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