15 What Is HRD.doc

What Is HRD?什么是人力资源开发Human resource development is a dynamic and evolving practice used to enhance organizational effectiveness. It is the goal of this publication to provide a resource through which HRD professional and students can understand the field and grasp its simplicity. It is within this simplicity that an appreciation of the complexity of HRD can be realized. An introductory book such as this should provide only an overview; other more focused publications will provide the crystallization. For example, when entering a community for the first time, its landmarks, citizens, and complexity often seem overwhelming to the newcomer. But after familiarizing oneself with its uniqueness, its roads, streets, buildings, and people, it does not appear as threatening or complex. In fact, if given time, even the most alien community can take on the characteristics of “home”.人力资源开发是用于提高机构的效率的一个动态发展的行业。这份出版物的目的是为HRD专家和学生提供知识资源，通过这些资源使他们能了解和掌握这个领域的简要之处。 在简要性中蕴含着对HRD复杂性的理解体会。象这样的一本入门书仅能提供概要; 其他更专业的出版物将提供此领域的精辟之处。 例如，对于一个新来者来说，当第一次时进入社区时，它的路标、居民和复杂性似乎无法接受。但在熟悉它的特点以后，它的路、街道、建筑和人民，似乎变得不再危险或复杂。 实际上，如果给予足够时间，甚而最不同的社区都能变得象家一样。The same is true for new, exciting, and emerging professional practice. We have tried to simplify HRD in such a way that it becomes less complicated to the newcomer. If, after studying the following chapters, readers feel better able to understand the field, its components, roles, areas of practice, unique competencies, and strategies for improving credibility within organizations, then the book has indeed accomplished its mission. Ultimately, however, HRD professionals will provide the leaning and career development activities, performance improvement and management initiative, organizational development intervention, and insights through which organizational effectiveness is enhanced. Thus, it is their responsibility to master their craft in order for others within the organization to master theirs. Simultaneously, our goal is to provide the details, descriptions, and facts necessary to enable the HRD professional to create a development strategy for becoming as even more effective professional.以上道理对于一个令人激动的新兴职业也是同样适用的.我们设法简化HRD，这样它对入门者会变的不那么复杂。 如果，在学习以下章节以后，读者能更好的了解这个领域，它的组成部分，角色，实践区域，独特的能力要求以及改进机构内可信度的策略，那么这本书就完成了它的使命。然而,最终，HRD专家要提供学习和职业发展的活动,提高业绩和管理的主观能动性的方法,对组织发展的干预以及提高组织的效率的能力。 因此，HRD专家有责任掌握好他们的技能,以使组织内的其他人员能够各司其职. 同时，我们的目标是提供必要的细节、阐述和事实,使HRD专家能为更有效的提升自我水平而创造一个发展战略。Many people accept new career assignments and challenges without fully understanding the duties required in the new role. In fact, people often expect to develop the knowledge and skills required for the job as they participate in its daily activities. Consider the following example.许多人在没有充分了解新角色的责任时就接受了新的事业任务和挑战。 实际上，人们通常希望通过参与工作的日常活动来提高职业所需的知识和技能。请参考以下例子。After fifteen years with the organization, I am reassigned to the Human Resource Development Department. My regional vice-president tells me its a promotion for the excellent way Ive performed. In fact, he said, “The display of your abilities and talents convinced upper management that you should be training others” I realize I have managerial potential, but what is this HRD function anyway? Fifteens years am I ready to develop others? What will my duties be? What competencies will I need? How does HRD fit in with the rest of the organization? What id Human Resource Development?在组织内工作十五年以后，我被重新任命于人力资源开发部门。我的地区副经理告诉我这是促进基于我的优秀表现而给予的升职。 实际上，他说，“你所表现的能力和天分使上级主管相信你应该可以训练其他员工” 我意识到我有管理潜力，但到底HRD的功能是什么？ 15年我已准备好开发别人了吗？ 我的责任将是什么？ 我将需要什么能力？ HRD和组织的其它部门如何协调？什么是人力资源开发？Does this sound familiar? These are very real and often unanswered questions that newly promoted HRD professionals face every day. Where can one turn for information regarding HRD?这个情景对你来说熟悉吗？ 这些是新升职的HRD专家每天经常面临的真实而暂未得到回答的问题。 一个人能从哪里得到关于HRD 的信息？