外文文獻(xiàn)翻譯-人力資源管理的新型勝任力-人力資源(已修改)
2025-06-01 12:03 本頁面
【正文】 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 allnew 2020 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 highachieving HR people need to perform even better,” says Ulrich, codirector 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 longestrunning, most extensive global HR petency study in existence. “In reaching our conclusions, we?ve looked across more than 400 panies and are able to report with statistical accuracy what HR executives say and do,” 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. 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 CocaCola Co., who participated in the study. “They have created and continue to enhance a framework for thinking about how HR drives organizational performance.” What’s New Researchers identified six core petencies that highperforming HR professionals embody. These supersede the five petencies outlined in the 2020 HRCS—the last study published—reflecting the continuing evolution of the HR profession. Each petency is broken out into performance elements. “This is the fifth round, so we can look at past models and pare where the profession is going,” says Evren Esen, survey program manager at SHRM, 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 petencies reflect a change in nomenclature or a shuffling of the petency deck. However, there are some key differences. Five years ago, HR?s role in managing culture was embedded within a broader petency. Now its importance merits a petency of its own. Knowledge of technology, a standalone petency in 2020, now appears within Business Ally. In other instances, the new petencies 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.” To put the petencies in perspective, it?s helpful to view them as a threetier pyramid with Credible Activist at the pinnacle. Credible Activist. This petency 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 petency] is key,” Ulrich says. “But you can?t be a Credibl
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