人力資源管理中英文對(duì)照外文翻譯文獻(xiàn)

1、中英文翻譯原文：NewCompetenciesforHRWhatdoesittaketomakeitbiginHR?Whatskillsandexpertisedoyouneed?Since1988,DaveUlrich,professorofbusinessadministrationattheUniversityofMichigan,andhisassociateshavebeenonaquesttoprovidetheanswers.Thisyear,they?vereleasedana-lnew2007HumanResourceCompetencyStudy(HRCS).Thefind

2、ingsandinterpretationslayoutprofessionalguidanceforHRforatleastthenextfewyears.“Peoplevanttoknowwhatsetofskillshigh-achievingHRpeopleneedtoperformevenbetter,§aysUlrich,co-directoroftheprojectalongwithWayneBrockbank,alsoaprofessorofbusinessattheUniversityofMichigan.Conductedundertheauspicesofthe

3、RossSchoolofBusinessattheUniversityofMichiganandTheRBLGroupinSaltLakeCity,withregionalpartnersincludingtheSocietyforHumanResourceManagement(SHRM)inNorthAmericaandotherinstitutionsinLatinAmerica,Europe,ChinaandAustralia,HRCSisthelongest-running,mostextensiveglobalHRcompetencystudyinexistence."In

4、reachingourconclusions,we?velookedacrossmorethan400companiesandareabletoreportwithstatisticalaccuracywhatHRexecutivessayanddo,“Ulrichsays.“Theresearchcontinuestodemonstratethedynamicnatureofthehumanresourcemanagementprofession,saysSHRMPresidentandCEOSusanR.Meisinger,SPHR."Thefindingsalsohighlig

5、htwhatanexcitingtimeitistobeintheprofession.Wecontinuetohavetheabilitytoreallyaddvaluetoanrganization.”“HRCSisfoundationalworkthatisreallyimportanttoHRasaprofession,'CynthiaMcCague,seniorvicepresidentoftheCoca-ColaCo.,whoparticipatedinthestudy.“Theyhavecreatedandcontinueetohanceaframeworkforthin

6、kingabouthowHRdrivesorganizationalperformance.”What'sNewResearchersidentifiedsixcorecompetenciesthathigh-performingHRprofessionalsembody.Thesesupersedethefivecompetenciesoutlinedinthe2002HRCSthelaststudypublishedreflectingthecontinuingevolutionoftheHRprofession.Eachcompetencyisbrokenoutintoperfo

7、rmanceelements.“Thisisthefifthround,sowecanlookatpastmodelsandcomparewheretheprofessionisgoing,saysEvrenEsen,surveyprogrammanageratSHRM,whichprovidedthesampleofHRprofessionalssurveyedinNorthAmerica.“Wecanactuallyseetheprofessionchanging.Somecoreareasremainthesame,butothers,basedonhowtheratersassessa

8、ndperceiveHR,arenew.”(Formoreinformation,see“TheCompetenciesandTheirElements,"atright.)Tosomedegree,thenewcompetenciesreflectachangeinnomenclatureorashufflingofthecompetencydeck.However,therearesomekeydifferences.Fiveyearsago,HR?sroleinmanagingculturewasembeddedwithinabroadercompetency.Nowitsim

9、portancemeritsacompetencyofitsown.Knowledgeoftechnology,astand-alonecompetencyin2002,nowappearswithinBusinessAlly.Inotherinstances,thenewcompetenciescarryexpectationsthatpromisetochangethewayHRviewsitsrole.Forexample,theCredibleActivistcallsforHRtoeschewneutralityandtotakeastand-topracticethecraft“w

10、ithanattitude.”Toputthecompetenciesinperspective,it?shelpfultoviewthemasathree-tierpyramidwithCredibleActivistatthepinnacle.CredibleActivist.Thiscompetencyisthetopindicatorinpredictingoveralloutstandingperformance,suggestingthatmasteringitshouldbeapriority."Ycgottobegoodatallofthem,but,noquesti

