Introduction The competency model for HR Professionals is a theoretical guide for specialists employed in the area of human resource (HR) management to help them achieve top performance rates. The main components of this model are business, HR expert, leader, change agent, and advocate. The following paper will explore each of these components, and will draw conclusions as to the most important points under the competency model for HR professionals. Analysis This model is an effective theoretical framework, aimed at offering the necessary tools for professional excellence development to every HR professional (Cohen 205). The business component of this model defines an HR specialist as mission-oriented: a skilled strategic planner and systems innovator, possessing an exemplary understanding of team behavior (Murray and Fischer 99). The component entitled “HR expert” refers to the following key skills and abilities: Knowledge of HR principles, being customer-oriented, managing resources, using HR tools, and effectively applying business procedures (Ulrich et al. 56). The leader component describes the ability to take risks, create trust, and develop staff, along with being decisive and ethically competent (Ulrich 21). The competence of the change agent aggregates the skills of managing change, consulting, analyzing, using coalition skills, and influencing others (Liu 8). Advocate competency amounts to the ability to appreciate diversity, resolve conflicts, communicate well, and respect others (Lee and Yu 3). Addressing the most important points under the competency model for HR professionals, it is necessary to note that all the characteristics mentioned above are critically important for a top-performing specialist in this field. However, business and leader competencies appear to be the most important, since they directly influence the ability of a professional to contribute to business effectiveness (Lee and Yu 3). The qualities of a leader and business professional help an HR specialist select and develop employees that best fit the company mission and strategy (Ulrich 77). Since human resources are considered the main resource in any business, skilled professionals capable of building an effective collective body of workers create the most important value for a company (Ulrich 79). A combination of sub-points involved in this model includes managing change, using coalition and conflict managing skills, celebrating diversity, demonstrating an ethical approach to task realization, and addressing issues connected with employee selection and development. Although these competencies are also essential for the ultimate realization of professional goals by HR professionals, they can be evaluated as secondary priorities in the field under consideration. Regarding this point, Ulrich commented that if one would compare HR competence with a building, then business and leader components would be its foundation, and cultural and ethical competencies would be the elements of the exterior and décor that are important but not crucial (22-24). Conclusion In conclusion, the competency model for HR professionals is a theoretical framework that offers the necessary tools for p