外文文献翻译 人力资源管理的新型胜任力.doc

外文文献翻译_人力资源管理的新型胜任力.
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原文：
New Competencies for HR 
What does it take to make it big in HR? What skills and expertise do you neined in the 2002 HRCS—the last study published—reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.
"This is the fifth round, so we can look at past models and compare where the profession is going," says Evren Esen, survey program manager at SHRM, which provided the sample of HR professionals surveyed in North America. "We can actually see the profession changing. Some core areas remain the same, but others, based on how the raters assess and perceive HR, are new." <For more information, see "The Competencies and Their Elements," at right.>
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To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.
Five years ago, HR’s role in managing culture was embedded within a broader competency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry expectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand—to practice the craft "with an attitude."
To put the competencies in perspective, it’s helpful to view them as a three-tier pyramid with Credible Activist at the pinnacle.
Credible Activist. This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. "You’ve got to be good at all of them, but, no question, [this competency] is key," Ulrich says. "But you can’t be a Credible Activist without having all the other competencies. In a sense, it’s the whole package."
"It’s a deal breaker," agrees Dani Johnson, project manager of the Human Resource Competency Study at The RBL Group in Sa