Home' HR Monthly : November 2014 Contents 16
"IN THE CHANGING BUSINESS
WORLD WE LIVE IN, WE KNOW
THAT COLLABORATION MATTERS.
BEING ABLE TO WORK TOGETHER AS
PARTNERS IS KEY TO SUCCESS. WE
IN HR SHOULD BE MODELLING THIS
PARTNERSHIP, NOT VIOLATING IT."
HR MANAGEMENT GURU, DAVE ULRICH
From Dave Ulrich
Visit the AHRI bookshop
and pick up one of Dave
Ulrich's books, including
his new title Leadership
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specific keys for making things happen. We looked
at change, derailment, habit and other literatures to
derive what we felt leaders should know and do to
make desired change happen.
PETER WILSON: How do they differ from the seven
habits of effective leaders?
DAVE ULRICH: Habits are things leaders and people
do. Seventy to 80 per cent of what we do comes from
habits. We are specifically focused on how to make
sure desired change happens.
PETER WILSON: How do you see the applicability
of the START ME approach with business cultures in,
say, India and China, where time and priority can have
DAVE ULRICH: We are finding that there are
differences between countries to be an effective
leader, but there are some common principles that
need to be applied universally. The challenge for
leaders to implement what they know they should
remains an issue for leaders in any setting.
PETER WILSON: In Leadership Sustainability, you state
that effective leadership depends on the interaction
of leadership attributes and stakeholder results.
In our own journey of surveying HR leaders in the
recent updating of AHRI's Model of Excellence and the
competencies therein, our profession has guided us to
distinguish personal attributes that provide a leader
with credibility to execute their competencies -- such
as being a critical thinker, an enabler, an influencer,
someone who actually cares about people and is
collaborative, and future-oriented in their approach.
In short, credibility comes from "who I am" before I
show "what I know" and then apply that in "what I do"
-- with the last two of these three categories housing
our seven core competencies. How do you see this
underpinning of personal credibility to HR leadership
DAVE ULRICH: We found in our study of HR
competencies that personal credibility, or what we now
call 'credible activist', was critical to HR professionals
being seen as trustworthy and effective. The credible
activist includes the ability for HR people to know
themselves, but we also found that it includes the
ability to take a stand and be proactive.
In addition to that, it is the most important
competence domain to build personal effectiveness, yet
it is not the most important in driving business results.
In a sense, we found that high credible activists get HR
into the strategy discussions, but then HR has to have
unique insights once given the opportunity to speak.
PETER WILSON: The world of HR went into a spin
recently with the news that the United States' Society
for Human Resource Management (SHRM) was severing
the connection with the HR Certification Institute (HRCI),
but that former accreditations, like Global Professional
in Human Resources (GPHR) and Senior Professional
in Human Resources (SPHR), would be grandfathered.
It's not clear what the new SHRM-driven regime will
look like, but it appears to be assessed through an
examination of knowledge (what you know), and not
observance of a competency set or skills as practised in
How do you view these events?
DAVE ULRICH: Tragic! One of my favourite quotes
this year comes from Francis d'Assisi who was the
friar in the 12th century who gave so much to so
COVER: Q&A WITH DAVE ULRICH
From Dave Ulrich
Dave Ulrich is one of the
first headline acts to be
confirmed for next year's
AHRI National Convention,
with more names to be
OPEN in January 2015.
2015 AHRI NATIONAL
AND EXHIBITION CENTRE
25--27 AUGUST 2015
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