GLOBAL ISSUES IN HUMAN RESOURCES在人力资源的全球问题.docx

Special Call for Proposals Linking HR Competence to Key Performance Indicators: A Criterion Validation ProgramThe SHRM Foundation is seeking proposals for criterion validation research in the realm of HR competencies. This topic is a major priority on the Foundations research agenda. Since 2010, SHRM has been working to develop a competency model for the human resource management professional. To develop this comprehensive model, SHRM established the HR Thought Leadership Initiative. The initiatives objective was to identify the key competencies needed by all HR professionals regardless of enterprise and role. This would serve as the guiding principle for the development of the Elements for HR Success competency model. To develop this model, SHRM researchers reviewed different competency models, conducted over one hundred focus groups with over 1,200 HR professionals across 29 cities around the world, and surveyed 640 Chief Human Resource Officers. The content of the resulting model, shown in Figure 1 below, was validated in a 2012 survey of over 32,000 HR professionals worldwide ranging in career level, role, and organization size. Figure 1: SHRMs Elements for HR Success Competency ModelThe model has nine competency areas:1. Human Resource Technical Expertise and Practice: the ability to apply the principles and practices of HRM to contribute to the organizations success2. Relationship Management: the ability to manage interactions to provide service and support the organizations success3. Consultation: the art of providing expert advice to organizational stakeholders in a variety of circumstances4. Organizational Leadership and Navigation: the ability to direct initiatives and processes with agility and to gain buy-in from stakeholders5. Communication: the ability to create a free exchange of information among stakeholders at all levels of the organization to produce desired outcomes6. Global and Cultural Effectiveness: the art of managing human resources within and across borders and cultures7. Ethical Practice: the integration of core values, integrity, and accountability with all organizational and business practices8. Critical Evaluation: skill in interpreting information to determine return on investment and the organizational impact of decisions and recommendations9. Business Acumen: the ability to understand business functions and metrics in both the organization and the industryOur research indicates that success is a function of what you know and the behaviors you engage in to apply your knowledge. In the Elements for HR Success model, your knowledge is based upon your mastery of the six core bodies of knowledge, which make up your HR technical expertise and practice. However, success does not rely solely on what you know. It also depends on how you act to apply your knowledge. The core behaviors performed by successful HR professionals range from relationship management to business acumen. These behaviors, represented in the behavior circle (i.e., horseshoe), are critical behaviors used by HR professionals to apply their knowledge to business situations. The importance of these competencies to individual HR professionals will vary among organizations and role, but it may also vary according to an individuals career level.SHRM has identified competencies and behaviors for each of these nine areas. In addition, specific proficiency standards (based upon critical incidents) have been associated with four career levels: Entry: typically less than two years in the profession; usually a specialist in a support function, such as recruiting or benefits Mid: typically three to seven years in the profession; often managing projects; usually a generalist or tenured specialist Senior: typically eight to fourteen years; often holding a formal title such as director or principal Executive: typically fifteen years or more in the profession; usually holding the top HR role in the organizationThe following table (Figure 2) provides examples of how proficiency in one competency can change across levels. For instance, strategic HR management varies where executives HR defines strategy, senior-level HR creates action plans to implement that strategy, mid-level HR implements action plans, and entry-level HR gathers and reports metrics related to strategic outcomes. The list in Figure 2 illustrates how one proficiency standard per competency may evolve as one matures in ones HR career. For each competency, we have identified approximately 15-20 proficiency standards per level.EntryMidSeniorExecutiveHuman Resource Technical Expertise and PracticeEmploys standard operating procedures and policies when performing HR transactionsApplies policies and procedures across the organizationEnsures the delivery of high-quality HR processesEnsures alignment of HR policies and procedures with organizational values and goalsRelationship ManagementRefers potentially difficult interactions to managerMediates difficult interactions, escalating when warrantedMediates difficult employee relations or other interactions as a neutral partyCreates conflict resolution strategies and processes throughout the organizationConsultationProvides pertinent facts and information to mid and senior-level HR leadersIdentifies threats to business and recommends effective solutionsOffers business solutions in a proactive mannerIdentifies opportunities to provide HR and business solutions that maximize return on investment for the organizationOrganizational Leadership and NavigationListens actively to identify challenges and solutionsDemonstrates flexibility and adaptabilityLeads project plans for timely completionWorks with other executives to design, maintain, and champion the mission, vision, and strategy of the organizationCommunicationProduces accurate, error-free communicationDelivers well-organized, impactful presentationsSolicits feedback and buy-in on HR initiatives from stakeholdersCrafts messages to be delivered to stakeholders on high-visibility issuesGlobal and Cultural EffectivenessPossesses general knowledge of local cultural issuesImplements and audits organizational/HR practices to ensure global/cultural sensitivityDevelops expert knowledge of global economic trends and best practicesUses global economic outlook to determine impact on the organizations human capital strategyEthical PracticeDemonstrates accountability for actionsEstablishes oneself as a credible resource for employee and management issuesEstablishes HR team as a credible and trustworthy resource within the organizationChallenges other executives and senior leaders when potential conflicts of interest ariseCritical EvaluationGathers facts and analyzes dataMaintains working knowledge of metrics, data collection, statistics, and analysisMaintains advanced knowledge in use of data, evidence-based research, benchmarks, and metrics to make critical decisionsMaintains expert knowledge in use of data, evidence-based research, benchmarks, and