Editorial summary. This is our text summary of an article published by sajhrm. Charts, figures, and the author’s full voice are at the original — read it there .
Editorial verdict
Methodologically sound qualitative study with a limited, non-representative sample — the 15 competencies identified are well-grounded in existing models, but the findings should be treated as context-specific to South Africa rather than universally generalisable.
Executive summary
This article addresses the competency gap between what emerging human resource (HR) practitioners demonstrate upon entering the workforce and what organisations require in an increasingly digital, volatile and complex work environment. The authors argue that existing HR competency frameworks, produced by professional bodies such as SABPP, CIPD and SHRM, inadequately address the preparation of entry-level HR professionals, with a predominant focus on experienced practitioners. Drawing on a qualitative descriptive study conducted within an interpretivist paradigm, data were collected via an online questionnaire from 64 experienced HR managers in South Africa using purposive and convenience sampling. Thematic analysis of open-ended responses identified 15 critical competencies across three dimensions — knowledge, skills and abilities — including business acumen, HR analytics, labour relations, strategic HRM, communication skills, executive presence, change management and adaptability. For the future world of work, participants additionally identified AI and ethics, data-driven HR practices, systems thinking and collaboration as emerging priorities. The authors conclude that universities, professional bodies and employers face a shared responsibility to redesign curricula, professional development programmes and mentorship structures to close the identified competency gap and improve the employability of emerging HR practitioners.
Key insights
- 1Experienced HR managers identified 15 critical competencies for emerging HR practitioners, spanning knowledge (e.g., labour relations, strategic HRM, talent management), skills (e.g., communication, HR analytics, consulting) and abilities (e.g., executive presence, digital proficiency, HR research methods).
- 2A consistent gap exists between competencies rated as very important by HR managers and those moderately displayed by emerging practitioners, particularly in strategic HRM, business acumen, communication, consulting and HR analytics.
- 3For the future world of work, participants emphasised forward-looking competencies including AI and ethics, data-driven HR practices, hybrid work model knowledge, systems thinking, critical thinking, adaptability and cross-functional collaboration — reflecting the demands of Industry 4.0 and Industry 5.0 contexts.
Practical takeaways
- Universities and higher education institutions may consider integrating competencies such as financial acumen, HR systems and technology, change management and organisational development into HR curricula, alongside micro-credentials aligned to industry expectations.
- Professional bodies and employers may consider designing structured mentorship, experiential learning and continuous professional development pathways that expose emerging HR practitioners to real-world strategic and digital HR challenges.
Frameworks mentioned
SHRM Competency Model
The Society for Human Resource Management's framework identifying nine competencies critical for HR practitioners, including HR expertise, ethical practice, business acumen, consultation, critical evaluation, communication, global and cultural effectiveness, leadership and navigation, and relationship management.
CIPD Competency Framework
The Chartered Institute of Personnel and Development's framework dividing HR competencies into core knowledge, core behaviours and specialist knowledge areas to guide professional HR practice.
Ulrich HR Competency Model
Dave Ulrich's model providing a foundation for evaluating HR roles and competencies required across different levels of HR practice, widely referenced across competency literature.
HR 5.0 Model
A competency model proposed by Raj (2021) that emphasises balancing digital technologies with human-centric values to address the needs of Industry 5.0, including technical, social, analytical and managerial competencies.
SABPP HR Competency Model
The South African Board for People Practices model describing competencies organisations require to optimise human capital and create a positive employee experience, aligned with national HR management system standards.
McEvoy et al. Competency Model
A competency model emphasising competencies to be developed during undergraduate HR education, including communication, consulting, HR strategy, performance management, talent management, innovation, adaptability and self-esteem.
References
- World Economic Forum (2023).Future of Jobs Report.
- Society for Human Resource Management (2016).SHRM Competency Model.
- South African Board for People Practices (2024).SABPP HR Competency Model.
- Chartered Institute of Personnel and Development (2017).CIPD Competency Framework.
Source & Provenance
sajhrm
Debbie N. Mtshelwane, Lené Graupner, Lizelle Rossouw
August 26, 2026
Research Study
Africa
Original source metadata is preserved. AI analysis is generated separately.
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