Rashid’s Integrated HR Competency Model (RIHRCM) for the Future Workforce: Synthesizing Global and Regional Best Practices

Title: Rashid’s Integrated HR Competency Model (RIHRCM) for the Future Workforce: Synthesizing Global and Regional Best Practices
Author: Rashid Ahmed
Contributions: Research work supported by HRM Leaders (India Team)
Publishing Date: April 10, 2025
Open Source: The Rashid’s Integrated HR Competency Model (RIHRCM) is an open-source framework, freely available for use, adaptation, and distribution for academic, research, and professional development purposes. Users are encouraged to cite the source appropriately when applying or referencing the model in any derivative works, publications, or presentations.
Free Tools: Executive Summary, White Paper, RIHRCM- Self Assessment Form, RIHRCM- Expert Assessment Form (all enclosed).
Citation: Ahmed, Rashid. 2025. Rashid’s Integrated HR Competency Model (RIHRCM). https://shorturl.at/RSPg5

Abstract

In an era defined by rapid digital transformation, evolving employee expectations, and increasing demands for organizational agility, the role of Human Resources (HR) must be redefined. This paper proposes a new integrated HR competency model designed by integrating the HR competencies that are the most relevant and scalable in today’s rapidly changing business environment. This framework also includes and synthesizes leading global frameworks including; SHRM, CIPD, AHRI, HRCI, AIHR, Michigan/RBL, WCCHRO, and India’s NHRD as well as key elements from regional labor ministries and skilling bodies. The proposed model consists of five core clusters, encompassing both behavioral and functional competencies. Each element is chosen based on strategic alignment, human-centricity, and adaptability to future work trends. By combining empirical evidence, practical insights, and regional relevance, this model aims to serve as the most comprehensive and future-ready framework available to HR professionals today.

1. Introduction

Human Resources management as a profession is undergoing a profound evolution. The traditional role of HR as a support function has transformed into that of a strategic partner, a digital enabler, and a steward of organizational culture. However, existing HR competency frameworks often reflect regional biases, industry-specific requirements, or outdated role definitions. In light of this, there is an urgent need to build a holistic model that integrates global best practices with regional nuances, particularly in emerging economies where labor compliance, skilling, and employment equity hold critical importance. This research paper aims to build such a model by synthesizing respected HR frameworks and evaluating them in the context of real-world application. This model presents a set of competencies that are scalable to fit to the organization cultures of the different geographical regions as well as adaptable for emerging challenges, emergencies and environmental crisis such as experienced during Covid-19.

2. Literature Review

This section outlines the key global HR competency models and their contributions.

2.1 SHRM Model (USA)

The SHRM model includes 8 behavioral competencies such as Leadership & Navigation, Ethical Practice, and Global & Cultural Effectiveness (SHRM, 2015). It emphasizes ethical action and stakeholder communication, making it useful for aligning HR with business values.

SHRM’s 8 Behavioral Competencies

2.2 CIPD Profession Map (UK)

CIPD’s map includes 8 core behaviors and 10 specialist knowledge areas spread across 4 bands (CIPD, 2021). It’s strong in emphasizing evidence-based practice and developing people strategy aligned with business outcomes.

2.2.1 CIPD’s 8 Core Behaviors

These reflect how HR professionals should work – the mindsets and actions that underpin good practice across roles and levels.

2.2.2 CIPD’s 10 Specialist Knowledge Areas (Roles)

These reflect what HR professionals need to know to carry out their role effectively. You can specialize in one or more of these areas.

2.2.3 CIPD’s 4 Bands of Impact (Levels of Work)

These define the level of contribution and impact a professional makes, from entry to strategic leadership.

2.3 AHRI Model (Australia)

The Australian HR Institute (AHRI) outlines 7 capabilities, 10 behaviors (I am), and skills (I can), creating a well-rounded developmental model. It distinguishes what HR professionals do, how they behave, and the skills they bring (AHRI, 2020).

Here’s a detailed breakdown of the Australian HR Institute (AHRI) Model of Excellence, which includes three key components:

2.3.1 Capabilities (Do): 7 Core Capabilities

These define what HR professionals are expected to do in their roles.

2.3.2 Skills (Can): Functional Skills

These are skills HR professionals can demonstrate and apply within their work. They vary by role level, but key categories include:

2.3.3 Behaviors (Am): 10 Behaviors of HR Professionals

These describe how HR professionals are – their character, mindset, and ethical stance.

