外文文献翻译_人力资源管理的新型胜任力

1、WORD 格式整理原文：New Competencies for HRWhat does it take to make it big in HR? What skills and expertise doyou need? Since 1988, Dave Ulrich, professor of business administrationat the University of Michigan, and his associates have been on a questto providetheanswers.This year,they ve releasedanall -ne

2、w2007HumanResourceCompetencyStudy(HRCS).Thefindingsandinterpretations lay out professional guidance for HR for at least the nextfew years.“ People want to know what set of skills high-achieving HR peopleneedto performevenbetter,”says Ulrich, co -directorof theprojectalongwithWayneBrockbank,alsoaprof

3、essorofbusinessattheUniversity of Michigan.Conducted under the auspices of the Ross School of Business at theUniversity of Michigan and The RBL Group in Salt Lake City, with regionalpartnersincludingtheSocietyforHumanResourceManagement(SHRM) in North America and other institutions in Latin America,

4、Europe,China and Australia, HRCS is the longest-running, most extensive globalHR competencystudyinexistence.“ In reachingourconclusions,we ve looked across more than 400 companies and are able to reportwith statistical accuracy what HR executives say and do,” Ulrich says.专业技术参考资料WORD 格式整理“ The resea

5、rchcontinuesto demonstratethedynamicnatureofthehumanresourcemanagementprofession,says” SHRM Presidentand CEO Susan R. Meisinger, SPHR.“ The findings also highlight what anexciting time it is to be in the profession. We continue to have the abilityto really add value to an organization. ”“ HRCS is fo

6、undationalworkthatis reallyimportant toHRas aprofession,”says CynthiaMcCague,seniorvice presidentoftheCoca- Cola Co., who participatedinthe study.“ They havecreatedand continue to enhance a framework for thinking about how HR drivesorganizational performance.”What s NewResearchers identified six cor

7、e competencies that high-performingHR professionalsembody.Thesesupersedethefivecompetenciesoutlinedin the2002HRCSthelaststudypublished reflectingthecontinuing evolution of the HR profession. Each competency is brokenout into performance elements.“ This is the fifth round, so we can look at past mode

8、ls andcomparewheretheprofessionis going,” saysEvrenEsen,surveyprogrammanageratSHRM,whichprovidedthesampleofHRprofessionalssurveyedin NorthAmerica.“ We canactuallyseethe专业技术参考资料WORD 格式整理professionchanging.Somecoreareasremainthesame,butothers,based on how the raters assess and perceive HR, are new.” (

9、For moreinformation, see“ The Competencies andTheir Elements,” at right.)Tosomedegree,thenewcompetenciesreflectachangeinnomenclature or a shuffling of the competency deck. However,thereare some key differences.Fiveyearsago,HR s role in managingculturewasembeddedwithinabroadercompetency.Nowitsimporta

10、ncemeritsacompetencyofitsown. Knowledgeoftechnology,astand-alonecompetencyin2002,nowappearswithinBusinessAlly. Inotherinstances,thenewcompetenciescarryexpectationsthatpromisetochangethe wayHR viewsits role. Forexample,theCredibleActivistcalls for HR to eschew neutrality and to take a standto practic

11、e thecraft“ with an attitude.”To put the competencies in perspective, it s helpful to view themas a three-tier pyramid with Credible Activist at the pinnacle.Credible Activist.This competency is the top indicator in predictingoveralloutstandingperformance,suggestingthatmasteringit shouldbe a priorit

12、y.“ 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 Credible专业技术参考资料WORD 格式整理Activist without having all the other competencies. In a sense, it swhole package.”“ It s a deal breaker, ” agrees Dani Johnson, project manager of the Human

13、Resource Competency Study at The RBL Group in Salt LakeCity.“ If youdon t cometothetablewithit, you re done.Itpermeates everything you do.”The CredibleActivistis attheheartofwhatit takestobeaneffective HR leader.“ The best HR people do not hold back; they stepforward and advocate fortheir position,”

14、 says Susan Harmansky, SPHR,senior director of domestic restaurant operations for HR at Papa JohnInternational in Louisville, Ky., and former chair of the Human ResourceCertificationInstitute. “ CEOs arenot waitingforHR tocomein withoptions theywantyourrecommendations;theywantyou to speakfrom your p

