Download - Hr Competency Model: A Road Map for Success
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DInfinity Software Solutions
User Conference 2015 September 2, 2015 - Scottsdale, AZ
SHRMs HR Professional Competency Model:A Road Map for Success
Scott D. Ferrin, SHRM-SCP, PMP Field Services Director
Bhavna Dave, SHRM-CPDirector of Talent
SHRM member since 2005
@SHRMScott
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Think about someone in the HR profession - with whom you work
What makes them really good at what they do? How they do their job Who they interact with How they conduct themselves
Take note of what comes to mind Lets talk about these factors
What Does Success Look Like?ANECDOTES ABOUT THOSE WITH WHOM YOU WORK
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3New Expectations for HR
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4New Expectations for HR
Youve got to find your extrayour unique value contribution that justifies why you should be hired, why you should be promoted, and why you should be advanced every year. --Tom Friedman,
Keynote Speaker, 2014 SHRM Annual Conference
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New ways of doing business require new
ways of managing talent
GlobalizationSpeed and Flexibility
Government Regulation
Demographic Shifts
New ways of managing talent
require new competencies and behaviors
from HRHighlighting behavioral attributes along with technical skills
A new focus on competencies
and behaviors is a great way to
advance the HR profession
Identifying successful performance across career levels
Focus on observable measurable behaviors and proficiency standards
Forces for Change
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Competency: A collection of knowledge, skills, abilities, and other characteristics (KSAOs) that are needed for effective performance in the jobs in question (Campion et al., 2011).
What is a Competency?COMPETENCIES DEFINED
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7The ProcessDEVELOPMENT AND VALIDATION
2011 Model
Development
2012 Content
Validation
2013 Criterion
Validation &ToolkitRefinement
2014 SHRM HR
Competency Diagnostic Tools
2015 Competency-
Based Certification
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Model Development Literature Review
35 different competency models Development
111 Focus Groupso 29 cities globally; 1200 HR Pros
Survey of 640 CHROs
Content Validation 2012 Competency Validation
Survey 32,000 HR Professionals globally
at all career levels 33 Nations represented in total
Supporting ResearchDEVELOPMENT DEEP DIVE
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9How Much of HR is HR?
When you think of HR you think of technical areas of expertise or technical competencies including:
Talent Acquisition Employee Engagement Learning and Development Total Rewards Labor Relations Employment Law
Larger companies have specialists who handle these areas and smaller companies have generalists who handle a variety of HR activities
Foundational HR = Technical Expertise
TECHNICAL EXPERTISE
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When you think of HR you should also think of behavioral and leadership competencies:
Ethical Practice Communication Consultation Critical Evaluation Diversity & Inclusion Relationship Management Leadership & Navigation Business Acumen
Regardless of the size organization you are in you need all of these skills, developed over time, to be successful in HR
To be successful in HR and grow your career you need more than HR Technical Knowledge
How Much of HR is HR?BEHAVIORAL (NON-TECHNICAL) COMPETENCIES
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11Knowledge + Behavior = Success
TechnicalCompetencies
Behavioral Competencies HR Success
To be successful in HR and grow your career you need more than just technical competencies
Technical Competencies
(Power)Whats Being
Performed
Behavioral Competencies
(Direction)How You
Perform Your Job
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12SHRM Competency Model HR COMPETENCY MODEL
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13SHRM HR Competency Model Detailed
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Definition: Knowledge of principles, practices, and functions of effective human resource management
HR Expertise describes the technical expertise needed by HR professionals to design, enact, evaluate, and maintain sound HRM practices
Includes the policies, practices, laws/regulations, and principles that underlie effective HRM
Technical CompetencyCOMPETENCY DOMAIN #1: HR EXPERTISE
E.g., Talent Acquisition, Employee Engagement, Learning & Development, Total Rewards,
Risk Management, & Labor Relations
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Remains current on relevant laws, legal rulings, and regulations Maintains up-to-date knowledge of general HR practices, strategy, and
technology Demonstrates a working knowledge of critical human resource functions
including: Strategic Business Management; Workforce Planning and Employment; Human Resource Development; Compensation and Benefits; Risk Management (including safety, environmental health, quality, security, etc.) Employee and Labor Relations; HR Technology; and Global and International HR.
