【正文】 emain 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 2021, 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 Credible Activist without having all the other petencies. 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 RBL Group in Salt Lake City. “If you don?t e 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。 I spoke out strongly and held my ground.” This was the second study for Shane Smith, director of HR at CocaCola. “I did it for the first time in 2021. Now I?m seeing some traction in the things I?ve been working on. I?m pleased to see the consistency with my evaluations of my performance when pared to my raters.” What It All Means Ulrich believes that HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They are expected to play new roles. To do so, they will need the new petencies. Ulrich urges HR to reflect on the new petencies and what they reveal about the future of the HR profession. His message is direct and unfiving. “Legacy HR work is going, and HR people who don?t change with it will be gone.” Still, he remains optimistic that many in HR are heeding his call. “Twenty percent of HR people will never get it。 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)行合作，合作伙伴包括北美的美國人力資源管理協(xié)會(huì)以及拉美洲、歐洲、中國、澳大利亞等地的研究機(jī)構(gòu)。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。 ” （一級標(biāo)題）關(guān)于新成果 該項(xiàng)研究發(fā)布了六項(xiàng)高績效人力資源從業(yè)人員所具備的勝任力，從而取代了在 2021 年 HRCS發(fā)布的五項(xiàng)勝任力，這充分表明了 HR這個(gè)領(lǐng)域在不斷發(fā)展進(jìn)步。 “ 我們能清楚地感覺到行業(yè)的變化。現(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。為了使讀者更好地理解這些勝任力，把這些勝任力看做一個(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。從某種意義來說，這是一個(gè)整體。 CEO 們并不希望 HR 只為他們提供選擇 —— 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。人們都喜歡你，但是，你毫無影響力。 文化干事 HR 總免不了與文化打交道。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。新加盟 Papa John’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。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)。調(diào)查結(jié)果顯示員工的滿意度比我們預(yù)想的要低。）這些技巧已經(jīng)被看作是人人都應(yīng)該具有的技能。也就是說 要真正了解商業(yè) —— 包括其運(yùn)作模式，財(cái)務(wù)和戰(zhàn)略問題等 —— 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)。 ” 操作執(zhí)行者 。 Ulrich 教授還觀察到，即使是非常高效的人力資源管理者，如果過于忽略處理這些瑣碎事務(wù)，也存在著一定的風(fēng)險(xiǎn)。當(dāng)確實(shí)沒有必要的時(shí)候，剖析自 己，傾聽別人的意見可能比較冒險(xiǎn)?；氐郊依?，努力思考，為什么我會(huì)得到這樣壞的評價(jià)？ ” 但是對于 Deathridge 來說，結(jié)果大多是她以前所知道的。她回憶到， “ 曾經(jīng)有這樣一件事情，我的一位直線經(jīng)理要對一位員工采取紀(jì)律措施。而在過去，我所做的就大大不同了，我會(huì)說， ‘ 讓我們折中一下，按照第二級或第三級來處理吧?，F(xiàn)在，我看到了對我工作的一些指引。因此，他們需要具備新的勝任力。 ” 當(dāng)然，他依然非常樂觀，很多的人力資源管理者響應(yīng)了他的號召。 ” 作為開始， Ulrich 建議人力資源管理者進(jìn)行三次對話。接下來，詢問你自己是否真正了解商業(yè)或只知道