外文文獻(xiàn)翻譯-人力資源管理的新型勝任力

./原文：NewCompetenciesforHR

WhatdoesittaketomakeitbiginHR?Whatskillsandexpertisedoyouneed?Since1988,DaveUlrich,professorofbusinessadministrationattheUniversityofMichigan,andhisassociateshavebeenonaquesttoprovidetheanswers.Thisyear,they’vereleasedanall-new2007HumanResourceCompetencyStudy<HRCS>.ThefindingsandinterpretationslayoutprofessionalguidanceforHRforatleastthenextfewyears."Peoplewanttoknowwhatsetofskillshigh-achievingHRpeopleneedtoperformevenbetter,"saysUlrich,co-directoroftheprojectalongwithWayneBrockbank,alsoaprofessorofbusinessattheUniversityofMichigan.ConductedundertheauspicesoftheRossSchoolofBusinessattheUniversityofMichiganandTheRBLGroupinSaltLakeCity,withregionalpartnersincludingtheSocietyforHumanResourceManagement<SHRM>inNorthAmericaandotherinstitutionsinLatinAmerica,Europe,ChinaandAustralia,HRCSisthelongest-running,mostextensiveglobalHRcompetencystudyinexistence."Inreachingourconclusions,we’velookedacrossmorethan400companiesandareabletoreportwithstatisticalaccuracywhatHRexecutivessayanddo,"Ulrichsays."Theresearchcontinuestodemonstratethedynamicnatureofthehumanresourcemanagementprofession,"saysSHRMPresidentandCEOSusanR.Meisinger,SPHR."Thefindingsalsohighlightwhatanexcitingtimeitistobeintheprofession.Wecontinuetohavetheabilitytoreallyaddvaluetoanorganization.""HRCSisfoundationalworkthatisreallyimportanttoHRasaprofession,"saysCynthiaMcCague,seniorvicepresidentoftheCoca-ColaCo.,whoparticipatedinthestudy."TheyhavecreatedandcontinuetoenhanceaframeworkforthinkingabouthowHRdrivesorganizationalperformance."What’sNewResearchersidentifiedsixcorecompetenciesthathigh-performingHRprofessionalsembody.Thesesupersedethefivecompetenciesoutlinedinthe2002HRCS—thelaststudypublished—reflectingthecontinuingevolutionoftheHRprofession.Eachcompetencyisbrokenoutintoperformanceelements."Thisisthefifthround,sowecanlookatpastmodelsandcomparewheretheprofessionisgoing,"saysEvrenEsen,surveyprogrammanageratSHRM,whichprovidedthesampleofHRprofessionalssurveyedinNorthAmerica."Wecanactuallyseetheprofessionchanging.Somecoreareasremainthesame,butothers,basedonhowtheratersassessandperceiveHR,arenew."<Formoreinformation,see"TheCompetenciesandTheirElements,"atright.>Tosomedegree,thenewcompetenciesreflectachangeinnomenclatureorashufflingofthecompetencydeck.However,therearesomekeydifferences.Fiveyearsago,HR’sroleinmanagingculturewasembeddedwithinabroadercompetency.Nowitsimportancemeritsacompetencyofitsown.Knowledgeoftechnology,astand-alonecompetencyin2002,nowappearswithinBusinessAlly.Inotherinstances,thenewcompetenciescarryexpectationsthatpromisetochangethewayHRviewsitsrole.Forexample,theCredibleActivistcallsforHRtoeschewneutralityandtotakeastand—topracticethecraft"withanattitude."Toputthecompetenciesinperspective,it’shelpfultoviewthemasathree-tierpyramidwithCredibleActivistatthepinnacle.CredibleActivist.Thiscompetencyisthetopindicatorinpredictingoveralloutstandingperformance,suggestingthatmasteringitshouldbeapriority."You’vegottobegoodatallofthem,but,noquestion,[thiscompetency]iskey,"Ulrichsays."Butyoucan’tbeaCredibleActivistwithouthavingalltheothercompetencies.Inasense,it’sthewholepackage.""It’sadealbreaker,"agreesDaniJohnson,projectmanageroftheHumanResourceCompetencyStudyatTheRBLGroupinSaltLakeCity."Ifyoudon’tcometothetablewithit,you’redone.Itpermeateseverythingyoudo."TheCredibleActivistisattheheartofwhatittakestobeaneffectiveHRleader."ThebestHRpeopledonotholdback;theystepforwardandadvocatefortheirposition,"saysSusanHarmansky,SPHR,seniordirectorofdomesticrestaurantoperationsforHRatPapaJohn’sInternationalinLouisville,Ky.,andformerchairoftheHumanResourceCertificationInstitute."CEOsarenotwaitingforHRtocomeinwithoptions—theywantyourrecommendations;theywantyoutospeakfromyourpositionasanexpert,similartowhatyouseefromlegalorfinanceexecutives.""Youdon’twanttobecrediblewithoutbeinganactivist,becauseessentiallyyou’reworthlesstothebusiness,"Johnsonsays."Peoplelikeyou,butyouhavenoimpact.Ontheotherhand,youdon’twanttobeanactivistwithoutbeingcredible.Youcanbedangerousinasituationlikethat."BelowCredibleActivistonthepyramidisaclusterofthreecompetencies:CulturalSteward,TalentManager/OrganizationalDesignerandStrategyArchitect.CulturalSteward.HRhasalwaysownedculture.ButwithSarbanes-Oxleyandotherregulatorypressures,andCEOsrelyingmoreonHRtomanageculture,thisisthefirsttimeithasemergedasanindependentcompetency.Ofthesixcompetencies,CulturalStewardisthesecondhighestpredictorofperformanceofbothHRprofessionalsandHRdepartments.TalentManager/OrganizationalDesigner.Talentmanagementfocusesonhowindividualsenter,moveup,acrossoroutoftheorganization.Organizationaldesigncentersonthepolicies,practicesandstructurethatshapehowtheorganizationworks.TheirlinkingreflectsUlrich’sbeliefthatHRmaybeplacingtoomuchemphasisontalentacquisitionattheexpenseoforganizationaldesign.Talentmanagementwillnotsucceedinthelongrunwithoutanorganizationalstructurethatsupportsit.StrategyArchitect.StrategyArchitectsareabletorecognizebusinesstrendsandtheirimpactonthebusiness,andtoidentifypotentialroadblocksandopportunities.Harmansky,whorecentlyjoinedPapaJohn’s,demonstrateshowtheStrategyArchitectcompetencyhelpsHRcontributetotheoverallbusinessstrategy."Inmyfirstmonthshere,I’mspendingalotoftimetraveling,goingtoseestoresalloverthecountry.EverytimeIgotoastore,whilemycounterpartsofthemanagementteamaretalkingabout[operationalaspects],I’mtalkingtothepeoplewhoworkthere.I’mtryingtofindoutwhattheissuesaresurroundingpeople.HowdoIdevelopthem?I’mlookingformybusinessdifferentiatoronthepeoplesidesoIcancontributetothestrategy."WhenCharleaseDeathridge,SPHR,HRmanagerofMcKeeFoodsinStuartsDraft,Va.,identifiedapotentialroadblocktoimplementinganewmanagementphilosophy,sheusedtheStrategyArchitectcompetency."Whenwewererollingout‘leanmanufacturing’principlesatourlocation,weadministeredanemployeesatisfactionsurveytoassesshowtheworkersviewedthenewsystem.Thesatisfactionscoreswerelowerthanideal.Ishowed[management]howanegativecouldbecomeapositive,howwecouldusethedataandfollow-upsurveysasastrategictooltodemonstrateprogress."AnchoringthepyramidatitsbasearetwocompetenciesthatUlrichdescribesas"tablestakes—necessarybutnotsufficient."ExceptinChina,whereHRisatanearlierstageinprofessionaldevelopmentandthereisgreatemphasisontransactionalactivities,thesecompetenciesarelookeduponasbasicskillsthateveryonemusthave.Thereissomedisappointingnewshere.IntheUnitedStates,respondentsratedsignificantlyloweronthesecompetenciesthantherespondentssurveyedinothercountries.BusinessAlly.HRcontributestothesuccessofabusinessbyknowinghowitmakesmoney,whothecustomersare,andwhytheybuythecompany’sproductsandservices.ForHRprofessionalstobeBusinessAllies<andCredibleActivistsandStrategyArchitectsaswell>,theyshouldbewhatUlrichdescribesas"businessliterate."Themantraaboutunderstandingthebusiness—howitworks,thefinancialsandstrategicissues—remainsasimportanttodayasitdidineveryiterationofthesurveythepast20years.Yetprogressinthisareacontinuestolag."Eventhesehighperformersdon’tknowthebusinessaswellastheyshould,"Ulrichsays.Inhistravels,hegivesHRaudiences10questionstotesttheirbusinessliteracy.OperationalExecutor.TheseskillstendtofallintotherangeofHRactivitiescharacterizedastransactionalor"legacy."Policiesneedtobedrafted,adaptedandimplemented.Employeesneedtobepaid,relocated,hired,trainedandmore.Everyfunctionhereisessential,but—aswiththeBusinessAllycompetency—high-performingHRmanagersseemtoviewthemaslessimportantandscorehigherontheothercompetencies.EvensomehighlyeffectiveHRpeoplemayberunningariskinpayingtoolittleattentiontothesenuts-and-boltsactivities,Ulrichobserves.PracticalToolInconductingdebriefingsforpeoplewhoparticipatedintheHRCS,Ulrichobserveshowdelightedtheyareattheprescriptivenatureoftheexercise.Theindividualfeedbackreportstheyreceive<see"HowtheStudyWasDone">offerthemaroadmap,andtheyarehighlymotivatedtofollowit.Anyonewhohasbeenthrougha360-degreeappraisalknowsthatcriticismcanbejarring.It’sriskytoopenyourselfuptoothers’opinionswhenyoudon’thaveto.Addtheprospectofsharingtheresultswithyourbossandcolleagueswhowillberatingyou,andyoumaydecidetopass.Still,it’snotsurprisingthathighlymotivatedpeoplelikeDeathridgejumpedatthechanceforthefreefeedback."Allofitisnotgood,"saysDeathridge."Youhavetobewillingtofaceuptoit.Yougohome,workitoutandsay,‘WhyamIgettingthisbadfeedback?’"ButforDeathridge,theresultsmostlyconfirmedwhatshealreadyknew."Ibelievemostpeopleknowwherethey’reweakorstrong.Forme,itwasmosthelpfultolookathowcloseothers’ratingsofmematchedwithmyownassessments....There’ssomuchtolearnaboutwhatittakestobeagenuineleader,andthisstudyhelpedalot."DeathridgesaystheindividualfeedbackreportshereceivedhelpedherrealizetheimportanceoftakingastandanddevelopingherCredibleActivistcompetency."TherewasasituationwhereIhadalinemanagerwhowantedtodisciplinesomeone,"sherecalls."Inthepast,Iwouldn’thavebeenabletostandupasstronglyasIdid.IwasabletobeveryclearabouthowIfelt.Itoldhimthathehadnotdoneenoughtodocumenttheperformanceissue,andthatifhewantedtoinstitutedisciplineitwouldhavetobeatthelowestlevel.Inthepast,Iwouldhavebeenmoredeferentialandsaid,‘Let’scompromiseanddoitatsteptwoorthree.’ButIdidn’tdoit;Ispokeoutstronglyandheldmyground."ThiswasthesecondstudyforShaneSmith,directorofHRatCoca-Cola."Ididitforthefirsttimein2002.NowI’mseeingsometractioninthethingsI’vebeenworkingon.I’mpleasedtoseetheconsistencywithmyevaluationsofmyperformancewhencomparedtomyraters."WhatItAllMeansUlrichbelievesthatHRprofessionalswhowouldhavesucceeded30,20,even10yearsago,arenotaslikelytosucceedtoday.Theyareexpectedtoplaynewroles.Todoso,theywillneedthenewcompetencies.UlrichurgesHRtoreflectonthenewcompetenciesandwhattheyrevealaboutthefutureoftheHRprofession.Hismessageisdirectandunforgiving."LegacyHRworkisgoing,andHRpeoplewhodon’tchangewithitwillbegone."Still,heremainsoptimisticthatmanyinHRareheedinghiscall."TwentypercentofHRpeoplewillnevergetit;20percentarereallytopperforming.Themiddle60percentaremovingintherightdirection,"saysUlrich."Withinthat60percentthereareHRprofessionalswhomaybeatthetablebutarenotcontributingfully,"headds."That’sthegroupIwanttotalkto....Iwanttoshowthemwhattheyneedtodotohaveanimpact."Asastart,UlrichrecommendsHRprofessionalsconsiderinitiatingthreeconversations."Oneiswithyourbusinessleaders.Reviewthecompetencieswiththemandaskthemifyou’redoingthem.Next,posethesamequestionstoyourHRteam.Then,askyourselfwhetheryoureallyknowthebusinessorifyou’reglossingonthesurface."Finally,setyourpriorities."Ourdatasay:‘GetworkingonthatCredibleActivist!’"RobertJ.Grossman,acontributingeditorofHRMagazine,isalawyerandaprofessorofmanagementstudiesatMaristCollegeinPoughkeepsie,N.Y.from：RobertJ.Grossman