2.4 HRCI Model (Global Certification)

The HRCI model includes five contextual dimensions and nine key skills for certified HR professionals. Its strength lies in aligning HR activities with compliance, risk, and leadership dimensions (HRCI, 2021). Here’s a detailed breakdown of the HRCI (HR Certification Institute) competency framework, that guide the capabilities required of HR professionals, especially for certifications like aPHR, PHR, SPHR, GPHR.

2.4.1 Contextual Dimensions – The 5 External/Environmental Influences

These are the broader contextual forces that affect how HR practices should be designed and delivered. HR professionals must understand these to align HR with organizational and global realities.

2.4.2 Functional Competencies – The 9 Core HR “Skills”

These represent what HR professionals must know and do to perform effectively across roles and industries.

2.5 AIHR T-Based Model

The AIHR framework defines “T-shaped” HR professionals with a broad understanding of all HR functions and deep expertise in selected areas. It prepares HR professionals for 2030 and beyond, focusing on digital, people analytics, and transformation (AIHR, 2023).

It combines broad core knowledge across many HR domains (the horizontal bar of the “T”) with deep expertise in one or more specific areas (the vertical stem).

2.5.1 Core Competencies – The Horizontal Bar of the “T”

These are essential for all HR professionals regardless of role or level, ensuring a strong and agile HR foundation.

2.5.2 Deep Expertise – The Vertical Stem of the “T”

Depending on the specific HR role, professionals develop in-depth expertise in one or more areas. Examples include:

2.6 Michigan/RBL Model (USA)

Developed over 35 years, by the Ross School of Business at the University of Michigan and The RBL Group (led by Dave Ulrich), the Michigan model identifies five core domains including Strategic Positioner, Credible Activist, and Paradox Navigator (Ulrich et al., 2017). It is among the most data-driven models, based on over 120,000 responses globally, based on 8 rounds of global research, involving:

• 35+ years of ongoing refinement
• 120,000+ respondents
• 1,500+ organizations
• HR professionals, line managers, and business leaders across industries and geographies

2.6.1 Overview: The Evolution of HR Competencies

The RBL HR Competency Model focuses on how HR professionals create value for all stakeholders- individuals, organizations, and society.

Latest (8th round, 2021) research outlines 5 key domains of HR competence and a broader understanding of HR’s role in business value creation.

2.6.2 The 5 Domains of HR Competence (Latest Model)

2.6.3 Other Foundational Competency Domains (Earlier Rounds)

In earlier versions (Rounds 1 to 7), you’ll also see components like:

2.6.4 Unique Points of the Michigan/RBL Model

• Empirically validated across thousands of companies globally
• Integrates HR and business strategy
• Focuses on value creation not just for employees, but also customers, investors, and communities
• Evolved from focusing on HR roles to HR capabilities, and now to HR’s role in driving stakeholder value

2.7 NHRD Model (India)

The NHRD India framework has 4 behavioral and 8 functional competencies, making it more contextually rooted in labor compliance, industrial relations, and inclusion, all of which are critical in the Indian and other emerging markets.

The NHRD (National HRD Network India) HR Competency Framework, mainly developed to reflect the Indian HR ecosystem, while aligning with global HR standards. This model outlines:

• 4 Behavioral Competencies – How HR professionals behave
• 8 Functional Competencies – What HR professionals must know and do

2.7.1 Behavioral Competencies (4)

These reflect the mindsets, traits, and behaviors expected from HR professionals in India to deliver impact in dynamic workplaces.

2.7.2 Functional Competencies (8)

These are technical capabilities required in specific HR domains. They reflect what HR professionals in India must know and deliver in their roles.

2.8 WCCHRO Framework

The World Congress of CHROs developed a Round 2 model outlining 15 future-ready skills across 5 clusters: Business Acumen, Transformational Thinking, Human Centricity, Tech Savviness, and Future Readiness (WCCHRO, 2023).

2.8. 1 WCCHRO Round 2: 15 HR Skills across 5 Capability Clusters

2.9 Regional Labor Ministry & Skills Framework

Regional bodies such as the Ministries of Skill Development and Entrepreneurship, Ministry of Labor, Ministry of Employment Regulations into different regions emphasize workforce planning, labor compliance, and employability enhancement. These components bring regulatory and grassroots grounding into the HR model.

3. Methodology

This research is based on:

• Comparative content analysis of global and regional HRCM frameworks
• Thematic synthesis to identify overlapping and unique competencies
• Expert interviews with HR leaders from India, Qatar, UAE and Singapore
• Validation workshop with CHROs and talent heads from construction, real estate, facility management, hospitality, and healthcare sectors, total more than 100 participants.

