密歇根大学研究-人力资源专业人士胜任力模型(pdf-39)

HumanResourceCompetencyStudy1HumanResourceCompetencyStudyandLeadershipImpli[e-mail],[e-mail]yStudy2SpecialThankstoourRegionalPartnersSHRMNorthAmericaIAELatinAmericaIMIEuropeNationalHRDNetworkIndiaTsinghuaUniversityChinaAHRIAustraliaHumanResourceCompetencyStudy3YearbyYearComparison19881992199720022007Individuals10,2914,5563,2297,08210,063BusinessUnits1,200441678692413RespondentAssociateParticipant8,8841,4073,8057512,5656645,8901,1928,4141,671GenderMaleFemale77%23%78%22%70%30%57%43%46%54%HRCS—DemographicsHumanResourceCompetencyStudy4RespondentsbyRegionUS&CanadaLatinAmericaEuropeChinaAustralia/AsiaPac.India#ofRespondents2,7732,1271,5532,1101,235263#ofBusinessUnits83105231384419HRCS—DemographicsUSandCanada28%LatinAmerica21%Europe15%China21%Australia/S.E.Asia12%India3%HumanResourceCompetencyStudy5Outline•Whatwehavelearnedabouthumanresources•Implicationsforleadership–Dealingwithhumanresources(department,practices,professionals)–BuildingstrongerorganizationHumanResourceCompetencyStudy6WhatwemeanbyHRHR’sFundamentalchallenge:ValuetokeystakeholdersHRPracticesWhatHRpracticescanbedesignedandalignedtodelivervalue?HRDepartmentHowdoweorganizetodeliverwork?HRProfessionals:WhatcompetenciesmustHRprofessionalsdemonstrate?HumanResourceCompetencyStudy7FundamentalMessage:valueisdefinedbythereceivermorethanthegiverHumanResourceCompetencyStudy8Whatwewant(values,beliefs,goals)Whatwewant(values,beliefs,goals)Whatwedo?Actions/behaviorsWhatwedo?Actions/behaviorsHumanresourcesHumanresourcesstakeholderstakeholderFundamentalMessage:valueisdefinedbythereceiverHumanResourceCompetencyStudy9Whatwelearned:HRprofessionals•WhatcompetencieshelpHRprofessionalstobeseenaspersonallyeffective?•WhatcompetenciesallowHRprofessionalstohelpthebusinessbemoreeffective?HumanResourceCompetencyStudy10DemonstratetherightHRcompetenciesWhatwelearned:HRprofessionalsHumanResourceCompetencyStudy11CredibleActivist•Deliveringresultswithintegrity•Sharinginformation•Buildingrelationshipsoftrust•DoingHRwithanattitudeCultureandChangeSteward•Facilitatingchange•Valuingculture•Craftingculture•PersonalizingcultureStrategyArchitect•Sustainingstrategicagility•Engagingcustomers++TalentManager/OrgDesigner•Ensuringtoday’sandtomorrow’stalent•Developingtalent•Shapingorganizationandcommunication•Fosteringcommunication•Designingrewardssystems++OperationalExecutor•Implementingworkplacepolicies•AdvancingHRtechnologyBusinessAlly•Interpretingsocialcontext•Servingthevaluechain•Articulatingthevalueproposition•LeveragingbusinesstechnologyWhatwelearned:HRprofessionalsHumanResourceCompetencyStudy12DependentVariable:Overall,comparedwithotherHumanResourceprofessionalswhomyouhaveknown,howdoesthisparticipantcompare?NOTE:scoresarescaledto100pointsbasedonR2AllRespondentsHRParticipantsHRAssociatesNonHRAssociatesCredibleActivist24%23%24%23%CultureandChangeSteward20%19%20%20%TalentMgr/OrgDesigner20%23%19%19%StrategyArchitect17%17%17%16%OperationalExecutor9%7%9%11%BusinessAlly11%10%11%10%MultipleRegressionR2.391.186.419.473Whatwelearned:HRprofessionalsHumanResourceCompetencyStudy13AllRespondentsHRAssociatesNonHRAssociatesCredibleActivist22%22%19%CultureandChangeSteward20%18%19%TalentMgr/OrgDesigner19%15%17%StrategyArchitect12%17%18%OperationalExecutor13%12%13%BusinessAlly13%15%14%MultipleRegressionR2.208.207.207DependentVariable:Averageofthefollowing4businessmeasures:•Meetingcustomerrequirements•Meetingowner/shareholderrequirements•Beingcompetitive•FinancialmanagementWhatwelearned:HRprofessionalsHumanResourceCompetencyStudy14HRPracticesPerformancePerformanceWorkWorkPeoplePeopleCommunicationCommunicationBuyBuildBorrowBounceBoundBindSetstandardsEnsureconsequencesfinancialnonfinancialDofeedbackBuildcommunicationplantopdownbottomupinsideoutoutsideinsidetosideRestructureorganizationReengineerworkprocessManageteamsArchitectphysicalsettingWhatwelearned:HRpracticesHumanResourceCompetencyStudy15Whatwelearned:practicesAlignIntegrateInnovatePeoplePerformanceInformationWorkHumanResourceCompetencyStudy16Whatwelearned:HRDepartmentsRuntheHRdepartmentasifitisabusiness•Strategy:whatisthestrategyoftheHRdepartment?•Organization:howshouldtheHRdepartmentbeorganized?•Focus:whereshouldthedepartmentfocusHumanResourceCompetencyStudy17Whatwelearned:HRDepartmentFocusHRDept.CustomerInvestorCommunityEmployeeLineManagerHumanResourceCompetencyStudy18StakeholderRSquare%ExternalCustomerAverage0.16219%InvestorAverage0.18021%CommunitiesAverage0.17621%LineManagers0.16820%EmployeesAverage0.17020%StakeholderMultipleRegression.226Whatwelearned:HRDepartmentFocusHumanResourceCompetencyStudy19HRDepartmentCapabilitiesHRIndividualCompetencies4123Whatwelearned:HRDepartmentFocusHumanResourceCompetencyStudy20Leadershipimplicationsofthestudy•ChangeexpectationsofHRprofessionals,departments,andpractices•Competitivenessdoesnotequalstrategy,butstrategy*organization•Organizationdoesnotequalstructure,butcapability•Leadershipisnotaboutthepe