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|Professional Development Groups|
Professional Development Groups
Professional Development Groups allow Mile High SHRM members to stay current on new HR trends and issues. These topic-focused groups meet periodically, promoting the sharing of ideas, strategies, tips and information. PDGs are a great networking opportunity as well, allowing for productive networking in a small group setting. Check the Mile High SHRM calendar for specific PDG programs each month. Call or email the PDG chairs for more information on their programs and plans.
Members of Mile High SHRM may attend PDGs at no additional charge. There is a $25 charge for non-members. Many of our PDGs are webinars so that you may gain knowledge and earn recertification credits without leaving your office. All PDGs are submitted for SHRM and HRCI recertification credits.
SHRM Competency Tracks:
Leadership (Leadership & Navigation, Ethical Practice)
LeadErship (leadership & Navigation, ethical practice)
Leadership & Navigation is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to navigate the organization and accomplish HR goals, to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organization, to lead and promote organizational change, to manage the implementation and execution of HR initiatives, and to promote the role of HR as a key business partner.
Ethical Practice is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organization.
Deana Burrill Chupp
HR Expertise (people, organization, workplace)
Technical HR knowledge (i.e., HR Expertise) is defined as the principles, practices and functions of effective HR management. Its application is facilitated by behavioral competencies. Successful HR professionals must be in command of both technical HR knowledge and the behavioral components of HR practice. This approach, which is supported by SHRM research (see Introduction), emphasizes the critical and integrated roles played by technical HR knowledge (what you know) and by behavioral competencies (how you apply what you know) in contributing to effective HR practice.
Interpersonal (Relationship management, global & Cultural Effectiveness, communication)
Relationship Management is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to create and maintain a network of professional contacts within and outside of the organization, to build and maintain relationships, to work as an effective member of a team, and to manage conflict while supporting the organization.
Communication is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another.
Global & Cultural Effectiveness is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a diverse and inclusive workplace.
Business (Business acumen, consultation, critical evaluation)
Business Acumen is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to understand the organization’s operations, functions and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization.
Consultation is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design, implementation and evaluation of change initiatives, and to build ongoing support for HR solutions that meet the changing needs of customers and the business.
Critical Evaluation is defined as the knowledge, skills, abilities and other characteristics (KSAOs) needed to collect and analyze qualitative and quantitative data, and to interpret and promote findings that evaluate HR initiatives and inform business decisions and recommendations.
Luci De Souza