11、on,thiscompetencyiskey,"Ulrichsays.“Butyoucan?tbeaCredibleActivistwithouthavingalltheothercompetencies.Inasense,it?sthewholepackage.”“It?sadealbreaker,agreesDaniJohnson,projectmanageroftheHumanResourceCompetencyStudyatTheRBLGroupnSaltLakeCity."Ifyoudon?tcometothetablewithit,you?redone.Itpe

12、rmeateseverythingyoudo.”TheCredibleActivistisattheheartofwhatittakestobeaneffectiveHRleader.“ThdoestHRpeopledonotholdback;theystepforwardandadvocatefortheirposition,saysSusanHarmansky,SPHR,seniordirectorofdomesticrestaurantoperationsforHRatPapaJohn?sInternationalinLouisville,Ky.,andformerchairoftheH

13、umanResourceCertificationInstitute."CEOsarenotwacorgieoinHRtowithoptionstheywantyourrecommendations;theywantyoutospeakfromyourpositionasanexpert,similartowhatyouseefromlegalorfinanceexecutives.“Youdon?twanttobecrediblewithoutbeinganactivist,becauseessentiallyyou?reworthlesstothebusiness,"J

14、ohnsonsays.“PyopieDWteyouhavenoimpact.Ontheotherhand,youdon?twanttobeanactivistwithoutbeingcredible.Youcanbedangerousinasituationlikethat.”BelowCredibleActivistonthepyramidisaclusterofthreecompetencies:CulturalSteward,TalentManager/OrganizationalDesignerandStrategyArchitect.CulturalSteward.HRhasalwa

15、ysownedculture.ButwithSarbanes-Oxleyandotherregulatorypressures,andCEOsrelyingmoreonHRtomanageculture,thisisthefirsttimeithasemergedasanindependentcompetency.Ofthesixcompetencies,CulturalStewardisthesecondhighestpredictorofperformanceofbothHRprofessionalsandHRdepartments.TalentManager/Organizational

16、Designer.Talentmanagementfocusesonhowindividualsenter,moveup,acrossoroutoftheorganization.Organizationaldesigncentersonthepolicies,practicesandstructurethatshapehowtheorganizationworks.TheirlinkingreflectsUlrich?sbeliefthatHRmaybeplacingtoomuchemphasisontalentacquisitionattheexpenseoforganizationald

17、esign.Talentmanagementwillnotsucceedinthelongrunwithoutanorganizationalstructurethatsupportsit.StrategyArchitect.StrategyArchitectsareabletorecognizebusinesstrendsandtheirimpactonthebusiness,andtoidentifypotentialroadblocksandopportunities.Harmansky,whorecentlyjoinedPapaJohn?s,demonstrateshowtheStra

18、tegyArchitectcompetencyhelpsHRcontributetotheoverallbusinessstrategy."Inmyfirstmonthshere,I?mspendingalotoftimetraveling,goingtoseestoresalloverthecountry.EverytimeIgotoastore,whilemycounterpartsofthemanagementteamaretalkingaboutoperationalaspects,I?mtalkingtothepeoplewhoworkthere.I?mtryingtofi

19、ndoutwhattheissuesaresurroundingpeople.HowdoIdevelopthem?I?mlookingformybusinessdifferentiatoronthepeoplesidesoIcancontributetothestrategy.”WhenCharleaseDeathridge,SPHR,HRmanagerofMcKeeFoodsinStuartsDraft,Va.,identifiedapotentialroadblocktoimplementinganewmanagementphilosophy,sheusedtheStrategyArchi

20、tectcompetency."Whenwewererollingout,leanmanufacturing?principlesatourlocation,weadministeredanemployeesatisfactionsurveytoassesshowtheworkersviewedthenewsystem.Thesatisfactionscoreswerelowerthanideal.Ishowedmanagementhowanegativecouldbecomeapositive,howwecouldusethedataandfollow-upsurveysasast

21、rategictooltodemonstrateprogress.”AnchoringthepyramidatitsbasearetwocompetenciesthatUlrichdescribesas“tablestakesnecessaryutnotsufficient.EXceptinChina,whereHRisatanearlierstageinprofessionaldevelopmentandthereisgreatemphasisontransactionalactivities,thesecompetenciesarelookeduponasbasicskillsthatev

22、eryonemusthave.Thereissomedisappointingnewshere.IntheUnitedStates,respondentsratedsignificantlyloweronthesecompetenciesthantherespondentssurveyedinothercountries.BusinessAlly.HRcontributestothesuccessofabusinessbyknowinghowitmakesmoney,whothecustomersare,andwhytheybuythecompany?sproductsandservices.

