外文文献翻译人力资源管理新型胜任力.docx

外文文献翻译人力资源管理新型胜任力.docx

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外文文献翻译人力资源管理新型胜任力

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。

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'rewe