Delivers customized human resource solutions for organizational challenges Utilizes core business and HR-specific technologies to solve business
challenges
HR ExpertiseBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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Definition: Integration of integrity and accountability throughout all organizational and business practices
Adherence to organizations core values and ethical guidelines
Help to drive your organizations ethical climate by responding to ethical issues
Behavioral CompetenciesCOMPETENCY DOMAIN #2: ETHICAL PRACTICE
E.g., Conducting thorough and confidential investigations into reports of unethical behavior and recommending further action E.g., Developing policies and procedures for employees to report unethical behavior
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Maintains confidentiality Responds immediately to all reports of unethical behavior or conflicts of
interest Empowers all employees to report unethical behavior or conflicts of
interest without fear of reprisal Acknowledges mistakes Drives the corporate ethical environment Recognizes personal bias and others tendency toward bias, and takes
measures to mitigate the influence of bias in business decisions Maintains appropriate levels of transparency in organizational practices Ensures that all stakeholder voices are heard Manages political and social pressures when making decisions
Ethical PracticeBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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COMPETENCY DOMAIN #3: BUSINESS ACUMEN
Definition: Ability to understand and apply information with which to contribute to the organizations strategic plan
Think in terms of the business and operations first and then apply the HR lens to their work
Systems thinking and economic awareness based upon four areas of knowledge: business administration, finance, marketing, and operations expertise
Behavioral Competencies: Strategic Partner Cluster
Most proficient HR Practitioner are able to draw a link between HR metrics and business outcomes like key performance indicators
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Demonstrates an understanding of the strategic relationship between effective human resource management and core business functions
Demonstrates a capacity for understanding the business operations and functions within the organization
Understands the industry and business/competitive environment within which the organization operates
Makes the business case for HR management (e.g., Return On Investment/ROI) as it relates to efficient and effective organizational functioning
Understands organizational metrics and their correlation to business success
Uses organizational metrics to make decisions Leverages technology to solve business problems
Business AcumenBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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COMPETENCY DOMAIN #4: CRITICAL EVALUATION
Definition: Interpret information with which to make business decisions and recommendations
HR is all about numbers, metrics, stats, and research!
Mastery of measurement and assessment, critical thinking, and research design with the expressed aim of answering workforce and business questions
Evaluate the data, analyze it from different perspectives until you have a good grasp of the details
Behavioral Competencies: Strategic Partner Cluster
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Applies critical thinking to information received from organizational stakeholders and evaluates what can be used for organizational success
Gathers critical information
Analyzes data with a keen sense for what is useful
Analyzes information to identify evidence-based best practices
Identifies leading indicators of outcomes
Analyzes large quantities of information from research and practice
Critical EvaluationBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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Definition: Providing direct guidance to organizational stakeholders
Unique set of attributes to translate complicated information about HRM practices into actionable recommendations
COMPETENCY DOMAIN #5: CONSULTATION
1. Technical Skills: HR Expertise2. Consulting Skills: Entry and contracting, discovery and dialogue,
feedback and decision to act, engagement and implementation, and extension, recycle, or termination
3. Interpersonal Skills: Building Relationships, listening, effectively communicating
Behavioral Competencies: Strategic Partner Cluster
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Serves as an in-house workforce and people management expert
Analyzes specific business challenges involving the workforce and offers solutions based upon best practice or research
Generates specific organizational interventions (e.g., culture change, change management, restructuring, training, etc.) to support organizational objectives
Developing consultative and coaching skills
Guides employees regarding specific career situations
ConsultationBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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Definition: Developing and managing interactions to provide service and to support the organization
Job success for an HR professional is largely a function of his or her ability to maintain productive interpersonal relationships
Increased performance, team cohesion, and engagement
COMPETENCY DOMAIN #6 RELATIONSHIP MANAGEMENT
Negotiating both information/task conflict and relationship conflict
Behavioral Competencies: Interpersonal Cluster
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Establishes credibility in all interactions Builds engaging relationships with all organizational stakeholders
through trust, teamwork, and direct communication Provides customer service to organizational stakeholders Promotes successful relationships with stakeholders Manages internal and external relationships in ways that promote the
best interests of all parties Champions the view that organizational effectiveness benefits all
stakeholders Serves as an advocate when appropriate Fosters effective teambuilding among stakeholders
Relationship ManagementBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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Definition: Ability to Effectively exchange information with stakeholders
Effective communication is one of the building blocks of personal and career success
When HR information is communicated well, employees better understand the purpose and value of policies and practices
COMPETENCY DOMAIN #7: COMMUNICATION
HRM viewed to be more effective
Positive impact on EE satisfaction and business unit performance
Behavioral Competencies: Interpersonal Cluster
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Provides clear, concise information to others in verbal, written, electronic, and other communication formats for public and organizational consumption
Listens actively and empathetically to the views of others Delivers critical information to all stakeholders Seeks further information to clarify ambiguity Provides constructive feedback effectively Ensure effective communication throughout the organization Provides thoughtful feedback in appropriate situations Provides proactive communications Demonstrates an understanding of the audiences perspective Treats constructive feedback as a developmental opportunity Welcomes the opportunity to discuss competing points of view Helps others consider new perspectives Helps managers communicate not just on HR issues Utilizes communication technology and social media
Communication BEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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COMPETENCY #8: LEADERSHIP & NAVIGATION
Definition: Ability to direct and contribute to initiatives and processes within the organization
HR professionals at each career level can demonstrate Leadership and Navigation.
