外文文獻(xiàn)翻譯-人力資源管理的新型勝任力

1、<p><b>　　原文：</b></p><p>　　New Competencies for HR  </p><p>　　What does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, profess

2、or of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, they’ve released an all-new 2007 Human Resource Competency Study (HRCS). The finding

3、s and interpretations lay out professional guidance for HR for at least the next few years. </p><p>　　“People want to know what set of skills high-achieving HR people need to perform even better,” says Ulric

4、h, co-director of the project along with Wayne Brockbank, also a professor of business at the University of Michigan. </p><p>　　Conducted under the auspices of the Ross School of Business at the University o

5、f Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and other institutions in Latin America, Europe, China and Australia, HRC

6、S is the longest-running, most extensive global HR competency study in existence. “In reaching our conclusions, we’ve looked across more than 400 companies and are able to report with statistical accur</p><p&g

7、t;　　“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 t

8、o be in the profession. We continue to have the ability to really add value to an organization.” </p><p>　　“HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, se

9、nior 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 organizational performance.” </p><p>　　What’s

10、New </p><p>　　Researchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCS—the last study published—reflecting th

11、e continuing evolution of the HR profession. Each competency is broken out into performance elements. </p><p>　　“This is the fifth round, so we can look at past models and compare where the profession is goi

12、ng,” 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 areas remain the same, but others, ba

13、sed on how the raters assess and perceive HR, are new.” (For more information, see “The Competencies and Their Elements,” at right.) </p><p>　　To some degree, the new competencies reflect a change in nomencl

14、ature or a shuffling of the competency deck. However, there are some key differences. </p><p>　　Five years ago, HR’s role in managing culture was embedded within a broader competency. Now its importance meri

15、ts 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 expectations that promise to change the way HR views

16、 its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand—to practice the craft “with an attitude.” </p><p>　　To put the competencies in perspective, it’s helpful to

17、 view them as a three-tier pyramid with Credible Activist at the pinnacle. </p><p>　　Credible Activist. This competency is the top indicator in predicting overall outstanding performance, suggesting that mas

18、tering it should be a priority. “You’ve got to be good at all of them, but, no question, [this competency] is key,” Ulrich says. “But you can’t be a Credible Activist without having all the other competencies. In a sense

19、, it’s the whole package.” </p><p>　　“It’s a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The RBL Group in Salt Lake City. “If you don’t come to the table wit

20、h it, you’re done. It permeates everything you do.” </p><p>　　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

21、advocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa John’s International in Louisville, Ky., and former chair of the Human Resource Certification Ins

22、titute. “CEOs are not waiting for HR to come in with options—they want your recommendations; they want you to speak from your position </p><p>　　“You don’t want to be credible without being an activist, beca

23、use essentially you’re worthless to the business,” 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 l

24、ike that.” </p><p>　　Below Credible Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.</p><p>　　Cultural

25、 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 the first time it has emerged as an independent competency. Of the six

26、 competencies, Cultural Steward is the second highest predictor of performance of both HR professionals and HR departments. </p><p>　　Talent Manager/Organizational Designer. Talent management focuses on how

27、individuals enter, 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

28、may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will not succeed in the long run without an organizational structure that supports it. </p><p&g

29、t;　　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 Papa John’s, demo

30、nstrates how the Strategy Architect competency helps HR contribute to the overall business strategy. “In my first months here, I’m spending a lot of time traveling, going to see stores all over the country. Every time I

31、go to a store, while my counterparts of the management team are </p><p>　　When Charlease Deathridge, SPHR, HR manager of McKee Foods in Stuarts Draft, Va., identified a potential roadblock to implementing a

32、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 the workers

33、viewed the new system. The satisfaction scores were lower than ideal. I showed [management] how a negative could become a positive, how we could us</p><p>　　Anchoring the pyramid at its base are two competen

34、cies that Ulrich describes as “table stakes—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 compe

35、tencies are looked upon as basic skills that everyone must have. There is some disappointing news here. In the United States, respondents rated significantly lower on these competencies than the respondents surveyed in o

36、ther count</p><p>　　Business 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. For HR professionals

37、 to be Business Allies (and Credible Activists and Strategy Architects as well), they should be what Ulrich describes as “business literate.” The mantra about understanding the business—how it works, the financials and s

