外文文献翻译-人力资源管理的新型胜任力

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“legacy. ” 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 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

44、 (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机构。HRC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，

45、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：“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

46、力， 从而取代了 在2002年HRCSS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， 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

47、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。

48、 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，他们积极进取且贡献良多。CEO'I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。” Su

49、san 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 John's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 /

50、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'1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

51、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 潜在的障碍和机遇。新加盟 Papa John's的Harmansky向我们展示了“战略策 划师”这项胜任力是如何为整个商业战略做出贡献的。 “在我到任的最初几个月 里，我的很多时间都用来四处探访我们在各地的分部。 在探访分部的时候， 我的 管理层伙伴们探讨运作事宜， 我则和那里的员工进行交谈。 我试图了解那些与人 相关的事务。我应怎样培养员工？我尽量利用自己在人力资源方面的商业头脑， 以便能为商业战略作出贡献。无独有偶，弗吉尼亚洲 Stuarts Draft 市的

52、McKee食品公司的HR经理，高 级人力资源管理师， Charlease Deathridge 女士发现了一个实施新的管理措施 中的潜在障碍， 她运用了“战略策划师”这个胜任力。 “我们在本地工厂推出了 一个精益生产'管理方案。 对此， 我们进行了一项民意调查。 调查结果显示员 工的满意度比我们预想的要低。我向管理层陈述了如何将负面因素化为正面因 素，我们要如何应用这些数据和接下来的调查， 并将其作为一种战略性工具， 帮 助我们达到成功。”在金字塔的底部，有两项胜任力， Ulrich 教授将其称为“基柱必要但 不充分”。 （在这里要特别说明一下，中国的情况比较特殊，因为中国目前的人 力资源行业还处在一个相对初级的阶段， 人力资源的精力更多地是放在事务性工 作中。）这些技巧已经被看作是人人都应该具有的技能。但令人失望的是，在美 国，受访者给予这两项胜任力的分数明显低于其他国家受访者所给的分数。商业同盟 人力资源管理者了解商业的运作，包括客户是谁，他们为什么购 买公司的产品和服务，HR对公司的成功运做贡献良多。HR想要具备成为商业同 盟这项胜任力 （可信赖的行动家和战略策划师也一样） ，就必须如 Ulrich 所说， 成为一名“商业学者”。 也就是说要真正了解商业包括其运作模式， 财务和 战略问题等这些在今天依然是非常重要的，这一点在过去20 年的研究中都有所体现。然而，这方