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毕业设计
（论文）
外文翻译
中英文对照资料外文翻译文献
原文：
New Competencies for HR
What 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,
they?ve released an all
-new
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
h
igh-achieving
HR
people
need
to
perform
even
better,”
says
Ulrich,
co
-director
of
the
project
along
with
Wayne
Brockbank, 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 Resource
Management (SHRM) in North America and other
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, we?ve looked
across more than 400 companies and are able
to report with statistical accuracy
what HR executives say and do,” Ulrich says.
“The
research
continues
to
demonstr
ate
the
dynamic
nature
of
the
human
resource
management
profession,”
says
SHRM
President
and
CEO
Susan
R.
毕业设计
（论文）
外文翻译
Meisinger,
SPHR. “The findings also highlight what an
exciting time it is to be in the
profession. We continue 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. “They have
created and continue to
enhance a
framework for t
hinking about
how HR drives organizational
performance.”
What’s
New
Researchers
identified
six
core
competencies
that
high-performing
HR
professionals
embody.
These
supersede
the
five
competencies
outlined
in
the
2002
HRCS
—
the
last
study
publis
hed
—
reflecting
the
continuing
evolution
of
the
HR
profession. Each
competency is broken out into performance
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
SHR
M,
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,
based
on how the raters assess and perceive HR, are
new.” (For more information, see
“The
Competencies
and Their Elements,” at right.)
To
some
degree,
the
new
competencies
reflect
a
change
in
nomenclature
or
a
shuffling of the competency deck.
However, there are some key differences.
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 promise to change the
way
HR
views
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.”
毕业设计
（论文）
外文翻译
To put the
competencies in perspective, it?s helpful to view
them as a three
-tier
pyramid
with Credible Activist at the pinnacle.
Credible
Activist.
This
competency
is
the
top
indicator
in
predicting
overall
outstanding performance, suggesting
that mastering it should be a priority. “You?ve
got to be good at all of them, but, no
question, [this comp
etency] is key,”
Ulrich says.
“But you can?t be a
Credible Activist without having all the other
competencies. In a
sense, it?s the
whole package.”
“It?s
a
deal
breaker,”
agrees
Dani
Johnson,
project
manager
of
the
Human
Resource Competency
Study at The R
BL Group in Salt Lake
City. “If you don?t come
to the table
with it, you?re done. It 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
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 Institute. “CEOs are not waiting
f
or HR to come in
with
options
—
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,
because
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 like that.”
Below
Credible
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
the first
time it has emerged as an independent competency.
Of the six competencies,
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 departments.
Talent
Manager/Organizational Designer.
Talent
management focuses on how
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 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.
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,
demonstrates
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 go to a
store, while my counterparts of the management
team
are 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.”
When
Charlease
Deathridge,
SPHR,
HR
manager
of
McKee
Foods
in
Stuarts
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 the workers viewed the new system.
The satisfaction
scores were lower than
ideal. 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 progre
ss.”
毕业设计
（论文）
外文翻译
Anchoring
the pyramid at its base are two competencies 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 competencies 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
other
countries.
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
to
be
Business
Allies
(and
Credible
Activists
and
Strategy
Architec
ts
as
well),
they
should
be
what
Ulrich
describes
as
“business
literate.” The mantra about
understanding the business—
how it
works, the financials
and
strategic
issues
—
remains
as
important
today
as
it
did
in
every
iteration
of
the
survey the past 20 years. Yet progress
in this area continues to lag.
“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
literacy.
Operational Executor.
These
skills tend to fall into the range of HR
activities
characterized
as
transactional
or
“legacy.”
Policies
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 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
observes.
Practical Tool
毕业设计
（论文）
外文翻译
In
conducting
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
”) offer them
a road map, and they are highly
motivated to follow it.
Anyone who has been through a
360-degree appraisal knows that 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
feedback.
“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 feedback?? ”
But
for
Deathridge,
the
result
s
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?
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.”
Deathridge
says
the
individual
feedback
report
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
m
anager
who
wanted
to
discipline
someone,” she
recalls. “In the 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
institute
discipline it
would have to be at the lowest level. In the past,
I would have been more
deferential and
said, ?Let?s compromise and do it at step two or
three.? But I didn?t do
it; I spoke out
strongly and held my ground.”
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