15、ositionas anexpert,similar towhatyou seefromlegal orfinance executives.”“ Youdon twanttobecrediblewithoutbeinganactivist,becauseessentiallyyou re worthlessto thebusiness,”Johnsonsays.“ Peoplelike you,butyouhaveno impact.On theotherhand,youdon t wanttobeanactivistwithoutbeingcredible.Youcanbedangerou

16、s in a situation like that.”专业技术参考资料WORD 格式整理BelowCredibleActivistonthepyramidis aclusterofthreecompetencies:CulturalSteward,TalentManager/OrganizationalDesigner and Strategy Architect.CulturalSteward.HRhasalwaysownedculture.ButwithSarbanes-Oxley and other regulatory pressures, and CEOs relying more

17、onHR to manageculture,this is thefirst timeit has emergedas anindependent competency. Of the six competencies, Cultural Steward isthe secondhighest predictor ofperformanceof bothHR professionalsand HR departments.Talent Manager/OrganizationalDesigner.Talentmanagementfocusesonhowindividualsenter,move

18、up,acrossoroutof theorganization.Organizationaldesigncentersonthe policies, practicesand structurethatshapehow theorganizationworks.Theirlinkingreflects Ulrich s belief that HR may be placing too muchemphasis ontalentacquisitionat theexpenseof organizationaldesign.Talentmanagement will not succeed i

19、n the long run without an organizationalstructure that supports it.StrategyArchitect.StrategyArchitectsareabletorecognizebusinesstrendsandtheirimpactonthebusiness,andtoidentifypotentialroadblocksandopportunities.Harmansky,whorecentlyjoinedPapaJohn s, demonstrateshowtheStrategyArchitect专业技术参考资料WORD 格

20、式整理competencyhelpsHR contribute totheoverallbusiness strategy.“ Inmy first months here, I m spending a lot of time traveling, going to seestores alloverthecountry.EverytimeIgotoa store,whilemycounterparts of the management team are talking about operationalaspects, I m talking to the people who work

21、 there. Ito find m tryingout whatthe issues aresurroundingpeople.Howdo I develop them?I m lookingformy businessdifferentiatoron thepeople sideso I cancontribute to the strategy.”When Charlease Deathridge, SPHR, HR manager of McKee Foods inStuartsDraft,Va.,identifiedapotentialroadblockto implementing

22、anewmanagementphilosophy,sheusedtheStrategy Architectcompetency.“ Whenwewererolling out lean manufacturingprinciplesatour location,weadministeredan employeesatisfactionsurveytoassesshowtheworkersviewedthenewsystem.Thesatisfaction scores were lower than ideal. I showed management howa negative could

23、become a positive, how we could use the data andfollow- up surveys as a strategic tool to demonstrate progress.”Anchoringthepyramidatits basearetwocompetenciesthatUlrichdescribesas“ tablestakes necessary butnotsufficient.”ExceptinChina,whereHR is atanearlierstageinprofessionaldevelopmentandthereis g

24、reatemphasison transactionalactivities,专业技术参考资料WORD 格式整理these competencies are looked upon as basic skills that everyone musthave.Thereis somedisappointingnewshere.In theUnitedStates,respondents rated significantly lower on these competencies than therespondents surveyed in other countries.Business

25、Ally. HR contributes to the success of a business by knowinghowit makesmoney,whothecustomersare,andwhytheybuythecompany s products and services. For HR professionals to be BusinessAllies(andCredibleActivistsandStrategyArchitectsas well),theyshouldbewhatUlrichdescribesas “ business literate.The” mant

26、raaboutunderstandingthebusiness howit works,thefinancialsandstrategic issuesremains as important today as it did in every iterationof the survey the past 20 years. Yet progress in this area continues to lag.“ Even thesehighperformersdon t knowthebusiness as well astheyshould,”Ulrichsays. In his trav

27、els,hegivesHR audiences10questions to test their business literacy.OperationalExecutor.These skills tendto fall intotherangeof HRactivities characterized as transactional orbe drafted,adaptedandimplemented.Employeesrelocated,hired,trainedandmore.Everyfunction“ legacy. ” Policies need to need to be p

28、aid,here is essential,but aswiththeBusinessAllycompetency high-performingHRmanagers seem to view them as less important and score higher on the专业技术参考资料WORD 格式整理othercompetencies.Even somehighlyeffectiveHR peoplemayberunningarisk inpayingtoolittleattentiontothesenuts-and-boltsactivities, Ulrich obser

