(Module 3, p 2). As stated in Module 3, a competency is "a collection of related knowledge, abilities, skills and/or attitudes (KASAs) that collectively produce a desired level of performance in a given area of responsibility" (p. 5-6). The paper will discuss competency and metrics for the six different roles mentioned above in relation to the organization I work for. It will explain the nature of the role and focus on the performance deliverables and areas of improvement, which in turn enables in reaching the organization's goals.
HR Competency model. Employee retention, satisfaction and growth have always received high priority in my organization primarily because of the huge manpower required to sustain business. The work force is divided in terms of the service provided for various clients and each division reports to a line manager. The functions of a HR employee are extremely challenging and offer enormous scope for growth and innovation, commanding expertise and discipline in every action. The six roles mentioned above are discussed with competencies, challenges and deliverables below.
Employee Advocate: The Dell services division of the organization has 600 employees under its wing, provides online, and voice support to Dell's customers. My role as an employee advocate in this program expects me to know the interests of the employees and communicate the same to the management. My role here is to provide a clear alignment between the employee and the organizations goals and objectives. Assist employees wherever necessary to help maintain their value to the program and effectively communicate changes in the organization brought about for the best interest of the employee and organization. The communication of the change in shifts and the new incentive calculator for the employees has been my recent challenge. I have effectively managed to even out the differences by an opinion poll, which gave the management considerable insight on the issue. The success of my approach and communication will be measured in the subsequent survey and help build new strategies.
Human Capital Developer. This role demands a careful monitoring of the employees progress, strengths and weaknesses. As a Human Capital Developer, it is my responsibility to identify key employees who are capable of growing in the organization and communicate the same to the line accordingly. It is also important to work with the employees in helping them to identify their unique skill sets and enable them to pursue their interests within the organization if possible. Another predominant function would be to ensure the training needs of the employees are fulfilled in order to achieve high performance levels. The key competency of my role is to identify potential team leaders who display exemplary leadership skills, along with high performance levels and inform the management accordingly. The right choice enables greater retention of employees and this is measured in the levels of attrition.
Functional Expert. According to Ulrich, "We have put functional experts into a consulting services organization so that they can tailor solutions to the unique needs of the business. We want these practice leaders to have deep knowledge on their functional area of expertise."(Ulrich 2001) A functional expert is one who understands the HR requirements of the client for the program. In my organization, it is very important to understand the quality of