软件工程外文文献翻译Word格式.docx
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vereleasedanall-new2007HumanResourceCompetencyStudy(HRCS).The
findingsandinterpretationslayoutprofessionalguidanceforHRforatleastthenextfewyears.
“Peoplewanttoknowwhatsetofskillshigh-achievingHRpeopleneedto
performevenbetter,”saysUlrich,co-directoroftheprojectalongwithWayne
Brockbank,alsoaprofessorofbusinessattheUniversityofMichigan.
ConductedundertheauspicesoftheRossSchoolofBusinessattheUniversityofMichiganandTheRBLGroupinSaltLakeCity,withregionalpartnersincludingtheSocietyforHumanResourceManagement(SHRM)inNorthAmericaandotherinstitutionsinLatinAmerica,Europe,ChinaandAustralia,HRCSisthelongest-running,mostextensiveglobalHRcompetencystudyinexistence.“In
reachingourconclusions,we?
velookedacrossmorethan400companiesandareabletoreportwithstatisticalaccuracywhatHRexecutivessayanddo,”Ulrichsays.
“Theresearchcontinuestodemonstratethedynamicnatureofthehuman
resourcemanagementprofession,”saysSHRMPresidentandCEOSusanR.Meisinger,SPHR.“Thefindingsalsohighlightwhatanexcitingtimeitistobeintheprofession.Wecontinuetohavetheabilitytoreallyaddvaluetoanorganization.”
“HRCSisfoundationalworkthatisreallyimportanttoHRasaprofession,”saysCynthiaMcCague,seniorvicepresidentoftheCoca-ColaCo.,whoparticipatedinthestudy.“TheyhavecreatedandcontinuetoenhanceaframeworkforthinkingabouthowHRdrivesorganizationalperformance.”
What’sNew
Researchersidentifiedsixcorecompetenciesthathigh-performingHRprofessionalsembody.Thesesupersedethefivecompetenciesoutlinedinthe2002HRCS—thelaststudypublished—reflectingthecontinuingevolutionoftheHR
profession.Eachcompetencyisbrokenoutintoperformanceelements.
“Thisisthefifthround,sowecanlookatpastmodelsandcomparewheretheprofessionisgoing,”saysEvrenEsen,surveyprogrammanageratSHRM,whichprovidedthesampleofHRprofessionalssurveyedinNorthAmerica.“Wecanactuallyseetheprofessionchanging.Somecoreareasremainthesame,butothers,
basedonhowtheratersassessandperceiveHR,arenew.”(Formoreinformation,see“TheCompetenciesandTheirElements,”atright.)
Tosomedegree,thenewcompetenciesreflectachangeinnomenclatureorashufflingofthecompetencydeck.However,therearesomekeydifferences.
Fiveyearsago,HR?
sroleinmanagingculturewasembeddedwithinabroader
competency.Nowitsimportancemeritsacompetencyofitsown.Knowledgeoftechnology,astand-alonecompetencyin2002,nowappearswithinBusinessAlly.Inotherinstances,thenewcompetenciescarryexpectationsthatpromisetochangethewayHRviewsitsrole.Forexample,theCredibleActivistcallsforHRtoeschewneutralityandtotakeastand—topracticethecraft“withanattitude.”
Toputthecompetenciesinperspective,it?
shelpfultoviewthemasathree-tier
pyramidwithCredibleActivistatthepinnacle.
CredibleActivist.Thiscompetencyisthetopindicatorinpredictingoveralloutstandingperformance,suggestingthatmasteringitshouldbeapriority.“You?
vegottobegoodatallofthem,but,noquestion,[thiscompetency]iskey,”Ulrichsays.
“Butyoucan?
tbeaCredibleActivistwithouthavingalltheothercompetencies.Inasense,it?
sthewholepackage.”
“It?
sadealbreaker,”agreesDaniJohnson,projectmanageroftheHumanResourceCompetencyStudyatTheRBLGroupinSaltLakeCity.“Ifyoudon?
tcome
tothetablewithit,you?
redone.Itpermeateseverythingyoudo.”
TheCredibleActivistisattheheartofwhatittakestobeaneffectiveHRleader.“ThebestHRpeopledonotholdback;
theystepforwardandadvocatefortheir
position,”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.Talentmanagementfocusesonhow
individualsenter,moveup,acrossoroutoftheorganization.Organizationaldesigncentersonthepolicies,practicesandstructurethatshapehowtheorganizationworks.TheirlinkingreflectsUlrich?
sbeliefthatHRmaybeplacingtoomuchemphasison
talentacquisitionattheexpenseoforganizationaldesign.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“business
literate.”Themantraaboutunderstandingthebusiness—howitworks,thefinancials
andstrategicissues—remainsasimportanttodayasitdidineveryiterationofthesurveythepast20years.Yetprogressinthisareacontinuestolag.
“Eventhesehighperformersdon?
tknowthebusinessaswellastheyshould,”Ulrichsays.Inhistravels,hegivesHRaudiences10questionstotesttheirbusinessliteracy.
OperationalExecutor.TheseskillstendtofallintotherangeofHRactivitiescharacterizedastransactionalor“legacy.”Policiesneedtobedrafted,adaptedandimplemented.Employeesneedtobepaid,relocated,hired,trainedandmore.Everyfunctionhereisessential,but—aswiththeBusinessAlly
competency—high-performingHRmanagersseemtoviewthemaslessimportantandscorehigherontheothercompetencies.EvensomehighlyeffectiveHRpeoplemayberunningariskinpayingtoolittleattentiontothesenuts-and-boltsactivities,Ulrichobserves.
PracticalTool
InconductingdebriefingsforpeoplewhoparticipatedintheHRCS,Ulrichobserveshowdelightedtheyareattheprescriptivenatureoftheexercise.Theindividualfeedbackreportstheyreceive(see“HowtheStudyWasDone”)offerthem
aroadmap,andtheyarehighlymotivatedtofollowit.
Anyonewhohasbeenthrougha360-degreeappraisalknowsthatcriticismcanbejarring.It?
sriskytoopenyourselfuptoothers?
opinionswhenyoudon?
thaveto.Addtheprospectofsharingtheresultswithyourbossandcolleagueswhowillberatingyou,andyoumaydecidetopass.Still,it?
snotsurprisingthathighlymotivatedpeoplelikeDeathridgejumpedatthechanceforthefreefeedback.
“Allofitisnotgood,”saysDeathridge.“Youhavetobewillingtofaceuptoit.Yougohome,workitout