外文文献翻译人力资源管理的新型胜任力Word格式文档下载.docx

1、New Competencies for HR What does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, professor of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, theyve released an all-new 20

2、07 Human Resource Competency Study （HRCS）. The findings and interpretations lay out professional guidance for HR for at least the next few years. “People want to know what set of skills high-achieving HR people need to perform even better,” says Ulrich, co-director of the project along with Wayne Br

3、ockbank, also a professor of business at the University of Michigan. Conducted under the auspices of the Ross School of Business at the University of Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management （SHRM） in North America and o

4、ther institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensive global HR competency study in existence. “In reaching our conclusions, weve looked across more than 400 companies and are able to report with statistical accuracy what HR executives say and d

5、o,” Ulrich says. “The research continues to demonstrate the dynamic nature of the human resource management profession,” says SHRM President and CEO Susan R. Meisinger, SPHR. “The findings also highlight what an exciting time it is to be in the profession. We continue to have the ability to really a

6、dd value to an organization.” “HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in the study. “They have created and continue to enhance a framework for thinking about how HR drives organizat

7、ional performance.” Whats New Researchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCSthe last study publishedreflecting the continuing evolution of the HR profession. Each competency is broken out into

8、 performance elements. “This is the fifth round, so we can look at past models and compare where the profession is going,” says Evren Esen, survey program manager at SHRM, which provided the sample of HR professionals surveyed in North America. “We can actually see the profession changing. Some core

9、 areas remain the same, but others, based on how the raters assess and perceive HR, are new.” （For more information, see “The Competencies and Their Elements,” at right.） To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are s

10、ome key differences. Five years ago, HRs role in managing culture was embedded within a broader competency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry e

11、xpectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a standto practice the craft “with an attitude.” To put the competencies in perspective, its helpful to view them as a three-tier pyramid with Credible Activ

12、ist at the pinnacle. Credible Activist. This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. “Youve got to be good at all of them, but, no question, this competency is key,” Ulrich says. “But you cant be a Credible Act

13、ivist without having all the other competencies. In a sense, its the whole package.” “Its a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The RBL Group in Salt Lake City. “If you dont come to the table with it, youre done. It permeates everything you d

14、o.” The Credible Activist is at the heart of what it takes to be an effective HR leader. “The best HR people do not hold back; they step forward and advocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa Johns International in Louis

15、ville, Ky., and former chair of the Human Resource Certification Institute. “CEOs are not waiting for HR to come in with optionsthey want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.” “You dont want to be cred

16、ible without being an activist, because essentially youre worthless to the business,” Johnson says. “People like you, but you have no impact. On the other hand, you dont want to be an activist without being credible. You can be dangerous in a situation like that.” Below Credible Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.