metrics to make critical decisionsBusiness AcumenDemonstrates basic knowledge of business lines and products/servicesMaintains functional knowledge of organizational business unitsMaintains advanced knowledge of key industry and organization metricsBenchmarks the competition and other relevant comparison groupsFigure 2: Proficiency Standards across Career LevelsTo help HR professionals assess their level of proficiency within each competency area, we have in partnership with the Human Resources Research Organization (HumRRO) developed a competency self-assessment based upon situational judgment test and virtual role-play items. The competency self-assessment is an interactive simulation-based assessment, designed to offer professional development guidance based upon the competency model. The competency self-assessment consists of three core assessment modules, all of which are administered on-line: Situational Judgment Test (SJT): Similar to the VRP, the SJT will provide scenario-based items via animated video. The SJT, however, will not utilize the interactive branching component but will require the HR professional to rate a series of responses on a scale of effectiveness. In addition to developing the assessment themselves, SHRM also desires to commission the development of guides for assessment takers including score interpretation and use of the competency self-assessment. Video Role Play (VRP): An interactive simulation, using animated video, will present real world scenarios and ask the HR professional how he/she would respond to the dilemmas and challenges. The VRP has a critical measurement component that distinguishes itself from typical VRPs. VRPs usually move from screen to screen based on previous responses; SHRMs VRP, however, contains interactive branching and will ask the HR professional to rate the effectiveness of each response before moving on to the next question. Self Report Assessment: A behaviorally-based measure containing descriptions of behaviors at each level of proficiency, for each competency. The Self Report is multifunctional; scales can be used for self-assessments as well as used as an instrument to conduct 360-degree feedback. Upon completion of assessment modules, assessment users receive individually tailored feedback reports evaluating their strengths and developmental opportunities. The purpose of the current call for research proposals is to identify organizations and academicians interested in conducting a criterion validation study using the tools offered by SHRM. Specifically, it is the SHRM Foundations objective to fund research demonstrating the link between proficiency as measured by the competency self-assessment and critical outcomes such as performance ratings, HR-unit performance and effectiveness, and organizational performance. The SHRM Foundation seeks to fund five $15,000 research grants outlining a criterion validation strategy using the measurement tools described in this call for proposals. For more information about the SHRM Elements for HR Success Competency Model, please visit /competencies. To download the full model in pdf format, please go to /HRCompetencies/Documents/Competency%20Model%207%200.pdf. To access the demo version of the competency self-assessment, please click on and enter the visitor code SHRM2012. In January 2013, we will launch the completed full version of this assessment, which will be available for a fee through the SHRM Bookstore. For this research, all grantees and partner organizations will receive free access to the SHRM Competency Self-Assessment and other measurement tools, as well as support from the SHRM Thought Leadership team.I. Type of Research Sought The SHRM Foundation seeks to fund high-impact, original, rigorous research with a focus on addressing current challenges or understanding emerging trends. The research should be aimed at an academic audience while also having direct, actionable implications for HR practice. The proposal should explain your approach to criterion validation, as well as offer original criteria you will employ in the validation process. The implications for practitioners should be direct and actionable, and there must be continuity between the research questions proposed and the methods used.Your proposal should include the following elements: A signed letter of agreement or partnership with an organization or organizations providing the criterion validation samples (if already secured) A sample consisting of at least 100 professionals from an Human Resources or Human Capital unit(s) within a mid-to-large organization or across several organizations A clear sampling strategy for identifying peer, supervisor, and stakeholder (e.g., frontline managers) ratings of performance for each HR professional in the sample A research design for addressing multi-level modeling issues (e.g., linking individual proficiency to unit and organizational outcomes) that will be addressed in the criterion validation study A project plan adhering to specific milestones including data collection in Q1/Q2 2013 and concluding the reporting phase by December 31, 2013 The SHRM Foundation will not disburse funds unless milestones and dates are adhered accordingly. Grantees must conduct data collection no later than July 1, 2013. Grantees must submit report of findings to the SHRM Foundation no later than December 31, 2013. A research design that accounts for the critical HR outcomes of interest to SHRM and its members including definitive benchmarks (see SHRM Benchmarking Service for sample variables of interest- /research/benchmarks/pages/default.aspx) A research design comprised of the following tasks:o Task 1: Establish a partnership via a signed letter of agreement with an organization or organizations providing the criterion validation samples by March 1, 2013 The SHRM Foundation will disburse $5,000 upon securing the sample. Grantees will be required to secure the sample within 60 days of grant award. Grantees must provide a signed letter of agreement with a partner organization and organizations providing the sample.o Task 2: Define variables of interest and data collection instruments beyond those furnished by SHRM by April 1, 2013o Task 3: Identify a window for data collection, via the web, using instruments (i.e., the competency self-assessment and performance ratings toolall of which will be administered online) SHRM will support all grantees when using SHRM data collection instruments designed as online tools. furnished by SHRM to be completed by July 1, 2013o Task 4: Analyze all data provided by SHRM in Excel and SPSS formats by October 1, 2013o Task 5: Report findings in the form of a manuscript to SHRM Foundation by December 31, 2013II. Proposal FormatYou are required to submit a full proposal. The length of the proposal should not exceed 15 double-spaced pages in total (1” margins, 12 pt Times New Roman font or equivalent), excluding the cover page, references, appendices and the grant submission checklist. Proposa