Personal Credibility & Influence
Unless the HR practitioner is viewed as highly competent and a credible member of leadership
teams the person's ability to impact is limited. This skill area is developed via coaching,
mentoring and actual interaction and experience in the organization with people and teams. It
involves leading through influence; building trust and credibility; modeling and reinforcing the
values and risk taking. Success evolves from being in a position of trust and confidence where a
professional can challenge and confront the status quo, based on credibility
Personal credibility and influence involves skills in the following areas:
Living the Values
HR professionals must operate in a manner which role models PVP for the organization on all issues.
This is one of the "planks" upon which our personal and professional credibility, and our power base is
constructed. We are people of influence who walk , talk, and live the intent of our values.
Trust/Credibility
Practitioners gain the ability to "play in the big game" and to influence and impact from the fact that they
are trusted in the advice and counsel they give, and credible as a result of our track record in coaching
and guiding. Our strong business knowledge, deep experience, skills in managing change and in building
cultures, makes us valuable resources to leadership.
Leading/Influencing Individuals & Groups
HR takes a leadership role in guiding and coaching leaders and the organization through effective
influence. We take the strong stands on the need for change and on tough issue; leading by principle.
Our power to impact and influence comes from our experiences and credibility. We are "in the business"
and are valued members of all critical operating teams.
Disturber of the Peace
This refers to HR's role of being the person in the team/the business willing to stand up on issues, and
being willing to challenge the status quo. Our deep linkages to people and our culture, and our linkages to
the external make us respected and accepted in challenging and taking risks on issues to ensure change
and progress. We are the conscience of the organization.
Core Skills Assessment
Print this page and circle all areas below where you have demonstrated successful results in
using the core skills listed. You may circle items in different skill levels. The skills listed below are
stratified to help determine the actual level of experience a person has so plans can be developed
to gain more experience/proficiency.
Basic
• Has moved into the role as a result of establishing a record of trust and credibility in working interactions
with customers and peers.
• Learning rapidly the skill of leadership through position and performance. Able to impact the outcome of
issues favorably within his/her sphere of influence.
• Clearly a person whose performance embodies the PVPs. Seen by others as one who embodies this,
even in the most difficult pressure situations.
• Willing to stand up on issues even if it's unpopular. Takes risks.
Advanced
Unless the HR practitioner is viewed as highly competent and a credible member of leadership
teams the person's ability to impact is limited. This skill area is developed via coaching,
mentoring and actual interaction and experience in the organization with people and teams. It
involves leading through influence; building trust and credibility; modeling and reinforcing the
values and risk taking. Success evolves from being in a position of trust and confidence where a
professional can challenge and confront the status quo, based on credibility
Personal credibility and influence involves skills in the following areas:
Living the Values
HR professionals must operate in a manner which role models PVP for the organization on all issues.
This is one of the "planks" upon which our personal and professional credibility, and our power base is
constructed. We are people of influence who walk , talk, and live the intent of our values.
Trust/Credibility
Practitioners gain the ability to "play in the big game" and to influence and impact from the fact that they
are trusted in the advice and counsel they give, and credible as a result of our track record in coaching
and guiding. Our strong business knowledge, deep experience, skills in managing change and in building
cultures, makes us valuable resources to leadership.
Leading/Influencing Individuals & Groups
HR takes a leadership role in guiding and coaching leaders and the organization through effective
influence. We take the strong stands on the need for change and on tough issue; leading by principle.
Our power to impact and influence comes from our experiences and credibility. We are "in the business"
and are valued members of all critical operating teams.
Disturber of the Peace
This refers to HR's role of being the person in the team/the business willing to stand up on issues, and
being willing to challenge the status quo. Our deep linkages to people and our culture, and our linkages to
the external make us respected and accepted in challenging and taking risks on issues to ensure change
and progress. We are the conscience of the organization.
Core Skills Assessment
Print this page and circle all areas below where you have demonstrated successful results in
using the core skills listed. You may circle items in different skill levels. The skills listed below are
stratified to help determine the actual level of experience a person has so plans can be developed
to gain more experience/proficiency.
Basic
• Has moved into the role as a result of establishing a record of trust and credibility in working interactions
with customers and peers.
• Learning rapidly the skill of leadership through position and performance. Able to impact the outcome of
issues favorably within his/her sphere of influence.
• Clearly a person whose performance embodies the PVPs. Seen by others as one who embodies this,
even in the most difficult pressure situations.
• Willing to stand up on issues even if it's unpopular. Takes risks.
Advanced
