外文文獻(xiàn)翻譯-人力資源管理的新型勝任力.

1、原文：New Competencies for HRWhat does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, professor of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, they ve released an-newall

2、2007 Human Resource Competency Study (HRCS). The findings and interpretations lay out professional guidance for HR for at least the next few years.“ Peoplewant to know what set of skills high-achieving HR people need to perform even better, says” Ulrich, co-director of the project along with Wayne B

3、rockbank, also a professor of business at the University of Michigan.Conducted under the auspices of the Ross School of Business at the University of Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and o

4、therinstitutionsinLatinAmerica,Europe, Chinaand Australia,HRCSisthelongest-running, most extensive global HR competency study in existence. “ Inreaching our conclusions, we ve looked across more than 400 companies and are ableto report with statistical accuracy what HR executives say and do,” Ulrich

5、 says.“ Theresearch continues to demonstrate the dynamic nature of the human resource management profession, says” SHRM President and CEO Susan R.Meisinger, SPHR. “ The findings also highlight what an exciting time it is to be in the profession. We continue to have the ability to really add value to

6、 an organization.“ HRCS is foundational work that is really important to HR as a profession,Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in thestudy.“ They have created and continueenhanceto a framework for thinking abouthow HR drives organizational performance.”What

7、 s NewResearchers identified six core competencies that high-performing HR professionals embody. These supersedethe five competencies outlined in the 2002 HRCSthe last study published reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.“

8、This is the fifth round, so we can look at past models and compare where the profession is going, ”says Evren Esen, survey program manager at SHRM, which provided the sample of HR professionals surveyed in North America. “ Wecan actually see the profession changing. Some core areas remain the same,

9、but others,based on how the raters assess and perceive HR, are new.”(For more information, see“ The Competencies and Their Elements,” at right.)To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.Five ye

10、ars ago, HR s role in managing culture was embedded within a broadercompetency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry expectations that promise to

11、change the way HR views its role. For example, the Credible Activist calls for HR to eschewneutrality and to take a stand to practice the craft“ with an attitude.”To put the competencies in perspective, it pyramid with Credible Activist at the pinnacle. s helpful to view them-tieras a threeCredible

12、Activist. This competency is the top indicator in predicting overalloutstanding performance, suggesting that mastering it should be a priority.“ Yogot to be good at all of them, but, no question, this competency is key,”Ulric“ But you can t be a Credible Activist without having all the other compete

13、ncies. In asense, it s the whole package.”“ It a sdeal breaker, ”agrees Dani Johnson, project manager of the HumanResource Competency Study at The RBL Group in Salt Lake City.“ If you donto the table with it, you re done. It permeates everything you do.” t comThe Credible Activist is at the heart of

14、 what it takes to be an effective HR leader.“ Thebest HR people do not hold back; they step forward and advocate for their position, ”says Susan Harmansky, SPHR, senior director of domestic restaurantoperations for HR at Papa John s International in Louisville, Ky., and former chair ofthe Human Reso

15、urce Certification Institute. “ CEOs are not waiting for HR to come in with options they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.“ Youdon want to be credible without being an activist, because essenti

16、allyyou re worthlessto the business,” Johnson says.“ Peyou,plebutlikeyou have noimpact. On the other hand, you don t want to be an activist without being credible.You can be dangerous in a situation like that.”Below Credible Activiston the pyramid is a cluster of three competencies:Cultural Steward,

17、 Talent Manager/Organizational Designer and Strategy Architect.Cultural Steward. HR has always owned culture. But with Sarbanes-Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it has emerged as an independent competency. Of the six competen

18、cies,Cultural Steward is the second highest predictor of performance of both HR professionals and HR departments.Talent Manager/Organizational Designer. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, prac

19、tices and structure that shape how the organization works.Their linking reflects Ulrich s belief that HR may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will not succeed in the long run without an organizational structure that support

20、s it.Strategy Architect. Strategy Architects are able to recognize business trends and their impact on the business, and to identify potential roadblocks and opportunities.Harmansky, who recently joined Papa John s,demonstrates how the StrategyArchitect competency helps HR contribute to the overall

