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.

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’rew