外文文獻(xiàn)翻譯-人力資源管理的新型勝任力-其他專(zhuān)業(yè)-文庫(kù)吧資料
2025-01-27 09:03本頁(yè)面
【正文】 年開(kāi)始，密歇根大學(xué)的商業(yè)管理教授 Dave Ulrich 先生和他的助手們就開(kāi)始研究這個(gè)課題。 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 petencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect. Cultural Steward. HR has always owned culture. But with SarbanesOxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it has emerged as an independent petency. Of the six petencies, 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 anization. Organizational design centers on the policies, practices and structure that shape how the anization works. Their linking reflects Ulrich?s belief that HR may be placing too much emphasis on talent acquisition at the expense of anizational design. Talent management will not succeed in the long run without an anizational 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 petency 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 petency. “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 bee a positive, how we could use the data and followup surveys as a strategic tool to demonstrate progress.” Anchoring the pyramid at its base are two petencies 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 petencies 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 petencies 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 pany?s products and services. For HR professionals to be Business Allies (and Credible Activists and Strategy Architects as well), they should be what Ulrich describes as
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