Keywords

HR competency, HR competency model, HR professionals

Abstract

As businesses face unprecedented rates of volatility, uncertainty, complexity, and ambiguity (VUCA), business leaders increasingly recognize the importance of talent (workforce, competencies, skills, abilities), leadership (senior leader and leadership team), and organization (workplace, capability, culture, processes, systems) as sources of competitiveness. Competitors can readily copy access to capital, strategic intent, and operational efficiency but they have a more difficult time copying talent, leadership, and organizational practices. As a result of this increased visibility, HR issues have received increased attention in the C-suite.

Original Publication Citation

Ulrich, D., Brockbank, W., Ulrich, M. & Kryscynski, D. 2015 Toward a Synthesis of HR Competency Models: the Common HR “Food Groups.” People and Strategy. 38 (4): 56:65