The importance of the employee perspective in the competency development of human resource professionals

TLDR

Recent HR competency specifications may shape professional development, yet mastery does not guarantee performance because they reflect top‑management perspectives, ignore employee views, and tie competencies too tightly to firm outcomes, eroding normative influence. This study examines the credibility competency for HR professionals, drawing on Ulrich and Brockbank’s framework. Focus groups reveal that credibility dimensions differ across stakeholders, with employees prioritizing trust, managers emphasizing expertise and relationships, and top management focusing on results. The authors conclude that HR professionals require more broadly defined competencies. © 2006 Wiley Periodicals, Inc.

Abstract

Abstract Recent specification of HR competencies has the potential to influence the professional development of all HR practitioners. It is possible, however, to master the competencies and still underperform. This disconnect may occur because current competency work reflects the perspective of top management clients of human resources to the neglect of the employee perspective. In addition, competencies have become linked so tightly to firm outcomes that normative influences in competency development are lost. To think through these issues, we examine the credibility competency for HR professionals (Ulrich & Brockbank, 2005). Focus groups confirm that credibility dimensions vary across stakeholders, with employees emphasizing trust, management emphasizing expertise and effective relationships, and top management emphasizing the achievement of results. We conclude that more broadly defined competencies for HR professionals are necessary. © 2006 Wiley Periodicals, Inc.