新一代HR胜任能力

,CompetenciesfortheNewHR新一代HR的胜任能力,ProjectTeam项目组成员WayneBrockbank,DaveUlrich,andDavidYakonichUniversityofMichiganBusinessSchool密歇根大学商学院ThanksToOurGlobalPartners致谢：环球合作者AlejandroSioli,IAE,ManagementandBusinessSchoolofUniversidadAustral,ArgentinaChanderRamachander,AcademyforManagementExcellence(ACME),IndiaKlaasWassens,JaapPaauwe,RSM,ErasmusUniversity,TheNetherlands,Methodologyfor2002Study研究方法,Participants参与者,Associates同事,Associates同事,Associateraters打分同事HRAssociatesHR同事Non-HRAssociates非HR同事,Surveyadministeredusingon-lineinstrument(250questionstakingapproximately50minutestocomplete)调查使用了在线工具(250个问题需50分钟即可完成）Responseratefor7,082surveys7082个样本的反馈率-89%ParticipantResponse89%的参与者作答-66%AssociateResponse66%的同事作答,360-degreeinstrumentforapproximately1,200HRExecutive“Participants”大约1200名HR经理“参与者”使用了360度工具,-EachParticipantselfselected4-8“Associateraters”每位参与者挑选了4-8位“打分同事”-Participantshadanaverageof6“Associateraters”平均6位“打分同伴”,IndividualParticipantHRCompetencies,BusinessUnitorCorporateHRCapabilities,UnitofAnalysis分析单元,参与者个人的HR胜任力,业务单位或公司的HR能力,CharacteristicsofDataSet(AllTimes)数据特征（所有年份）,AvonCosmetics,Inc.BHPBillitonBOCGassesPteLimitedCathayPacificAirwaysLimitedGlaxoSmithKlinePepsiCoFoodsInternationalPetronCorporationTATAEngineeringandLocomotiveCompanyLimitedAstraZenecaBarclaysBankPLCBAESYSTEMSNokiaOyjSeagramSpiritsandWineGroupSunChemicalUnileverABNAMROAmeradaHessCorporationAvayaInc.BankJuliusBaerthetimeofusingknowledgetocontributeisnow.业务知识对绩效的影响并不明显。绩差与绩优公司的HR同样了解公司的业务。了解业务的时代过去了，现在是使用业务知识的时代。HRtechnologyisonthescreenbutisnotasignificantdifferentiatorofperformance.HR技术虽然也被列入，但它对绩效的影响并不明显。Wearestillgettingthebugsout.我们依然在清除麻烦。Asapercentoftotalprofits,thecostsavingsareyettobeseen.作为整体利润的一部分，费用的节省依然会得到注意。,d,i,BusinessKnowledge业务知识,eHR,PersonalCredibility,HRDelivery,个人可信度,HR的实施,CompetenciesfortheNewHR:StrategicContribution新一代HR的胜任能力：战略贡献,StrategicContribution战略贡献Culturemanagement文化管理Fastchange快速变革Strategicdecisionmaking战略决策Marketdrivenconnectivity由市场驱动的连结,DefinitionofMarketDrivenConnectivity市场驱动的连结,Facilitatetheintegrationofdifferentbusinessfunctions协助不同业务功能的整合Managethearrangementofphysicalfacilitiesandworkplaceenvironment管理硬件设施与工作环境Removelowvalue-addedorbureaucraticwork消除低附加值或是官僚性的工作Facilitatedisseminationofcustomerinformation协助客户信息的传播,BusinessKnowledge,HRTechnology,PersonalCredibility,HRDelivery,StrategicContribution,战略贡献,个人可信度,实施,业务知识,HR技术,AmplifyingWeakSignals放大弱信号,BusinessKnowledge,HRTechnology,PersonalCredibility,HRDelivery,StrategicContribution,Food+食物,Danger-危险,战略贡献,个人可信度,实施,业务知识,HR技术,RelationshipofStrategicContributionDomainandFactorScorestoHREffectiveness(),BusinessPerformance(R2),andIndividualPerformance(R2),BusinessKnowledge,HRTechnology,PersonalCredibility,HRDelivery,StrategicContribution,*Notsignificant(p0.05),战略贡献,个人可信度,实施,业务知识,HR技术,战略贡献领域与HR绩效、业务表现和个人表现的因素分数的关系,非HR同事评定的个人表现,ConclusionsII结论二,Culturemanagementcompetenciesrequiredefiningcultureintermsofexternalcustomersandbusinessstrategyinawaythatalsoengagesemployees.文化管理能力要求根据外部客户和业务战略的要求定义文化，并能获得员工的参与。Culturemanagementcompetenciesrequiretheabilitytotranslatecultureintoexecutiveaswellasemployeebehaviors.