Journal: People Science - Human Capital Management & Leadership in the public sector Volume 1, Issue 2 Spring/Summer 2014 | Page 9

what we found is that HR people are often very good at
initiating change, but not so good at sustaining it.
Sixth: HR people have to be technology proponents. And
this is not just about technology, but about information.
How do we do the analytics and share the information that
allows us not just to have data, but to have intervention and
impact from the data that we collect?

he thinks the ability to manage information, not just to
do things more efficiently, but to build social media, and
connections inside and outside the company, will become
a key advantage for HR in the future. And that’s what we
found in our research. So 6 buckets of competencies from
the 140 items and that’s the way they impact the people
who we might work with. That’s what we found in our
research.

Allan: In your book, you spoke about the differences
between how HR rates itself against the various
competencies, etc. and how line managers and others rate
them. Can you speak to that?

Allan: You talked earlier about culture being one of the
three key things HR should architect? But how do I build
or influence cultural change when it is so ingrained in the
agency that I work for?”

Dave: One of the things that we've learned, which is kind
of interesting, HR people often rate
their effectiveness lower than their
associates rate them, and sometimes
people working in the HR field almost
have a self-image problem – we’re not
contributing as much as those around
us think we could. It’s interesting to
s