美國(guó)國(guó)際人力資源管理協(xié)會(huì)32ppt課件

1、美國(guó)國(guó)際人力資源管理協(xié)會(huì)(1) International Public Management Association for Human Resources 簡(jiǎn)稱 IPMA-HR 該機(jī)構(gòu)是 1973 年由公共人事管理協(xié)會(huì)和人事管理專業(yè)協(xié)會(huì)合并而組建的，其中公共人事管理協(xié)會(huì)成立于 1906 年，人事管理協(xié)會(huì)成立于 1937 年。 IPMA 是一個(gè)非贏利機(jī)構(gòu)，其總部設(shè)在美國(guó)首都華盛頓近郊。經(jīng)過(guò)近百年的開(kāi)展， IPMA 目前曾經(jīng)成為美國(guó)及國(guó)際上最有影響的人力資源管理協(xié)會(huì)之一。 cnshu 中國(guó)最大的資料庫(kù)下載美國(guó)國(guó)際人力資源管理協(xié)會(huì)(2)IPMA-HR 有超越 20 個(gè)國(guó)家和國(guó)際組織的成員，其中專

2、業(yè)會(huì)員超越 5500 名，國(guó)際會(huì)員機(jī)構(gòu)組織超越 1500 個(gè)，組織會(huì)員中人力資源管理者超越 50000 名。 IPMA-HR 有 4 個(gè)地域協(xié)會(huì)和 40 多個(gè)分會(huì)。協(xié)會(huì)有 4 種類型的會(huì)員：組織會(huì)員、個(gè)人會(huì)員、在線會(huì)員和學(xué)生會(huì)員。協(xié)會(huì)有兩個(gè)特別的重要部門，它們是評(píng)價(jià)中心和聯(lián)邦政府聯(lián)絡(luò)部。協(xié)會(huì)還在全美設(shè)置了四個(gè)地域機(jī)構(gòu)，它們分別是東部協(xié)會(huì)、東南部協(xié)會(huì)、中部協(xié)會(huì)及西部協(xié)會(huì)。 IPMA-HR 為全世界的公共人力資源專業(yè)團(tuán)體提供了一個(gè)論壇。 美國(guó)國(guó)際人力資源管理協(xié)會(huì)(3) 經(jīng)過(guò)多年的研討和實(shí)際， IPMA-HR 于 2000 年開(kāi)發(fā)出了國(guó)際高級(jí)人力資源管理職業(yè)資歷認(rèn)證體系，包括培訓(xùn)課程和考試證書?？荚?/p>

3、證書有兩種：國(guó)際高級(jí)人力資源管理師 IPMA-CP 和國(guó)際高級(jí)人力資源管理專家 IPMA-CS 。 懇求者需求證明本人具有一定的人力資源專業(yè)方面的知識(shí)和技藝，經(jīng)過(guò) IPMA 主持的人力資源素質(zhì)模型培訓(xùn)及 150 道試題的筆試，并經(jīng)過(guò)專家評(píng)審小組對(duì)其專業(yè)才干及閱歷進(jìn)展評(píng)價(jià)，才干獲得國(guó)際人力資源管理師資歷證書。 IPMA-CP認(rèn)證的目的IPMA-HR國(guó)際高級(jí)人力資源認(rèn)證體系，可以成為促進(jìn)高級(jí)人力資源管理人員提高素質(zhì)、增進(jìn)任務(wù)勝任才干的動(dòng)力。同時(shí)，IPMA-HR高級(jí)人力資源管理職業(yè)資歷證書也可以成為高級(jí)人力資源管理專家的標(biāo)志之一。IPMA發(fā)明這一體系的目的是為人力資源的專業(yè)人員、管理者和開(kāi)展下一代指

4、點(diǎn)人提供一套行之有效的人力資源管理知識(shí)和閱歷的技藝培訓(xùn)及才干考核體系，使每一位受訓(xùn)的指點(diǎn)人、管理者和人力資源專業(yè)人員更加優(yōu)秀，更加專業(yè)化。了解現(xiàn)代組織中人力資源管理角色的不斷變化，職業(yè)化和進(jìn)展資歷認(rèn)證的必要性；了解人力資源職業(yè)化中新興的素質(zhì)才干要求；了解IPMA-HR人力資源才干模型，它的四種主要角色和22種才干；根據(jù)這些才干來(lái)對(duì)本人相應(yīng)的優(yōu)勢(shì)和局限性進(jìn)展評(píng)價(jià)；為人力資源專業(yè)人士提供開(kāi)展規(guī)劃IPMA-CP認(rèn)證的目的ObjectivesUnderstand the need for professionalism and certification issues in light of the

5、changing role of human resource management in the public sector.Understand the emerging competency approach to professional developmentUnderstand the IPMA-HR Human Resource Competency Model, its four major roles and 22 competenciesIdentify which competencies are addressed in each of the three major

6、modules of the IPMA-HR Human Resource Competency WorkshopAssess your own relative strengths and limitations against the competencies.Initiate a plan for your individual development as a human resource professional.Course ExpectationsWere all colleagues; we respect each other.Its OK to disagree.Liste

7、n as an ally.Everyone participates; no one dominates.Honor time limits.Ask any questions.IPMA-HR MODELHR ExpertBusiness PartnerChangeAgentLeadershipWhat is AProfessionProfessionalProfessionalism在您組織中人力資源管理者的位置和作用如何？做好您的任務(wù)有利與不利條件有哪些？位置作用越來(lái)越突出有共識(shí)平行位置發(fā)言權(quán)：總裁辦會(huì)議方案集中于操作短少規(guī)劃成為組織設(shè)計(jì)者杭報(bào)位置很大，房地產(chǎn)公司位置小，偉 東集團(tuán)有點(diǎn)但不

8、理想，位置大萬(wàn)經(jīng)理：與總經(jīng)理職責(zé)分不清企業(yè)轉(zhuǎn)型/外表上尊重，操作上困惑/有為才有位，注重人力資源，鼓勵(lì)人留住人如何做？/政策限制，向市場(chǎng)靠攏/難以界定HR與直線經(jīng)理任務(wù)作用不明顯理念與高度傳統(tǒng)做法與現(xiàn)代理念權(quán)益分散隨意性大沒(méi)有話語(yǔ)權(quán)指點(diǎn)決議一切、行業(yè)影響職能經(jīng)理才干不齊/Characteristics of a ProfessionA profession is an occupation for which the necessary preliminary training is intellectual in character, involving knowledge, and to

9、some extent learning distinguished from mere skill.It is pursued largely for others, and not merely for ones self.It is an occupation in which the amount of financial return is not the accepted measure of success.Louis Brandeis, Justice, US Supreme CourtCharacteristics of a Professionals職業(yè)經(jīng)理人：運(yùn)用全面的運(yùn)

10、營(yíng)管理知識(shí)和豐富的管理閱歷，獨(dú)立對(duì)一個(gè)經(jīng)濟(jì)組織開(kāi)展運(yùn)營(yíng)或進(jìn)展管理。-上海市勞動(dòng)和社會(huì)保證局,2003職業(yè)經(jīng)理人是一個(gè)職業(yè)，終身從事所做的任務(wù)，并將其作為一個(gè)使命，職業(yè)經(jīng)理人具備相應(yīng)的素質(zhì)和才干，具備畢生的職業(yè)信心。-周偉鴻 , “中國(guó)百佳職業(yè)經(jīng)理人獎(jiǎng)高級(jí)企業(yè)管理顧問(wèn)，2003職業(yè)經(jīng)理人是一個(gè)訓(xùn)練有素、具有職業(yè)品德和身懷管理絕技的群體企業(yè)運(yùn)營(yíng)者。他們?cè)谄髽I(yè)或組織中經(jīng)過(guò)利用企業(yè)內(nèi)部或外部的有效資源人力、資本、技術(shù)或其他，并運(yùn)用其本身所特有的各種指點(diǎn)藝術(shù)、管理技巧和鼓勵(lì)技藝，為本企業(yè)或組織的息息相關(guān)者股東、客戶、員工、供貨商、政府、社會(huì)等的利益而從事運(yùn)營(yíng)企業(yè)的活動(dòng)，并在特定的時(shí)期內(nèi)完成股東賦予的特定

11、使命和目的。-楊大躍，Group Exercise Is Human Resources a profession?If it is, what are the characteristics of the profession? If it is not, identify the factors that led you to that conclusion.How is HR perceived by others (top management, line supervisors, employees) in your organization?AS a HR professional

12、HR requires a clear body of knowledge, and many colleges and universities offer advanced degree in Human Resources Management.We demonstrate our worthiness through our ethics, fairness, comportment, willingness to take responsibility, accept accountability and working to the highest possible standar

13、ds.HR functions in a dual role as top managements voice with employees and as the employees advocate with top management.HR is a distillation of ourselves, our values, along with our knowledge, training and experience it is both art and science.Recognition of our professionalism comes from:Our peers

