外文文獻翻譯-人力資源管理的新型勝任力(共11頁)

1、精選優(yōu)質文檔-傾情為你奉上原文：New Competencies for HR What 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, theyve releas

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

3、ng with Wayne Brockbank, 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 Nor

4、th America and other institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensive global HR competency study in existence. “In reaching our conclusions, weve looked across more than 400 companies and are able to report with statistical accuracy what HR exec

5、utives say and do,” Ulrich says. “The research 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 abi

6、lity to really add value to an organization.” “HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in the study. “They have created and continue to enhance a framework for thinking about how HR

7、drives organizational performance.” Whats New Researchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCSthe last study publishedreflecting the continuing evolution of the HR profession. Each competency is

8、 broken out into performance elements. “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. “We can actually see the profession cha

9、nging. Some core areas remain the same, 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. Howe

10、ver, there are some key differences. Five years ago, HRs role in managing culture was embedded within a broader competency. 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 comp

11、etencies carry expectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a standto practice the craft “with an attitude.” To put the competencies in perspective, its helpful to view them as a three-tier pyramid wit

12、h Credible Activist at the pinnacle. Credible Activist. This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. “Youve got to be good at all of them, but, no question, this competency is key,” Ulrich says. “But you cant b

13、e a Credible Activist without having all the other competencies. In a sense, its the whole package.” “Its a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The RBL Group in Salt Lake City. “If you dont come to the table with it, youre done. It permeates

14、everything you do.” The Credible Activist is at the heart of what it takes to be an effective HR leader. “The best HR people do not hold back; they step forward and advocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa Johns Intern

15、ational in Louisville, Ky., and former chair of the Human Resource Certification Institute. “CEOs are not waiting for HR to come in with optionsthey want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.” “You dont

16、 want to be credible without being an activist, because essentially youre worthless to the business,” Johnson says. “People like you, but you have no impact. On the other hand, you dont want to be an activist without being credible. You can be dangerous in a situation like that.” Below Credible Acti

17、vist on the pyramid is a cluster of three competencies: Cultural Steward, 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 fi

18、rst time it has emerged as an independent competency. Of the six competencies, 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 o

19、ut of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Their linking reflects Ulrichs belief that HR may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will n

20、ot succeed in the long run without an organizational structure that supports 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 Johns, demonstr

21、ates how the Strategy Architect competency helps HR contribute to the overall business strategy. “In my first months here, Im spending a lot of time traveling, going to see stores all over the country. Every time I go to a store, while my counterparts of the management team are talking about operati

22、onal aspects, Im talking to the people who work there. Im trying to find out what the issues are surrounding people. How do I develop them? Im looking for my business differentiator on the people side so I can contribute to the strategy.” When Charlease Deathridge, SPHR, HR manager of McKee Foods in

23、 Stuarts Draft, Va., identified a potential roadblock to implementing a new management philosophy, she used the Strategy Architect competency. “When we were rolling out lean manufacturing principles at our location, we administered an employee satisfaction survey to assess how the workers viewed the

24、 new system. The satisfaction scores were lower than ideal. I showed management how a negative 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 “table

25、 stakesnecessary but not sufficient.” Except in China, where HR is at an earlier stage in 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

26、 States, respondents rated significantly lower on these competencies than the respondents surveyed in other countries. Business Ally. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the companys products and services. For HR professi

27、onals to be Business Allies (and Credible Activists and Strategy Architects as well), they should 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 th

28、e survey the past 20 years. Yet progress in this area continues to lag. “Even these high performers dont know the business as well as 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 th

29、e range of HR activities characterized as transactional or “l(fā)egacy.” Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, butas with the Business Ally competencyhigh-performing HR managers seem to view

30、them as less important and score higher on the other competencies. Even some highly effective HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observes. Practical Tool In conducting debriefings for people who participated in the HRCS, Ulrich o

31、bserves how delighted they are at the prescriptive nature of the exercise. The individual feedback reports they receive (see “”) 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 can be jarring. Its risky to ope