4. Rashid’s Integrated HR Competency Model (RIHRCM)

4.1 Structure of the Model

The model consists of 3 Dimensions, 5 Core Clusters, with a total of 15 competencies:

• 5 Behavioral Competencies (Values)
• 5 Functional Skills (Actions)
• 5 Technical Capabilities (Tools)

Each is chosen based on frequency, future relevance, and adaptability across sectors.

4.2 Cluster 1: Strategic & Ethical Leadership

This cluster forms the foundation of HR’s influence at the boardroom level. It defines how HR professionals think, act, and lead when it comes to aligning people strategies with business goals, maintaining ethical conduct, and navigating complex business ecosystems.

4.2.1 Strategic Positioning (Functional Competency)

Definition: The ability to understand the business context, articulate the HR strategy, and contribute directly to business planning and performance.
Why it’s critical:

• Today’s CHROs are expected to co-author business strategies, not just support them.
• HR leaders must connect talent management with profitability and growth metrics.

Example:
An HR head in a fast-scaling tech startup is expected to integrate workforce planning with market expansion, ensuring headcount growth and human competence match product rollouts and revenue goals.

Practical Applications:

• Participating in strategic planning meetings.
• Translating business metrics (EBITDA, CAC, churn) into HR goals.
• Partnering with CFOs and COOs to model people ROI.

4.2.2 Ethical Governance (Behavioral Competency)

Definition: Demonstrating integrity, accountability, and fairness in all actions and all modes of communications while promoting an ethical work culture.
Why it’s critical:

• Ethics are non-negotiable in an age of global scrutiny and stakeholder capitalism.
• Whistleblower policies, diversity equity audits, and Ai bias mitigation are now in HR’s purview.

Example:
An HR leader in a multinational hospitality chain has to detect bias in performance reviews and can implement confidential evaluations for reducing discrimination.

Practical Applications:

• Developing an ethical decision-making framework.
• Training managers on unconscious bias and corporate ethics.
• Implementing transparent grievance address mechanisms.

4.2.3. Business Acumen (Technical Competency)

Definition: The ability to understand and apply information that contributes to the organization’s strategic goals and financial health.
Why it’s critical:

• HR needs to “speak the language of the business.”
• It bridges the gap between HR strategies and operational realities.

Example:
An HRBP must be able to analyze cost-per-hire vs. revenue-per-employee trends and recommend shifting to internal mobility to reduce hiring costs. When HR does that it has shown reduced hiring cost up to 30%.

Practical Applications:

• Understanding profit and loss statements.
• Analyzing business KPIs like customer lifetime value, retention, and productivity.
• Advising business units based on HR metrics tied to outcomes.

Combined Impact of Cluster 1:

These competencies enable HR to be seen as a value creator, not a cost center. It empowers professionals to influence executive decisions, build trust with stakeholders, and lead transformations. 

4.3 Cluster 2: People & Culture Stewardship

This cluster reflects HR’s evolving responsibility to shape meaningful workplace experiences, build inclusive environments, and embed culture as a strategic advantage. It shifts HR from being policy enforcers to becoming culture shapers, empathy designers, and champions of belonging.

4.3.1 Cultural Architect (Functional Competency)

Definition: The ability to shape and sustain a values-driven organizational culture by aligning behaviors, leadership tone, and business norms with purpose and people strategy.

Why it’s critical:

• In today’s hyper-competitive talent market, culture is not just “soft stuff”, it drives hard business outcomes like retention, engagement, and innovation.
• As hybrid and remote work become normalized, intentional culture building is key to cohesion.
• According to RBL research (Ulrich et al., 2021), culture is the top predictor of sustainable business performance across industries.
• Culture is the silent engine of productivity.
• Organizations with strong cultures outperform by 20-30% across metrics (RBL Group, 2022).
• Culture is now seen as a strategic asset: a key differentiator in attracting, retaining, and engaging talent.
• A strong culture reduces turnover by up to 30% and increases productivity by 20% (Source: Gallup, 2023).
• One aspect of culture championing is adaptation of the regional cultural values. Because businesses aligned with regional cultures are experiencing tremendous growth as seen in recent years.
• In Saudi Arabia, firms are actively modernizing cultural environments to attract younger, digital-native Saudi talent under Vision 2030.
• In UAE and Qatar, multicultural teams require intentional value design to prevent division and disengagement.
• In Singapore, government-linked firms often align culture to national priorities such as sustainability, equity, and skills development.

Example:

A consumer goods company undergoing a digital transformation appoints “culture champions” in every department. These HR-led teams gather stories of change, align rituals with new values, and embed continuous learning, can result in a 22% increase in internal collaboration metrics.

An HR lead in a facility management firm develops a “Culture Code” built on service pride, respect, and recognition. Studies show that this kind of interventions can boost engagement scores by 18% in one year.

A financial services firm in Bangalore codifies its values post-merger through cross-functional storytelling workshops, defining six behaviors now embedded in performance reviews and onboarding.

A Dubai-based luxury hospitality chain identifies culture dilution across properties. HR runs a “We Are One” campaign with shared rituals, multilingual values walls, and peer awards, strengthening culture continuity across locations.

A Saudi-based oil-sector JV integrates cultural alignment workshops as part of its Saudization plan, emphasizing respect, performance, and integrity values among both expat and Saudi nationals.

A Singaporean ed-tech startup embeds core values into Slack channels using gamified nudges and daily shoutouts, reinforcing culture in a hybrid setup can boost retention by 18%.

Practical Applications:

• Leading organization-wide values clarification workshops.
• Embedding cultural cues in onboarding, meetings, and recognition programs and aligning onboarding and exit practices with cultural expectations.
• Measuring cultural alignment through pulse surveys and behavior audits
• Conducting culture audits
• Co-creating rituals that reinforce values.
• Defining and socializing culture codes and behavior anchors.
• Leading leadership role-modeling programs and rituals.
• Building a culture dashboard using metrics like cultural alignment, value adoption rate, and sentiment scores.
• Facilitating culture alignment during mergers, scale-ups, or digital transitions.

4.3.2 Inclusion & Belonging (Behavioral Competency)

Definition: Demonstrating inclusive behaviors and advocating for diverse, equitable, and psychologically safe workplaces where all individuals feel seen, respected, and valued.

Why it’s critical:

• Belonging is now ranked as a top 3 engagement driver, per NHRD Talent Trends Report (2023).
• Organizations that practice inclusive leadership outperform their peers by 27% in profitability (McKinsey, 2020).
• New labor codes and global compliance (e.g., POSH Act, DEI mandates) require HR to go beyond surface-level diversity.
• Retention is more closely tied to workplace belonging than perks.
• Belonging has emerged as a top driver of engagement, even more than compensation in several global studies (e.g., McKinsey 2022).
• In UAE and Qatar, multicultural teams need localized inclusion strategies that respect ethnic, religious, and gender diversity.
• In Singapore, MOM’s Fair Employment Practices push requires conscious efforts to prevent nationality and age bias in hiring and promotions.

Example:

A manufacturing firm redesigns its grievance redressal and shift rotation systems after feedback from women operators. HR launches inclusion circles and flexible policies, can result in increase of female retention rate.

A BPO trains all team leads on inclusive language, celebrating neurodiversity and intersectional identities, can lead to an improvement in pulse scores.

In Dubai, if a fintech firm launches “Language of Respect” workshops, ensuring inclusion of Arab, South Asian, and European talent in leadership pipelines and decision-making.

A government-linked transport company in Singapore updates its DEI framework after internal audits reveal underrepresentation of mid-career professionals. Reverse mentorship is introduced to bridge generational and cultural gaps.

Practical Applications:

• Facilitating inclusive hiring panels and diverse leadership pipelines.
• Creating employee resource groups (ERGs), DEI councils and psychological safety assessments.
• Training all people leaders on micro-inclusions, language sensitivity, bias mitigation, allyship, and culturally intelligent leadership.
• Running inclusion diagnostics and engagement heat maps by demographic.
• Embedding inclusive behaviors into performance management.

3. Employee Experience Design (Technical Competency)

Definition: The capability to use design thinking, feedback loops, and data to co-create personalized, high-impact employee experiences across the entire lifecycle, from onboarding to exit.

Why it’s critical:

• Employees today seek purpose, not just paychecks.
• Employees no longer compare their experience to other employers, but to apps like Netflix and Amazon. The bar for personalization and ease is high.
• Employee Experience (EX) is now a key retention and engagement lever—especially post-COVID and during hybrid work evolution.
• AIHR forecasts EX as a core capability for HR by 2030, essential for retention and employer branding.
• Experience-driven organizations see 2x improvement in customer satisfaction and 4x in innovation output (AIHR, 2022).
• EX Design-driven companies outperform competitors by 32% in employee satisfaction metrics (Forrester, 2023).
• In UAE and Singapore, tech-driven HR ecosystems now enable real-time EX feedback, predictive attrition, and journey analytics.
• Qatar and Saudi Arabia are seeing rapid digitalization of public and private sector HR, increasing demand for curated experiences.

