软件工程外文文献翻译.docx

1、软件工程外文文献翻译软件工程外文文献翻译大连交通大学2012届本科生毕业设计(论文)外文翻译原文：New Competencies for HRWhat 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 a

2、nswers This year, they?ve released an all-new 2007 Human Resource Competency Study (HRCS) Thefindings and interpretations lay out professional guidance for HR for at least the next few yearsuPeople want to know what set of skills high-achieving HR people need toperform even better, n says Ulrich, co

3、-director of the project along with WayneBrockbank, 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 Resourc

4、e Management (SHRM) in North America and other institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensive globalHR competency study in existence Tnreaching our conclusions, we?ve looked across more than 400 companies and are able to report with statistica

5、l accuracy what HR executives say and do, Ulrich saysThe research continues to demonstrate the dynamic nature of the humanresource management profession, v 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 continu

6、e to have the ability to really add 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. uThey have created and continue to enhance a framework for thinking

7、 about how HR drives organizational performance”What s NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCSthe last study published一reflecting the continuing evolution of the HRprofession. Each c

8、ompetency is broken out into performance elementsuThis 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 NorthAmerica We can actually see the profes

9、sion changing Some core areas remain the same, but others,大连交通大学2012届本科生毕业设计(论文)外文翻译based on how the raters assess and perceive HR, are new. ” (For more information, see The Competencies and Their Elements, v at right)To some degree, the new competencies reflect a change in nomenclature or a shuffli

10、ng of the competency deck However, there are some key differencesFive years ago, HR?s role in managing culture was embedded within a broadercompetency Now its importance merits a competency of its own.Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In oth

11、er instances, the new competencies carry expectations 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 nTo put the competencies in perspective, it?s helpful to view them as

12、a three-tierpyramid with Credible Activist at the pinnacleCredible Activist This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority uYou?ve got to be good at all of them, but, no question, this competency is key, Ulrich sa

13、ysBut you can?t be a Credible Activist without having all the other competencies In a sense, it?s the whole packageTt?s a deal breaker, agrees Dani Johnson, project manager of the Human Resource Competency Study at The RBL Group in Salt Lake City uIf you don?t cometo the table with it, you?re done I

14、t permeates everything you do. ”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 theirposition, n says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa Jo

15、hn?s International in Louisville, 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 nu

16、You don?t want to be credible without being an activist, because essentially you?re worthless to the business, n Johnson says People like you, but you have no impact On the other hand, you don?t want to be an activist without being credible You can be dangerous in a situation like that”Below Credibl

17、e Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.Cultural Steward HR has always owned culture But with Sarbanes- Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is t

18、he first time it has emerged as an independent competency Of the six competencies,大连交通大学2012届本科生毕业设计（论文）外文翻译Cultural Steward is the second highest predictor of performance of both HR professionals and HR departmentsTalent Manager/Organizational Designer Talent management focuses on howindividuals en

19、ter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works Their linking reflects Ulrich?s belief that HR may be placing too much emphasis ontalent acquisition at the expense of organizational design.

20、Talent management will not succeed in the long run without an organizational structure that supports it.Strategy Architect Strategy Architects are able to recognize business trends and their impact on the business, and to identify potential roadblocks and opportunities Harmansky, who recently joined

21、 Papa John?s, demonstrates how the Strategy Architect competency helps HR contribute to the overall business strategy. Tn my first months here, I?m spending a lot of time traveling, going to see stores all over the country. Every time I go to a store, while my counterparts of the management team are

22、 talking about operational aspects, I?m talking to the people who work there I?m trying to find out what the issues are surrounding people How do I develop them? I?m looking for my business differentiator on the people side so I can contribute to the strategy. nWhen Charlease Deathridge, SPHR, HR ma

23、nager of McKee Foods inStuarts Draft, Va. , identified a potential roadblock to implementing a new management philosophy, she used the Strategy Architect competency When we were rolling out lean manufacturing? principles at our location, we administered an employee satisfaction survey to assess how

24、the workers viewed the new system The satisfaction scores were lower than idea1. I showed management how a negative could become a positive, how we could use the data and follow-up surveys as a strategic tool to demonstrate progress nAnchoring the pyramid at its base are two competencies that Ulrich

25、 describes as table stakes一necessary but not sufficient ” Except in China, where HR is at an earlier stage in professional development and there is great emphasis on transactional activities, these competencies are looked upon as basic skills that everyone must have There is some disappointing news

26、here In the United States, respondents rated significantly lower on these competencies than the respondents surveyed in other countriesBusiness Ally. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company?s products and services

27、 For HR professionals to be BusinessAllies (and Credible Activists and Strategy Architects as well), they should be what Ulrich describes as ubusinessliterate The mantra about understanding the business一how it works, the financialsand strategic issues一remains as important today as it did in every it

28、eration of the survey the past 20 years Yet progress in this area continues to lag大连交通大学2012届本科生毕业设计(论文)外文翻译Even these high performers don?t know the business as well as they should, Ulrich says In his travels, he gives HR audiences 10 questions to test their business literacyOperational Executor Th

29、ese skills tend to fall into the range of HR activities characterized as transactional or ulegacy n Policies need to be drafted, adapted and implemented Employees need to be paid, relocated, hired, trained and more Every function here is essential, but一as with the Business Allycompetency一high-perfor

30、ming HR managers seem to view them as less important and score higher on the other competencies Even some highly effective HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observesPractical ToolIn conducting debriefings for people who particip

31、ated in the HRCS,Ulrich observes how delighted they are at the prescriptive nature of theexercise The individual feedback reports they receive (see uHow the Study Was Donen ) offer thema road map, and they are highly motivated to follow it.Anyone who has been through a 360-degree appraisal knows tha

32、t criticism can be jarring It?s risky to open yourself up to others? opinions when you don?t have to. Add the prospect of sharing the results with your boss and colleagues who will be rating you, and you may decide to pass Still, it?s not surprising that highly motivated people like Deathridge jumped at the chance for the free feedbackAll of it is not good, n says Deathridge You have to be willing to face up to it. You go home, work it out and say, ”Why am I getting thi