32、n yourself up to others opinions when you dont have to. Add the prospect of sharing the results with your boss and colleagues who will be rating you, and you may decide to pass. Still, its not surprising that highly motivated people like Deathridge jumped at the chance for the free feedback. “All of

33、 it is not good,” says Deathridge. “You have to be willing to face up to it. You go home, work it out and say, Why am I getting this bad feedback? ” But for Deathridge, the results mostly confirmed what she already knew. “I believe most people know where theyre weak or strong. For me, it was most he

34、lpful to look at how close others ratings of me matched with my own assessments. . Theres so much to learn about what it takes to be a genuine leader, and this study helped a lot.” Deathridge says the individual feedback report she received helped her realize the importance of taking a stand and dev

35、eloping her Credible Activist competency. “There was a situation where I had a line manager who wanted to discipline someone,” she recalls. “In the past, I wouldnt have been able to stand up as strongly as I did. I was able to be very clear about how I felt. I told him that he had not done enough to

36、 document the performance issue, and that if he wanted to institute discipline it would have to be at the lowest level. In the past, I would have been more deferential and said, Lets compromise and do it at step two or three. But I didnt do it; I spoke out strongly and held my ground.” This was the

37、second study for Shane Smith, director of HR at Coca-Cola. “I did it for the first time in 2002. Now Im seeing some traction in the things Ive been working on. Im pleased to see the consistency with my evaluations of my performance when compared to my raters.” What It All Means Ulrich believes that

38、HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They 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 about the future of the HR profession.

39、His message is direct and unforgiving. “Legacy HR work is going, and HR people who dont change with it will be gone.” Still, he remains optimistic that many in HR are heeding his call. “Twenty percent of HR people will never get it; 20 percent are really top performing. The middle 60 percent are mov

40、ing in the right direction,” says Ulrich. “Within that 60 percent there are HR professionals who may be at the table but are not contributing fully,” he adds. “Thats the group I want to talk to. . I want to show them what they need to do to have an impact.” As a start, Ulrich recommends HR professio

41、nals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if youre doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if youre glossing on the surface.” Finally,

42、set your priorities. “Our data say: Get working on that Credible Activist! ” Robert J. Grossman, a contributing editor of HR Magazine, 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域取得更大成

43、功？需要怎樣的專業(yè)知識和技能？從1988年開始，密歇根大學的商業(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告2007 Human Resource Competency Study (HRCS)，這項研究成果將成為未來幾年人力資源領域的專業(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，”他與密歇根大學的商業(yè)學教授Wayne Brockbank先生共同領導了這項研究。 該項研究由密歇根大學的羅斯商學院及鹽湖城的RBL集團主辦，并與世界各地的機構進行合作，合作伙

44、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構。HRCS是全球范圍內(nèi)現(xiàn)有的最具規(guī)模、持續(xù)時間最長的一項人力資源勝任力研究。Ulrich教授介紹說：“為了達到準確的研究結果，我們對400余家企業(yè)進行了調查研究，我們甚至能夠準確說出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：“這項研究充分表明了人力資源管理這個領域的不斷發(fā)展的性質。研究結果同樣也昭示出，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?！?曾參與過此項研究的可口可樂高級副總裁Cynthia McC

45、ague先生說：“人力資源勝任力研究是人力資源領域內(nèi)一項非常重要的基礎性研究。它創(chuàng)造并不斷強調了一個框架，讓我們思考HR是如何驅動公司業(yè)績的?！保ㄒ患墭祟}）關于新成果 該項研究發(fā)布了六項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HRCS發(fā)布的五項勝任力，這充分表明了HR這個領域在不斷發(fā)展進步。每一項勝任力都被細化為績效因素。 “因為這是第五次進行這樣的調查了，所以我們可以與過去的研究結果進行比較，從而看到這個行業(yè)的變遷?！泵绹肆Y源管理協(xié)會的調研項目經(jīng)Evren Esen這樣說，她此次負責提供北美洲HR行業(yè)的相關數(shù)據(jù)。“我們能清楚地感覺到行業(yè)的變化。一些核心部分保持不變，