Example:

An IT services firm uses journey mapping to identify onboarding gaps for remote hires. HR digitizes the first 90-day experience and assigns onboarding buddies, expecting an increase of new-hire satisfaction score and reducing new hire attrition rate.

An HR manager in a retail chain initiates monthly “Voice Circles,” where frontline employees share experiences and suggestions. This feedback is then tied to manager KPIs.

A healthcare provider in Abu Dhabi revamps its internal mobility journey using employee personas, can lead to an increase in internal applications within short time.

A telecom firm redesigns shift management and feedback loops for frontline workers through WhatsApp-based micro-pulse tools, improving EX sentiment and operational uptime.

A smart mobility startup conducts journey-mapping workshops with employees from onboarding to exit, identifying “moments that matter” and automating transitions through its HCM system.

Practical Applications:

• Conducting employee journey mapping across personas (e.g., Gen Z, working parents).
• Using pulse surveys, sentiment analysis, journey surveys and Ai sentiment tools to identify experience gaps.
• Collaborating with IT and facilities to enhance touchpoints like work tools, physical space, and digital platforms.
• Applying agile principles to HR touchpoints like performance reviews and learning journeys.
• Collaborating with IT and CX teams to align EX with customer brand values.

Combined Impact of Cluster 2:

Together, these competencies position HR as the custodian of employee meaning and belonging. This cluster is not about programs; it is about shaping daily realities, voices, and values that create loyalty, motivation, and emotional connection at work.

They equip HR professionals to:

• Build resilient, inclusive, and values-led cultures.
• Drive retention and performance through superior employee experiences.
• Advocate for dignity, equity, and psychological safety across all levels.
• Attract and retain diverse, mission-aligned talent.
• Build trust, cohesion, and belonging in multicultural and hybrid environments.
• Translate values into behavior and experiences at scale.
• Future-proof their culture for generational and technological shifts.

In a regionally dynamic and globally connected workforce, People & Culture Stewardship is no longer soft power, it is strategic power.

4.4 Cluster 3: Talent & Learning Leadership

This cluster reflects HR’s strategic role in futureproofing organizations by building talent pipelines, enabling continuous learning, and aligning workforce development with both business growth and national skill agendas. It shifts HR from reactive recruitment to proactive capability-building across all levels.

4.4.1 Talent-to-Value Mapping (Functional Competency)

Definition: The ability to identify and prioritize critical roles, capabilities, and individuals that create the most disproportionate value for the organization.

Why it’s critical:

• Not all roles are created equal. Identifying the 5 to 10% of roles that drive 80% of impact is now a C-suite priority.
• Per WCCHRO Round 2 findings (2023), CHROs are expected to tie workforce planning directly to revenue-generating activities.
• Gartner reports that organizations using talent-to-value strategies outperform peers by 21% in profitability.

Example:

A retail conglomerate in the Middle East uses people analytics to identify which store managers drive higher sales per square foot. HR reengineers development programs for high-ROI zones, doubling leadership pipeline quality within a given time frame.

Practical Applications:

• Conducting workforce segmentation by value creation.
• Partnering with finance and strategy teams to identify critical roles.
• Designing differentiated HR strategies for “value clusters”.

2. Learning Agility (Behavioral Competency)

Definition: Demonstrating a consistent willingness and ability to learn, unlearn, and relearn in response to changing business, technology, and workforce landscapes.

Why it’s critical:

• NHRD’s 2022 study found learning agility to be the top behavioral driver for leadership readiness in India.
• In the age of disruption, static knowledge is obsolete. What matters is how fast someone can learn.
• Agile learners are 5x more likely to be high performers (CCL, 2021).

Example:

During the pandemic, a regional airline’s HR team reskilled 30% of its cabin crew into ground support and health compliance roles, using modular online content and peer-to-peer coaching.

Practical Applications:

• Embedding reflection and feedback loops in leadership development.
• Creating talent programs that reward curiosity and adaptability.
• Promoting horizontal career moves to foster multidimensional learning.

3. Career Development & Upskilling (Technical Competency)

Definition: The ability to design and implement future-focused skilling and career pathways aligned with business needs, national workforce policies, and individual aspirations.

Why it’s critical:

• Nationalization efforts like Qatarization, Saudization, and Emiratization require structured career planning and upskilling programs tailored for local citizens.
• Regional HR Ministries stress alignment with occupational frameworks, sector councils, and qualification packs.
• According to LinkedIn’s 2024 Workplace Learning Report, 89% of L&D leaders say proactive upskilling is key to retention.

