Core Drivers is one of three compenents within the Dave Ulrich HR Competency Model.
It consists of the following three competencies, all of which focus on how we gain trust and manage competing priorities:
Look for opportunities to practice the competencies and share your experiences in our interactive digital space.
The Paradox Navigator competency is one of the three Core Drivers focusing on how HR professionals gain trust and manage competing priorities.
HR professionals are increasingly asked to maximize ideas and outcomes that may be inherently in opposition with each other. These professionals must constantly manage the paradoxes or tensions that exist in work settings. If you have dealt with tensions between high-level strategic issues and operational details or navigated between taking the time to gather information and making timely decisions, you have used the Paradox Navigator competency.
You might have navigated a paradox without even knowing it! For example, employees with children in virtual school are asking for flexibility and support while managing both their family and work obligations. HR is tasked with helping managers and employees to bridge the gap between the need for employee “presence” and productivity while also thinking creatively about alternative scheduling and different ways to accomplish work that meets the needs of both parties.
Look out for scenarios that call for the Paradox Navigator skill-set such as:
Additional resources in LinkedIn Learning:
The Credible Activist competency is one of three Core Drivers focusing on how we gain trust and manage competing priorities.
The Credible Activist domain captures the extent to which HR professionals achieve the trust and respect they need within the organization to be viewed as valued and valuable partners. Do you show genuine interest in others, act with appropriate balance of confidence and humility, and/or persist through adverse circumstances? If so, you are on your way to being an effective Credible Activist!
You are on your way to credible activism if you've met with an employee that was upset with their performance evaluation—and even if you agree with the issues outlined in the review—you are able to guide them through various options and available resources with compassion and objectivity.
Consider the following examples of possible practice opportunities:
Additional resources in LinkedIn Learning:
The Strategic Positioner competency is one of three Core Drivers focusing on how we gain trust and manage competing priorities.
The Strategic Positioner domain captures the extent to which the HR professional can evaluate both the external and internal business contexts and translate those evaluations into practical insights that help position the organization to be successful.
Knowing the business context of your organization (i.e. understanding who makes key decisions, how the organization makes money), understanding stakeholder expectations (i.e. aligning organizational brand with customers, shareholders, and employees), and understanding how internal business operations work (accurately anticipating risks, contributing to strategy, shaping the future of the organization), are all ways you can show up as a Strategic Positioner.
Strategic positioning means understanding your unit and how to get things done effectively. The voluntary furlough program last spring was an opportunity for skills from the strategic positioner competency - which departments, which employees, furlough or reduction in hours, for how long, who needs to be involved in the decisions - these are just some of the issues that HR had to work through to make the voluntary program a success for their units.
What are some key decisions that need to be made to support whatever business problems might be going on (i.e. return to campus, ongoing remote learning, etc.). Who is involved in the decision, what are the risks, what are the benefits, do our actions align with our organizational/university values?
Additional resources in LinkedIn Learning: