tips from dispute resolution experts
How do you deal with someone who doesn’t have authority
to settle a dispute?
One option is to ask whether the person with authority can come to the
next meeting. If not, can they be available by phone? Another is to
make a tentative deal and meet again when both sides have authority.
If you’re going to meet again, make sure both sides have the ability to
say yes or no when you get back together.
How do you convince someone that your proposal is ‘fair’?
Fairness is a subjective concept and people have different ideas of
fairness. One suggestion is to look to comparables, objective criteria,
because people are more persuaded by an objective standard than by
you saying that you think something is fair.
Should you reciprocate in a negotiation?
When you do something nice and unexpected in a negotiation, the
other person often wants to reciprocate. Some negotiators in the
middle of a major negotiation will give a gift to the other negotiator
for no apparent reason. People seem to genuinely appreciate them and
it often allows the negotiatiors to break an impasse.
Alternative Dispute Resolution (ADR) Workshop dates:
Toronto: November 11-14, December 9-12, January 20-23
Ottawa: November 4-7, March 3-6
“The ADR Workshop was by far
the best course I have attended in
my 30+ year career in HR. A must
attend for HR Professionals. I have
used the tools on a regular basis.”
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Ministry of Community & Social
Services, Bleinheim
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AOC Resins and Coatings
Company, Guelph
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GROUP
he wrote, “Capability becomes defined as
the identity of the firm in the mind of key
customers.”)
Implicit in both Boudreau’s and Ulrich’s
rejoinders is that there is no reason why
HR professionals cannot become HR-LO
leaders.
A NEW HR COMPETENCY
FRAMEWORK
Ulrich also suggests upgrading the com-petencies
of HR executives, which I think
would do much to both elevate HR’s ca-pability
around aligning HR strategy to
business needs and boost the function’s
profile among senior leaders. Indeed, a val-id
criticism is that we might have waited
a bit too long to update the competency
framework for the HR profession – the
“snapshot” of what it takes to perform as a
HR professional.
The current competency model –
the Required Professional Capabilities
(RPCs) – dates back to 1998 (with a mi-nor
refresh in 2007). Considering how
dramatically the world of work and the
role of HR professionals have changed
since then, it is clear the competency
framework was due for a thorough update.
Recently, the Human Resources
Professionals Association (HRPA) has
taken on the work of updating its com-petency
framework; importantly, this new
competency framework recognizes the
spectrum of HR practice.
As in all professions, individuals at dif-ferent
levels in organizations are assumed
to have varying competencies and this
work will be a critical foundation on which
to build the description of those capabili-ties
as well as the future credibility of the
HR profession.
It is definitely not time to “split HR,” but
as many HR observers have pointed out,
it could do with a rethink. HRPA’s new
competency framework provides the foun-dation
for this rethink. ■
Philip Wilson, CHRP, SHRP, is chair of the
Human Resources Professionals Association
(HRPA).
8 ❚ NOVEMBER/DECEMBER 2014 ❚ HR PROFESSIONAL