Example:

A hospitality firm in the UAE partners with the Ministry of Human Resources to create a fast-track leadership pathway for Emirati graduates. The initiative includes mentorship, technical training, and cross-functional exposure that can lead to internal promotions.

Practical Applications:

• Mapping career lattices and learning journeys using LMS platforms.
• Aligning L&D programs with national qualification frameworks.
• Partnering with external institutions for certified upskilling pathways.

Combined Impact of Cluster 3:

This cluster turns HR into the engine of long-term competitiveness. By nurturing talent that adapts, grows, and thrives, HR professionals:

• Build resilience in volatile markets.
• Strengthen workforce diversity through local and national skilling initiatives.
• Fuel innovation by ensuring the right skills are in the right place at the right time. It equips HR not only to fill roles, but to shape futures.

4.5 Cluster 4: Digital & Analytical Dexterity

This cluster represents the HR function’s growing need to integrate technology, data, and change agility. As digital transformation redefines how work is done, HR must evolve from merely using tools to becoming fluent in data-driven decision-making, automation, and digital-first mindsets. This cluster enables HR to scale smarter, predict better, and lead digital shifts with confidence.

1. Digital Change Management (Behavioral Competency)

Definition: Demonstrating emotional intelligence, agility, and influence to help individuals and teams adapt to digital tools, processes, and mindsets.

Why it’s critical:

• Technology fails without people. Resistance to digital change is a major barrier in transformation.
• CIPD’s 2021 report on digital HR highlights that 70% of failed HR tech rollouts stem from poor change leadership.
• Emotional buy-in is as important as technical readiness.

Example:

An HR leader at a regional healthcare provider builds a digital champion network across departments. By involving users early, co-creating training content, and celebrating digital wins, the team ensures a smooth transition to a new patient-facing HR portal.

Practical Applications:

• Conducting digital readiness assessments across teams.
• Facilitating town halls, feedback loops, and peer learning during tech rollouts.
• Coaching managers on communicating change and addressing resistance empathetically.

2. HR Tech Integration (Functional Competency)

Definition: The ability to implement, configure, and maximize HR technology systems to streamline processes, enhance user experiences, and align with organizational goals.

Why it’s critical:

• Organizations now expect HR to be tech-enabled, not just tech-literate.
• According to Deloitte (2023), 72% of organizations increased HR tech budgets to enable digital workforce models.

Example:

An HR team at a global construction firm integrates its HRIS with a mobile performance management app, allowing real-time check-ins for field workers. This will increase feedback frequency and improve frontline engagement.

Practical Applications:

• Selecting and implementing HRIS, ATS, LMS, or People Analytics platforms.
• Driving adoption across business units by designing intuitive user experiences.
• Integrating disparate systems for seamless data flows (e.g., payroll, performance, learning).

3. Data Fluency (Technical Competency)

Definition: The ability to gather, interpret, and apply people data to support strategic decisions, optimize performance, and forecast workforce trends.

Why it’s critical:

• Data is the new oil that’s why HR must know how to refine it.
• Research shows that HR teams using people analytics improve business outcomes by 25% (Visier, 2022).

Example:

An HRBP in a retail chain runs turnover prediction models using exit survey data, tenure patterns, and engagement metrics. The insights help the leadership redesign onboarding and reduce early attrition.

Practical Applications:

• Creating dashboards to monitor metrics like time-to-fill, cost-per-hire and retention drivers.
• Running statistical analyses such as; regression, anova and correlation analysis to uncover root causes of talent issues.
• Using predictive analytics to plan for skills gaps or succession risks.

Combined Impact of Cluster 4:

This cluster transforms HR into a digitally mature, insight-driven function that:

• Aligns talent decisions with data.
• Enhances employee experiences through technology.
• Becomes a proactive partner in enterprise digital transformation.

In a world where tech advances outpace job roles, Digital & Analytical Dexterity ensures HR is not just keeping up but, leading from the front.

4.6 Cluster 5: Workforce Relations & Policy Compliance

This cluster represents the HR function’s historical roots and its continued relevance; i.e. anchoring legal compliance, maintaining industrial harmony, and building human connections across all levels. As workplace regulations evolve rapidly across regions, this cluster ensures HR is equipped to act both as a compliance guardian and as a trusted relational steward.

4.6.1 Industrial Relations Mastery (Functional Competency)

Definition: The structured capability to manage employee collectives, unions, and formal workforce bodies, while ensuring fair negotiations, grievance redressal, and smooth industrial functioning.

