1、,Competencies for the New HR 新一代HR的胜任能力,2,Project Team 项目组成员Wayne Brockbank, Dave Ulrich, and David Yakonich University of Michigan Business School 密歇根大学商学院Thanks To Our Global Partners 致谢：环球合作者Alejandro Sioli, IAE, Management and Business School of Universidad Austral, ArgentinaChander Ramachander,
2、 Academy for Management Excellence (ACME), IndiaKlaas Wassens, Jaap Paauwe, RSM, Erasmus University, The Netherlands,3,Methodology for 2002 Study 研究方法,Participants参与者,Associates同事,Associates同事,Associate raters 打分同事 HR Associates HR 同事 Non-HR Associates 非HR 同事, Survey administered using on-line instr
3、ument (250 questions taking approximately 50 minutes to complete) 调查使用了在线工具 (250个问题需50分钟即可完成）Response rate for 7,082 surveys 7082个样本的反馈率-89 % Participant Response 89%的参与者作答-66 % Associate Response 66%的同事作答,360-degree instrument for approximately 1,200 HR Executive “Participants” 大约1200名HR经理“参与者”使用了3
4、60度工具,-Each Participant self selected 4-8 “Associate raters” 每位参与者挑选了4-8位“打分同事” -Participants had an average of 6 “Associate raters” 平均6位“打分同伴”,4,Individual Participant HR Competencies,Business Unit or Corporate HR Capabilities,Unit of Analysis 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,5,Characteristics of D
5、ata Set (All Times) 数据特征（所有年份）,6,Avon Cosmetics, Inc. BHP Billiton BOC Gasses Pte Limited Cathay Pacific Airways Limited GlaxoSmithKline PepsiCo Foods International Petron Corporation TATA Engineering and Locomotive Company Limited AstraZeneca Barclays Bank PLC BAE SYSTEMS Nokia Oyj Seagram Spirits
6、and Wine Group Sun Chemical Unilever ABN AMRO Amerada Hess Corporation Avaya Inc. Bank Julius Baer & Co. Ltd,Beneficial Life Insurance Company Berry Plastics Corporation Black & Decker Hardware and Home Improvement BOC Group Borders Group Inc. Bristol-Myers Squibb Cardinal Health CH2M Hill Cintas Co
7、rporation Citibank International Citizens Banking Corporation Dow Chemical EDS Eli Lilly & Company Gap Inc. Genencor International General Motors Hallmark Jack in the Box, Inc. Johnson + Johnson Health Care Systems, Inc.,Lafarge Gypsum Lockheed Martin Information Systems Lockheed Martin Missiles and
8、 Fire Control May & Scofield, Inc. NASA Langley Research Center Occidental Chemical Corp. Pall Life Sciences Pharmacia Pioneer-Standard Electronics Ryder System, Inc. Schering-Plough Corporation TELUS Communications Inc. The City of Calgary The Medstat Group UnitedHealthcare Wal-Mart Wells Fargo Wil
9、liams,Abbott Laboratories Accenture AT&T Argentina S.A. Bellsouth Colombia Blockbuster Argentina S.A. Du Pont do Brasil S/A Ford Argentina S.A. Fundacin Social Grupo Zema Kimberly-Clark McDonalds de Chile Ltda. Merrill Lynch PricewaterhouseCoopers SAP Brasil Ltda. Sherwin Williams Xerox Argentina IC
10、SA,Some Firms Participating in 2002 部分参与公司名单,7,Characteristics of Data Set (2002) 数据特征（2002）,8,Characteristics of Data Set (2002) 数据特征,9,Structure of the data 数据结构,Domain: (e.g. Strategic Contribution) 领域（如战略贡献） Factor: (e.g., Strategic Decision Making) 因素（如战略决策） Item: (e.g., Helps establish busines
11、s strategy) 项目（如帮助建立商业战略）,10,Competencies for the New HR 新一代HR的胜任能力,d,i,Business Knowledge 业务知识,e HR,Personal Credibility InterpersonalSkills Getting results Communication,Strategic Contribution 战略贡献 Culture management 文化管理 Fast change 快速变革 Strategic decision making 战略决策 Market driven connectivity 由
12、市场驱动的连结,HR Delivery Staffing Learning Org. Design Measure/reward,个人可信度人际能力获得结果沟通,HR的实施员工管理学习组织设计测量/奖励,11,High Performing Companies,Low Performing Companies,Competencies Capabilities 胜任力,(R2),Financial performance of your company compared to your major competitor over the past three years. 过去3年中，你公司的
13、财务状况与竞争对手的比较,Business Performance 业务表现,高绩效 公司,低绩效 公司,12,Individual Performance 个人表现,36.1% HRD 实施,41.7% SC 战略 贡献,55% PC 个人 可信度,20.3% BK 业务知识,14% HRT 技术,Compared with other human resource professionals that you known, how do you compare?,与你知道的HR 专业人士，你 如何比较？,13,* Not significant (p.05),Relationship of
14、 Competency Domain Scores to HR Effectiveness ( ), Business Performance (R2), and Individual Performance (R2),胜任力领域的分数与HR有效性、业务表现和个人表现的关系,有效性 （平均数）,业务表现,14,Conclusions I 结论 一,We can make the distinction between the competencies that the field as a whole has and the competencies that distinguish the
15、HR professionals in high performing businesses from HR professionals in low performing businesses. 我们可以把作为一个整体的HR领域所具有的胜任力，以及绩优公司的HR与绩差公司HR的的胜任力进行区分。 The five major domains of HR competencies are: HR胜任力的5个主要领域是： Strategic Contributions 战略贡献*Culture Management 文化管理*Fast Change 快速变革*Strategic Decision
16、 Making 战略决策*Market Driven Connectivity 由市场驱动的连结 Personal Credibility 个人可信度 HR Delivery HR实施 Business Knowledge 业务知识 HR Technology HR技术 Strategic contribution competencies alone account for almost half of HRs influence on business performance. HR对业务表现的影响几乎有一半来自战略贡献能力 Personal credibility and HR deli