文化管理能力要求能把文化变成经理和员工们的行为Managingchangedoesnotmatter.Whatmattersarethecompetenciestomakechangehappenfast.管理变革并不重要重要的是有能力让变革快速发生。HRprofessionalsinthehighperformingfirmsmakefundamentalcontributionstotheformulationofbusinessstrategy.Theyraisethelevelofintellectualrigorofthe“table”.绩优公司的HR为业务战略的制定做出了根本的贡献。他们提高了“一席之地”的智力精确水平。HRprofessionalsmustbeabletosetthedirectionofchange(etothetablewithanopinionaboutstrategy)andnotjustbeabletofacilitatethediscussion.(ContentxProcess).HR必须能够确定变革的方向（例如把有关战略的观点带上桌），而不只是能协调讨论。（内容X过程）,BusinessKnowledge,HRTechnology,PersonalCredibility,HRDelivery,StrategicContribution,战略贡献,个人可信度,实施,业务知识,HR技术,ConclusionsII结论二,HighperformingHRdepartmentshavethecapabilityto:Identifyandamplifycriticalinformationfromtheenvironment确认并放大来自环境中的关键信息Movethatinformationacrosstheorganizationsothatpeopleactquickly,accurately,andinconcertwitheachother.在组织中传播这一信息，使人们可以快速正确一致地行动Reducelowvalueaddedinformationandprocessesthatblocktheflowofcriticalinformationanddecisionmaking减少阻碍重要信息流动与决策的低价值信息与程序HRprofessionalsinhighperformingfirmshavethecompetenciestocreateculturesthatmakeexternalandinternalconnectivityhappen.Theymanagechangeprocessesthatenableconnectivitytohappenquicklyandintherightstrategicdirections.绩优公司的HR有能力创造出使内外相连结的文化。他们对变革过程的管理使连接迅速而正确地发生。,BusinessKnowledge,HRTechnology,PersonalCredibility,HRDelivery,StrategicContribution,战略贡献,个人可信度,实施,业务知识,HR技术,高绩效的HR部门能够：,CompetenciesfortheNewHR:PersonalCredibility新一代HR的胜任力：个人可信度,d,i,BusinessKnowledge,eHR,PersonalCredibility,StrategicContributionCulturemanagementFastchangeStrategicdecisionmakingMarketdrivenconnectivity,HRDelivery,RelationshipofPersonalCredibilityDomaintoHREffectiveness个人可信度领域与HR有效性的关系,(),战略贡献,个人可信度,实施,业务知识,HR技术,RelationshipofEffectiveRelationstoHREffectiveness有效的关系与HR有效性的关系,(),战略贡献,个人可信度,实施,业务知识,HR技术,RelationshipofGetsResultstoHREffectiveness获得结果与HR有效性的关系,(),战略贡献,个人可信度,实施,业务知识,HR技术,RelationshipofPersonalCommunicationtoHREffectiveness个人沟通与HR有效性的关系,(),战略贡献,个人可信度,实施,业务知识,HR技术,RelationshipofPersonalCredibilityDomainandFactorScoresonHREffectiveness,BusinessPerformance(R2)andIndividualPerformance(R2),(),*Notsignificant(p0.05),战略贡献,个人可信度,实施,业务知识,HR技术,个人可信度领域与HR绩效、业务表现和个人表现的因素分数的关系,ConclusionsIII（Translationonnextpage，中文请见下页）,Togainpersonalcredibility,achievingresults(withintegrity)isroughlytwiceasimportantasinterpersonalcompetence(i.e.gettingalongwellwiththemanagementteam,etc.)Havinginterpersonalcompetenciesistwiceasimportantashavingverbalandwrittencommunicationskills.Expressinggoodinterpersonalskillswithlineinternalcustomersbuildscredibilityintheireyesbuthaslittleinfluenceonbusinessperformance.Again,interpersonalskillsmayberequiredforentranceintothegameeventhoughtheydonotinfluenceperformancewithinthegame.,战略贡献,个人可信度,实施,业务知识,HR技术,CompetenciesfortheNewHR:HRDelivery新一代HR的胜任力：HR实施,d,i,BusinessKnowledge,eHR,PersonalCredibility,StrategicContributionCulturemanagementFastchangeStrategicdecisionmakingMarketdrivenconnectivity,HRDelivery,RelationshipofHRDeliveryDomainandFactorScorestoHREffectiveness,(),HR实施领域和HR绩效的因素分数的关系,RelationshipofDevelopmenttoHREffectiveness,(),CompetenciesfortheNewHR,战略贡献,个人可信度,实施,业务知识,HR技术,发展与HR绩效的关系,RelationshipofStructureandHRMeasurementtoHREffectiveness结构和HR测量与HR绩效的关系,(),RelationshipofStaffingtoHREffectiveness,(),CompetenciesfortheNewHR,战略贡献,个人可信度,实施,业务知识,HR技术,员工管理与HR绩效的关系,RelationshipofPerformanceManagementtoHREffectiveness绩效管理与HR绩效的关系,(),CompetenciesfortheNewHR,RelationshipofHRDeliveryDomainandFactorScoresonHREffectiveness(),BusinessPerformance(R2)andIndividualPerformance(R2),*Notsignificant(p0.05),HR实施领域与HR绩效、业务表现和个人表现的因素分数的关系,结构与HR尺度,CompetenciesfortheNewHR,NEXTSLIDEPLEASE！