Foster collaboration with coworkers Develop strategies to implement HR
initiatives Establish a vision for HR initiatives
Employ a results-oriented approach based upon SMART goals to manage resources, projects and products
Navigating potential obstacles with extreme political savvy
Behavioral Competencies: Interpersonal Cluster
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Fosters collaboration Understands the most effective and efficient way to accomplish tasks within the
parameters of organizational hierarchy, processes, systems, and policies Develops solutions to overcome potential obstacles to successful
implementation of initiatives Demonstrates agility and expertise when leading organizational initiatives or
when supporting the initiatives of others Sets the vision for HR initiatives and builds buy-in from internal and external
stakeholders Leads the organization through adversity with resilience and tenacity Promotes consensus among organizational stakeholders (e.g., employees,
business unit leaders, informal leaders) when proposing new initiatives Serves as a transformational leader for the organization by leading change
Leadership & NavigationBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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COMPETENCY DOMAIN #9: GLOBAL & CULTURAL EFFECTIVENESS
Definition: The ability to value and consider the perspectives and backgrounds of all parties
Ability to effectively and respectfully interact with colleagues, customers, and clients of varying backgrounds and cultures
Compliance with inclusive hiring practices
67% of U.S. organizations and 74% of Fortune 500 companies utilize diversity training programs
Behavioral Competencies: Interpersonal Cluster
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Maintains openness to others ideas and makes decisions based upon experience, data, facts and reasoned judgment
Demonstrates nonjudgmental respect for other perspectives Works effectively with diverse cultures and populations Appreciates the commonalities, values, and individual uniqueness of all human
beings Embraces inclusion Navigates the differences between commonly-accepted practice and law when
conducting business in other nations Operates with a global, open mindset while being sensitive to local cultural
issues and needs Takes the responsibility to teach others about the differences and benefits that
multiple cultures bring to the organization to ensure inclusion Incorporates global business and economic trends into business decisions
Global & Cultural EffectivenessBEHAVIORS AT HIGHEST LEVEL OF PROFICIENCY
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Specialist in a specific support function Titles include, but not limited, to HR assistant, junior recruiter, or
benefits clerk
Generalist or experienced specialist Manages projects or programs Titles include, but not limited to, HR manager, generalist,
or specialists
Very experienced generalist or specialist Holds a formal title such as but not limited to, director or principal.
Typically is the most experienced person in HR
Holds the top HR job in the organization or VP role.
Executive 15 or more
Senior 8-14
Entry0-2
Mid 3-7
Career Level/Years
Closer Look: Levels of Experience
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Early
Gathers, assembles, and reports HR metrics and labor market trends
Mid
Implements strategy for managing talent across business lines as well as competitive market
Seni
or
Creates an action plan for managing talent within the confines of the labor market E
xecu
tive
Defines strategy for managing talent within the confines of the labor market and the business model
Competency: Business AcumenThe ability to understand and apply information to contribute to the organizations strategic plan
Proficiency standards by career level
Shifting Standards
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All but Global and Cultural Effectiveness were rated as IMPORTANT by morethan 32,000 HR professionals; when looking specifically at MNCs, Global andCultural Effectiveness jumps to over 2 out of 3 the threshold for importance.