29、ves.Practical ToolIn conducting debriefings for people who participated in the HRCS,Ulrich observes how delighted they are at the prescriptive nature of theexercise. The individual feedback reports they receive (seeHow the“StudyWasDone ” ) offerthemaroadmap,andtheyarehighlymotivated to follow it.Any

30、one who has been through a 360-degree appraisal knows thatcriticismcanbejarring.It sriskyto openyourself up to others opinionswhenyou don t have to.Add theprospect ofsharing theresultswith yourboss andcolleagueswho will be rating you, and youmaydecidetopass. Still, it snotsurprisingthat highlymotiva

31、tedpeople like Deathridge jumped at the chance for the free feedback.“ All of it is not good,” says Deathridge.“ You have to be willing toface up to it. You go home, work it out and say, Why am I getting thisbad feedback?”But for Deathridge,the results mostlyconfirmedwhatshe alreadyknew.“ I believe

32、most people know where they re weak or strong. For专业技术参考资料WORD 格式整理me,it wasmosthelpfultolookathowcloseothersratingsof mematched with my own assessments. . There s so much to learn aboutwhat it takes to be a genuine leader, and this study helped a lot.”Deathridgesaystheindividualfeedbackreportsherec

33、eivedhelped herrealizetheimportanceoftaking a standanddevelopingher Credible Activist competency.“ There was a situation where I hada line manager who wantedto discipline someone,” recallsshe.“ Inthe past, I wouldn t have been able to stand up as strongly as I did. Iwasable to be very clear about ho

34、w I felt. I told himthat he had notdoneenoughtodocumenttheperformanceissue,andthat ifhewanted to institute discipline it would have to be at the lowest level. Inthepast,I wouldhave been moredeferentialand said, Let scompromise and do it at step two or three. But I didn t do it; I spokeout strongly a

35、nd held my ground.”This wasthesecondstudyforShaneSmith,directorofHR atCoca- Cola.“ I didit for the first timein 2002. NowI m seeingsometractionin thethingsI ve beenconsistencywith my evaluationsworkingon. I m pleasedto see theof my performancewhencomparedto my raters.”What It All Means专业技术参考资料WORD 格

36、式整理Ulrich believes that HR professionals who would have succeeded 30,20, even10 years ago,arenotas likely to succeedtoday.They areexpectedtoplaynewroles.Todoso,theywillneedthenewcompetencies.Ulrich urges HR to reflect on the new competencies and what theyreveal about the future of the HR profession.

37、 His message is direct andunforgiving.“ LegacyHR workis going,andHR peoplewhodon tchange with it will be gone.” Still, he remains optimistic that many in HRare he eding his call.“ Twenty percent of HR people will never get it; 20percent are really top performing. The middle 60 percent are moving int

38、he right direction,” says Ulrich.“ Within that 60 percent there are HR professionals who may be atthe table but arenot contributing fully,” he adds.“ That s the group Iwant to talk to. . I want to show them what they need to do to have animpact.”As astart,UlrichrecommendsHR professionalsconsiderinit

39、iatingthreeconversations.“ One is withyourbusiness lea ders.Reviewthecompetencieswiththemandaskthemif you re doingthem. Next,posethesamequestionsto yourHR team. Then, ask yourself whetheryoureallyknowthebusinessorifyou re glossingon thesurface.”专业技术参考资料WORD 格式整理Finally,setyourpriorities.“ Ourdatasay

40、: GetworkingonthatCredible Activist!”RobertJ. Grossman,acontributingeditorofHR Magazine, is alawyeranda professorofmanagementstudiesatMaristCollegeinPoughkeepsie, N.Y.from ：Robert J. Grossman , HR Magazine, 2007,06专业技术参考资料WORD 格式整理译文：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

41、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WayneBrockbank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

42、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 McCague先生说：专业技术参考资料WORD 格式整理“人力资源

43、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，

44、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

45、些胜任力， 把这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专业技术参考资料Human ResourceWORD 格式整理胜任力，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

46、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，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（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

47、是，你毫无影响力。 另一方面，你也不希望自己只具备行动力，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。专业技术参考资料WORD 格式整理人才管家 / 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。战略策划师战略策划师能够敏锐地感知到商业的趋势及其影响，能够发觉潜在的障碍和机