21、business strategy. “ Inmyfirst months here, Ipendingms a lot of time traveling, going to see stores all over thecountry. Every time I go to a store, while my counterparts of the management teamare talking about operational aspects, I m talking to the people who work there. Itrying to find out what t

22、he issues are surrounding people. How do I develop them?I m looking for my business differentiator on the people side so I can contribute to thestrategy.”When Charlease Deathridge, SPHR, HR manager of McKee Foods in Stuarts Draft, Va., identified a potential roadblock to implementing a new managemen

23、tphilosophy, she used the Strategy Architect competency.“ When we were rolling out leanmanufacturing principles at our location, we administered an employeesatisfaction survey to assess how the workers viewed the new system. The satisfaction scores were lower than ideal. I showed management how a ne

24、gative could become a positive, how we could use the data and follow-up surveys as a strategic tool to demonstrate progress. ”Anchoring the pyramid at its base are two competencies that Ulrich describes as“ tablestakes necessarybut not sufficient. Except” in China, where HR is at an earlier stage in

25、 professional development and there is great emphasis on transactional activities, these competencies are looked upon as basic skills that everyone must have. There is some disappointing news here. In the United States, respondents rated significantly lower on these competencies than the respondents

26、 surveyed in other countries.Business Ally.HR contributes to the success of a business by knowing how itmakes money, who the customers are, and why they buy the company s products and services. For HR professionals to be Business Allies (and Credible Activists andStrategy Architects as well), they s

27、hould be what Ulrich describes as “ business literate. ” The mantra about understanding the businesshow it works, the financials and strategic issuesremains as important today as it did in every iteration of the survey the past 20 years. Yet progress in this area continues to lag.“ Even these high p

28、erformersdon t know the business as wellas they should, ” Ulrich says. In his travels, he gives HR audiences 10 questions to test their business literacy.Operational Executor. These skills tend to fall into the range of HR activitiescharacterized as transactional or “ legacy. Policies” need to be dr

29、afted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Everyfunction here is essential, but as with the Business Ally competencyhigh-performing HR managers seem to view them as less important and score higher on the other competencies. Even some highly effecti

30、ve HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observes.Practical ToolIn conducting debriefings for people who participated in the HRCS, Ulrich observes how delighted they are at the prescriptive nature of the exercise. The individual fee

31、dback reports they receive (see How the Study“Was Done” ) offer them a road map, and they are highly motivated to follow it.Anyone who has been through a 360-degree appraisal knows that criticism canbe jarring. It s risky to open yourself up to others opinions when you don tAdd the prospect of shari

32、ng the results with your boss and colleagues who will berating you, and you may decide to pass. Still, it s not surprising that highly motivatedpeople like Deathridge jumped at the chance for the free feedback.“ All of it is not good,You go home, work it out and say,”says Deathridge.“ You have to be

33、 willing to face up to it. Why am I getting this bad feedback? ”But for Deathridge, the results mostly confirmed what she already knew. “ Ibelieve most people know where they re weak or strong. For me, it was most helpfulto look at how close others ratings of me matched with my own assessments. .The

34、re s so much to learn about what it takes tobe a genuine leader, and this studyhelped a lot.”Deathridge says the individual feedback report she received helped her realize the importance of taking a stand and developing her Credible Activist competency.“ Therewas a situation where I had a line manag

35、er who wanted to disciplinesomeone, ” she recalls.“ In the past, I wouldn t have been able to stand up as stronglyas I did. I was able to be very clear about how I felt. I told him that he had not doneenough to document the performance issue, and that ifhe wanted to institutediscipline it would have

36、 to be at the lowest level. In the past, I would have been moredeferential and said, Let s compromise and do it at step two or three. But I dit; I spoke out strongly and held my ground.”This was the second study for Shane Smith, director of HR at Coca-Cola.“ I didit for the first time in 2002. Now I

37、 mseeing some traction in the things I vebeenworkingon. I mpleased to see the consistency withmy evaluations ofmyperformance when compared to my raters.”What It All MeansUlrich believes that HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They

