1、2022-11-6美国国际人力资源管理协会ppt32美国国际人力资源管理美国国际人力资源管理协会协会ppt32美国国际人力资源管理协会ppt32美国国际人力资源管理协会(2)IPMA-HR 有超过 20 个国家和国际组织的成员，其中专业会员超过 5500 名，国际会员机构组织超过 1500 个，组织会员中人力资源管理者超过 50000 名。IPMA-HR 有 4 个地区协会和 40 多个分会。协会有 4 种类型的会员：组织会员、个人会员、在线会员和学生会员。协会有两个特别的重要部门，它们是评估中心和联邦政府联络部。协会还在全美设置了四个地区机构，它们分别是东部协会、东南部协会、中部协会及西部协
2、会。IPMA-HR 为全世界的公共人力资源专业团体提供了一个论坛。美国国际人力资源管理协会ppt32美国国际人力资源管理协会(3)经过多年的研究和实践，IPMA-HR 于 2000 年开发出了国际高级人力资源管理职业资格认证体系，包括培训课程和考试证书。考试证书有两种：国际高级人力资源管理师（IPMA-CP）和国际高级人力资源管理专家（IPMA-CS）。申请者需要证明自己具有一定的人力资源专业方面的知识和技能，经过 IPMA 主持的人力资源素质模型培训及 150 道试题的笔试，并通过专家评审小组对其专业能力及经验进行评估，才能获得国际人力资源管理师资格证书。美国国际人力资源管理协会ppt32I
3、PMA-CP认证的宗旨 IPMA-HR国际高级人力资源认证体系，可以成为促进高级人力资源管理人员提高素质、增进工作胜任能力的动力。同时，IPMA-HR高级人力资源管理职业资格证书也可以成为高级人力资源管理专家的标志之一。IPMA创造这一体系的宗旨是为人力资源的专业人员、管理者和发展下一代领导人提供一套行之有效的人力资源管理知识和经验的技能培训及能力考核体系，使每一位受训的领导人、管理者和人力资源专业人员更加优秀，更加专业化。美国国际人力资源管理协会ppt32理解现代组织中人力资源管理角色的不断变化，职业化和进行资格认证的必要性；理解人力资源职业化中新兴的素质能力要求；理解IPMA-HR人力资源
4、能力模型，它的四种主要角色和22种能力；根据这些能力来对自己相应的优势和局限性进行评估；为人力资源专业人士提供发展规划IPMA-CP认证的目标美国国际人力资源管理协会ppt32ObjectivesUnderstand the need for professionalism and certification issues in light of the changing role of human resource management in the public sector.Understand the emerging competency approach to profession
5、al developmentUnderstand the IPMA-HR Human Resource Competency Model,its four major roles and 22 competenciesIdentify which competencies are addressed in each of the three major modules of the IPMA-HR Human Resource Competency WorkshopAssess your own relative strengths and limitations against the co
6、mpetencies.Initiate a plan for your individual development as a human resource professional.美国国际人力资源管理协会ppt32Course Expectations Were all colleagues;we respect each other.Its OK to disagree.Listen as an ally.Everyone participates;no one dominates.Honor time limits.Ask any questions.美国国际人力资源管理协会ppt32
7、IPMA-HR MODELHR ExpertBusiness PartnerChangeAgentLeadership美国国际人力资源管理协会ppt32What is A Profession Professional Professionalism 在您组织中人力资源管理者的地位和作用如何？做好您的工作有利与不利条件有哪些？美国国际人力资源管理协会ppt32地位作用越来越突出有共识平行地位发言权：总裁办会议计划集中于操作缺少规划成为组织设计者杭报地位很大，房地产公司地位小，伟 东集团有点但不理想，地位大万经理：与总经理职责分不清企业转型/表面上尊重，操作上困惑/有为才有位，重视人力资源，激励
8、人留住人如何做？/政策限制，向市场靠拢/难以界定HR与直线经理工作作用不明显理念与高度传统做法与现代理念权力分散随意性大没有话语权领导决定一切、行业影响职能经理能力不齐/美国国际人力资源管理协会ppt32Characteristics of a Profession A profession is an occupation for which the necessary preliminary training is intellectual in character,involving knowledge,and to some extent learning distinguished
9、from mere skill.It is pursued largely for others,and not merely for ones self.It is an occupation in which the amount of financial return is not the accepted measure of success.Louis Brandeis,Justice,US Supreme Court美国国际人力资源管理协会ppt32Characteristics of a Professionals职业经理人：运用全面的经营管理知识和丰富的管理经验，独立对一个经济
10、组织开展经营或进行管理。-上海市劳动和社会保障局,职业经理人职业标准2003职业经理人是一个职业，终身从事所做的工作，并将其作为一个使命，职业经理人具备相应的素质和能力，具备毕生的职业信念。-周伟鸿,“中国百佳职业经理人奖”高级企业管理顾问，2003职业经理人是一个训练有素、具有职业道德和身怀管理绝技的群体（企业经营者）。他们在企业或组织中通过利用企业内部或外部的有效资源（人力、资本、技术或其他），并使用其自身所特有的各种领导艺术、管理技巧和激励技能，为本企业或组织的息息相关者（股东、客户、员工、供货商、政府、社会等）的利益而从事经营企业的活动，并在特定的时期内完成股东赋予的特定使命和目标。-