17、very competencies are required to earn a place at the table but are insufficient to add much value at the table.,个人可信度和HR实施能力可以为HR赢得一席 之地，但却不足以增加HR在其中的价值。,15,Conclusions I 结论一,The competencies required to be seen as competent in the eyes of internal customers are not the same as those that are requi
18、red to optimize business performance. 被内部客户所看重的能力与实现业务表现最优化所需的能力并不相同。 Business knowledge has a weak differentiating influence on performance. The HR professionals in the high performing firms know as much about business as the HR professionals in the low performing firms. The time of knowing is past
19、; the time of using knowledge to contribute is now. 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。 HR technology is on the screen but is not a significant differentiator of performance. HR技术虽然也被列入，但它对绩效的影响并不明显。 We are still getting the bugs out. 我们依然在清除麻烦。 As a percent of total profits,
20、 the cost savings are yet to be seen. 作为整体利润的一部分，费用的节省依然会得到注意。,16,d,i,Business Knowledge 业务知识,e HR,Personal Credibility,HR Delivery,个人可信度,HR的实施,Competencies for the New HR: Strategic Contribution 新一代HR的胜任能力：战略贡献,Strategic Contribution 战略贡献 Culture management 文化管理 Fast change 快速变革 Strategic decision
21、making 战略决策 Market driven connectivity 由市场驱动的连结,17,Definition of Market Driven Connectivity 市场驱动的连结,Facilitate the integration of different business functions 协助不同业务功能的整合 Manage the arrangement of physical facilities and workplace environment 管理硬件设施与工作环境 Remove low value-added or bureaucratic work 消
22、除低附加值或是官僚性的工作 Facilitate dissemination of customer information 协助客户信息的传播,Business Knowledge,HR Technology,Personal Credibility,HR Delivery,Strategic Contribution,战略贡献,个人可信度,实施,业务知识,HR技术,18,Amplifying Weak Signals 放大弱信号,Business Knowledge,HR Technology,Personal Credibility,HR Delivery,Strategic Contr
23、ibution,Food + 食物,Danger - 危险,战略贡献,个人可信度,实施,业务知识,HR技术,19,Relationship of Strategic Contribution Domain and Factor Scores to HR Effectiveness ( ), Business Performance (R2), and Individual Performance (R2),Business Knowledge,HR Technology,Personal Credibility,HR Delivery,Strategic Contribution,* Not
24、significant (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,20,Conclusions II 结论二,Culture management competencies require defining culture in terms of external customers and business strategy in a way that also engages employees.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。 Cul
25、ture management competencies require the ability to translate culture into executive as well as employee behaviors. 文化管理能力要求能把文化变成经理和员工们的行为 Managing change does not matter. What matters are the competencies to make change happen fast. 管理变革并不重要重要的是有能力让变革快速发生。 HR professionals in the high performing f
26、irms make fundamental contributions to the formulation of business strategy. They raise the level of intellectual rigor of the “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。 HR professionals must be able to set the direction of change (i.e. come to the table with an opinion about strategy) and
27、 not just be able to facilitate the discussion. (Content x Process) .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）,Business Knowledge,HR Technology,Personal Credibility,HR Delivery,Strategic Contribution,战略贡献,个人可信度,实施,业务知识,HR技术,21,Conclusions II 结论二,High performing HR departments have the capabilit
28、y to: Identify and amplify critical information from the environment 确认并放大来自环境中的关键信息 Move that information across the organization so that people act quickly, accurately, and in concert with each other.在组织中传播这一信息，使人们可以快速正确一致地行动 Reduce low value added information and processes that block the flow of
29、critical information and decision making减少阻碍重要信息流动与决策的低价值信息与程序 HR professionals in high performing firms have the competencies to create cultures that make external and internal connectivity happen. They manage change processes that enable connectivity to happen quickly and in the right strategic di
30、rections.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。,Business Knowledge,HR Technology,Personal Credibility,HR Delivery,Strategic Contribution,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：,22,Competencies for the New HR: Personal Credibility 新一代HR的胜任力：个人可信度,d,i,Business Knowledge,e HR,Personal Credibility,S
31、trategic ContributionCulture management Fast change Strategic decision making Market driven connectivity,HR Delivery,23,Relationship of Personal Credibility Domain to HR Effectiveness 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,24,Relationship of Effective Relations to HR Effectiveness 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,25,Relationship of Gets Results to HR Effectiveness 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,
