Organization Enablers is one of three components within the Dave Ulrich HR Competency Model.
It consists of the following three competencies, all of which focus on how we add strategic value, gain trust and manage competing priorities:
Look for opportunities to practice the competencies and share your experiences in our interactive digital space.
The Culture and Change Champion competency is one of the three Organizational Enablers focusing on how HR professionals add strategic value, gain trust and manage competing priorities.
HR professionals need to manage both change and culture to make the organization successful and achieve goals consistently and effectively. When you are beginning to apply the culture and change champion competency, you are crafting the right organizational culture to deliver results, measuring the influence of culture on achieving sustained performance, and making the management of culture a priority. You will partner with key stakeholders to create innovative HR systems based on business demands and help set the direction of change with clear outcomes. You will also help leaders identify steps to take and help people understand why change is important.
If you participated in the HR CoP Creating a Culture of Wellness Workshop, you know how to use the MHealthy Wellness Wheel to evaluate and improve your organizational culture by focusing on the eight aspects of wellness.
Reflect on your unit’s culture. Pick an organizational value and use the interactive tool to:
Describe why this value is a strength and/or a weakness.
What HR activities do or do not support this organizational value?
If you cannot identify a specific organizational value, use one of the aspects of Wellness and evaluate its presence in your unit culture
Additional resources in LinkedIn Learning:
The Human Capital Curator competency is one of the three Organizational Enablers focusing on how HR professionals add strategic value, gain trust and manage competing priorities.
HR professionals offer integrated and innovative HR solutions for managing people within their organization. These HR practice areas support the skills, knowledge and experience possessed by employees, otherwise known as Human Capital. Human Capital is important in the workplace because if an organization values this aspect, it creates a more productive environment that benefits both the employer and employees.
Here are some examples of what the Human Capital Curator competency looks like in our work:
Developing talent based on organizational needs
Facilitating meaningful developmental work experiences
Identifying and prioritizing key positions
Assessing leaders against established leadership metrics
Building a business case for investing in leaders
Managing succession plans for key leadership positions
Establishing clear performance standards
Designing measurement systems that distinguish high performing individuals from low-performing individuals
Facilitating the design of organizational structure (e.g., roles, responsibilities)
Building opportunities for promotion for technical experts
Providing developmental programs for technical experts
Differentiating leadership potential from technical expertise
Take some time to reflect on other aspects of the human capital curator competency:
What can you do within your unit to develop staff, maybe a new supervisor or an employee who’s taken on higher level responsibilities?
Evaluate whether or not you have a talent shortage in a particular area—research administration, student services, finance, gift officer, patient services, facilities support—and how can you help resource this shortfall?
Additional resources in LinkedIn Learning:
The Total Rewards Steward competency is one of the three Organizational Enablers focusing on how HR professionals add strategic value, gain trust and manage competing priorities.
HR professionals must be able to create total reward systems which include compensation and benefits (financial rewards) as well as meaning from work (non financial rewards).
Perhaps in our current climate, this competency might seem a little more challenging as people are feeling stretched thin in multiple aspects of their lives. Now—more than ever—is a good time to practice this competency by helping our leaders, faculty, staff and each other effectively balance well-being alongside business performance; focusing on physical health and providing opportunities for meaningful work. This competency also requires HR professionals to design not only monetary but non-monetary reward/recognition systems while balancing these rewards to elicit intended response. Designing appropriate compensation and benefits systems is no easy feat!
The various components of the MHealthy Wellness Wheel present opportunities for non-monetary reward and recognition.
Consider the following:
What would you like to do, or what you have done regarding non-monetary actions to support staff?
Additional resources in LinkedIn Learning: