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SHRM Certification in the Real World of Diversity & Inclusion

Competencies guided SHRM’s revision of its D&I plan just in time for African-American History Month

By Bettina A. Deynes, MBA, MIM, SHRM-SCP, IPMA-CP Feb 7, 2017
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​Here at the Society for Human Resource Management (SHRM), the completion of a major revision of our diversity and inclusion (D&I) and strategic initiatives plan has coincided with the beginning of African-American History Month. The 68-page document details SHRM's current D&I status and provides prescriptive goals and strategies for further improving our already diverse and inclusive culture. As we wrapped up the project, I could not help but reflect on the huge influence that SHRM certification has had on the quality and applicability of our efforts. The nine elements of the SHRM Competency Model serve as the foundation for everything that our HR team accomplishes at SHRM, and the D&I plan is no exception.

The HR Expertise technical competency guided us as we based the entire plan on well-established and -researched tenets of modern HR knowledge. The eight behavioral competencies came into play, as well.

The Ethical Practice competency forms the very backbone of the plan: What can be more ethical than the fair and equitable practice of D&I? The Leadership & Navigation competency reinforced our perspective that SHRM is the global leader in HR thought and practice, and so we made certain that the document reflected as much. The Critical Evaluation competency was extremely helpful in providing us with an objective and introspective approach to the plan's goals and initiatives. The Global & Cultural Effectiveness competency provided us with an expansive D&I perspective.

The concepts inherent within the Communication competency drove our desire to make certain that the document is clear, coherent and effective. The comprehensive approach of the Business Acumen competency provided for us the necessary factors to include in this communication instrument, making certain that all aspects of the business were considered. Components of the Relationship Management competency provided the structure to ensure that the plan embraces all sectors and levels of the organization, in a universal yet individualized format.

Finally, we employed an extremely consultative approach in the development of the original plan and its implementation, in accordance with the provisions of the Consultation competency.

Now that the celebration of African-American History Month is upon us, I am delighted with the results of our work on SHRM's revised D&I plan and strategic initiatives document and the role it will be playing in continued cultural improvement at SHRM. The experience has reinforced my ongoing strong appreciation for the focus and effort I invested in earning my SHRM-SCP credential and the real-world knowledge provided by the SHRM Competency Model that serves as its foundation.

Bettina A. Deynes, MBA, MIM, SHRM-SCP, IPMA-CP, is vice president of human resources & diversity at SHRM. 

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