Do Human Resource Departments Act as Strategic Partners? Strategic Human Capital Management Adoption by County Governments

Drawing on qualitative data from forty counties in New York and North Carolina, this article examines the adoption of strategic human capital management (SHCM) principles and practices at the county level and presents a typology of five levels of SHCM adoption. The level of SHCM implementation in a county depends on: the view of the HR function by executive county leadership, the capacity of the county to engage in strategic planning and management, and the capacity of the HR director to think strategically about the role of HR in the government. The article concludes with recommendations for practice, which focus on educating a diverse set of actors about SHCM, building executive level support, developing HR skill and competencies, and applying basic change management practices

HR business partner competency models: re-contextualising effectiveness

The rise of 'HR business partnering' over the last decade has led to an enormous growth in HR competency models. Competencies are believed to provide a mechanism for reinventing traditional HR roles and improving the effectiveness of HR professionals as business partners. But are they effective? The survey and interview evidence presented here suggest that the effectiveness of competency models is disappointing, and they appear to be particularly weak at predicting performance in a business partner role. There are also significant contextual variations in effectiveness based on the degree of change experienced by the HR function, how consistently business partnering is implemented, overall levels of reduction in transactional HR, and the patterns of centralisation–decentralisation of the HR function. The findings highlight the intrinsic limitations of competency models, as well as the powerful influence of contextual factors, and they raise important questions about the future direction of HR business partnering