外文文献翻译-人力资源管理的新型胜任力(共11页).doc

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1、精选优质文档-倾情为你奉上原文：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 “legacy.” 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译文：人力资源管理的新型胜任力如何在人力资源管理领域取得更大成

43、功？需要怎样的专业知识和技能？从1988年开始，密歇根大学的商业管理教授Dave Ulrich先生和他的助手们就开始研究这个课题。今年，他们发布了一份全新的2007人力资源胜任力研究报告2007 Human Resource Competency Study (HRCS)，这项研究成果将成为未来几年人力资源领域的专业指南。 Ulrich 教授介绍说，“人们想知道什么样的专业技能能让已经很成功的人力资源管理者们表现的更好，”他与密歇根大学的商业学教授Wayne Brockbank先生共同领导了这项研究。 该项研究由密歇根大学的罗斯商学院及盐湖城的RBL集团主办，并与世界各地的机构进行合作，合作伙

44、伴包括北美的美国人力资源管理协会以及拉美洲、欧洲、中国、澳大利亚等地的研究机构。HRCS是全球范围内现有的最具规模、持续时间最长的一项人力资源胜任力研究。Ulrich教授介绍说：“为了达到准确的研究结果，我们对400余家企业进行了调查研究，我们甚至能够准确说出HR高管说过什么和做过什么”。 美国人力资源管理协会的总裁兼CEO、高级人力资源管理师Susan R. Meisinger女士评价说：“这项研究充分表明了人力资源管理这个领域的不断发展的性质。研究结果同样也昭示出，现在正是涉足这个行业的黄金时刻。我们依然能够真正为企业创造价值。” 曾参与过此项研究的可口可乐高级副总裁Cynthia McC

45、ague先生说：“人力资源胜任力研究是人力资源领域内一项非常重要的基础性研究。它创造并不断强调了一个框架，让我们思考HR是如何驱动公司业绩的。”（一级标题）关于新成果 该项研究发布了六项高绩效人力资源从业人员所具备的胜任力，从而取代了在2002 年HRCS发布的五项胜任力，这充分表明了HR这个领域在不断发展进步。每一项胜任力都被细化为绩效因素。 “因为这是第五次进行这样的调查了，所以我们可以与过去的研究结果进行比较，从而看到这个行业的变迁。”美国人力资源管理协会的调研项目经Evren Esen这样说，她此次负责提供北美洲HR行业的相关数据。“我们能清楚地感觉到行业的变化。一些核心部分保持不变，

46、而根据被调查者对人力资源领域的评价和看法，其他的部分则是全新的。（更多资讯，请参见“胜任力及其组成因素”）从某种程度来说，新的胜任力反应了术语上的一些变化或者胜任力的重新组合，然而，新的胜任力还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义更广阔的胜任力里。现在它的重要性是如此突显，所以被作为一个单独的胜任力提出来。掌握科技知识这在2002年是一项独立的能力，现在则被包含在商业同盟这项胜任力中。其他方面，新的胜任力让人们看到了HR所承载使命的变化。例如，“可信赖的行动家”号召人力资源管理者放弃中立态度，表明自己的立场对事物拥有自己的态度。为了使读者更好地理解这些胜任力，把这

47、些胜任力看做一个三层的金字塔是很有帮助的，而可信赖的行动家就是塔尖。 可信赖的行动家 这项胜任力是获得出色表现的首要关键因素，这就意味着应该将掌握这项胜任力放在优先位置。Ulrich 教授说“你必须具备全部的这些胜任力，毫无疑问，这个胜任力是关键所在。但是，没有其他的胜任力，你不可能拥有这项。从某种意义来说，这是一个整体。” 盐湖城的RBL集团的人力资源胜任力研究项目经理Dani Johnson先生也持同样观点，“这点非常重要，如果你不具备这项胜任力的话，那么你就过时了。这项胜任力已经渗透到你工作的方方面面。” 可信赖的行动家这项素质是成为高效HR领导人的核心，“最优秀的HR人才并不犹豫踌躇，

48、他们积极进取且贡献良多。CEO们并不希望HR只为他们提供选择他们想要你的建议，他们希望你能从专业角度给出建议，就像法律和财务总监一样。” Susan Harmansky这样说。她是一名高级人力资源管理师，担任美国肯塔基州路易斯维尔市的Papa Johns国际连锁机构的当地餐饮公司的高级人力资源总监，她之前曾担任人力资源认证协会（Human Resource Certification Institute - HRCI）的主席。 Johnson 说“你当然不希望自己只值得信赖，但是没有行动力，因为这样的话你在商业上就没有价值了。人们都喜欢你，但是，你毫无影响力。另一方面，你也不希望自己只具备行动

49、力，但是却不值得信赖。因为这样会让你自己置于险境。” 在可信赖的行动家之下，是三项胜任力：文化干事，人才管家/组织设计者和战略设计师。 文化干事 HR总免不了与文化打交道。但是，基于Sarbanes-Oxley和其他条例的压力，CEO们总是更多地依仗HR来管理文化事物，这是第一次文化能力被作为一项单独的胜任力列出来。对于HR从业人员和HR部门来说，在六项胜任力当中，“文化干事”这项胜任力的重要性是排在第二位的。 人才管家/组织设计者 人才管理主要包括员工入职、升迁、调动或离职等事务。组织设计则包括关于公司如何运作的公司政策、实施和结构等。它们之间的联系反应了Ulrich教授的观点，他认为，人力资源管理者将过多的经历放在了员工需求方面，而忽略了组织设计。长远看来，人才管理如果缺乏组织架构的有效支持，也难于持久。 战略策