外文文献翻译人力资源管理的新型胜任力讲解学习文档格式.docx
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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’sNew
Researchersidentifiedsixcorecompetenciesthathigh-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.
PracticalTool
InconductingdebriefingsforpeoplewhoparticipatedintheHRCS,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’