38、trategic issues—remains as important today as it did in every iteration of the survey the pas</p><p>　　“Even these high performers don’t know the business as well as they should,” Ulrich says. In his travels

39、, he gives HR audiences 10 questions to test their business literacy. </p><p>　　Operational Executor. These skills tend to fall into the range of HR activities characterized as transactional or “l(fā)egacy.” Pol

40、icies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, but—as with the Business Ally competency—high-performing HR managers see

41、m 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 lit</p><p>　　Practical Tool </p><p>　　In con

42、ducting debriefings for people who participated in the HRCS, Ulrich observes how delighted they are at the prescriptive nature of the exercise. The individual feedback reports they receive (see “How the Study Was Done”)

43、offer them a road map, and they are highly motivated to follow it. </p><p>　　Anyone who has been through a 360-degree appraisal knows that criticism can be jarring. It’s risky to open yourself up to others’

44、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 Deat

45、hridge jumped at the chance for the free feedback. </p><p>　　“All of it is not good,” says Deathridge. “You have to be willing to face up to it. You go home, work it out and say, ‘Why am I getting this bad f

46、eedback?’ ” </p><p>　　But for Deathridge, the results mostly confirmed what she already knew. “I believe most people know where they’re weak or strong. For me, it was most helpful to look at how close others

47、’ ratings of me matched with my own assessments. ... There’s so much to learn about what it takes to be a genuine leader, and this study helped a lot.” </p><p>　　Deathridge says the individual feedback repor

48、t she received helped her realize the importance of taking a stand and developing her Credible Activist competency. “There was a situation where I had a line manager who wanted to discipline someone,” she recalls. “In th

49、e past, I wouldn’t have been able to stand up as strongly as I did. I was able to be very clear about how I felt. I told him that he had not done enough to document the performance issue, and that if he wanted to institu

50、te discipline i</p><p>　　This was the second study for Shane Smith, director of HR at Coca-Cola. “I did it for the first time in 2002. Now I’m seeing some traction in the things I’ve been working on. I’m ple

51、ased to see the consistency with my evaluations of my performance when compared to my raters.” </p><p>　　What It All Means </p><p>　　Ulrich believes that HR professionals who would have succeede

52、d 30, 20, even 10 years ago, are not as likely to succeed today. They are expected to play new roles. To do so, they will need the new competencies. </p><p>　　Ulrich urges HR to reflect on the new competenci

53、es and what they reveal about the future of the HR profession. His message is direct and unforgiving. “Legacy HR work is going, and HR people who don’t change with it will be gone.” Still, he remains optimistic that many

54、 in HR are heeding his call. “Twenty percent of HR people will never get it; 20 percent are really top performing. The middle 60 percent are moving in the right direction,” says Ulrich. </p><p>　　“Within tha

55、t 60 percent there are HR professionals who may be at the table but are not contributing fully,” he adds. “That’s the group I want to talk to. ... I want to show them what they need to do to have an impact.” </p>

56、<p>　　As a start, Ulrich recommends HR professionals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the s

57、ame questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.” Finally, set your priorities. “Our data say: ‘Get working on that Credible Activist!’ ” </p

58、><p>　　Robert J. Grossman, a contributing editor of HR Magazine, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.</p><p><b>　　from：</b></p>

59、;<p>　　Robert J. Grossman , HR Magazine, 2007,06</p><p><b>　　譯文：</b></p><p>　　人力資源管理的新型勝任力</p><p>　　如何在人力資源管理領(lǐng)域取得更大成功？需要怎樣的專業(yè)知識和技能？從1988年開始，密歇根大學(xué)的商業(yè)管理教授Dave

60、 Ulrich先生和他的助手們就開始研究這個課題。今年，他們發(fā)布了一份全新的2007人力資源勝任力研究報告[2007 Human Resource Competency Study (HRCS)]，這項(xiàng)研究成果將成為未來幾年人力資源領(lǐng)域的專業(yè)指南。 Ulrich 教授介紹說，“人們想知道什么樣的專業(yè)技能能讓已經(jīng)很成功的人力資源管理者們表現(xiàn)的更好，”他與密歇根大學(xué)的商業(yè)學(xué)教授Wayne Brockbank先生共同領(lǐng)導(dǎo)了這項(xiàng)研究。

