美國國際人力資源管理協(xié)會32ppt課件

1、美國國際人力資源管理協(xié)會(1) International Public Management Association for Human Resources 簡稱 IPMA-HR 該機構是 1973 年由公共人事管理協(xié)會和人事管理專業(yè)協(xié)會合并而組建的，其中公共人事管理協(xié)會成立于 1906 年，人事管理協(xié)會成立于 1937 年。 IPMA 是一個非贏利機構，其總部設在美國首都華盛頓近郊。經過近百年的開展， IPMA 目前曾經成為美國及國際上最有影響的人力資源管理協(xié)會之一。 cnshu 中國最大的資料庫下載美國國際人力資源管理協(xié)會(2)IPMA-HR 有超越 20 個國家和國際組織的成員，其中專

2、業(yè)會員超越 5500 名，國際會員機構組織超越 1500 個，組織會員中人力資源管理者超越 50000 名。 IPMA-HR 有 4 個地域協(xié)會和 40 多個分會。協(xié)會有 4 種類型的會員：組織會員、個人會員、在線會員和學生會員。協(xié)會有兩個特別的重要部門，它們是評價中心和聯(lián)邦政府聯(lián)絡部。協(xié)會還在全美設置了四個地域機構，它們分別是東部協(xié)會、東南部協(xié)會、中部協(xié)會及西部協(xié)會。 IPMA-HR 為全世界的公共人力資源專業(yè)團體提供了一個論壇。 美國國際人力資源管理協(xié)會(3) 經過多年的研討和實際， IPMA-HR 于 2000 年開發(fā)出了國際高級人力資源管理職業(yè)資歷認證體系，包括培訓課程和考試證書?？荚?/p>

3、證書有兩種：國際高級人力資源管理師 IPMA-CP 和國際高級人力資源管理專家 IPMA-CS 。 懇求者需求證明本人具有一定的人力資源專業(yè)方面的知識和技藝，經過 IPMA 主持的人力資源素質模型培訓及 150 道試題的筆試，并經過專家評審小組對其專業(yè)才干及閱歷進展評價，才干獲得國際人力資源管理師資歷證書。 IPMA-CP認證的目的IPMA-HR國際高級人力資源認證體系，可以成為促進高級人力資源管理人員提高素質、增進任務勝任才干的動力。同時，IPMA-HR高級人力資源管理職業(yè)資歷證書也可以成為高級人力資源管理專家的標志之一。IPMA發(fā)明這一體系的目的是為人力資源的專業(yè)人員、管理者和開展下一代指

4、點人提供一套行之有效的人力資源管理知識和閱歷的技藝培訓及才干考核體系，使每一位受訓的指點人、管理者和人力資源專業(yè)人員更加優(yōu)秀，更加專業(yè)化。了解現(xiàn)代組織中人力資源管理角色的不斷變化，職業(yè)化和進展資歷認證的必要性；了解人力資源職業(yè)化中新興的素質才干要求；了解IPMA-HR人力資源才干模型，它的四種主要角色和22種才干；根據(jù)這些才干來對本人相應的優(yōu)勢和局限性進展評價；為人力資源專業(yè)人士提供開展規(guī)劃IPMA-CP認證的目的ObjectivesUnderstand the need for professionalism and certification issues in light of the

5、changing role of human resource management in the public sector.Understand the emerging competency approach to professional 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

6、modules of the IPMA-HR Human Resource Competency WorkshopAssess your own relative strengths and limitations against the competencies.Initiate a plan for your individual development as a human resource professional.Course ExpectationsWere all colleagues; we respect each other.Its OK to disagree.Liste

7、n as an ally.Everyone participates; no one dominates.Honor time limits.Ask any questions.IPMA-HR MODELHR ExpertBusiness PartnerChangeAgentLeadershipWhat is AProfessionProfessionalProfessionalism在您組織中人力資源管理者的位置和作用如何？做好您的任務有利與不利條件有哪些？位置作用越來越突出有共識平行位置發(fā)言權：總裁辦會議方案集中于操作短少規(guī)劃成為組織設計者杭報位置很大，房地產公司位置小，偉 東集團有點但不

8、理想，位置大萬經理：與總經理職責分不清企業(yè)轉型/外表上尊重，操作上困惑/有為才有位，注重人力資源，鼓勵人留住人如何做？/政策限制，向市場靠攏/難以界定HR與直線經理任務作用不明顯理念與高度傳統(tǒng)做法與現(xiàn)代理念權益分散隨意性大沒有話語權指點決議一切、行業(yè)影響職能經理才干不齊/Characteristics of a ProfessionA profession is an occupation for which the necessary preliminary training is intellectual in character, involving knowledge, and to

9、some extent learning distinguished 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 CourtCharacteristics of a Professionals職業(yè)經理人：運用全面的運

