外文文獻翻譯-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 al

2、l -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 HRpeople need to perform even better, ” says Ulrich, co -director of the project along wit

3、h 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 RBLGroup in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North Ameri

4、ca and other institutions in Latin America, Europe, China and Australia,HRCS is the longest-running, most extensive global HRcompetency study in existence.“In reaching our conclusions, we'velooked across more than 400 companies and are able to report with statistical accuracy what HR executives

5、say and do,” Ulrich says.“The research continues to demonstrate the dynamic nature of thehumanresource managementprofession, ” says SHRMPresident and CEOSusan 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 real

6、ly 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 andcontinue to enhance a framework for thinking about how HR drives organiz

7、ational performance.”What's NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCS the last study published reflectingthe continuingevolution of the HR profession. Each competency is broken out

8、 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 HRprofessionals surveyed in North America. “We can actually see the profession changing. Some c

9、ore areas remain the same, but others,based on how the raters assess and perceiveHR, are new. ” (For more information, see“The Competencies and TheirElements, ” at right.)To somedegree, the newcompetencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are som

10、e key differences.Five years ago, HR 's role in managing culture was embedded within a broader competency. Nowits 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

11、 expectations that promise to change the wayHRviews its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand to practice the craft“with an attitude. ”To put the competencies in perspective, it's helpful to view themas a three-tier pyramid with Credible A

12、ctivist at the pinnacle.Credible Activist. This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority.“You've got to be good at all of them, but, no question,this competency is key, ” Ulrich says.“But you can 't be a

13、CredibleActivist without having all the other competencies. In a sense, it 's the whole package. ”“It 's a deal breaker, ” agrees Dani Johnson, project manager of the Human Resource CompetencyStudy at The RBL Group in Salt Lake City. “If you don't cometo the table with it, you're don

14、e. 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 stepforward and advocate for their position, ” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HRat Pap

15、a John's International in Louisville, Ky., and former chair of the HumanResource 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 exe

16、cutives. ”“You don't want to be credible without being an activist, because essentially you 're worthless to the business,” Johnson says. “Peoplelike you, but you have no impact. On the other hand, you don't want tobe an activist without being credible. You can be dangerous in a situatio

17、n 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 more on HR

18、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 focuseson how individua

19、ls 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'sbelief that HR may be placing too much emphasis on talent acquisition at the expense of organizationa

20、l design. Talent managementwill 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. Harmansky, who rece

21、ntly joined Papa John's, demonstrates how the Strategy Architect competency helps HRcontribute to the overall business strategy. “In myfirst months here, I'm 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 m

22、anagementteam are talking about operational aspects, I'm talking to the people who work there. I 'm 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. ”WhenC

23、harlease Deathridge, SPHR,HRmanager of McKeeFoods in Stuarts Draft, Va., identified a potential roadblock to implementing a new managementphilosophy, she used the Strategy Architect competency. “When we were rolling outlean manufacturing ' principles at our location,we administered an employee s

24、atisfaction 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 coulduse the data and follow-up surveys as a strategic tool to demonstrate progress. ”Anchoring the pyramid at its bas

25、e are two competencies that Ulrich describes as “table stakes necessary 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 ha

26、ve. 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. HRcontributes to the success of a business by knowing how it makes money, who the customers are, and why they b

27、uy the company's 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 business how it works, the financials and strategic issues

28、 remains 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 don't know the business as well as they should, ” Ulrich says. In his travels, he gives HRaudiences 10 questions to test their business

29、 literacy.Operational Executor.These skills tend to fall into the range of HRactivities characterized as transactional or“l(fā)egacy. ” Policies needto be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, but as with the Bu

30、siness Ally competencyhigh-performing HR managersseem 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-and-bolts activities, Ulrich observes.Practical ToolIn conducting d

31、ebriefings 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 theStudy Was Done”) offer them a road map, and they are highly motivated to follow it.Anyone who has been throu

32、gh a 360-degree appraisal knows that criticism can be jarring. It's risky to open yourself up to others'opinions when you don't 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, it's not surprisin

33、g that highly motivated people likeDeathridge 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 gettingthis bad feedback? ' ”But for Deathridge, the results mostly confirmed wh

