Journal: People Science - Human Capital Management & Leadership in the public sector Volume 1, Issue 2 Spring/Summer 2014 - Page 8

role. So what is it that I bring? What’s the expertise that I bring? And then, in the virtual team, they have the capacity to bring their expertise to the desired outcome. And the fourth is really to manage the logistics. Often, headquarters will set calls for meetings at times that are most convenient to them – say at 11 o'clock or 1 o'clock – well in Singapore, that’s 1 AM, in London, that’s 10 PM. So to manage the logistics of rotating when we meet and how we meet, and some of those logistics are getting better and easier with technology. Allan: What are the key competencies that HR professionals need today? Dave: We’ve worked on this for 25 years. We have really tried to figure out what set of skills HR people need to know and master. And, just to give you a quick sense of the research we’ve done, we’ve got lots of data over 25 years, and we decided that you start with a whole series of questions of very specific things that HR people should be, know or do. And we ended up in the research with about 140 items. Then what we wanted to find out is do those 140 items of knowledge and skills cluster into any common areas? In other words, are there some underlying factors in those 140 items? And so, we tried to do some factor analysis to find patterns of HR skillsets. Another thing we looked at was whether those 140 items impact two things: 1. How HR people are seen? Do I like my HR person, is he or she credible, and how do they impact the results of the business? A lot of groups right now are saying, “We’re building HR competency models for HR, by HR, to HR.” Well, that’s looking in the mir ɽȸ