46、而根據(jù)被調查者對人力資源領域的評價和看法，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，新的勝任力反應了術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的勝任力提出來。掌握科技知識這在2002年是一項獨立的能力，現(xiàn)在則被包含在商業(yè)同盟這項勝任力中。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

47、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。 可信賴的行動家 這項勝任力是獲得出色表現(xiàn)的首要關鍵因素，這就意味著應該將掌握這項勝任力放在優(yōu)先位置。Ulrich 教授說“你必須具備全部的這些勝任力，毫無疑問，這個勝任力是關鍵所在。但是，沒有其他的勝任力，你不可能擁有這項。從某種意義來說，這是一個整體?！?鹽湖城的RBL集團的人力資源勝任力研究項目經(jīng)理Dani Johnson先生也持同樣觀點，“這點非常重要，如果你不具備這項勝任力的話，那么你就過時了。這項勝任力已經(jīng)滲透到你工作的方方面面。” 可信賴的行動家這項素質是成為高效HR領導人的核心，“最優(yōu)秀的HR人才并不猶豫躊躇，

48、他們積極進取且貢獻良多。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，就像法律和財務總監(jiān)一樣。” Susan Harmansky這樣說。她是一名高級人力資源管理師，擔任美國肯塔基州路易斯維爾市的Papa Johns國際連鎖機構的當?shù)夭惋嫻镜母呒壢肆Y源總監(jiān)，她之前曾擔任人力資源認證協(xié)會（Human Resource Certification Institute - HRCI）的主席。 Johnson 說“你當然不希望自己只值得信賴，但是沒有行動力，因為這樣的話你在商業(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

49、力，但是卻不值得信賴。因為這樣會讓你自己置于險境?！?在可信賴的行動家之下，是三項勝任力：文化干事，人才管家/組織設計者和戰(zhàn)略設計師。 文化干事 HR總免不了與文化打交道。但是，基于Sarbanes-Oxley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單獨的勝任力列出來。對于HR從業(yè)人員和HR部門來說，在六項勝任力當中，“文化干事”這項勝任力的重要性是排在第二位的。 人才管家/組織設計者 人才管理主要包括員工入職、升遷、調動或離職等事務。組織設計則包括關于公司如何運作的公司政策、實施和結構等。它們之間的聯(lián)系反應了Ulrich教授的觀點，他認為，人力

50、資源管理者將過多的經(jīng)歷放在了員工需求方面，而忽略了組織設計。長遠看來，人才管理如果缺乏組織架構的有效支持，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，能夠發(fā)覺潛在的障礙和機遇。新加盟Papa Johns的Harmansky向我們展示了“戰(zhàn)略策劃師”這項勝任力是如何為整個商業(yè)戰(zhàn)略做出貢獻的?！霸谖业饺蔚淖畛鯉讉€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作事宜，我則和那里的員工進行交談。我試圖了解那些與人相關的事務。我應怎樣培養(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。 無獨有偶，弗吉尼亞洲S

51、tuarts 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)了一個實施新的管理措施中的潛在障礙，她運用了“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，我們進行了一項民意調查。調查結果顯示員工的滿意度比我們預想的要低。我向管理層陳述了如何將負面因素化為正面因素，我們要如何應用這些數(shù)據(jù)和接下來的調查，并將其作為一種戰(zhàn)略性工具，幫助我們達到成功。” 在金字塔的底部，有兩項勝任力，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，因為中國目前的人力資源行業(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性工作中。）這些技巧已經(jīng)被看作是人人都應該具有的技能。但令人失望的是，在美國，受訪者給予這兩項勝任力的分數(shù)明顯低于其他國家受訪者所給的分數(shù)。商業(yè)同盟 人力資源管理者了解商業(yè)的運作，包括客戶是誰，他們?yōu)槭裁促徺I公司的產(chǎn)品和服務，HR對公司的成功運做貢獻良多。HR想要具備成為商業(yè)同盟這項勝任力（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)學者”。也就是說要真正了解商業(yè)包括其運作模式，財務和戰(zhàn)略問題