23、ForHRprofessionalstobeBusinessAllies(andCredibleActivistsandStrategyArchitectsaswell),theyshouldbewhatUlrichdescribesas"businessliterate."Themantraaboutunderstandingthebusirinossitworks,thefinancialsandstrategicissuesremainsasimportanttodayasitdidineveryiterationofthesurveythepast20years.Y

24、etprogressinthisareacontinuestolag.“Eventhesehighperformersion?tknowthebusinessaswellastheyshould,”Ulrichsays.Inhistravels,hegivesHRaudiences10questionstotesttheirbusinessliteracy.OperationalExecutor.TheseskillstendtofallintotherangeofHRactivitiescharacterizedastransactionalor“l(fā)egacy.Policiesneedtob

25、edrafted,adaptedandimplemented.Employeesneedtobepaid,relocated,hired,trainedandmore.Everyfunctionhereisessential,butaswiththeBusinessAllycompetencyhigh-performingHRmanagersseemtoviewthemaslessimportantandscorehigherontheothercompetencies.EvensomehighlyeffectiveHRpeoplemayberunningariskinpayingtoolit

26、tleattentiontothesenuts-and-boltsactivities,Ulrichobserves.PracticalToolInconductingdebriefingsforpeoplewhoparticipatedintheHRCS,Ulrichobserveshowdelightedtheyareattheprescriptivenatureoftheexercise.Theindividualfeedbackreportstheyreceive(seeHowtheStudy“WasDone")offerthemaroadmap,andtheyarehigh

27、lymotivatedtofollowit.Anyonewhohasbeenthrougha360-degreeappraisalknowsthatcriticismcanbejarring.It?sriskytoopenyourselfuptoothers?opinionswhenyoudon?thaveto.Addtheprospectofsharingtheresultswithyourbossandcolleagueswhowillberatingyou,andyoumaydecidetopass.Still,it?snotsurprisingthathighlymotivatedpe

28、oplelikeDeathridgejumpedatthechanceforthefreefeedback.“Allofitisnotgood,"saysDeathridge.“Youhavetobewillingtofaceuptoit.Yougohome,workitoutandsay,WhyamIgettingthisbadfeedback?”ButforDeathridge,theresultsmostlyconfirmedwhatshealreadyknew."Ibelievemostpeopleknowwherethey?reweakorstrong.Forme

29、,itwasmosthelpfultolookathowcloseothers?ratingsofmematchedwithmyownassessments.There?ssomuchtolearnaboutwhatittakestobeagenuineleader,andthisstudyhelpedalot.”DeathridgesaystheindividualfeedbackreportshereceivedhelpedherrealizetheimportanceoftakingastandanddevelopingherCredibleActivistcompetency.“The

30、rewasasituationwhereIhadalinemanagerwhowantedtodisciplinesomeone,"sherecalls.“Inthepast,Iwouldn?thavebeenabletostandupasstronglyasIdid.IwasabletobeveryclearabouthowIfelt.Itoldhimthathehadnotdoneenoughtodocumenttheperformanceissue,andthatifhewantedtoinstitutedisciplineitwouldhavetobeatthelowestl

31、evel.Inthepast,Iwouldhavebeenmoredeferentialandsaid,Let?scompromiseanddoitatsteptwoorthree.?ButIdidn?tdoit;Ispokeoutstronglyandheldmyground.”ThiswasthesecondstudyforShaneSmith,directorofHRatCoca-Cola."Ididitforthefirsttimein2002.NowI?mseeingsometractioninthethingsI?vebeenworkingon.I?mpleasedtos

