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1、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 answers. This year, theyve released an all-new
2、2007 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 HRpeople 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 RBLGroup in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and oth
4、er 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 do,
5、” 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. Wecontinue to have the ability to really add va
6、lue to an organization. ”HRCSis 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 toenhance a framework for thinking about howHR drives organizationalperfor
7、mance. ”Whats NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCSthe last study published reflecting the continuing evolution of the HR profession. Each competency is broken out into performance
8、 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 HRprofessionals surveyed in North America. We can actually see the profession changing. Some core areas remain th
9、e 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 somedegree, the newcompetencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.
10、Five years ago, HR s 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 expectations that pro
11、mise to change the wayHRviews 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. To put the competencies in perspective, it s helpful to view them as a three-tier pyramid with Credible Activist at the pinnacle.Cr
12、edible 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 can t be a Credible Activist without having al
13、l the other competencies. In a sense, its the wholepackage. ”It s a deal breaker,” agrees Dani Johnson, project manager of theHuman Resource Competency Study at The RBL Group in Salt Lake City. If you dont cometo the table with it, youre done. It permeates everything you do. ”The Credible Activist i
14、s 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 JohnsInternational in Louisville, Ky., and former chair of
15、 the HumarResource Certification Institute.CEOs are not waiting for HR to come in withoptions they 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 don t want to be credible without being an activist, beca
16、use essentiallyyoure worthless to the business, ” Johnson says. People likelikeyou, 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 that.threewithCultural Steward. HR has always owned culture. But Sarbanes-Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it h
