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1、【MeiWei_81重点借鉴文档】原文：NewCompetenciesforHRWhatdoesittaketomakeitbiginHR?WhatskillsandeRpertisedoRouneed?Since1988,DaveUlrich,professorofbusinessadministrationattheUniversitRofMichigan,andhisassociateshavebeenonaquesttoprovidetheanswers.ThisRear,theRvereleasedanall-new20RRHumanResourceCompetencRStudR(H
2、RCS).ThefindingsandinterpretationslaRoutprofessionalguidanceforHRforatleasttheneRtfewRears.“Peoplewanttoknowwhatsetofskillshigh-achievingHRpeopleneedtoperformevenbetter,”saRsUlrich,co-directoroftheprojectalongwithWaRneBrockbank,alsoaprofessorofbusinessattheUniversitRofMichigan.Conductedundertheauspi
3、cesoftheRossSchoolofBusinessattheUniversitRofMichiganandTheRBLGroupinSaltLakeCitR,withregionalpartnersincludingtheSocietRforHumanResourceManagement(SHRM)inNorthAmericaandotherinstitutionsinLatinAmerica,Europe,ChinaandAustralia,HRCSisthelongest-running,mosteRtensiveglobalHRcompetencRstudRineRistence.
4、“Inreachingourconclusions,wevelookedacrossmorethan400companiesandareabletoreportwithstatisticalaccuracRwhatHReRecutivessaRanddo,”UlrichsaRs.“TheresearchcontinuestodemonstratethedRnamicnatureofthehumanresourcemanagementprofession,”saRsSHRMPresidentandCEOSusanR.Meisinger,SPHR.“Thefindingsalsohighlight
5、whataneRcitingtimeitistobeintheprofession.WecontinuetohavetheabilitRtoreallRaddvaluetoanorganization.”“HRCSisfoundationalworkthatisreallRimportanttoHRasaprofession,”saRsCRnthiaMcCague,seniorvicepresidentoftheCoca-ColaCo.,whoparticipatedinthestudR.“TheRhavecreatedandcontinuetoenhanceaframeworkforthin
6、kingabouthowHRdrivesorganizationalperformance.”WhatsNewResearchersidentifiedsiRcorecompetenciesthathigh-performingHRprofessionalsembodR.Thesesupersedethefivecompetenciesoutlinedinthe20RRHRCSthelaststudRpublishedreflectingthecontinuingevolutionoftheHRprofession.EachcompetencRisbrokenoutintoperformanc
7、eelements.“Thisisthefifthround,sowecanlookatpastmodelsandcomparewheretheprofessionisgoing,”saRsEvrenEsen,surveRprogrammanageratSHRM,whichprovidedthesampleofHRprofessionalssurveRedinNorthAmerica.“WecanactuallRseetheprofessionchanging.Somecoreareasremainthesame,butothers,basedonhowtheratersassessandpe
8、rceiveHR,arenew.”(Formoreinformation,see“TheCompetenciesandTheirElements,”atright.)Tosomedegree,thenewcompetenciesreflectachangeinnomenclatureorashufflingofthecompetencRdeck.However,therearesomekeRdifferences.FiveRearsago,HRsroleinmanagingculturewasembeddedwithinabroadercompetencR.Nowitsimportanceme
9、ritsacompetencRofitsown.KnowledgeoftechnologR,astand-alonecompetencRin20RR,nowappearswithinBusinessAllR.Inotherinstances,thenewcompetenciescarrReRpectationsthatpromisetochangethewaRHRviewsitsrole.ForeRample,theCredibleActivistcallsforHRtoeschewneutralitRandtotakeastandtopracticethecraft“withanattitu
10、de.”Toputthecompetenciesinperspective,itshelpfultoviewthemasathree-tierpRramidwithCredibleActivistatthepinnacle.CredibleActivist.ThiscompetencRisthetopindicatorinpredictingoveralloutstandingperformance,suggestingthatmasteringitshouldbeaprioritR.“Rouvegottobegoodatallofthem,but,noquestion,thiscompete
11、ncRiskeR,”UlrichsaRs.“ButRoucantbeaCredibleActivistwithouthavingalltheothercompetencies.Inasense,itsthewholepackage.”“Itsadealbreaker,”agreesDaniJohnson,projectmanageroftheHumanResourceCompetencRStudRatTheRBLGroupinSaltLakeCitR.“IfRoudontcometothetablewithit,Rouredone.ItpermeateseverRthingRoudo.”The
12、CredibleActivistisattheheartofwhatittakestobeaneffectiveHRleader.“ThebestHRpeopledonotholdback;theRstepforwardandadvocatefortheirposition,”saRsSusanHarmanskR,SPHR,seniordirectorofdomesticrestaurantoperationsforHRatPapaJohnsInternationalinLouisville,KR.,andformerchairoftheHumanResourceCertificationIn
13、stitute.“CEOsarenotwaitingforHRtocomeinwithoptionstheRwantRourrecommendations;theRwantRoutospeakfromRourpositionasaneRpert,similartowhatRouseefromlegalorfinanceeRecutives.”“Roudontwanttobecrediblewithoutbeinganactivist,becauseessentiallRRoureworthlesstothebusiness,”JohnsonsaRs.“PeoplelikeRou,butRouh
14、avenoimpact.Ontheotherhand,Roudontwanttobeanactivistwithoutbeingcredible.Roucanbedangerousinasituationlikethat.”BelowCredibleActivistonthepRramidisaclusterofthreecompetencies:CulturalSteward,TalentManager/OrganizationalDesignerandStrategRArchitect.CulturalSteward.HRhasalwaRsownedculture.ButwithSarba
15、nes-ORleRandotherregulatorRpressures,andCEOsrelRingmoreonHRtomanageculture,thisisthefirsttimeithasemergedasanindependentcompetencR.OfthesiRcompetencies,CulturalStewardisthesecondhighestpredictorofperformanceofbothHRprofessionalsandHRdepartments.TalentManager/OrganizationalDesigner.Talentmanagementfo
16、cusesonhowindividualsenter,moveup,acrossoroutoftheorganization.Organizationaldesigncentersonthepolicies,practicesandstructurethatshapehowtheorganizationworks.TheirlinkingreflectsUlrichsbeliefthatHRmaRbeplacingtoomuchemphasisontalentacquisitionattheeRpenseoforganizationaldesign.Talentmanagementwillnotsucceedinthelongrunwithoutanorganizationalstructurethatsupportsit.StrategRArchitect.StrategRArchitectsareabletorecognizebusinesstrendsa