请转下一页！,ConclusionsIV结论四（translationonnextpage，中文请见下页）,Developmentalcompetencieshaveexpandedtoamuchlargerblockthatincludestraditionaltraininganddevelopmentbutalsoincludesindividualfeedbackprocesses,largescalechangeeffortsandprovidinghighvalue-addedworkexperiences.ThecompetenciesoforganizationdesignarenowafundamentalaspectoftheHRbasics.TheyincludeorganizationandjobrestructuringonaglobalscaleandmeasuringHRsimpactonorganizationalperformance.AmongtheHRbasics,staffingcontinuestobethemostimportantdifferentiatorofperformancebutiscloselyfollowedbytheotherareasoftraditionalHRinvolvement(i.e.development,organizationdesignandperformancemanagement).Measurementandrewardhaveimpactonlyiftheyaredesignedtodifferentiateandrewardhighperformance.,CompetenciesfortheNewHR,RelationshipofBusinessKnowledgeDomainScorestoHREffectiveness业务知识领域的分数与HR绩效的关系,(),战略贡献,个人可信度,实施,业务知识,HR技术,RelationshipofValueChaintoHREffectiveness,(),战略贡献,个人可信度,实施,业务知识,HR技术,价值链与HR绩效的关系,RelationshipofValuePropositiontoHREffectiveness,(),战略贡献,个人可信度,实施,业务知识,HR技术,价值主张与HR绩效的关系,（包括服务共享，专家中心，矩阵结构，组织减层),RelationshipofLabortoHREffectiveness,(),战略贡献,个人可信度,实施,业务知识,HR技术,劳动力与HR绩效的关系,RelationshipofBusinessKnowledgeDomainandfactorScoresonHREffectiveness(),Businessperformance(R2),andIndividualPerformance(R2),*Notsignificant(p0.05),战略贡献,个人可信度,实施,业务知识,HR技术,业务知识领域与HR绩效、业务表现和个人表现的因素分数的关系,ConclusionsV（Translationonnextpage，中文请见下页）,WhatconstitutesbusinessknowledgeofHRprofessionalshasshiftedsubstantiallyoverthepastfiveyears.HRknowledgeisnolongerpartofbusinessknowledge.StatisticallyHRknowledgeisembeddedinHRdelivery.Inthepastbusinessknowledgeconsistedoffunctionalexpertise(i.e.finance,marketing,informationsystems).NowtwodominantfactorsofbusinessknowledgeforHRprofessionalsemerge.HRprofessionalshaveknowledgeoftheintegratedvaluechain.HRprofessionalsmustalsohaveknowledgeoftheirfirmsvaluepropositions(how,where,andwhocreateswealthforshareholders).,战略贡献,个人可信度,实施,业务知识,HR技术,ConclusionsV,Knowledgeoftheintegratedvaluechainhastwicetheimpactonbusinessperformanceasknowledgeofthefirmsvalueproposition.Withthisknowledge,wecanbeeffectivecatalystsformarketdrivenconnectivity.ButknowledgeofwealthcreatingpropositionismorecloselyassociatedwithbeingseenascompetentHRprofessionalsbyinternalcustomers.Knowledgeoflaborissueshasnegligibleinfluenceonoverallfinancialperformance.However,insomeindustries,knowledgeoflaboristhepriceofentranceintothegame.,战略贡献,个人可信度,实施,业务知识,HR技术,（Translationonnextpage，中文请见下页）,CompetenciesfortheNewHR:HRTechnology新一代HR的胜任力：HR技术,d,i,BusinessKnowledge,eHR,PersonalCredibility,StrategicContributionCulturemanagementFastchangeStrategicdecisionmakingMarketdrivenconnectivity,HRDelivery,CompetenciesfortheNewHR,StrategicContribu