10、營管理知識和豐富的管理閱歷，獨立對一個經濟組織開展運營或進展管理。-上海市勞動和社會保證局,2003職業(yè)經理人是一個職業(yè)，終身從事所做的任務，并將其作為一個使命，職業(yè)經理人具備相應的素質和才干，具備畢生的職業(yè)信心。-周偉鴻 , “中國百佳職業(yè)經理人獎高級企業(yè)管理顧問，2003職業(yè)經理人是一個訓練有素、具有職業(yè)品德和身懷管理絕技的群體企業(yè)運營者。他們在企業(yè)或組織中經過利用企業(yè)內部或外部的有效資源人力、資本、技術或其他，并運用其本身所特有的各種指點藝術、管理技巧和鼓勵技藝，為本企業(yè)或組織的息息相關者股東、客戶、員工、供貨商、政府、社會等的利益而從事運營企業(yè)的活動，并在特定的時期內完成股東賦予的特定

11、使命和目的。-楊大躍，Group 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?AS a HR professional

12、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 to the highest possible standar

13、ds.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 professionalism comes from:Our peers

14、 in our organizationManagers, supervisors and employees who we serveCertification by outside organizations like IPMA-HR勝任特征模型的興起 勝任特征最早是美國學者McClelland(1973)年提出的，以為勝任力要素是那些與任務或任務績效直接相關的知識、技藝、才干、特征或者動機等，可以較好地預測實踐的任務績效。 勝任特征必需與績效關聯(lián)，強調績效導向；勝任特征是一個組合，它突破了以往研討中單個才干與績效關系的思緒；不同義務、崗位，對任職者的勝任特征要求不同；勝任特征不僅是一個心

15、思學或運用心思學的概念，更是一條務虛的人力資源管理思緒。勝任特征模型研討的興起Competency: 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 superior job performanceRichard Boyatzis 1982Competency: an “attribute bundle

16、 which may contain a combination of knowledge, skills, and attitudes (KSAs), as well as tasks, activities, outputs, or resultsPatricia McLagan 1997對人力資源管理者的勝任特征研討 IPMA-HR的素質模型實踐來自于上個世紀九十年代初期就曾經開發(fā)出來的AT&T素質模型。AT&T的模型主要包括了四種素質，是IPMA-HR的模型規(guī)劃為其人力資源管理的專業(yè)人員所設計的主要角色的前身。 AT&T模型中的主要素質： IPMA-HR的多種角色利用人力資源的專業(yè)知識

17、 人事專家扮演業(yè)務同伴的角色 業(yè)務同伴變革的催化劑 變革的推進者影響他人 指點者Old MythsNew RealitiesPeople go into HR because they like people.HR departments are not designed to provide corporate therapy or as social or health-and-happiness retreats. HR professionals must create the practices that make employees more competitive, not mo

18、re 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 not accountable. The impact of HR practices on business results can and must be measured. HR professional

19、s 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 firm. HR professionals must add value, not reduce costs HRs job is to be the policy police and the healt

20、h-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 employees and administer policies. HR is full of fads.HR practices have evolved over time. HR p

21、rofessionals 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 debates. HR professionals should be confrontational and challenging as well as supportive H

22、R 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. IPMA-HR MODELHR ExpertBusiness PartnerChangeAgentLeadershipHR ExpertOnly one of the 22 competencies deals with HR expertis

23、e, 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 the model at the three points extending from the center of the model, ie. The HR Expert. Business PartnerMore than a

24、provider of servicesA management partner who shares accountability for organizational resultsDoes more than explain what is prohibitedWorks with management to devise solutionsInvolved in business strategic planning and working toward results aligned with missionChange AgentHelp management and employ

25、ees deal with change in organizational culture, mission, skills requirements, and job security.Business ProcessMarketingInformation TechnologyCustomer ServiceLeadershipPromote the merit systems principlesEthics and integrity Foster diversityBalance employee satisfaction and welfare with organization

26、al requirements and goalsBuilds teamworkModels collaborative problem solvingBusiness Partner CompetenciesKnows MissionUnderstands Clients and Organizational Culture:Possesses the Ability to be Innovative and Create a Risk Taking Environment:Applies Organizational Development Principles:Links Human R

27、esources to the Organizations Mission and Service Outcome:Change Agent CompetenciesApplies Information Technology to Human Resources Management:Designs and Implements Change Process:Possesses the Ability to Build Trust Relationships:Possesses Marketing and Representational Skills:Demonstrates Custom

28、er Service Orientation:Leader CompetenciesUnderstands Values and Promotes Diversity:Practices and Promotes Integrity and Ethical Behavior:Overlapping CompetenciesUnderstands Business Process and How to Change to Improve Efficiency and Effectiveness Knows Human Resource Laws and Policie Understands Publ