,HRMagazine,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(zhuān)業(yè)知識(shí)和技能？

從1988年開(kāi)始,密歇根大學(xué)的商業(yè)管理教授DaveUlrich先生和他的助手們就開(kāi)始研究這個(gè)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[2007HumanResourceCompetencyStudy<HRCS>],這項(xiàng)研究成果將成為未來(lái)幾年人力資源領(lǐng)域的專(zhuān)業(yè)指南.

Ulrich教授介紹說(shuō),"人們想知道什么樣的專(zhuān)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(guó)人力資源管理協(xié)會(huì)以及拉美洲、歐洲、中國(guó)、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(shí)間最長(zhǎng)的一項(xiàng)人力資源勝任力研究.Ulrich教授介紹說(shuō)："為了達(dá)到準(zhǔn)確的研究結(jié)果,我們對(duì)400余家企業(yè)進(jìn)行了調(diào)查研究,我們甚至能夠準(zhǔn)確說(shuō)出HR高管說(shuō)過(guò)什么和做過(guò)什么".

美國(guó)人力資源管理協(xié)會(huì)的總裁兼CEO、高級(jí)人力資源管理師SusanR.Meisinger女士評(píng)價(jià)說(shuō)："這項(xiàng)研究充分表明了人力資源管理這個(gè)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(gè)行業(yè)的黃金時(shí)刻.我們依然能夠真正為企業(yè)創(chuàng)造價(jià)值."

曾參與過(guò)此項(xiàng)研究的可口可樂(lè)高級(jí)副總裁CynthiaMcCague先生說(shuō)："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(gè)框架,讓我們思考HR是如何驅(qū)動(dòng)公司業(yè)績(jī)的."

〔一級(jí)標(biāo)題關(guān)于新成果

該項(xiàng)研究發(fā)布了六項(xiàng)高績(jī)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(xiàng)勝任力,這充分表明了HR這個(gè)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(jī)效因素.

"因?yàn)檫@是第五次進(jìn)行這樣的調(diào)查了,所以我們可以與過(guò)去的研究結(jié)果進(jìn)行比較,從而看到這個(gè)行業(yè)的變遷."美國(guó)人力資源管理協(xié)會(huì)的調(diào)研項(xiàng)目經(jīng)EvrenEsen這樣說(shuō),她此次負(fù)責(zé)提供北美洲HR行業(yè)的相關(guān)數(shù)據(jù)."我們能清楚地感覺(jué)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(duì)人力資源領(lǐng)域的評(píng)價(jià)和看法,其他的部分則是全新的.〔更多資訊,請(qǐng)參見(jiàn)"勝任力及其組成因素"

從某種程度來(lái)說(shuō),新的勝任力反應(yīng)了術(shù)語(yǔ)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.現(xiàn)在它的重要性是如此突顯,所以被作為一個(gè)單獨(dú)的勝任力提出來(lái).掌握科技知識(shí)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(lài)的行動(dòng)家"號(hào)召人力資源管理者放棄中立態(tài)度,表明自己的立場(chǎng)——對(duì)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(gè)三層的金字塔是很有幫助的,而可信賴(lài)的行動(dòng)家就是塔尖.