32、eetheconsistencywithmyevaluationsofmyperformancewhencomparedtomyaters.”WhatItAllMeansUlrichbelievesthatHRprofessionalswhowouldhavesucceeded30,20,even10yearsago,arenotaslikelytosucceedtoday.Theyareexpectedtoplaynewroles.Todoso,theywillneedthenewcompetencies.UlrichurgesHRtoreflectonthenewcompetenciesa

33、ndwhattheyrevealaboutthefutureoftheHRprofession.Hismessageisdirectandunforgiving.“Legacyworkisgoing,andHRpeoplewhodon?tchangewithitwillbegone."Still,heremainsoptimisticthatmanyinHRareheedinghiscall."TwentypercentofHRpeoplewillnevergetit;20percentarereallytopperforming.Themiddle60percentare

34、movingintherightdirection,"saysUlrich.“Withinthat60percentthereareHRprofessionalswhomaybeatthetalebutarenotcontributingfully,"headds."That?sthegroupIwanttotalkto.Iwanttoshowthemwhattheyneedtodotohaveanimpact.”Asastart,UlrichrecommendsHRprofessionalsconsiderinitiatingthreeconversations

35、."Oneswithyourbusinessleaders.Reviewthecompetencieswiththemandaskthemifyou?redoingthem.Next,posethesamequestionstoyourHRteam.Then,askyourselfwhetheryoureallyknowthebusinessorifyou?reglossingonthesurface.Finally,setyourpriorities."Ourdatasay:,GetworkingonthatCredibleActivist!?譯文:人力資源管理的新型勝任

36、力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(shí)和技能？從1988年開始，密歇根大學(xué)的商業(yè)管理教授DaveUlrich先生和他的助手們就開始研究這個(gè)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(bào)告2007HumanResourceCompetencyStudy(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WayneBrockbank先生共同領(lǐng)導(dǎo)了這項(xiàng)研究。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)

37、行合作，合作伙伴包括北美的美國(guó)人力資源管理協(xié)會(huì)以及拉美洲、歐洲、中國(guó)、澳大利亞等地的研究機(jī)構(gòu)。HRCS1全球范圍內(nèi)現(xiàn)有的最具規(guī)模、持續(xù)時(shí)間最長(zhǎng)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(duì)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(guó)人力資源管理協(xié)會(huì)的總裁兼CEO高級(jí)人力資源管理師SusanR.Meisinger女士評(píng)價(jià)說：”這項(xiàng)研究充分表明了人力資源管理這個(gè)領(lǐng)域的不斷發(fā)展的性質(zhì)。研究結(jié)果同樣也昭示出，現(xiàn)在正是涉足這個(gè)行業(yè)的黃金時(shí)刻。我們依然能夠真正為企業(yè)創(chuàng)造價(jià)值。”曾參與過此項(xiàng)研究的可口可樂高級(jí)副總裁CynthiaMc

38、Cagu酰生說：“人力資源勝任力研究是人力資源領(lǐng)域內(nèi)一項(xiàng)非常重要的基礎(chǔ)性研究。它創(chuàng)造并不斷強(qiáng)調(diào)了一個(gè)框架，讓我們思考HR是如何驅(qū)動(dòng)公司業(yè)績(jī)的?！?一級(jí)標(biāo)題)關(guān)于新成果該項(xiàng)研究發(fā)布了六項(xiàng)高績(jī)效人力資源從業(yè)人員所具備的勝任力，從而取代了在2002年HRCSS布的五項(xiàng)勝任力，這充分表明了HRg個(gè)領(lǐng)域在不斷發(fā)展進(jìn)步。每一項(xiàng)勝任力都被細(xì)化為績(jī)效因素。因?yàn)檫@是第五次進(jìn)行這樣的調(diào)查了，所以我們可以與過去的研究結(jié)果進(jìn)行比較，從而看到這個(gè)行業(yè)的變遷?！泵绹?guó)人力資源管理協(xié)會(huì)的調(diào)研項(xiàng)目經(jīng)EvrenEsen這樣說，她此次負(fù)責(zé)提供北美洲HR行業(yè)的相關(guān)數(shù)據(jù)?！拔覀兡芮宄馗杏X到行業(yè)的變化。一些核心部分保持不變，而根據(jù)被調(diào)

