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HR Shared Services Competency Model Guide
Overview:
A well defined competency model for shared services helps you to hire suitable candidates and create relevant training and development
programs for the staff. Effective and efficient HR service centers must have a balance of HR-specific competencies and general contact center
competencies. The range of services typically offered through HR shared services requires the staff to display a variety of competencies ranging
from listening and communication to technological expertise.
This guide provides an interview template to gather corporate and line HR feedbac on the ob!ectives for the overall HR function as well as shared
services" and the competencies that would be required to support those ob!ectives. The feedbac collected can then be used to design the shared
services competency model for your organi#ation. The guide also provides a sample $%$-HR defined competency model for HR shared services.
User Guidelines:
Step 1: &se the interview template on page ' to collect corporate and line HR feedbac on HR shared services competencies. (nterview
corporate and line HR leadership as well as select HR and non-HR employees that may have prior shared services experience.
Step 2: )ased on the responses received" identify the common emerging themes for required shared services competencies.
Step 3: Refer to the $%$-HR defined sample competency model for HR shared services. )ased on inputs from the model and feedbac collected
from your HR function" design the HR shared services competency model for your organi#ation.
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HR Shared Services Competency Model Guide
nterview !emplate
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1" #hat are the $ey strate%ic o&'ectives (or the HR (unction (or the ne)t 2*3 years+
2" How will HR shared services support the achievement o( those o&'ectives+
3" #hich competencies are re,uired &y shared services sta(( to help achieve the HR o&'ectives as well as the &usiness %oals (or
shared services+
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HR Shared Services Competency Model Guide
Sample HR Shared Services Competency Model -.or /ll Shared Services 0mployees1
The table below profiles sample competencies along with their associated behaviors required by all HR shared services staff.
!a&le 1: HR Shared Services Center Sta(( Competencies
Competency /ssociated 2ehaviors
HR 3nowled%e
Accurately and quicly identifies inquiries that require escalation to a higher service tier
3isplays nowledge of business and HR operations
&nderstands how HR services and policies can serve employee needs and problems
&nderstands HR policies" procedures" and processes
Customer .ocus
3emonstrates patience and willingness to help
Expresses empathy for customer4s situation
5ollows through on customer commitments
6aes extra effort to satisfy customer needs
Treats internal customers with courtesy and sensitivity
/ctive 4istenin%
$oncentrates on caller
%istens without interrupting
Ass questions to clarify and verify information
-araphrases caller to ensure understanding
(dentifies essential information
5er&al Communication
$hooses appropriate words and correct grammar
6aintains the right pitch and volume
-ro!ects confidence and professionalism
7peas clearly with positive tone of voice
&ses voice to create and hold interest
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6" #hat s$ills and &ehaviors &est de(ine the re,uired competencies+
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HR Shared Services Competency Model Guide
Stress !olerance
3emonstrates flexibility in response to unexpected situations
3emonstrates sound !udgment
-erforms well under pressure
Remains calm in stressful and demanding situations
nterpersonal S$ills
3isplays positive outloo and pleasant manner
Exhibits tact and consideration when dealing with customers
-rovides and welcomes feedbac from the team
Sample HR Shared Services Competency Model -.or all Shared Services 0mployees1
!a&le 1: HR Shared Services Center Sta(( Competencies -Continued1
Competency /ssociated 2ehaviors
Schedule /dherence
)egins woring on time
3isplays flexibility regarding scheduling
9eeps absences within guidelines
Returns on time from breas and meals
7chedules time off in advance
Systems and !echnolo%y Use
Accesses data efficiently
3isplays woring nowledge of system
Exhibits required eyboarding sills
5ollows established transfer procedures
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HR Shared Services Competency Model Guide
Sample Competency Model (or Shared Services Mana%ers
HR shared services managers need to demonstrate proficiency in a few additional competencies to the ones outline in table ,. The table below profiles the core
competencies along with their associated behaviors required by HR shared services managers.
!a&le 2: HR Shared Services Center Mana%er Competencies
Competency /ssociated 2ehaviors
Coachin% and Motivatin%
3efines expectations and sets goals for the team
(nterprets statistics to identify performance patterns
-rovides regular performance feedbac
6otivates employees for increased results
2ffers suitable rewards and recognition
#or$(orce 7lannin%
)uilds flexible and efficient schedule
$reates realistic call volume forecasts
3etermines optimal staffing levels
6onitors performance and compares with forecasts
Reduces costs without compromising on service
7ro'ect Mana%ement
-ays close attention to detail with a high degree of accuracy
-lans and organi#es worflow effectively
-rioriti#es and balances multiple customers and calls
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HR Shared Services Competency Model Guide
Resources Consulted:
$%$ Human Resources" ;The HR Service/Call Center"< Arlington" =A> $orporate Executive )oard ?'++0@" p. 0.
Taleo $orporation" $ompetency 6odule for $all $enter and $ustomer 7ervice, Taleo Corporation ?'++A@. ?2btained through www.taleo.com@.
$%$ Human Resources" $ompetency 6odel 3evelopment Tool" Arlington" =A> $orporate Executive )oard ?'+,+@.
$ustomer $ontact $ouncil" Competency Models and Performance Metrics for Escalation Call Teams" Bashington 3.$.> $orporate Executive )oard ?'++/@" pp. '-
..
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8O!0 !O M0M20RS
This pro!ect was researched and written to fulfill the research request of several members of The $orporate Executive )oard $ompany and as a result may not satisfy the information needs of all member companies.
The $orporate Executive )oard $ompany encourages members who have additional questions about this topic to contact the 6ember 7upport $enter at EC)3D7upportD$%$Eexecutiveboard.com for further
discussion. The views expressed herein by third-party sources do not necessarily reflect the policies of the organi#ations they represent.
7RO.0SSO8/4 S0R5C0S 8O!0
$%$ Human Resources has wored to ensure the accuracy of the information it provides to its members. This pro!ect relies upon data obtained from many sources" however" and $%$ Human Resources cannot
guarantee the accuracy of the information or its analysis in all cases. 5urthermore" $%$ Human Resources is not engaged in rendering legal" accounting" or other professional services. (ts pro!ects should not be
construed as professional advice on any particular set of facts or circumstances. 6embers requiring such services are advised to consult an appropriate professional. Feither The $orporate Executive )oard $ompany
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