可信賴(lài)的行動(dòng)家

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(shuō)"你必須具備全部的這些勝任力,毫無(wú)疑問(wèn),這個(gè)勝任力是關(guān)鍵所在.但是,沒(méi)有其他的勝任力,你不可能擁有這項(xiàng).從某種意義來(lái)說(shuō),這是一個(gè)整體."

鹽湖城的RBL集團(tuán)的人力資源勝任力研究項(xiàng)目經(jīng)理DaniJohnson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(guò)時(shí)了.這項(xiàng)勝任力已經(jīng)滲透到你工作的方方面面."

可信賴(lài)的行動(dòng)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(zhuān)業(yè)角度給出建議,就像法律和財(cái)務(wù)總監(jiān)一樣."SusanHarmansky這樣說(shuō).她是一名高級(jí)人力資源管理師,擔(dān)任美國(guó)肯塔基州路易斯維爾市的PapaJohn’s國(guó)際連鎖機(jī)構(gòu)的當(dāng)?shù)夭惋嫻镜母呒?jí)人力資源總監(jiān),她之前曾擔(dān)任人力資源認(rèn)證協(xié)會(huì)〔HumanResourceCertificationInstitute-HRCI的主席.Johnson說(shuō)"你當(dāng)然不希望自己只值得信賴(lài),但是沒(méi)有行動(dòng)力,因?yàn)檫@樣的話你在商業(yè)上就沒(méi)有價(jià)值了.人們都喜歡你,但是,你毫無(wú)影響力.另一方面,你也不希望自己只具備行動(dòng)力,但是卻不值得信賴(lài).因?yàn)檫@樣會(huì)讓你自己置于險(xiǎn)境."

在可信賴(lài)的行動(dòng)家之下,是三項(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-Oxley和其他條例的壓力,CEO們總是更多地依仗HR來(lái)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(lái).對(duì)于HR從業(yè)人員和HR部門(mén)來(lái)說(shuō),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(dòng)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(guò)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(zhǎng)遠(yuǎn)看來(lái),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(shì)及其影響,能夠發(fā)覺(jué)潛在的障礙和機(jī)遇.新加盟PapaJohn’s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(gè)商業(yè)戰(zhàn)略做出貢獻(xiàn)的."在我到任的最初幾個(gè)月里,我的很多時(shí)間都用來(lái)四處探訪我們?cè)诟鞯氐姆植?在探訪分部的時(shí)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(wú)獨(dú)有偶,弗吉尼亞洲StuartsDraft市的McKee食品公司的HR經(jīng)理,高級(jí)人力資源管理師,CharleaseDeathridge女士發(fā)現(xiàn)了一個(gè)實(shí)施新的管理措施中的潛在障礙,她運(yùn)用了"戰(zhàn)略策劃師"這個(gè)勝任力."我們?cè)诒镜毓S推出了一個(gè)‘精益生產(chǎn)’管理方案.對(duì)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(mǎn)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(lái)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."

在金字塔的底部,有兩項(xiàng)勝任力,Ulrich教授將其稱(chēng)為"基柱——必要但不充分".〔在這里要特別說(shuō)明一下,中國(guó)的情況比較特殊,因?yàn)橹袊?guó)目前的人力資源行業(yè)還處在一個(gè)相對(duì)初級(jí)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(guó),受訪者給予這兩項(xiàng)勝任力的分?jǐn)?shù)明顯低于其他國(guó)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(hù)是誰(shuí),他們?yōu)槭裁促?gòu)買(mǎi)公司的產(chǎn)品和服務(wù),HR對(duì)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(lài)的行動(dòng)家和戰(zhàn)略策劃師也一樣,就必須如Ulrich所說(shuō),成為一名"商業(yè)學(xué)者".也就是說(shuō)要真正了解商業(yè)——包括其運(yùn)作模