39、查者對(duì)人力資源領(lǐng)域的評(píng)價(jià)和看法，其他的部分則是全新的。(更多資訊，請(qǐng)參見“勝任力及其組成因素”)從某種程度來說，新的勝任力反應(yīng)了術(shù)語(yǔ)上的一些變化或者勝任力的重新組合，然而，新的勝任力還是有一些根本的不同。五年前，HR在文化管理方面的作用被包含在意義更廣闊的勝任力里?，F(xiàn)在它的重要性是如此突顯，所以被作為一個(gè)單獨(dú)的勝任力提出來。掌握科技知識(shí)這在2002年是一項(xiàng)獨(dú)立的能力，現(xiàn)在則被包含在商業(yè)同盟這項(xiàng)勝任力中。其他方面，新的勝任力讓人們看到了HR所承載使命的變化。例如，”可信賴的行動(dòng)家”號(hào)召人力資源管理者放棄中立態(tài)度，表明自己的立場(chǎng)一一對(duì)事物擁有自己的態(tài)度。為了使讀者更好地理解這些勝任力，把這些勝任力

40、看做一個(gè)三層的金字塔是很有幫助的，而可信賴的行動(dòng)家就是塔尖。可信賴的行動(dòng)家這項(xiàng)勝任力是獲得出色表現(xiàn)的首要關(guān)鍵因素，這就意味著應(yīng)該將掌握這項(xiàng)勝任力放在優(yōu)先位置。Ulrich教授說“你必須具備全部的這些勝任力，毫無疑問，這個(gè)勝任力是關(guān)鍵所在。但是，沒有其他的勝任力，你不可能擁有這項(xiàng)。從某種意義來說，這是一個(gè)整體?！丙}湖城的RBL集團(tuán)的人力資源勝任力研究項(xiàng)目經(jīng)理DaniJohnson先生也持同樣觀點(diǎn)，“這點(diǎn)非常重要，如果你不具備這項(xiàng)勝任力的話，那么你就過時(shí)了。這項(xiàng)勝任力已經(jīng)滲透到你工作的方方面面。”可信賴的行動(dòng)家這項(xiàng)素質(zhì)是成為高效HR領(lǐng)導(dǎo)人的核心，“最優(yōu)秀的HR人才并不猶豫躊躇，他們積極進(jìn)取且貢獻(xiàn)良

41、多。CE。門并不希望HR只為他們提供選擇一一他們想要你的建議，他們希望你能從專業(yè)角度給出建議，就像法律和財(cái)務(wù)總監(jiān)一樣。"SusanHarmansky這樣說。她是一名高級(jí)人力資源管理師，擔(dān)任美國(guó)肯塔基州路易斯維爾市的PapaJohn's國(guó)際連鎖機(jī)構(gòu)的當(dāng)?shù)夭惋嫻镜母呒?jí)人力資源總監(jiān)，她之前曾擔(dān)任人力資源認(rèn)證協(xié)會(huì)(HumanResourceCertificationInstitute-HRCI)的主席。Johnson說“你當(dāng)然不希望自己只值得信賴，但是沒有行動(dòng)力，因?yàn)檫@樣的話你在商業(yè)上就沒有價(jià)值了。人們都喜歡你，但是，你毫無影響力。另一方面，你也不希望自己只具備行動(dòng)力，但是卻不值得