Competency Importance Ratings: Overall
HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation
Chart1
2.51
2.5
2.31
2.17
2.46
1.9
2.74
2.16
2.11
Competency Importance
Sheet1
Competency Importance
HR Tech Exp & Practice2.51
Relationship Management2.5
Consultation2.31
Org Ldrshp & Navigation2.17
Communication for Impact2.46
Global & Cultural Eff1.9
Ethical Practice2.74
Business Acumen2.16
Critical Evaluation2.11
To resize chart data range, drag lower right corner of range.
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Using 65% as a cutoff (standard in Organizational Psychology) we see thatall but Global and Cultural Effectiveness is REQUIRED upon entry to the field.Looking just at MNCs, the Global competency would also be included.
Competency Required Upon Entryto HR: Overall
HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation
Chart1
0.9
0.91
0.8
0.67
0.9
0.57
0.97
0.67
0.7
Column1
Sheet1
Column1
HR Tech Exp & Practice0.9
Relationship Management0.91
Consultation0.8
Org Ldrshp & Navigation0.67
Communication for Impact0.9
Global & Cultural Eff0.57
Ethical Practice0.97
Business Acumen0.67
Critical Evaluation0.7
To resize chart data range, drag lower right corner of range.
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Looking at 5 breakdowns by size we see virtually no difference in Importance as a function of organizational size.
Competency Importance by Organization Size
0
2
1
HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation
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Looking at breakdowns by sector again we see virtually no difference in Importance as a function of organizational sector.
Competency Importance by Sector
0
2
1
3
HR Expertise Relationship Consultation Leadership Comm Global & Ethical Business Critical Management & Navigation Cultural Eff Practice Acumen Evaluation
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Carries out the plan at the transactional level
Implements plan and contributes to the refinement of the plan
Operationalizes HR strategy; Translates strategy into a plan
Develops HR strategy; Peer group are the other executives in the organization
Different Levels, Different Responsibilities, Different Needs
Entry
Mid
Senior
Executive
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Which competencies do you think - are more important than others at the different career levels? Early? Mid? Senior? Executive?
Career Level DifferencesCOMPETENCY IMPORTANCE VARIES BY CAREER LEVEL
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CAREER LEVEL DIFFERENCES
Entry Level
2.46
2.11
2.09
1.29
1.48
1.50
1.75
1.59
1.53
Ethical Practice
Communication
Relationship Management
HR Expertise
Business Acumen
Critical Evaluation
Consultation
Global & Cultural Effectiveness
Leadership and NavigationEntry
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2.34
2.33
1.69
1.73
1.84
2.24
2.07
1.88
2.64
Mid Level
Ethical Practice
Relationship Management
Communication
HR Expertise
Consultation
Business Acumen
Critical Evaluation
Leadership & Navigation
Global & Cultural Effectiveness
Mid
CAREER LEVEL DIFFERENCES
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42Senior Level
2.77
2.65
2.55
1.97
2.21
2.24
2.51
2.44
2.34
Ethical Practice
HR Expertise
Relationship Management
Communication
Consultation
Leadership & Navigation
Business Acumen
Critical Evaluation
Global & Cultural Effectiveness
Senior
CAREER LEVEL DIFFERENCES
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43Executive
Ethical Practice
HR Expertise
Relationship Management
Communication
Consultation
Leadership & Navigation
Business Acumen
Critical Evaluation
Global & Cultural Effectiveness
2.87
2.79
2.7
2.13
2.42
2.5
2.64
2.63
2.57
Executive
CAREER LEVEL DIFFERENCES
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SHRM Effectiveness SHRM Self SHRM 180 SHRM 360
SHRM HR Diagnostic Tools
SHRM-SCP SHRM-CP
SHRM Certification
Questions Anchored Responses Scoring
Behavioral Interview Guide
Reference Book
Career Paths and Seminars
Competency-based Services
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shrmcertification.org 45
SHRM Body of Competency & Knowledge
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46SHRM Certification
We expect that the SHRM-CP and SHRM-SCP will become the new standard for HR professionals around the globe.
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47Key Dates
Pilot testing of SHRM-CP and SHRM-SCP examsOct2014
Instructor Materials for SHRM-CP and SHRM-SCP become available
Nov 2014
Holders of existing HR generalist certifications cancomplete the 3-step pathway process to obtain theirSHRM-CP or SHRM-SCP (5 Jan thru 31 Dec 2015)
Jan 2015
Initial exam window opens for SHRM-CP and SHRM-SCP
May 2015
SHRM Learning System for SHRM-CP and SHRM-SCP becomes available
Dec 2014
Registration begins for first SHRM-CP and SHRM-SCP exam window
Jan 2015
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48For Existing Certificants
Credential holders will complete a simple three-step process:
1. Agree to abide by the SHRM Code of Ethics;
2. Affirm that you hold a valid HR credential; and
3. Complete the online tutorial on HR competencies.
From January 5, 2015, to 31 December 2015, holders of a valid HR generalist certification can beeligible to obtain the SHRM-CP or SHRM-SCP.