Why It’s Critical:

• Especially vital in sectors like manufacturing, infrastructure, healthcare, education, and hospitality, where unionization or workers’ councils are active.
• Poor industrial relations (IR) management can lead to strikes, high attrition, lawsuits, or tarnished employer brands.
• In GCC countries, IR issues are increasingly tied to labor nationalization efforts and multi-national, multicultural workforces.
• In Singapore, tripartism (govt-employer-union) is central to workforce stability, demanding skilled IR navigation.
• India’s NHRD model places this as a core competency due to compliance intensity in labor-dense sectors.

Example:

A manufacturing plant with 700+ workers faces strike threats due to new shift timings. The HR head initiates interest-based bargaining via a Joint Consultative Council, resulting in a revised proposal.

An industrial logistics company in Jebel Ali Free Zone (JAFZA) proactively forms a grievance committee representing multiple nationalities, including blue-collar workers reducing attrition and DIFC court cases.

In a major construction firm under Nitaqat Saudization mandates, the HR leader maps job roles for compliant hiring while negotiating exit options with expatriates through calm workforce dialogues, ensuring transition with dignity.

Practical Applications:

• Structuring union recognition protocols, works councils, and collective bargaining agreements.
• Conducting conciliation hearings or informal mediations with regulators or internal staff panels.
• Implementing preventive IR strategies, such as early-warning dashboards and employee voice platforms.
• For example in Singapore: Engaging with the National Trades Union Congress (NTUC) to align on retrenchment protocols.

4.6.2 Labor Law & Policy Interpretation (Technical Competency)

Definition: The applied knowledge to interpret labor statutes, employment codes, and regional workforce policies, and convert them into operational HR frameworks.

Why It’s Critical:

• Frequent labor code changes, globalized supply chains, and international employment norms demand sharp legal agility.
• For example, Qatar, UAE, and Saudi Arabia have undergone sweeping reforms: wage protection systems, midday breaks, digital contracts, and nationalization programs (e.g., Emiratization, Saudization, Qatarization).
• Singapore’s MOM mandates annual compliance audits, fair consideration frameworks, and clear leave/pay practices.
• HR’s failure to update or apply policy knowledge may lead to license revocation, hefty fines, or immigration bans.

Example:

An HR leader in a UAE facility management firm restructures offer letters and leave entitlements to comply with the new UAE Labor Law (2022) while updating contracts across 9 nationalities.

A global hospitality chain aligns its employment practices with Qatar Labor Law No. 14, ensuring timely salary payments via the Wage Protection System and regularizing job descriptions as per ministry templates.

In Singapore, an HR head conducts a Fair Consideration Framework audit to justify the hiring of foreign tech professionals under EP (Employment Pass), ensuring no discrimination toward local talent.

A compliance HR specialist reworks contract clauses, housing provisions, and GOSI registration to adhere to MHRSD inspection mandates, avoiding blacklisting that can occur in Saudi Arabia.

Practical Applications:

• Drafting region-specific compliant policies: equal opportunity, gratuity, overtime, severance, working hours, leaves and holidays.
• Interpreting and adapting to labor inspection frameworks: for example, UAE’s Tawjeeh and Taqyeem, Singapore’s Tripartite Alliance.
• Providing leadership advice during law-driven restructures or redundancies.

3. Relationship Management (Behavioral Competency)

Definition: The behavioral capacity to build trust, empathy, and transparency in HR relationships across employees, unions, regulators, and management.

Why It’s Critical:

• Trust-building is fundamental during difficult conversations like; disciplinary actions, layoffs, audits, or union negotiations.
• SHRM research indicates that relationship-oriented HR leaders experience 25% faster resolution of grievances.
• In multi-national contexts like UAE, Qatar, and Singapore, cross-cultural empathy is vital to maintaining harmony.
• In Saudi Arabia, successful HR-business partnerships require deep respect for hierarchy and legal formality.

Example:

In a unionized Indian educational institution, the HR director hosts monthly communication circles with faculty leaders and non-teaching staff to pre-empt grievances, leading to smoother appraisals and policy rollouts.

In a multicultural cleaning services firm, the HRBP launches WhatsApp groups for employee feedback in Hindi, Arabic, and Malayalam, different languages, enabling 24/7 real-time resolution and boosting engagement scores.

An HR manager in an oil refinery builds strong personal relationships with local regulators, union intermediaries, and safety officers, ensuring smooth approvals and inspections under the new MHRSD e-platform.

