软件工程外文文献翻译Word格式.docx

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