Abstract
The concept of Human Resources Competitor Intelligence (HRCI) is developed, and its role in enhancing organizational competitiveness and human resources (HR) functional effectiveness is examined. Three types of organizations are relevant to HRCI: product-market competitors, labor-market competitors, and HR-practice leaders. In conducting the HRCI process, data that are gathered must be assimilated and synthesized into a relevant summary of the rival firm's HR characteristics - called an HR competitor profile. When making choices among sources and method utilizations, 5 critical variables must be considered simultaneously: 1. relevance, 2. reliability, 3. validity, 4. timeliness, and 5. costs versus potential benefits. A number of problematic issues have arisen related to HRCI activity. For example, collecting intelligence on competitors to be used to gain market advantage may be a sensitive process. A practical issue that cutting-edge HR units have had to face is the question of resources to support HRCI activity.