外文文献翻译-人力资源管理的新型胜任力

./原文：NewCompetenciesforHR

WhatdoesittaketomakeitbiginHR?Whatskillsandexpertisedoyouneed?Since1988,DaveUlrich,professorofbusinessadministrationattheUniversityofMichigan,andhisassociateshavebeenonaquesttoprovidetheanswers.Thisyear,they’vereleasedanall-new2007HumanResourceCompetencyStudy<HRCS>.ThefindingsandinterpretationslayoutprofessionalguidanceforHRforatleastthenextfewyears."Peoplewanttoknowwhatsetofskillshigh-achievingHRpeopleneedtoperformevenbetter,"saysUlrich,co-directoroftheprojectalongwithWayneBrockbank,alsoaprofessorofbusinessattheUniversityofMichigan.ConductedundertheauspicesoftheRossSchoolofBusinessattheUniversityofMichiganandTheRBLGroupinSaltLakeCity,withregionalpartnersincludingtheSocietyforHumanResourceManagement<SHRM>inNorthAmericaandotherinstitutionsinLatinAmerica,Europe,ChinaandAustralia,HRCSisthelongest-running,mostextensiveglobalHRcompetencystudyinexistence."Inreachingourconclusions,we’velookedacrossmorethan400companiesandareabletoreportwithstatisticalaccuracywhatHRexecutivessayanddo,"Ulrichsays."Theresearchcontinuestodemonstratethedynamicnatureofthehumanresourcemanagementprofession,"saysSHRMPresidentandCEOSusanR.Meisinger,SPHR."Thefindingsalsohighlightwhatanexcitingtimeitistobeintheprofession.Wecontinuetohavetheabilitytoreallyaddvaluetoanorganization.""HRCSisfoundationalworkthatisreallyimportanttoHRasaprofession,"saysCynthiaMcCague,seniorvicepresidentoftheCoca-ColaCo.,whoparticipatedinthestudy."TheyhavecreatedandcontinuetoenhanceaframeworkforthinkingabouthowHRdrivesorganizationalperformance."What’sNewResearchersidentifiedsixcorecompetenciesthathigh-performingHRprofessionalsembody.Thesesupersedethefivecompetenciesoutlinedinthe2002HRCS—thelaststudypublished—reflectingthecontinuingevolutionoftheHRprofession.Eachcompetencyisbrokenoutintoperformanceelements."Thisisthefifthround,sowecanlookatpastmodelsandcomparewheretheprofessionisgoing,"saysEvrenEsen,surveyprogrammanageratSHRM,whichprovidedthesampleofHRprofessionalssurveyedinNorthAmerica."Wecanactuallyseetheprofessionchanging.Somecoreareasremainthesame,butothers,basedonhowtheratersassessandperceiveHR,arenew."<Formoreinformation,see"TheCompetenciesandTheirElements,"atright.>Tosomedegree,thenewcompetenciesreflectachangeinnomenclatureorashufflingofthecompetencydeck.However,therearesomekeydifferences.Fiveyearsago,HR’sroleinmanagingculturewasembeddedwithinabroadercompetency.Nowitsimportancemeritsacompetencyofitsown.Knowledgeoftechnology,astand-alonecompetencyin2002,nowappearswithinBusinessAlly.Inotherinstances,thenewcompetenciescarryexpectationsthatpromisetochangethewayHRviewsitsrole.Forexample,theCredibleActivistcallsforHRtoeschewneutralityandtotakeastand—topracticethecraft"withanattitude."Toputthecompetenciesinperspective,it’shelpfultoviewthemasathree-tierpyramidwithCredibleActivistatthepinnacle.CredibleActivist.Thiscompetencyisthetopindicatorinpredictingoveralloutstandingperformance,suggestingthatmasteringitshouldbeapriority."You’vegottobegoodatallofthem,but,noquestion,[thiscompetency]iskey,"Ulrichsays."Butyoucan’tbeaCredibleActivistwithouthavingalltheothercompetencies.Inasense,it’sthewholepackage.""It’sadealbreaker,"agreesDaniJohnson,projectmanageroftheHumanResourceCompetencyStudyatTheRBLGroupinSaltLakeCity."Ifyoudon’tcometothetablewithit,you’redone.Itpermeateseverythingyoudo."TheCredibleActivistisattheheartofwhatittakestobeaneffectiveHRleader."ThebestHRpeopledonotholdback;theystepforwardandadvocatefortheirposition,"saysSusanHarmansky,SPHR,seniordirectorofdomesticrestaurantoperationsforHRatPapaJohn’sInternationalinLouisville,Ky.,andformerchairoftheHumanResourceCertificationInstitute."CEOsarenotwaitingforHRtocomeinwithoptions—theywantyourrecommendations;theywantyoutospeakfromyourpositionasanexpert,similartowhatyouseefromlegalorfinanceexecutives.""Youdon’twanttobecrediblewithoutbeinganactivist,becauseessentiallyyou’reworthlesstothebusiness,"Johnsonsays."Peoplelikeyou,butyouhavenoimpact.Ontheotherhand,youdon’twanttobeanactivistwithoutbeingcredible.Youcanbedangerousinasituationlikethat."BelowCredibleActivistonthepyramidisaclusterofthreecompetencies:CulturalSteward,TalentManager/OrganizationalDesignerandStrategyArchitect.CulturalSteward.HRhasalwaysownedculture.ButwithSarbanes-Oxleyandotherregulatorypressures,andCEOsrelyingmoreonHRtomanageculture,thisisthefirsttimeithasemergedasanindependentcompetency.Ofthesixcompetencies,CulturalStewardisthesecondhighestpredictorofperformanceofbothHRprofessionalsandHRdepartments.TalentManager/OrganizationalDesigner.Talentmanagementfocusesonhowindividualsenter,moveup,acrossoroutoftheorganization.Organizationaldesigncentersonthepolicies,practicesandstructurethatshapehowtheorganizationworks.TheirlinkingreflectsUlrich’sbeliefthatHRmaybeplacingtoomuchemphasisontalentacquisitionattheexpenseoforganizationaldesign.Talentmanagementwillnotsucceedinthelongrunwithoutanorganizationalstructurethatsupportsit.StrategyArchitect.StrategyArchitectsareabletorecognizebusinesstrendsandtheirimpactonthebusiness,andtoidentifypotentialroadblocksandopportunities.Harmansky,whorecentlyjoinedPapaJohn’s,demonstrateshowtheStrategyArchitectcompetencyhelpsHRcontributetotheoverallbusinessstrategy."Inmyfirstmonthshere,I’mspendingalotoftimetraveling,goingtoseestoresalloverthecountry.EverytimeIgotoastore,whilemycounterpartsofthemanagementteamaretalkingabout[operationalaspects],I’mtalkingtothepeoplewhoworkthere.I’mtryingtofindoutwhattheissuesaresurroundingpeople.HowdoIdevelopthem?I’mlookingformybusinessdifferentiatoronthepeoplesidesoIcancontributetothestrategy."WhenCharleaseDeathridge,SPHR,HRmanagerofMcKeeFoodsinStuartsDraft,Va.,identifiedapotentialroadblocktoimplementinganewmanagementphilosophy,sheusedtheStrategyArchitectcompetency."Whenwewererollingout‘leanmanufacturing’principlesatourlocation,weadministeredanemployeesatisfactionsurveytoassesshowtheworkersviewedthenewsystem.Thesatisfactionscoreswerelowerthanideal.Ishowed[management]howanegativecouldbecomeapositive,howwecouldusethedataandfollow-upsurveysasastrategictooltodemonstrateprogress."AnchoringthepyramidatitsbasearetwocompetenciesthatUlrichdescribesas"tablestakes—necessarybutnotsufficient."ExceptinChina,whereHRisatanearlierstageinprofessionaldevelopmentandthereisgreatemphasisontransactionalactivities,thesecompetenciesarelookeduponasbasicskillsthateveryonemusthave.Thereissomedisappointingnewshere.IntheUnitedStates,respondentsratedsignificantlyloweronthesecompetenciesthantherespondentssurveyedinothercountries.BusinessAlly.HRcontributestothesuccessofabusinessbyknowinghowitmakesmoney,whothecustomersare,andwhytheybuythecompany’sproductsandservices.ForHRprofessionalstobeBusinessAllies<andCredibleActivistsandStrategyArchitectsaswell>,theyshouldbewhatUlrichdescribesas"businessliterate."Themantraaboutunderstandingthebusiness—howitworks,thefinancialsandstrategicissues—remainsasimportanttodayasitdidineveryiterationofthesurveythepast20years.Yetprogressinthisareacontinuestolag."Eventhesehighperformersdon’tknowthebusinessaswellastheyshould,"Ulrichsays.Inhistravels,hegivesHRaudiences10questionstotesttheirbusinessliteracy.OperationalExecutor.TheseskillstendtofallintotherangeofHRactivitiescharacterizedastransactionalor"legacy."Policiesneedtobedrafted,adaptedandimplemented.Employeesneedtobepaid,relocated,hired,trainedandmore.Everyfunctionhereisessential,but—aswiththeBusinessAllycompetency—high-performingHRmanagersseemtoviewthemaslessimportantandscorehigherontheothercompetencies.EvensomehighlyeffectiveHRpeoplemayberunningariskinpayingtoolittleattentiontothesenuts-and-boltsactivities,Ulrichobserves.PracticalToolInconductingdebriefingsforpeoplewhoparticipatedintheHRCS,Ulrichobserveshowdelightedtheyareattheprescriptivenatureoftheexercise.Theindividualfeedbackreportstheyreceive<see"HowtheStudyWasDone">offerthemaroadmap,andtheyarehighlymotivatedtofollowit.Anyonewhohasbeenthrougha360-degreeappraisalknowsthatcriticismcanbejarring.It’sriskytoopenyourselfuptoothers’opinionswhenyoudon’thaveto.Addtheprospectofsharingtheresultswithyourbossandcolleagueswhowillberatingyou,andyoumaydecidetopass.Still,it’snotsurprisingthathighlymotivatedpeoplelikeDeathridgejumpedatthechanceforthefreefeedback."Allofitisnotgood,"saysDeathridge."Youhavetobewillingtofaceuptoit.Yougohome,workitoutandsay,‘WhyamIgettingthisbadfeedback?’"ButforDeathridge,theresultsmostlyconfirmedwhatshealreadyknew."Ibelievemostpeopleknowwherethey’reweakorstrong.Forme,itwasmosthelpfultolookathowcloseothers’ratingsofmematchedwithmyownassessments....There’ssomuchtolearnaboutwhatittakestobeagenuineleader,andthisstudyhelpedalot."DeathridgesaystheindividualfeedbackreportshereceivedhelpedherrealizetheimportanceoftakingastandanddevelopingherCredibleActivistcompetency."TherewasasituationwhereIhadalinemanagerwhowantedtodisciplinesomeone,"sherecalls."Inthepast,Iwouldn’thavebeenabletostandupasstronglyasIdid.IwasabletobeveryclearabouthowIfelt.Itoldhimthathehadnotdoneenoughtodocumenttheperformanceissue,andthatifhewantedtoinstitutedisciplineitwouldhavetobeatthelowestlevel.Inthepast,Iwouldhavebeenmoredeferentialandsaid,‘Let’scompromiseanddoitatsteptwoorthree.’ButIdidn’tdoit;Ispokeoutstronglyandheldmyground."ThiswasthesecondstudyforShaneSmith,directorofHRatCoca-Cola."Ididitforthefirsttimein2002.NowI’mseeingsometractioninthethingsI’vebeenworkingon.I’mpleasedtoseetheconsistencywithmyevaluationsofmyperformancewhencomparedtomyraters."WhatItAllMeansUlrichbelievesthatHRprofessionalswhowouldhavesucceeded30,20,even10yearsago,arenotaslikelytosucceedtoday.Theyareexpectedtoplaynewroles.Todoso,theywillneedthenewcompetencies.UlrichurgesHRtoreflectonthenewcompetenciesandwhattheyrevealaboutthefutureoftheHRprofession.Hismessageisdirectandunforgiving."LegacyHRworkisgoing,andHRpeoplewhodon’tchangewithitwillbegone."Still,heremainsoptimisticthatmanyinHRareheedinghiscall."TwentypercentofHRpeoplewillnevergetit;20percentarereallytopperforming.Themiddle60percentaremovingintherightdirection,"saysUlrich."Withinthat60percentthereareHRprofessionalswhomaybeatthetablebutarenotcontributingfully,"headds."That’sthegroupIwanttotalkto....Iwanttoshowthemwhattheyneedtodotohaveanimpact."Asastart,UlrichrecommendsHRprofessionalsconsiderinitiatingthreeconversations."Oneiswithyourbusinessleaders.Reviewthecompetencieswiththemandaskthemifyou’redoingthem.Next,posethesamequestionstoyourHRteam.Then,askyourselfwhetheryoureallyknowthebusinessorifyou’reglossingonthesurface."Finally,setyourpriorities."Ourdatasay:‘GetworkingonthatCredibleActivist!’"RobertJ.Grossman,acontributingeditorofHRMagazine,isalawyerandaprofessorofmanagementstudiesatMaristCollegeinPoughkeepsie,N.Y.from：RobertJ.Grossman

,HRMagazine,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DaveUlrich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[2007HumanResourceCompetencyStudy<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.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SusanR.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CynthiaMcCague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EvrenEsen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.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DaniJohnson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."SusanHarmansky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PapaJohn’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〔HumanResourceCertificationInstitute-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/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PapaJohn’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StuartsDraft市的McKee食品公司的HR经理,高级人力资源管理师,CharleaseDeathridge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