11、杨大跃，职业经理人：企业领袖与管理精英美国国际人力资源管理协会ppt32Group Exercise Is Human Resources a profession?If it is,what are the characteristics of the profession?If it is not,identify the factors that led you to that conclusion.How is HR perceived by others(top management,line supervisors,employees)in your organization?美国
12、国际人力资源管理协会ppt32AS a HR professional HR requires a clear body of knowledge,and many colleges and universities offer advanced degree in Human Resources Management.We demonstrate our worthiness through our ethics,fairness,comportment,willingness to take responsibility,accept accountability and working
13、to the highest possible standards.HR functions in a dual role as top managements voice with employees and as the employees advocate with top management.HR is a distillation of ourselves,our values,along with our knowledge,training and experience it is both art and science.Recognition of our professi
14、onalism comes from:Our peers in our organizationManagers,supervisors and employees who we serveCertification by outside organizations like IPMA-HR美国国际人力资源管理协会ppt32胜任特征模型的兴起 胜任特征最早是美国学者McClelland(1973)年提出的，认为胜任力要素是那些与工作或工作绩效直接相关的知识、技能、能力、特征或者动机等，能够较好地预测实际的工作绩效。美国国际人力资源管理协会ppt32 胜任特征必须与绩效关联，强调绩效导向；胜任特
15、征是一个组合，它打破了以往研究中单个能力与绩效关系的思路；不同任务、岗位，对任职者的胜任特征要求不同；胜任特征不仅是一个心理学或应用心理学的概念，更是一条务实的人力资源管理思路。胜任特征模型研究的兴起美国国际人力资源管理协会ppt32Competency:an underlying characteristic of an employee(I.e.,a motive,trait,skill,aspect of ones self-image,social role,or a body of knowledge)which results in effective and.or superio
16、r job performanceRichard Boyatzis 1982美国国际人力资源管理协会ppt32Competency:an“attribute bundle”which may contain a combination of knowledge,skills,and attitudes(KSAs),as well as tasks,activities,outputs,or resultsPatricia McLagan 1997美国国际人力资源管理协会ppt32对人力资源管理者的胜任特征研究 IPMA-HR的素质模型实际来自于上个世纪九十年代初期就已经开发出来的AT&T素质模
17、型。AT&T的模型主要包括了四种素质，是IPMA-HR的模型规划为其人力资源管理的专业人员所设计的主要角色的前身。AT&T模型中的主要素质：IPMA-HR的多种角色利用人力资源的专业知识 人事专家扮演业务伙伴的角色 业务伙伴变革的催化剂 变革的推动者影响他人 领导者美国国际人力资源管理协会ppt32Old MythsNew RealitiesPeople go into HR because they like people.HR departments are not designed to provide corporate therapy or as social or health-a
18、nd-happiness retreats.HR professionals must create the practices that make employees more competitive,not more comfortable.Anyone can do HR.HR activities are based on theory and research.HR professionals must master both theory and practice.HR deals with the soft side of a business and is therefore
19、not accountable.The impact of HR practices on business results can and must be measured.HR professionals must learn how to translate their work into financial performance.HR focuses on costs,which must be controlled.HR practices must create value by increasing the intellectual capital within the fir
20、m.HR professionals must add value,not reduce costs HRs job is to be the policy police and the health-and-happiness patrol.The HR function does not own compliance-managers do.HR practices do not exist to make employees happy but to help them become committed.HR professionals must help managers commit
21、 employees and administer policies.HR is full of fads.HR practices have evolved over time.HR professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority.HR is staffed by nice people.At times,HR practices should force vigorous
