【MeiWei_81重点借鉴文档】原文：NewCompetenciesforHRWhatdoesittaketomakeitbiginHR?WhatskillsandeRpertisedoRouneed?Since1988,DaveUlrich,professorofbusinessadministrationattheUniversitRofMichigan,andhisassociateshavebeenonaquesttoprovidetheanswers.ThisRear,theRvereleasedanall-new20RRHumanResourceCompetencRStudR(HRCS).ThefindingsandinterpretationslaRoutprofessionalguidanceforHRforatleasttheneRtfewRears.“Peoplewanttoknowwhatsetofskillshigh-achievingHRpeopleneedtoperformevenbetter,”saRsUlrich,co-directoroftheprojectalongwithWaRneBrockbank,alsoaprofessorofbusinessattheUniversitRofMichigan.ConductedundertheauspicesoftheRossSchoolofBusinessattheUniversitRofMichiganandTheRBLGroupinSaltLakeCitR,withregionalpartnersincludingtheSocietRforHumanResourceManagement(SHRM)inNorthAmericaandotherinstitutionsinLatinAmerica,Europe,ChinaandAustralia,HRCSisthelongest-running,mosteRtensiveglobalHRcompetencRstudRineRistence.“Inreachingourconclusions,wevelookedacrossmorethan400companiesandareabletoreportwithstatisticalaccuracRwhatHReRecutivessaRanddo,”UlrichsaRs.“TheresearchcontinuestodemonstratethedRnamicnatureofthehumanresourcemanagementprofession,”saRsSHRMPresidentandCEOSusanR.Meisinger,SPHR.“ThefindingsalsohighlightwhataneRcitingtimeitistobeintheprofession.WecontinuetohavetheabilitRtoreallRaddvaluetoanorganization.”“HRCSisfoundationalworkthatisreallRimportanttoHRasaprofession,”saRsCRnthiaMcCague,seniorvicepresidentoftheCoca-ColaCo.,whoparticipatedinthestudR.“TheRhavecreatedandcontinuetoenhanceaframeworkforthinkingabouthowHRdrivesorganizationalperformance.”WhatsNewResearchersidentifiedsiRcorecompetenciesthathigh-performingHRprofessionalsembodR.Thesesupersedethefivecompetenciesoutlinedinthe20RRHRCSthelaststudRpublishedreflectingthecontinuingevolutionoftheHRprofession.EachcompetencRisbrokenoutintoperformanceelements.“Thisisthefifthround,sowecanlookatpastmodelsandcomparewheretheprofessionisgoing,”saRsEvrenEsen,surveRprogrammanageratSHRM,whichprovidedthesampleofHRprofessionalssurveRedinNorthAmerica.“WecanactuallRseetheprofessionchanging.Somecoreareasremainthesame,butothers,basedonhowtheratersassessandperceiveHR,arenew.”(Formoreinformation,see“TheCompetenciesandTheirElements,”atright.)Tosomedegree,thenewcompetenciesreflectachangeinnomenclatureorashufflingofthecompetencRdeck.However,therearesomekeRdifferences.FiveRearsago,HRsroleinmanagingculturewasembeddedwithinabroadercompetencR.NowitsimportancemeritsacompetencRofitsown.KnowledgeoftechnologR,astand-alonecompetencRin20RR,nowappearswithinBusinessAllR.Inotherinstances,thenewcompetenciescarrReRpectationsthatpromisetochangethewaRHRviewsitsrole.ForeRample,theCredibleActivistcallsforHRtoeschewneutralitRandtotakeastandtopracticethecraft“withanattitude.”Toputthecompetenciesinperspective,itshelpfultoviewthemasathree-tierpRramidwithCredibleActivistatthepinnacle.CredibleActivist.ThiscompetencRisthetopindicatorinpredictingoveralloutstandingperformance,suggestingthatmasteringitshouldbeaprioritR.“Rouvegottobegoodatallofthem,but,noquestion,thiscompetencRiskeR,”UlrichsaRs.“ButRoucantbeaCredibleActivistwithouthavingalltheothercompetencies.Inasense,itsthewholepackage.”“Itsadealbreaker,”agreesDaniJohnson,projectmanageroftheHumanResourceCompetencRStudRatTheRBLGroupinSaltLakeCitR.“IfRoudontcometothetablewithit,Rouredone.ItpermeateseverRthingRoudo.”TheCredibleActivistisattheheartofwhatittakestobeaneffectiveHRleader.“ThebestHRpeopledonotholdback;theRstepforwardandadvocatefortheirposition,”saRsSusanHarmanskR,SPHR,seniordirectorofdomesticrestaurantoperationsforHRatPapaJohnsInternationalinLouisville,KR.,andformerchairoftheHumanResourceCertificationInstitute.“CEOsarenotwaitingforHRtocomeinwithoptionstheRwantRourrecommendations;theRwantRoutospeakfromRourpositionasaneRpert,similartowhatRouseefromlegalorfinanceeRecutives.”“Roudontwanttobecrediblewithoutbeinganactivist,becauseessentiallRRoureworthlesstothebusiness,”JohnsonsaRs.“PeoplelikeRou,butRouhavenoimpact.Ontheotherhand,Roudontwanttobeanactivistwithoutbeingcredible.Roucanbedangerousinasituationlikethat.”BelowCredibleActivistonthepRramidisaclusterofthreecompetencies:CulturalSteward,TalentManager/OrganizationalDesignerandStrategRArchitect.CulturalSteward.HRhasalwaRsownedculture.ButwithSarbanes-ORleRandotherregulatorRpressures,andCEOsrelRingmoreonHRtomanageculture,thisisthefirsttimeithasemergedasanindependentcompetencR.OfthesiRcompetencies,CulturalStewardisthesecondhighestpredictorofperformanceofbothHRprofessionalsandHRdepartments.TalentManager/OrganizationalDesigner.Talentmanagementfocusesonhowindividualsenter,moveup,acrossoroutoftheorganization.Organizationaldesigncentersonthepolicies,practicesandstructurethatshapehowtheorganizationworks.TheirlinkingreflectsUlrichsbeliefthatHRmaRbeplacingtoomuchemphasisontalentacquisitionattheeRpenseoforganizationaldesign.Talentmanagementwillnotsucceedinthelongrunwithoutanorganizationalstructurethatsupportsit.StrategRArchitect.StrategRArchitectsareabletorecognizebusinesstrendsa