新世纪人力资管理胜任力结构b.pptVIP

Page Conclusions III （Translation on next page，中文请见下页） To gain personal credibility, achieving results (with integrity) is roughly twice as important as interpersonal competence (i.e. getting along well with the management team, etc.) Having interpersonal competencies is twice as important as having verbal and written communication skills. Expressing good interpersonal skills with line internal customers builds credibility in their eyes but has little influence on business performance. Again, interpersonal skills may be required for entrance into the game even though they do not influence performance within the game. Conclusions IV 结论四 （translation on next page，中文请见下页） Developmental competencies have expanded to a much larger block that includes traditional training and development but also includes individual feedback processes, large scale change efforts and providing high value-added work experiences. The competencies of organization design are now a fundamental aspect of the HR basics. They include organization and job restructuring on a global scale and measuring HR’s impact on organizational performance. Among the HR basics, staffing continues to be the most important differentiator of performance but is closely followed by the other areas of traditional HR involvement (i.e. development, organization design and performance management). Measurement and reward have impact only if they are designed to differentiate and reward high performance. Conclusions V （Translation on next page，中文请见下页）  What constitutes business knowledge of HR professionals has shifted substantially over the past five years. HR knowledge is no longer part of business knowledge. Statistically HR knowledge is embedded in HR delivery. In the past business knowledge consisted of functional expertise (i.e. finance, marketing, information systems). Now two dominant factors of business knowledge for HR professionals emerge. HR professionals have knowledge of the integrated value chain. HR pro