外文文獻(xiàn)翻譯-人力資源管理的新型勝任力

1、大連交通大學(xué)2011屆本科生畢業(yè)設(shè)計(jì) （論文） 外文翻譯原文: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。 Thi

2、s year, theyve released 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 highachieving HR people need to perform even better，” says Ulrich， co-directo

3、r of the project along 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 Mana

4、gement （SHRM) in North 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 a

5、ccuracy what HR executives 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

6、 continue to have the ability 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 CocaCola Co.， who participated in the study。 “They have created and continue to enhance a framewo

7、rk for thinking about how HR drives organizational performance。” Whats NewResearchers identified six core competencies that highperforming HR professionals embody. These supersede the five competencies outlined in the 2002 HRCSthe last study published-reflecting the continuing evolution of the HR pr

8、ofession. Each competency is 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 act

9、ually see the profession changing。 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

10、of the competency deck. However, 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 standalone competency in 2002， now appears within Business Ally。 In ot

11、her instances， the new competencies 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

12、as a threetier pyramid with 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，” Ul

13、rich says. “But you can't be a Credible Activist without having all the other competencies。 In a sense， its the whole package.” “It's 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 tabl

14、e with it, youre done。 It permeates 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 op

15、erations for HR at Papa Johns International 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 leg

16、al or finance executives.” “You dont 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 situa

17、tion like that。" Below Credible Activist 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 mor

18、e on HR to manage culture， this is the first 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

19、 individuals enter， move up， across or out of the organization。 Organizational design centers on the policies， practices 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 or

20、ganizational design. Talent management will not 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。 Harmans

21、ky， who recently joined Papa Johns, demonstrates 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 t

22、he management team are talking about operational 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？ I'm looking for my business differentiator on the people side so I can contribute to the strategy。” When Charlea

23、se Deathridge， SPHR， HR manager of McKee Foods in 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 satisfa

24、ction survey to assess how the workers viewed the 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

25、 two competencies that Ulrich describes as “table 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

26、。 There is some disappointing news here。 In the United 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 b

27、uy the companys products and services. For HR professionals 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

28、 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 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。 O

29、perational Executor. These skills tend to fall into the 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， but-as with the Business A

30、lly competencyhigh-performing HR managers seem to view 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-andbolts activities， Ulrich observes。 Practical ToolIn conducting debriefi

31、ngs for people who participated in the HRCS， Ulrich observes how delighted they are at the prescriptive nature of the exercise。 The individual feedback 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

32、 360degree appraisal knows that criticism can be jarring。 It's risky to open 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

33、motivated people like Deathridge jumped at the chance for the free feedback。 “All of 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 alre

34、ady knew. “I believe most people know where theyre weak or strong。 For me， it was most helpful 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 individua

35、l feedback report she received helped her realize the importance of taking a stand and developing 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

36、 I did。 I was able to be very clear about how I felt。 I told him that he had not done enough to 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 a

37、t step two or three. But I didn't do it; I spoke out strongly and held my ground。” This was the second study for Shane Smith， director of HR at CocaCola。 “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

38、 evaluations of my performance 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 are expected to play new roles。 To do so， they will need the new competencies。 Ulrich u

39、rges HR to reflect on the new competencies and what they reveal about the future of the HR profession。 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 perc

40、ent of HR people will never get it; 20 percent are really top performing。 The middle 60 percent are moving 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。 “That's the group I want to t

41、alk to. 。. I want to show them what they need to do to have an impact.” As a start， Ulrich recommends HR professionals 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 you

42、r HR team. Then， ask yourself whether you really know the business or if youre glossing on the surface." Finally， 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 stud

43、ies 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(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Dave Ulrich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2007 Human Resource Competency Study (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),

44、“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Wayne Brockbank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

45、兼CEO、高級(jí)人力資源管理師Susan R。 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Cynthia McCague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?！保ㄒ患?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

46、任力都被細(xì)化為績(jī)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(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)Evren Esen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)?！拔覀兡芮宄馗杏X(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?，F(xiàn)在它的重要性是如此突顯,所以被作為一

47、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

48、可能擁有這項(xiàng)。從某種意義來(lái)說(shuō),這是一個(gè)整體?！?#160; 鹽湖城的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(huà)，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。" Susan Harmansky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Papa Johns國(guó)際

49、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)（Human Resource Certification Institute - 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(huà)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

50、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Papa Johns的H

51、armansky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?！霸谖业饺蔚淖畛鯉讉€(gè)月里,我的很多時(shí)間都用來(lái)四處探訪(fǎng)我們?cè)诟鞯氐姆植俊Ｔ谔皆L(fǎng)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Stuarts Draft市的McKee食品公司的HR經(jīng)理,高級(jí)人力資源管理師，Charlease Deathridge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?！拔覀?cè)诒镜毓S(chǎng)推出了一個(gè)精益

52、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(fǎng)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(fǎng)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