From another perspective, that of a student considering HRD as a career, many things must be examined. The most important components of any career include the roles and activities one will encounter. The role of an HRD professional id diverse, and often requires a number of sub roles to be managed simultaneously. One might expect to serves an HRD consultant to upper management regarding the continuous development of the organization and at the same time design a system wide career development program for employees. Many HRD professionals become the leaders of HRD departments and also serve as the organizations “learning or development officer.” Still others specialized in facilitation, instructional design, performance management, or organization development.从另一角度，一个把HRD视为事业的学生的角度来看，许多东西必须被考虑进来。所有事业的最重要的组成部分包括你将面临的职业角色和活动。 一个HRD专家的角色是多样的，而且经常需要同时处理一些次要角色。 针对组织的不断发展,你也许期望为一个上级主管的HRD顾问服务,同时为雇员设计一个系统的职业发展计划.许多HRD专家成为了HRD的部门领导并且担当组织的“学习或开发官员”。还有一些HRD专家专门研究对组织的辅助,指导计划,业绩管理或者组织的发展。HRD professionals perform several different activities and duties. For example, one might expect to design, develop, and implement learning activities. This would include conducting a needs assessment as well as an evaluation of programs, learners, and the impact that new skills and knowledge have on organizational effectiveness. One might conduct performance analysis activities or help promote HRD within the firm. Regardless of ones orientation, this book will serve as a reference for HRD students, professionals, managers, and academics interested in a better understanding of the principles of HRD.HRD专家开展和履行不同的活动和职责。例如，有人可能设计，开发和进行学习活动。 这包括对需要学习的项目的评估,以及对学习计划,学习者和新的技能知识对组织的效率的作用的评估. 有人可能在企业内开展业绩分析活动或帮助促进HRD。不管你的职业定位如何，这本书将为那些想要更好的理解HRD原则的HRD学生、专家、经理和学院提供一份参考。The question remains, “what is human resource development?” many feel it is a question that is impossible to answer, given the complex nature of the practice of HRD. It is made even more difficult because of the rapidly changing nature of the field. A clear definition will provide a framework on which to base decisions regarding the roles and responsibilities of professionals as well as the practices that should be incorporated in HRD.问题依然存在， “什么是人力资源开发？” 由于HRD这个行业的复杂特性,许多人感到它是一个无法回答的问题。由于这个领域总在迅速变化,问题就更难回答了。一个清晰的定义将为HRD专家的角色,责任及其职业行为的决定提供一个框架。The very term “human resource development” provides us with clues as to its meaning. Obviously, it is related to the development of people, but calling people “human resource” reveals an organizational orientation similar to “financial resources” and “capital resources.” Thus, HRD is about the development of people within organizations. Therefore, to properly define HRD, we examine the terms “human resources” and “development” more closely.从“人力资源开发”这个词本身我们可以理解它的意思。 显然，它与人的发展有关，但称呼人为“人力资源”表明了一种类似于“财政资源”和“资本资源”的和组织有关的特性. 因此， HRD与组织内的人的发展有关。 所以，为了恰当地定义HRD，我们需要更严密的审视“人力资源”和“开发”这两个词.1. What are Human Resources? 什么是人力资源？Todays organizations consist of three types of resources, physical, financial, and human. Physical resources are machines, materials, facilities, equipment, and component parts of products. There are often referred to as fixed corporate assets. Physical resources are important to the health of the organization because they provide it with stability and strength. Also, because they are tangible and can be seen, they provide the public with a measure of the organizations success. A corporate headquarters building is an example of this type of resource (Gilley, 1989).当今的组织包括三个类型的资源，自然，财政和人。自然资源是机器、原料、设施、设备和产品的零件。 它们常被称为公司的固定资产。 因为它们为组织提供稳定性和实力，自然资源对组织的健康发展很重要。并且，因为他们是有形的，可见的，它们为公众提供一种衡量组织成功与否的标准。某公司的总部大楼就是这类资源(Gilley的一个例子(Gilley,1989)。Financial resources refer to the liquid of an organization. These include cash, stock, bonds, investments, and operating capital. Like physical resources, financial resources are vital to the organizations ability to react to opportunities for growth and expansion. They also reflect its overall financial stability and strength. This is determined by comparing the assets (physical and financial) with the liabilities (debts) of the organization. A positive outcome reveals net worth, which is the figure that banks, investors, and the public use to assess the financial health of an organization.财政资源指的是组织的流动资产。 这些包括现金，股票，债券、投资和营业资本。 象自然资源一样,财政资源对组织的成长和扩展能力非常重要。它们也反映出组织的整体的财政稳定性和实力。 这取决于一个组织的资产(自然的和财政的)和负债(债务)的对比。