22、debates.HR professionals should be confrontational and challenging as well as supportive HR is HRs job.HR work is an important to line managers as are finance,strategy,and other business domains.HR professionals should join with managers in championing HR issues.美国国际人力资源管理协会ppt32IPMA-HR MODELHR Expe
23、rtBusiness PartnerChangeAgentLeadership美国国际人力资源管理协会ppt32HR ExpertOnly one of the 22 competencies deals with HR expertise,Knows Human Resource Laws and Policies.The IPMA model focuses on the three emerging roles while acknowledging the ongoing need for HR expertise.Those three roles are depicted in t
24、he model at the three points extending from the center of the model,ie.The HR Expert.美国国际人力资源管理协会ppt32Business Partner More than a provider of services A management partner who shares accountability for organizational results Does more than explain what is prohibited Works with management to devise
25、solutions Involved in business strategic planning and working toward results aligned with mission美国国际人力资源管理协会ppt32Change Agent Help management and employees deal with change in organizational culture,mission,skills requirements,and job security.Business Process Marketing Information Technology Custo
26、mer Service美国国际人力资源管理协会ppt32Leadership Promote the merit systems principles Ethics and integrity Foster diversity Balance employee satisfaction and welfare with organizational requirements and goals Builds teamwork Models collaborative problem solving美国国际人力资源管理协会ppt32Business Partner CompetenciesKno
27、ws MissionUnderstands Clients and Organizational Culture:Possesses the Ability to be Innovative and Create a Risk Taking Environment:Applies Organizational Development Principles:Links Human Resources to the Organizations Mission and Service Outcome:美国国际人力资源管理协会ppt32Change Agent Competencies Applies
28、 Information Technology to Human Resources Management:Designs and Implements Change Process:Possesses the Ability to Build Trust Relationships:Possesses Marketing and Representational Skills:Demonstrates Customer Service Orientation:美国国际人力资源管理协会ppt32Leader CompetenciesUnderstands Values and Promotes
29、 Diversity:Practices and Promotes Integrity and Ethical Behavior:美国国际人力资源管理协会ppt32Overlapping Competencies Understands Business Process and How to Change to Improve Efficiency and Effectiveness Knows Human Resource Laws and Policie Understands Public Service Environment:Understands Team Behavior Com
30、municates Well Assesses and Balances Competing Values Knows Business System Thinking Possesses Good Analytical Skills Strategically and Including the Ability to think Creatively Uses Consultation and Negotiation Skills Including Dispute Resolution Uses Consensus and Coalition Building Skills 美国国际人力资
31、源管理协会ppt32CASE ANALYSIS P16 CASE:Kannikar Akkapoo美国国际人力资源管理协会ppt32CASE ANALYSIS:Competencies to kannikar Understand clients and organizational culture Communicates well Possesses good analytical skills Designs and implements change process Possesses ability to build trust relationships Uses consultation and negotiation skills Knows HR laws and policies2022-11-6美国国际人力资源管理协会ppt32