38、 are expected to play new roles. To do so, they will need the new competencies.Ulrich urges HR to reflect on the new competencies and what they reveal aboutthe future of the HR profession. His message is direct and unforgiving.work is going, and HR people who don tchange with it willbe gone. ”Still,

39、 heremains optimistic that many in HR are heeding his call. “ Twentypercent of HRpeople will never get it; 20 percent are really top performing. The middle 60 percentare moving in the right direction,” says Ulrich.“ Legacy“ Within that 60 percent there are HR professionals who may be at the table bu

40、tare not contributing fully,” he adds.“ That s the group I want to talk to. . I want toshow them what they need to do to have an impact.”As a start, Ulrichrecommends HR professionals consider initiatingthreeconversations. “ Oneis with your business leaders. Review the competencies withthem and ask t

41、hem if you re doing them. Next, pose the same questions to your HRteam. Then, ask yourself whether you really know the business or if youon the surface.Finally,” set your priorities. “ Ourdata say: Getworking on thatCredible Activist! ” re glossiRobert J. Grossman, a contributing editor of HR Magazi

42、ne, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.from：Robert J. Grossman, HR Magazine, 2007,06譯文：人力資源管理的新型勝任力如何在人力資源管理領(lǐng)域取得更大成功？需要怎樣的專業(yè)知識和技能？從 1988 年開始，密歇根大學(xué)的商業(yè)管理教授Dave Ulrich先生和他的助手們就開始研究這個課題。今年，他們發(fā)布了一份全新的2007 人力資源勝任力研究報(bào)告 2007 Human Resource Competency Stu

43、dy (HRCS) ，這項(xiàng)研究成果將成為未來幾年人力資源領(lǐng)域的專業(yè)指南。Ulrich教授介紹說，“人們想知道什么樣的專業(yè)技能能讓已經(jīng)很成功的人力資源管理者們表現(xiàn)的更好，”他與密歇根大學(xué)的商業(yè)學(xué)教授WayneBrockbank先生共同領(lǐng)導(dǎo)了這項(xiàng)研究。該項(xiàng)研究由密歇根大學(xué)的羅斯商學(xué)院及鹽湖城的RBL集團(tuán)主辦，并與世界各地的機(jī)構(gòu)進(jìn)行合作，合作伙伴包括北美的美國人力資源管理協(xié)會以及拉美洲、歐洲、中國、澳大利亞等地的研究機(jī)構(gòu)。HRCS是全球范圍內(nèi)現(xiàn)有的最具規(guī)模、持續(xù)時間最長的一項(xiàng)人力資源勝任力研究。Ulrich教授介紹說：“為了達(dá)到準(zhǔn)確的研究結(jié)果， 我們對 400 余家企業(yè)進(jìn)行了調(diào)查研究， 我們甚至能夠

44、準(zhǔn)確說出 HR高管說過什么和做過什么”。美國人力資源管理協(xié)會的總裁兼CEO、高級人力資源管理師Susan R.Meisinger女士評價說： “這項(xiàng)研究充分表明了人力資源管理這個領(lǐng)域的不斷發(fā)展的性質(zhì)。研究結(jié)果同樣也昭示出， 現(xiàn)在正是涉足這個行業(yè)的黃金時刻。我們依然能夠真正為企業(yè)創(chuàng)造價值。”曾參與過此項(xiàng)研究的可口可樂高級副總裁Cynthia McCague先生說： “人力資源勝任力研究是人力資源領(lǐng)域內(nèi)一項(xiàng)非常重要的基礎(chǔ)性研究。它創(chuàng)造并不斷強(qiáng)調(diào)了一個框架，讓我們思考HR是如何驅(qū)動公司業(yè)績的?！保ㄒ患墭?biāo)題）關(guān)于新成果該項(xiàng)研究發(fā)布了六項(xiàng)高績效人力資源從業(yè)人員所具備的勝任力，從而取代了在 2002 年