一个正数的结果即净资产，它是银行，投资者和公众用来衡量一个组织的财政健康程度的数字.Human resources refer to the people employed by an organization. Measuring the value of human resources proves difficult due to the lack of standard and traditional measures such as those associated with fixed and liquid assets. For example, human resources cannot be depreciated like physical resources, nor do they reflect the net worth of an organization as financial resources do. Human resources, however, are just as important as physical and financial resources. Unfortunately, organizational leaders and managers often overlook this fact because human resources are not used to reflect the firms prosperity.人力资源是指组织雇用的人.衡量人力资源的价值很困难,因为缺乏衡量固定和流动资产的那样的标准而传统的标准.例如，人力资源不可能象自然资源一样贬值，亦不会象财政资源那样反映组织的净资产。但人力资源和自然,财政资源同等重要。 不幸的是，因为人力资源不被用于反映公司的繁荣程度，组织的领导和管理者经常忽视这个事实。One helpful measure available to organizational leaders and managers for determining the importance of human resources is the cost of replacing valuable employees, for example, the cost of recruiting, hiring, relocating, lost productivity, training, and attitudes of the members of the organization. These intangibles have value. Thus, a well-trained, highly skilled, and knowledgeable employee is more valuable to an organization than one who is not. This value manifests itself in increased productivity and efficiency, as well as in the employees attitudes toward work and the firm. Organizations are aware that human resources have value, yet often fail to consider people in their asset portfolio. As a result, many do not recognize the importance of HRD functions, nor do they realize that improved knowledge, competencies, skills, and attitudes are necessary to improve the overall efficiency and effectiveness of the organization.有一个标准有助于组织的领导和管理者来确定人力资源的重要性.那就是更换优秀雇员的成本，例如，用于招聘，聘用，调迁人员的费用，丧失的生产力、培训的费用和组织的成员的态度。 这些无形资产都有价值。 因此，训练有素，高度熟练和博学的雇员对组织来说更为可贵。这种价值通过提高的生产力和效率，以及雇员对工作和企业的态度而体现出来。尽管组织知道人力资源有价值，但经常不把人力加入他们的投资对象中。 结果，许多组织不认可HRD作用的重要性，亦没有意识到提高的知识、能力、技能和态度对于改进组织的综合效率和有效率是必要的。2. What Is Development?什么是开发Examining the term “development” requires addressing two questions: (1) What is meant by the development of people and (2) What type of development really occurs within an organization (Gilley, 1989).审视“开发”这个术语需要解决二个问题： (1)人的开发是什么意思，(2)在一个组织内实际的开发是什么样的(Gilley,1989)。Development of people refers to the advancement of knowledge, skills and competencies for the purpose of improving performance within an organization. This reflects a focus on the individual ( individual development) as well as a philosophical commitment to the professional advancement of people within the organization (career development). Next, development of people within an organization is directed at performance improvement for the benefit of the firm-greater organizational efficiency, more effective competitive practices, and greater profitability (performance management). Finally, development refers to the continuous enhancement of an organizations culture through interventions aimed at altering the organizations mission, strategy, structure, policies and procedures, work climate, managerial practices, and leadership (organizational development). These represent the four components of HRD.人的发展指的是为了提高人员在组织内的业绩而提高人员的知识、技能和能力。这反映出组织对于个体(个人发展)的关注,以及组织有提升员工的职业能力(事业发展)的义务. 其次，组织内的员工的发展定向于为了提高企业收益而提高业绩-更高的组织效率、更有效的竞争机制以及更大的收益率(业绩管理)。最后，发展指的是,通过对组织任务,战略、结构、政策,规程、工作气氛、管理机制和领导(组织的发展)的干预,来不断提升组织文化。 这些代表了HRD四个组成部分。From an individual perspective, development cannot occur unless people participate in activities (formal and informal) designed to introduce new knowledge and skills that improve their performance behaviors. This, of course, can be accomplished through daily work experience, which is hit-or-miss approach that requires more time with no guarantee of results. It could even mean the development of inadequate or inappropriate knowledge, skills, and behaviors. This is what human resource development is all about-the introduction of organized as well as self-directed activities designed to increase knowledge, skills, and competencies and improve behavior. Simply stated, HRD refers to learning, performance, and change activities that bring about desired organizational effectiveness (Gilley and Maycunich, 2000a).从个人的角度来看，发展不可能发生，除非人们参加那些 能够改进业绩行为的,引进了新知识和技能的活动(正式和非正式的)。 这当然可以通过日常的工作经验完成，但这种没有计划的方法需要更多时间并且没有结果的保证。 它可能甚而意味着不充分或不恰当的知识、技能和行为的发展。这就是人力资源开发的