*Note: PHR, SPHR, GPHR, HRBP and HRMP are registered trademarks of the HR Certification Institute and are not SHRM certifications.
You are not required to give up your existing credentials.
Holders of credentials like PHR & HRBP* will be eligible
for:
Holders of senior-level credentials like SPHR, GPHR,& HRMP* will be eligible for:
Credentials must be earned by January 31, 2015, in order to be eligible for the three-step pathway process.
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49Eligibility Requirements
The SHRM certification program recognizes the value of formal HR education, makes certification accessible to professionals with less-than-full-time work arrangements,
and provides a pathway from SHRM-CP to SHRM-SCP.
shrmcertification.org
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50SHRM-CP, SHRM-SCP Exam Fees
$300 SHRM Members
$400 non-SHRM Members
Late fees and detailed information found at:www.shrmcertification.com
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http://www.shrmcertification.com/
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51Recertification Timetable
Earn 60 Professional Development Credits (PDCs) within a three-year period that ends on the last day of the credential holders birth month.
Pathway or Take Exam: May 2015
Recertification Credits Reqd: 60 PDCs
Recertification Deadline: Last day of birth monthafter 3 years
Birth Month: September
Recertification Deadline: September 30, 2018
Recertification Fee = $100/SHRM Members$150/Nonmembers
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52Streamlined Recertification
ProcessBroad
Opportunities for Qualifying
Activities
User-Friendly, Job-Related
Requirements
Streamlined PreferredProvider Program
60 Professional Development Credits (PDCs) based on the SHRM BoCK;
Credits awarded for Advance Your Education, Organization, Profession;
No distinction between Strategic & General Business Credits;
Once you earn the new SHRM credentials, you will begin a three-year recertification cycle.
www.shrmcertification.org
http://www.shrmcertification.org/
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53Recertification Credits
Category Description/Examples
Maximum Number of Professional Development
Credits (PDCs)
Advance Your Education
Continuing education such as:o Conferenceso College courseso Seminarso e-Learning (Instructor-Led and Self-Directed)o Chapter programso Webcastso Audiocastso Podcasts
o No maximum for instructor-led PDCs
o Maximum of 30 PDCs for self-directed programs
Advance Your Organization
Work projects endorsed by supervisor which support organizational goals and advance or demonstrate capabilities in one or more HR competency.
o Maximum of 20 PDCs per cycle
Advance Your Profession
Thought leadership and volunteer activities such as:o Professional membershipo Volunteer leadershipo Speaking at conferenceso Writing and Research
o Maximum of 30 PDCs per cycle
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Image courtesy of Stuart Miles/FreeDigitalPhotos.net
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Scott D. FerrinSHRM-SCP, PMP
Field Services Director
[email protected](800) 283-7476 x6453
@SHRMScott
mailto:[email protected]
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(Please note that these slides are copyrighted material and may only be distributed to an audience at a SHRM speaker presentation. Further distribution is not allowed, except with permission by SHRM.)
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DSlide Number 2New Expectations for HRNew Expectations for HRForces for ChangeSlide Number 6Slide Number 7Slide Number 8Slide Number 9Slide Number 10Slide Number 11Slide Number 12Slide Number 13Slide Number 14Slide Number 15Slide Number 16Slide Number 17Slide Number 18Slide Number 19Slide Number 20Slide Number 21Slide Number 22Slide Number 23Slide Number 24Slide Number 25Slide Number 26Slide Number 27Slide Number 28Slide Number 29Slide Number 30Slide Number 31Slide Number 32Slide Number 33Slide Number 34Slide Number 35Slide Number 36Slide Number 37Slide Number 38Slide Number 39Slide Number 40Slide Number 41Slide Number 42Slide Number 43Slide Number 44Slide Number 45SHRM CertificationSlide Number 47Slide Number 48Slide Number 49Slide Number 50Slide Number 51Slide Number 52Slide Number 53Slide Number 54Slide Number 55Slide Number 56