Skills to succeed in Global HRM

Discover the essential skills required for success in Global Human Resource Management (HRM) through insights from leading industry bodies like SHRM and CIPD

It won’t come as a surprise to learn that to excel within the people profession requires excellent interpersonal skills, such as communication and cooperation. However, Global Human Resource Management (HRM) professionals are expected to possess a range of role-specific and essential soft skills. 

In this blog, we'll explore the key skills and behaviours essential for navigating the evolving landscape of Human Resource Management (HRM). We'll draw insights from leading bodies in the field, such as the Society for Human Resources Management (SRHM) and the Chartered Institute of Personnel and Development (CIPD).

Their expertise informs the competencies necessary for success as a people professional, summarised below. These insights have directly influenced the content of our Global HRM MSc, ensuring it aligns with the current and future needs of HR professionals. 

What is Global HRM? 

Global HRM is a strategic approach that involves overseeing the human resources function within multinational organisations. It encompasses the coordination and adaptation of HR practices to effectively navigate the diverse challenges posed by geographic, linguistic, and cultural differences among the workforce.

As defined, Global HRM is how international employers manage these variations to achieve maximum productivity and engagement. Its primary responsibilities include recruiting suitable skilled employees, supporting regulatory compliance, standardising processes and systems, and analysing metrics between markets. 

SHRM’s Body of Competency and Knowledge 

The SHRM began consulting with thousands of HR professionals in 2011 before releasing the first issue of its Body of Competency and Knowledge (SHRM BoCK). The latest edition lists a range of behavioural and technical competencies, together with recommended knowledge of HR functional areas. Covering three broad categories of leadership, business and interpersonal, the behaviour competencies are: 

• Leadership and navigation: The knowledge, skills, abilities, and other characteristics (KSAOs) needed to navigate the organisation and accomplish HR goals, to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organisation, to lead and promote organisational change, to manage the implementation and execution of HR initiatives, and to promote the role of HR as a key business partner. 
• Ethical practice: The KSAOs needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organisation. 
• Relationship management: The KSAOs needed to create and maintain a network of professional contacts within and outside of the organisation, to build and maintain relationships, to work as an effective member of a team, and to manage conflict while supporting the organisation. 
• Communication: The KSAOs needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organisation to another. 
• Global and cultural effectiveness: The KSAOs needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a diverse and inclusive workplace. 
• Business acumen: The KSAOs needed to understand the organisation’s operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organisation. 
• Consultation: The KSAOs needed to work with organisational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solutions that meet the changing needs of customers and the business. 
• Critical evaluation: The KSAOs needed to collect and analyse qualitative and quantitative data, and to interpret and promote findings that evaluate HR initiatives and inform business decisions and recommendations. 

CIPD’s Profession Map 

The CIPD’s latest Profession Map was launched in 2018, based on the findings of three years of research and consultation with over 19,000 people. Reviewed twice each year to maintain its currency, it is regarded as the international standard to equip people professionals to make their greatest impact. As well as outlining core and specialist knowledge, the Profession Map details the following core behaviours: 

• Ethical practice: Building trust by role-modelling ethical behaviour and applying principles and values consistently in decision-making. 
• Professional courage and influence: Showing courage to speak up and skilfully influencing others to gain buy in. 
• Valuing people: Creating a shared purpose and enabling people development, voice and wellbeing. 
• Working inclusively: Working and collaborating across boundaries, effectively and inclusively, to achieve positive outcomes. 
• Commercial drive: Using a commercial mindset, demonstrating drive and personal responsibility to create value. 
• Passion for learning: Demonstrating curiosity and making the most of opportunities to learn, improve and innovate. 
• Insights focused: Asking questions and evaluating evidence and ideas, to create insight and understand the whole. 
• Situational decision-making: Making effective and pragmatic decisions or choices based on the specific situation or context. 

Stay ahead of HRM trends 

The CIPD’s International Survey Report stressed the need for HRM practitioners to prioritise their own learning and development. It concludes: “The world of work is evolving at a rapid pace and the impact of technology and digital transformation on organisations, people teams and people professionals themselves will require practitioners to commit to continuous learning to build their skills and capabilities effectively.” 

One of the advantages of studying our Global HRM MSc is that the curriculum has been informed by leading industry bodies, including SHRM and CIPD. Many of the key skills and competencies prioritised by both the SHRM and CIPD are reflected in modules such as HR Data and Analytics, Leadership and Change, and Strategic and Contemporary HRM. 

Do you want to enhance your people management capabilities and take your HRM practice to the next level? Our Global HRM MSc can help you stay ahead of the curve.