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Action Without Borders/Idealist.org has developed three core competencies (transactional, managerial, and strategic) in dialogue with its Human Resources Community Advisory Board. Influenced by various sources such as the Free Management Library, these competencies, meant for the nonprofit HR generalist, are a public exploration intended to open a dialogue among nonprofit HR professionals. These competencies have not been tested in the field, and are not officially endorsed by any member of our advisory board or by Action Without Borders. We do, however, welcome your feedback and suggestions!
Human Resources has been defined* as: The practices and policies an organization needs to carry out the people aspect of its mission, and to maintain effectiveness, cohesion, and safety. The HR function articulates roles, relationships, boundaries, and expectations within the organization.
One of many methods is to approach these elements as stacked upon one another. This is not the only possible approach, and certainly not the only correct one, but we use it here for exploring our core competencies. This approach begins with the transactional competencies, continues with the managerial, and then proceeds to the strategic.
Roles: Roles are both formal and informal. This is beyond the job one does—it consists of the power and authority an individual holds. Roles are both transformative and generative in organizations. They have commonly understood purposes, labels, and outcomes.
Relationships: The employment relationship is complex because it includes working with legal, practical, managerial, and organizational expectations.
Expectations: Expectations are a combination of the articulated rights and responsibilities of both the employer and employee.
Boundaries: Boundaries are necessary for individuals and organizations. They define limits, endings, and beginnings.
Begin with self knowledge:
Manage yourself: clarify your values and boundaries; remain physically and mentally healthy; advocate for your own professional development.
Manage your relationships: manage your biases; learn to interpret cross-cultural influences; develop a supportive peer group.
Manage your responsibilities: know your limitations; know what your job is not; remain focused.
Traditionally, human resources has been a layered function with three separate levels: the transactional, the managerial, and the strategic. Below you will find simple definitions of these levels. All of these, however, assume a foundation of self knowledge.
When you've finished reading the brief descriptions, be sure to click on the headings for a fuller exploration of each.
Transactional Human Resources
Transactional functions are the baseline paperwork functions of budgeting, payroll, new hire documentation, benefits, file management, and transition documentation. The key focus is risk management and the health of the function.
Managerial Human Resources
Managerial functions are built up from the transactional. They include employee relations, management development, training, and organizational orientation. Managerial HR develops the skills and knowledge required in the employment relationship. The key focus of managerial HR is competence.
Strategic Human Resources
Strategic HR is about linkage. It connects the multiple functions and silos of an organization and increases cohesion and effectiveness. It is mostly about vision/mission and influencing overall organizational function. The key focus of strategic HR is connection.
* This approach to human resources was contributed by Bill Coy, 2005.
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