Strategic Human Resources Management and Planning 35
Valuing culture
Personalizing culture (helping employees fi nd meaning in their
work, managing work/life balance, encouraging innovation)
The talent manager/organizational designer masters theory, research, and
practice in talent management and organizational design by:
Ensuring today ’ s and tomorrow ’ s talent
Developing talent
Shaping the organization
Fostering communication
Designing reward systems
The strategy architect knows how to make the right change happen by:
Sustaining strategic agility
Engaging customers
The business ally contributes to the success of the organization by:
Serving the value chain
Interpreting social context
Articulating propositions
Leveraging business technology
The operational executor administers the day - to - day work of managing
people inside an organization by:
Implementing workplace policies
Advanced HR technologyThe Offi ce of Personnel Management (1999a, 1999b, 2000a) con-
ducted a special study, “HR: An Occupation in Transition,” and as a result
of its research, developed HR competency roles drawn from the work of
the National Academy of Public Administration, the International
Personnel Management Association for Human Resources, and the Offi ce
of Personnel Management ’ s Personnel Resources and Development Center.
These are the HR competency roles:
Strategic partner. Serves as a partner with management, sharing
accountability with line management for organizational results. The
HR professional works with management to analyze and devise
solutions to organizational problems and is involved in strategic
planning and aligning HR with the organization ’ s mission and
strategic goals.
Leader. Ensures that merit-system principles are adhered to, along
with other issues of ethics and integrity, while serving as a champion