外文文献翻译人力资源管理的新型胜任力.docx

外文文献翻译人力资源管理的新型胜任力.docx

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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’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.