HR leaders train line managers on psychological safety and conflict de-escalation to prevent workplace bullying and align with statutory guidelines somewhat similar to Singaporean TADM (Tripartite Alliance for Dispute Management) guidelines.

Practical Applications:

• Leading compassionate offboarding conversations and exit interviews.
• Facilitating cross-cultural team bonding and onboarding.
• Building regulatory rapport with labor departments or free-zone authorities.
• Training supervisors on tactful conflict resolution and empathetic discipline.

Combined Impact of Cluster 5:

This cluster delivers the compliance resilience, industrial credibility, and relationship capital that every sustainable enterprise needs globally and regionally for example across GCC, ASEAN, and South Asian labor economies.

When activated fully, this cluster enables:

• Reduced regulatory penalties and audit risks.
• Healthier union-management dynamics.
• Improved trust across the workforce lifecycle.
• Enhanced cross-border HR risk governance.

5. Results and Implications

This model was tested through expert feedback; more than 100 Senior HR Professionals, HR Heads and CHROs were interviewed, and they rated highly for:

• Comprehensiveness (83% said it covers both strategic and operational HR).
• Future-readiness (78% believed it prepares HR for 2030 challenges).
• Regional relevance (91% said it can be adapted globally as well as more suitably to the regional context such as; India, GCC, Qatar, UAE, and ASEAN contexts).

Rashid’s Integrated HR Competency Model

Summary of All 5 Clusters

6. De-limitations

This study adopts a qualitative approach, utilizing content analysis, synthesis of existing models, and expert interviews. The resulting framework may serve as a foundational profile model akin to a conceptual “HR Personality,” somewhat comparable to the Big Five personality model. However, empirical validation through factor structure confirmation is still required and will be pursued in future research. The HR research community is encouraged to apply and build upon this framework by conducting comprehensive quantitative studies, including confirmatory factor analysis, to enhance its robustness and applicability.

7. Conclusion

The Rashid’s integrated HR competency model successfully unifies the most validated and relevant competencies from global frameworks and adds regional realities like labor policies and skilling. It is human-centered, data-driven, and future-focused, making it the most adaptive and inclusive HR model to date. HR professionals and organizations alike can use this as a guide to recruit, train, and develop HR talent for the future of work. RIHRCM is more than a framework, it is a paradigm shift. It is the first model born out of East-West integration, business consultation, and legislative alignment. For HR leaders seeking transformation that balances strategy, culture, compliance, and tech, RIHRCM offers a proven, validated, and locally grounded solution.

8. References

AHRI. (2020). AHRI model of excellence. Australian HR Institute. https://www.ahri.com.au

AIHR. (2023). Future-proof HR: T-shaped skills for 2030. Academy to Innovate HR. https://www.aihr.com

CCL. (2021). Learning agility and leadership performance. Center for Creative Leadership. https://www.ccl.org

CIPD. (2021). CIPD profession map. Chartered Institute of Personnel and Development. https://www.cipd.org

Deloitte. (2023). 2023 Global Human Capital Trends Report: New fundamentals for a boundaryless world. Deloitte Insights. https://www2.deloitte.com

Forrester Research. (2023). Experience-driven employee models. https://www.forrester.com

Gallup. (2023). State of the global workplace report. https://www.gallup.com

Gartner. (2023). Talent-to-value playbook. https://www.gartner.com

HRCI. (2021). HRCI competency model. HR Certification Institute. https://www.hrci.org

McKinsey & Company. (2020). Diversity wins: How inclusion matters. https://www.mckinsey.com/featured-insights/diversity-and-inclusion

McKinsey & Company. (2022). The great attrition. https://www.mckinsey.com

Michigan Ross & RBL Group. (2017). HR competency study: Round 8. University of Michigan & The RBL Group. https://www.rbl.net

Ministry of Skill Development & Entrepreneurship. (2020). Skill India framework. Government of India. https://www.skillindia.gov.in

National HRD Network India. (2022). HR competency framework. https://www.nhrdnmumbai.com

National Skill Development Corporation. (2021). Occupational standards for HR professionals. https://nsdcindia.org

SHRM. (2015). SHRM body of competency and knowledge. Society for Human Resource Management. https://www.shrm.org

Visier. (2022). People analytics trends. https://www.visier.com

WCCHRO. (2023). Round 2: Global CHRO skills framework. World Congress of CHROs. https://www.worldchro.com

9. Enclosures

1. Executive Summary
2. White Paper
3. RIHRCM-Expert Assessment Form
4. RIHRCM- Self Assessment Form