45、HRCS發(fā)布的五項(xiàng)勝任力，這充分表明了 HR這個領(lǐng)域在不斷發(fā)展進(jìn)步。每一項(xiàng)勝任力都被細(xì)化為績效因素?！耙?yàn)檫@是第五次進(jìn)行這樣的調(diào)查了， 所以我們可以與過去的研究結(jié)果進(jìn)行比較，從而看到這個行業(yè)的變遷?！泵绹肆Y源管理協(xié)會的調(diào)研項(xiàng)目經(jīng) Evren Esen 這樣說，她此次負(fù)責(zé)提供北美洲 HR行業(yè)的相關(guān)數(shù)據(jù)?！拔覀兡芮宄馗杏X到行業(yè)的變化。 一些核心部分保持不變， 而根據(jù)被調(diào)查者對人力資源領(lǐng)域的評價和看法，其他的部分則是全新的。 （更多資訊，請參見“勝任力及其組成因素”）從某種程度來說，新的勝任力反應(yīng)了術(shù)語上的一些變化或者勝任力的重新組合，然而，新的勝任力還是有一些根本的不同。五年前， HR在文化

46、管理方面的作用被包含在意義更廣闊的勝任力里?，F(xiàn)在它的重要性是如此突顯， 所以被作為一個單獨(dú)的勝任力提出來。掌握科技知識這在 2002 年是一項(xiàng)獨(dú)立的能力，現(xiàn)在則被包含在商業(yè)同盟這項(xiàng)勝任力中。其他方面，新的勝任力讓人們看到了 HR所承載使命的變化。 例如，“可信賴的行動家”號召人力資源管理者放棄中立態(tài)度，表明自己的立場對事物擁有自己的態(tài)度。為了使讀者更好地理解這些勝任力， 把這些勝任力看做一個三層的金字塔是很有幫助的，而可信賴的行動家就是塔尖?？尚刨嚨男袆蛹?這項(xiàng)勝任力是獲得出色表現(xiàn)的首要關(guān)鍵因素，這就意味著應(yīng)該將掌握這項(xiàng)勝任力放在優(yōu)先位置。 Ulrich 教授說“你必須具備全部的這些勝任力，毫

47、無疑問，這個勝任力是關(guān)鍵所在。但是，沒有其他的勝任力，你不可能擁有這項(xiàng)。從某種意義來說，這是一個整體?！丙}湖城的 RBL集團(tuán)的人力資源勝任力研究項(xiàng)目經(jīng)理Dani Johnson 先生也持同樣觀點(diǎn)，“這點(diǎn)非常重要，如果你不具備這項(xiàng)勝任力的話，那么你就過時了。這項(xiàng)勝任力已經(jīng)滲透到你工作的方方面面。”可信賴的行動家這項(xiàng)素質(zhì)是成為高效 HR領(lǐng)導(dǎo)人的核心， “最優(yōu)秀的 HR人才并不猶豫躊躇，他們積極進(jìn)取且貢獻(xiàn)良多。 CEO們并不希望 HR只為他們提供選擇他們想要你的建議， 他們希望你能從專業(yè)角度給出建議， 就像法律和財(cái)務(wù)總監(jiān)一樣?！?Susan Harmansky 這樣說。她是一名高級人力資源管理師，擔(dān)

48、任美國肯塔基州路易斯維爾市的 Papa Johns國際連鎖機(jī)構(gòu)的當(dāng)?shù)夭惋嫻镜母呒壢肆Y源總監(jiān)，她之前曾擔(dān)任人力資源認(rèn)證協(xié)會（Human ResourceCertification Institute - HRCI）的主席。Johnson說“你當(dāng)然不希望自己只值得信賴，但是沒有行動力， 因?yàn)檫@樣的話你在商業(yè)上就沒有價值了。人們都喜歡你，但是，你毫無影響力。另一方面，你也不希望自己只具備行動力， 但是卻不值得信賴。 因?yàn)檫@樣會讓你自己置于險(xiǎn)境?！痹诳尚刨嚨男袆蛹抑拢侨?xiàng)勝任力：文化干事，人才管家/ 組織設(shè)計(jì)者和戰(zhàn)略設(shè)計(jì)師。文化干事 HR 總免不了與文化打交道。但是，基于 Sarbanes-O

