Critical competencies and developmental experiences for top HR executives

Abstract

This article describes the context and methodology used in formulating and validating a senior‐level human resource competency model for professional development. The development and implementation of the architecture for the model, including the provision of various developmental tools and experiences, was undertaken by the Society of Human Resource Management, a professional association dedicated to the advancement of the human resource profession. The purpose of this effort is to specify benchmarks for professional competence building and to reposition the emerging role and processes associated with the human resource function in responding to the changing organizational and competitive challenges facing United States‐based, multinational organizations. © 1996 by John Wiley & Sons, Inc.

Dispositional Manpower Quality as a Predictor of Personal and Departmental Human Resource Performance

“…Although past researchers have identified competencies that are critical for HR leadership as well as for strategic-level HR management in facing the challenge of organizational and technological change (Lawson & Limbrick, 1996;Spencer & Spencer, 1993), the current body of knowledge that has formed the HR competence development model is lacking in the aspect of promoting manpower quality through incorporating personality, motivation, and emotions into the traditional skill-oriented competence models (Van Der Heijde & Van De Heijden, 2006).…”

“…We have, thus, provided new aspects and dimensions in the characterization of individual competencies of senior-level HR professionals that were identified in past studies (e.g., Lawson & Limbrick, 1996). However, according to our results, the impact of these two supervisors' dispositional factors on their individual performance was not significant.…”

HR past, present and future: A call for consistent practices and a focus on competencies

“…Other HR competency models exist and SHRM has participated in the data collection for Ulrich's model (Ulrich et al, 2012) as well as in the development of other models, such as Lawson and Limbrick (1996) and Schoonover (2003). Although these models and discussions have added greatly to our knowledge in the field, nothing has been as comprehensive as the current undertaking.…”

Leading on land and sea: Competencies and context

“…Competency-based approaches have been applied successfully to a range of selection, training, and performance management contexts (Athey and Orth, 1999;Kochanski and Ruse, 1996;McEvoy et al, 2005). In spite of several limitations inherent in the approach itself, such as perceptual differences among observers and the potential to overlook important features not captured by competency language, specifying essential leadership requirements in competency terms was deemed a productive and appropriate approach, particularly in providing direction to those interested in leadership development (Boyatzis et al, 2002;Conger and Ready, 2004;Lawson and Limbrick, 1996).…”