IDEAS home Printed from
   My bibliography  Save this article

Indian HR Competency Modelling: Profiling, Mapping And An Investigation Of HRM Roles And Competencies


  • Verma Prikshat
  • Sanjeev Kumar
  • Alan Nankervis
  • Malik Muhammad Sheheryar Khan

    (Australian Institute of Business, Australia
    Graphic Era University, India
    Curtin University, Australia)


This paper profiles and maps the existing Indian HR competency models against similar Western models in order to assess their contemporary relevance. Secondly, it analyzes the diverse HRM roles and competencies associated with a sample of different Indian organization types and sizes. This study was exploratory in nature and based on the AHRI Model of Excellence. Three key HR roles – namely, strategic business partner, functional HRM specialist, and administrative expert – and seven HR competencies included in the model were selected for the analysis of Indian HRM professional practice. A questionnaire based on this model was constructed and administered to HR professionals representing HR departments in a range of Indian industry sectors. Respondents were chosen to represent a separate HR/personnel department containing at least one HRM professional. Further, it was required that the respondents had a minimum of two years' HR work experience. This paper reports the findings from the sample of one hundred Indian organizations. Of the three Indian HR competency models profiled in the study, the HR Compass Model is the most relevant and similar to the Western models. It includes almost all the important western HRM competencies in its framework. Conversely, the two other Indian models (RPG and TVRLS) need to incorporate more 'competencies' as per the AHRI model. The study further noted that the majority of the Indian HRM professionals considered their key role to be that of a functional HRM specialist, followed closely by a strategic business partner role. The competencies of credible activist and workforce designer recorded higher levels of expertise levels across all organizations. The findings demonstrated consistency with previous Western and Indian studies on the key roles and competencies of HR departments in India. The decreasing reliance on the administrative expert role supports a degree of convergence of HRM practices in line with western HR practices, which can be possibly attributed to the overseas expansion of Indian companies, as well as their exposure to the HRM practices of multinational corporations in India.

Suggested Citation

  • Verma Prikshat & Sanjeev Kumar & Alan Nankervis & Malik Muhammad Sheheryar Khan, 2018. "Indian HR Competency Modelling: Profiling, Mapping And An Investigation Of HRM Roles And Competencies," Journal of Developing Areas, Tennessee State University, College of Business, vol. 52(4), pages 269-282, October-D.
  • Handle: RePEc:jda:journl:vol.52:year:2018:issue4:pp:269-282

    Download full text from publisher

    File URL:
    Download Restriction: no


    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.

    Cited by:

    1. Yusliza M-Y & Choo Poh Wai & Jayaraman K. & Rimi Nadia Newaz & Muhammad Zikri, 2019. "HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors," South East European Journal of Economics and Business, Sciendo, vol. 14(1), pages 34-48, June.

    More about this item


    HR competency models; HR competencies; HR roles; Indian HRM practices;
    All these keywords.

    JEL classification:

    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration


    Access and download statistics


    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:jda:journl:vol.52:year:2018:issue4:pp:269-282. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: . General contact details of provider: .

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Abu N.M. Wahid (email available below). General contact details of provider: .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service hosted by the Research Division of the Federal Reserve Bank of St. Louis . RePEc uses bibliographic data supplied by the respective publishers.