49、xley 和其他條例的壓力， CEO們總是更多地依仗 HR來管理文化事物，這是第一次文化能力被作為一項(xiàng)單獨(dú)的勝任力列出來。 對于 HR從業(yè)人員和 HR部門來說，在六項(xiàng)勝任力當(dāng)中，“文化干事”這項(xiàng)勝任力的重要性是排在第二位的。人才管家 / 組織設(shè)計(jì)者 人才管理主要包括員工入職、 升遷、調(diào)動或離職等事務(wù)。組織設(shè)計(jì)則包括關(guān)于公司如何運(yùn)作的公司政策、 實(shí)施和結(jié)構(gòu)等。 它們之間的聯(lián)系反應(yīng)了 Ulrich 教授的觀點(diǎn)，他認(rèn)為，人力資源管理者將過多的經(jīng)歷放在了員工需求方面， 而忽略了組織設(shè)計(jì)。 長遠(yuǎn)看來，人才管理如果缺乏組織架構(gòu)的有效支持，也難于持久。戰(zhàn)略策劃師 戰(zhàn)略策劃師能夠敏銳地感知到商業(yè)的趨勢及其影響

50、，能夠發(fā)覺潛在的障礙和機(jī)遇。新加盟 Papa Johns的 Harmansky向我們展示了“戰(zhàn)略策劃師”這項(xiàng)勝任力是如何為整個商業(yè)戰(zhàn)略做出貢獻(xiàn)的。 “在我到任的最初幾個月里，我的很多時間都用來四處探訪我們在各地的分部。 在探訪分部的時候， 我的管理層伙伴們探討運(yùn)作事宜， 我則和那里的員工進(jìn)行交談。 我試圖了解那些與人相關(guān)的事務(wù)。我應(yīng)怎樣培養(yǎng)員工？我盡量利用自己在人力資源方面的商業(yè)頭腦，以便能為商業(yè)戰(zhàn)略作出貢獻(xiàn)。無獨(dú)有偶，弗吉尼亞洲Stuarts Draft市的 McKee食品公司的 HR經(jīng)理，高級人力資源管理師， Charlease Deathridge 女士發(fā)現(xiàn)了一個實(shí)施新的管理措施中的潛在

51、障礙， 她運(yùn)用了“戰(zhàn)略策劃師”這個勝任力。 “我們在本地工廠推出了一個精益生產(chǎn)管理方案。 對此，我們進(jìn)行了一項(xiàng)民意調(diào)查。 調(diào)查結(jié)果顯示員工的滿意度比我們預(yù)想的要低。我向管理層陳述了如何將負(fù)面因素化為正面因素，我們要如何應(yīng)用這些數(shù)據(jù)和接下來的調(diào)查， 并將其作為一種戰(zhàn)略性工具， 幫助我們達(dá)到成功?！痹诮鹱炙牡撞?，有兩項(xiàng)勝任力，Ulrich教授將其稱為“基柱必要但不充分”。（在這里要特別說明一下，中國的情況比較特殊，因?yàn)橹袊壳暗娜肆Y源行業(yè)還處在一個相對初級的階段， 人力資源的精力更多地是放在事務(wù)性工作中。）這些技巧已經(jīng)被看作是人人都應(yīng)該具有的技能。但令人失望的是，在美國，受訪者給予這兩項(xiàng)勝任力的分?jǐn)?shù)明顯低于其他國家受訪者所給的分?jǐn)?shù)。商業(yè)同盟 人力資源管理者了解商業(yè)的運(yùn)作，包括客戶是誰，他們?yōu)槭裁促徺I公司的產(chǎn)品和服務(wù)， HR對公司的成功運(yùn)做貢獻(xiàn)良多。 HR想要具備成為商業(yè)同盟這項(xiàng)勝任力 （可信賴的行動家和戰(zhàn)略策劃師也一樣） ，就必須如 Ulrich 所說，成為一名“商業(yè)學(xué)者”。 也就是說要真正了解商業(yè)包括其運(yùn)作模式， 財(cái)務(wù)和戰(zhàn)略問題等這些在今天依然是非常重要的，這一點(diǎn)在過去 20 年的研究中都有所體現(xiàn)。然而，這方面的進(jìn)