Cream of the HR crop rise beyond traditional skills

Global research shows HR professionals’ unique skill sets can make them invaluable counsellor to CEO
By David Brown
|Canadian HR Reporter|Last Updated: 11/22/2004

Wayne Brockbank knew the HR competencies survey he and his colleagues were working on proved the profession was in the midst of a transformation. But the magnitude of the change really hit home one day when he presented the findings to a group of leading business strategists and academics.

Brockbank was reviewing the findings from the worldwide survey of more than 7,100 HR professionals, line managers and non-HR executives. In high-performing organizations, he explained, HR leaders were increasingly playing a new role as business strategy architects.

In these best firms, he told the audience, HR executives were partnering with other executives to identify vital market and competitive information. Then HR took charge of the human resource implications of that data and helped lay the foundation for action. If marketing has information about customer buying requirements, HR has to figure out the human capabilities requirements. In time, he added, this will emerge as a distinct HR competency the research team called “market-driven connectivity.”