14、 in our organizationManagers, supervisors and employees who we serveCertification by outside organizations like IPMA-HR勝任特征模型的興起 勝任特征最早是美國(guó)學(xué)者M(jìn)cClelland(1973)年提出的，以為勝任力要素是那些與任務(wù)或任務(wù)績(jī)效直接相關(guān)的知識(shí)、技藝、才干、特征或者動(dòng)機(jī)等，可以較好地預(yù)測(cè)實(shí)踐的任務(wù)績(jī)效。 勝任特征必需與績(jī)效關(guān)聯(lián)，強(qiáng)調(diào)績(jī)效導(dǎo)向；勝任特征是一個(gè)組合，它突破了以往研討中單個(gè)才干與績(jī)效關(guān)系的思緒；不同義務(wù)、崗位，對(duì)任職者的勝任特征要求不同；勝任特征不僅是一個(gè)心

15、思學(xué)或運(yùn)用心思學(xué)的概念，更是一條務(wù)虛的人力資源管理思緒。勝任特征模型研討的興起Competency: an underlying characteristic of an employee(I.e., a motive, trait, skill, aspect of ones self-image, social role, or a body of knowledge) which results in effective and.or superior job performanceRichard Boyatzis 1982Competency: an “attribute bundle

16、 which may contain a combination of knowledge, skills, and attitudes (KSAs), as well as tasks, activities, outputs, or resultsPatricia McLagan 1997對(duì)人力資源管理者的勝任特征研討 IPMA-HR的素質(zhì)模型實(shí)踐來(lái)自于上個(gè)世紀(jì)九十年代初期就曾經(jīng)開(kāi)發(fā)出來(lái)的AT&T素質(zhì)模型。AT&T的模型主要包括了四種素質(zhì)，是IPMA-HR的模型規(guī)劃為其人力資源管理的專業(yè)人員所設(shè)計(jì)的主要角色的前身。 AT&T模型中的主要素質(zhì)： IPMA-HR的多種角色利用人力資源的專業(yè)知識(shí)

17、 人事專家扮演業(yè)務(wù)同伴的角色 業(yè)務(wù)同伴變革的催化劑 變革的推進(jìn)者影響他人 指點(diǎn)者Old MythsNew RealitiesPeople go into HR because they like people.HR departments are not designed to provide corporate therapy or as social or health-and-happiness retreats. HR professionals must create the practices that make employees more competitive, not mo

18、re comfortable. Anyone can do HR. HR activities are based on theory and research. HR professionals must master both theory and practice.HR deals with the soft side of a business and is therefore not accountable. The impact of HR practices on business results can and must be measured. HR professional

19、s must learn how to translate their work into financial performance. HR focuses on costs, which must be controlled.HR practices must create value by increasing the intellectual capital within the firm. HR professionals must add value, not reduce costs HRs job is to be the policy police and the healt

20、h-and-happiness patrol. The HR function does not own compliance-managers do. HR practices do not exist to make employees happy but to help them become committed. HR professionals must help managers commit employees and administer policies. HR is full of fads.HR practices have evolved over time. HR p

21、rofessionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority. HR is staffed by nice people. At times, HR practices should force vigorous debates. HR professionals should be confrontational and challenging as well as supportive H

22、R is HRs job. HR work is an important to line managers as are finance, strategy, and other business domains. HR professionals should join with managers in championing HR issues. IPMA-HR MODELHR ExpertBusiness PartnerChangeAgentLeadershipHR ExpertOnly one of the 22 competencies deals with HR expertis

23、e, Knows Human Resource Laws and Policies. The IPMA model focuses on the three emerging roles while acknowledging the ongoing need for HR expertise. Those three roles are depicted in the model at the three points extending from the center of the model, ie. The HR Expert. Business PartnerMore than a

24、provider of servicesA management partner who shares accountability for organizational resultsDoes more than explain what is prohibitedWorks with management to devise solutionsInvolved in business strategic planning and working toward results aligned with missionChange AgentHelp management and employ

25、ees deal with change in organizational culture, mission, skills requirements, and job security.Business ProcessMarketingInformation TechnologyCustomer ServiceLeadershipPromote the merit systems principlesEthics and integrity Foster diversityBalance employee satisfaction and welfare with organization

26、al requirements and goalsBuilds teamworkModels collaborative problem solvingBusiness Partner CompetenciesKnows MissionUnderstands Clients and Organizational Culture:Possesses the Ability to be Innovative and Create a Risk Taking Environment:Applies Organizational Development Principles:Links Human R

27、esources to the Organizations Mission and Service Outcome:Change Agent CompetenciesApplies Information Technology to Human Resources Management:Designs and Implements Change Process:Possesses the Ability to Build Trust Relationships:Possesses Marketing and Representational Skills:Demonstrates Custom

28、er Service Orientation:Leader CompetenciesUnderstands Values and Promotes Diversity:Practices and Promotes Integrity and Ethical Behavior:Overlapping CompetenciesUnderstands Business Process and How to Change to Improve Efficiency and Effectiveness Knows Human Resource Laws and Policie Understands Publ