34、at she already knew. “I believe most people know where they're weak or strong. For me, itwas most helpful to look at how close others ' ratings of me matched with my own assessments. . There 's so much to learn about what it takes to be a genuine lea der, and this study helped a lot.”Dea

35、thridge says the individual 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 wouldn't have been able

36、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 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, L

37、et's compromise and do it at step two or three. ' But I didn 't do it; I spoke out strongly and held my ground. ”This was the second study for ShaneSmith, director of HRat Coca-Cola. “I did it for the first time in 2002. Now I'm seeing some traction inthe things I've been working

38、 on. I 'mpleased to see the consistency with my 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,

39、they will need the new competencies.Ulrich urges HRto reflect on the newcompetencies 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 don't changewith it will be gone.” Still, he remains optimistic that

40、 many in HR areheeding his call.“Twenty percent of HR people will never get it; 20percent are really top performing. The middle 60 percent are moving in the right direction, ” says Ulrich.“Within that 60 percent there are HRprofessionals who maybe at the table but ar e not contributing fully,” he ad

41、ds. “ That 's the group Iwant to talk 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 thecompetencies with them and ask them if you're doing th

42、em. Next, pose the samequestions to your HRteam. Then, ask yourself whether you really know the business or if you 're glossing on the surface. ” Finally, set your priorities.“Our data say: Get working on that Credible Activist! ' ”Robert J. Grossman, a contributing editor of HRMagazine, is

43、a lawyer and a professor of managementstudies 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 告 2007 Human Resource Competency Study

44、 (HRCS) ，這項研究成果將成為未 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)了這項研究。該項研究由密歇根大學(xué)的羅斯商學(xué)院及鹽湖城的RBL集團主辦，并與世界各地的機構(gòu)進行合作，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構(gòu)。HRC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(jié)果， 我們對 400 余家企業(yè)進行了調(diào)查研究，

45、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(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)一項非常重要的基礎(chǔ)性研究。 它創(chuàng)造并不斷強 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?！?(一級標題)關(guān)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

46、力， 從而取代了 在2002年HRCSS布的五項勝任力，這充分表明了 HR這個領(lǐng)域在不斷發(fā)展進步。 每一項勝任力都被細化為績效因素?！耙驗檫@是第五次進行這樣的調(diào)查了， 所以我們可以與過去的研究結(jié)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(diào)研項目經(jīng) Evren Esen這樣說，她此次負責(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 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

47、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)該將掌握這項勝任力放在優(yōu)先位置。

48、 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(guān)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?！丙}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?！笨尚刨嚨男袆蛹疫@項素質(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，他們積極進取且貢獻良多。CEO'I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(wù) 總監(jiān)一樣?！?Su

49、san Harmansky 這樣說。她是一名高級人力資源管理師，擔(dān)任 美國肯塔基州路易斯維爾市的 Papa John's國際連鎖機構(gòu)的當?shù)夭惋嫻镜母?級人力資源總監(jiān)，她之前曾擔(dān)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力， 但是卻不值得信賴。 因為這樣會讓你自己置于險 境?！痹诳尚刨嚨男袆蛹抑拢侨梽偃瘟Γ何幕墒?，人才管家 /

50、組織設(shè)計者 和戰(zhàn)略設(shè)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'1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(shè)計者 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)計則包括關(guān)于公司如何運作的公司政策、 實施和結(jié)構(gòu)等。 它們之間的 聯(lián)系反應(yīng)了 Ulrich 教授的觀點，他認為，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。 長遠看

51、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，能夠發(fā)覺 潛在的障礙和機遇。新加盟 Papa John's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。 “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(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。無獨有偶，弗吉尼亞洲 Stuarts Draft 市的

52、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(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 助我們達到成功?！痹诮鹱炙牡撞浚袃身梽偃瘟?， 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(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?買公司的產(chǎn)品和服務(wù)，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(xué)者”。 也就是說要真正了解商業(yè)包括其運作模式， 財務(wù)和 戰(zhàn)略問題等這些在今天依然是非常重要的，這一點在過去20 年的研究中都有所體現(xiàn)。然而，這方