42、信賴。因?yàn)檫@樣會(huì)讓你自己置于險(xiǎn)境?！痹诳尚刨嚨男袆?dòng)家之下，是三項(xiàng)月t任力：文化干事，人才管家/組織設(shè)計(jì)者和戰(zhàn)略設(shè)計(jì)師。文化干事HR總免不了與文化打交道。但是，基于Sarbanes-Oxley和其他條例的壓力，CEOH總是更多地依仗H空管理文化事物，這是第一次文化能力被作為一項(xiàng)單獨(dú)的勝任力列出來。對(duì)于HR從業(yè)人員和HR&B門來說，在六項(xiàng)勝任力當(dāng)中，“文化干事”這項(xiàng)勝任力的重要性是排在第二位的。人才管家/組織設(shè)計(jì)者人才管理主要包括員工入職、升遷、調(diào)動(dòng)或離職等事務(wù)。組織設(shè)計(jì)則包括關(guān)于公司如何運(yùn)作的公司政策、實(shí)施和結(jié)構(gòu)等。它們之間的聯(lián)系反應(yīng)了Ulrich教授的觀點(diǎn)，他認(rèn)為，人力資源管理者將過多

43、的經(jīng)歷放在了員工需求方面，而忽略了組織設(shè)計(jì)。長(zhǎng)遠(yuǎn)看來，人才管理如果缺乏組織架構(gòu)的有效支持，也難于持久。戰(zhàn)略策劃師戰(zhàn)略策劃師能夠敏銳地感知到商業(yè)的趨勢(shì)及其影響，能夠發(fā)覺潛在的障礙和機(jī)遇。新加盟PapaJohn's的Harmansky向我們展示了“戰(zhàn)略策劃師”這項(xiàng)勝任力是如何為整個(gè)商業(yè)戰(zhàn)略做出貢獻(xiàn)的?！霸谖业饺蔚淖畛鯉讉€(gè)月里，我的很多時(shí)間都用來四處探訪我們?cè)诟鞯氐姆植?。在探訪分部的時(shí)候，我的管理層伙伴們探討運(yùn)作事宜，我則和那里的員工進(jìn)行交談。我試圖了解那些與人相關(guān)的事務(wù)。我應(yīng)怎樣培養(yǎng)員工？我盡量利用自己在人力資源方面的商業(yè)頭腦，以便能為商業(yè)戰(zhàn)略作出貢獻(xiàn)。無獨(dú)有偶，弗吉尼亞洲StuartsD

44、raft市的McKee#品公司的HM理，高級(jí)人力資源管理師，CharleaseDeathridge女士發(fā)現(xiàn)了一個(gè)實(shí)施新的管理措施中的潛在障礙，她運(yùn)用了“戰(zhàn)略策劃師”這個(gè)勝任力?！拔覀?cè)诒镜毓S推出了一個(gè)精益生產(chǎn)管理方案。對(duì)此，我們進(jìn)行了一項(xiàng)民意調(diào)查。調(diào)查結(jié)果顯示員工的滿意度比我們預(yù)想的要低。我向管理層陳述了如何將負(fù)面因素化為正面因素，我們要如何應(yīng)用這些數(shù)據(jù)和接下來的調(diào)查，并將其作為一種戰(zhàn)略性工具，幫助我們達(dá)到成功?！痹诮鹱炙牡撞?，有兩項(xiàng)勝任力，Ulrich教授將其稱為“基柱一一必要但不充分”。（在這里要特別說明一下，中國(guó)的情況比較特殊，因?yàn)橹袊?guó)目前的人力資源行業(yè)還處在一個(gè)相對(duì)初級(jí)的階段，人力

45、資源的精力更多地是放在事務(wù)性工作中。）這些技巧已經(jīng)被看作是人人都應(yīng)該具有的技能。但令人失望的是，在美國(guó)，受訪者給予這兩項(xiàng)勝任力的分?jǐn)?shù)明顯低于其他國(guó)家受訪者所給的分?jǐn)?shù)。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(shuí)，他們?yōu)槭裁促?gòu)買公司的產(chǎn)品和服務(wù)，HR對(duì)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(dòng)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)一一包括其運(yùn)作模式，財(cái)務(wù)和戰(zhàn)略問題等一一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(duì)他的H膏員們進(jìn)行了10個(gè)問題的商業(yè)能力測(cè)試。他