that HR is demonstrating its value to the business. Dave Ulrich predicted this situation when he said, ‘The competencies that served HR well in the past will not be enough to propel it into the future.’
The globally-researched HR Competency Model issued by SHRM (Society for Human Resource Management) in 2012 has identified nine competencies out of which eight are behavioural, as summarised by: Knowledge (hard skills) + Behaviour (soft skills) = Success. Hard Skills comprise of work-related knowledge, skills, tools and processes. Behavioural Soft Skills relate to employees’ self-confidence, awareness, intuition, motivation, leadership and their ability to integrate new thinking into their daily work. Most Human Resource Development (HRD) programs focus on improving employees’ Hard Skills. There is little focus on developing employees’ Soft Skills for enhancing their attitudinal, behavioural and interpersonal competencies, even though these are essential for sustaining organisational success under today’s turbulent conditions.
Originally published on July 29, 2016 by SpeakerMatch Speakers Bureau