61、    該項(xiàng)研究由密歇根大學(xué)的羅斯商學(xué)院及鹽湖城的RBL集團(tuán)主辦，并與世界各地的機(jī)構(gòu)進(jìn)行合作，合作伙伴包括北美的美國人力資源管理協(xié)會以及拉美洲、歐洲、中國、澳大利亞等地的研究機(jī)構(gòu)。HRCS是全球范圍內(nèi)現(xiàn)有的最具規(guī)模、持續(xù)時間最長的一項(xiàng)人力資源勝任力研究。Ulrich教授介紹說：“為了達(dá)到準(zhǔn)確的研究結(jié)果，我們對400余家企業(yè)進(jìn)行了調(diào)查研究，我們甚至能夠準(zhǔn)確說出HR高管說過什么和做過什么”。 美國人力資

62、源管理協(xié)會的總裁兼CEO、高級人力資</p><p>　　商業(yè)同盟 人力資源管理者了解商業(yè)的運(yùn)作，包括客戶是誰，他們?yōu)槭裁促徺I公司的產(chǎn)品和服務(wù)，HR對公司的成功運(yùn)做貢獻(xiàn)良多。HR想要具備成為商業(yè)同盟這項(xiàng)勝任力（可信賴的行動家和戰(zhàn)略策劃師也一樣），就必須如Ulrich所說，成為一名“商業(yè)學(xué)者”。也就是說要真正了解商業(yè)——包括其運(yùn)作模式，財務(wù)和戰(zhàn)略問題等——這些在今天依然是非常重要的，這一點(diǎn)在過去20年的研究中都有所

63、體現(xiàn)。然而，這方面的進(jìn)展卻依然止步不前。 Ulrich教授曾在他的講學(xué)途中對他的HR學(xué)員們進(jìn)行了10個問題的商業(yè)能力測試。他說“即使那些具有良好績效的人對商業(yè)缺乏應(yīng)有的了解?！?操作執(zhí)行者。這些技巧被納入傳統(tǒng)的或者“古老的”的人力資源事務(wù)范疇：需要起草、修訂并執(zhí)行規(guī)章制度，為員工支付薪酬、對其進(jìn)行安置、雇傭、培訓(xùn)等等。這里的每一項(xiàng)功能都非常重要，但是，是和商業(yè)同盟這一勝任力融合在一起。高績效的HR經(jīng)理們似乎把它們的重要程

64、度略微看輕了些，對其它勝任力給予了更高的分?jǐn)?shù)。Ulrich教授還觀察到，即使是非常高效的人力資源管理者，如果過于忽略處理這些瑣碎事務(wù)，也存在著一定的風(fēng)險。（一級標(biāo)題）實(shí)操工具 在為曾經(jīng)參加HR</p><p>　　（一級標(biāo)題）這些意味著什么？ Ulrich認(rèn)為那些在30年前，20年前甚至10年前成功的人力資源管理者在今天并不一定成功。因?yàn)镠R所扮演的角色在改變。因此，他們需要具備新的勝任力。

65、 Ulrich督促人力資源管理者反思這些新的勝任力以及人力資源行業(yè)的未來發(fā)展。他的語氣是非常直接，并且嚴(yán)厲的。“傳統(tǒng)的HR工作已經(jīng)結(jié)束了，而那些不愿意隨之改變的人力資源管理者也將退出歷史的潮流?！碑?dāng)然，他依然非常樂觀，很多的人力資源管理者響應(yīng)了他的號召。他這樣說，“20%的人力資源管理者將不會改變，還有20%真正表現(xiàn)優(yōu)越，中間的60%正在朝著正確的方向發(fā)展?！?他還補(bǔ)充到，“在60%的人當(dāng)中，可能有一些人想改變但沒有取得多少

66、效果，這些人是我最想與之交談的?！蚁敫嬖V他們需要做些什么才能獲得效果?！?作為開始，Ulrich建議人力資源管理者進(jìn)行三次對話?！耙粋€是與你的商業(yè)領(lǐng)導(dǎo)。與他們一起討論這些勝任力，詢問他們你是否具有這些勝任力。接下來，將同樣的問題詢問你的HR同事們。接下來，詢問你自己是否真正了解商業(yè)或只知道些皮毛?！弊詈螅瑸槟阕约涸O(shè)定優(yōu)先順序。“我們的數(shù)據(jù)顯示：‘從可信賴</p><p>　　Robert J. Gro