1、 外文翻译 原文 Hiring by Competency Models Material Source: Joural for quality winter2006,vol.29 Issue 4,p16-18,3p Author: Patty Grigoryev Hiring managers are well aware that talent management is the key resource necessary for achieving and sustaining a competitive edge. Yet, finding the right person to f
2、it the right job is a difficult business. Few hiring managers can claim to have never experienced the fallout surrounding a bad hire decision. The costs are enormous and the lessons painfully learned. Core competency modeling offers a solution that increases success in new hire decisions and aids in
3、 talent management necessary for the achievement of a competitive edge, “The cost of not hiring the right people is the cost of mediocrity and failure. How much is that worth to you?“ Charlie Wonderlic, president, Wonderlic, Inc, The hard and soft costs of a bad hire. It has long been understood tha
4、t poor hiring decisions can be enormously costly to an organization. Hard costs surrounding a bad hire have been calculated at 50-200% of the first year salary, dependant on the employee level (Alpern Rosenthal), Soft costs, while difficult to assess with a dollar figure, can be even more significan
5、t, A loss of confidence in managements decision-making prowess, potential destabilization of the workforce, and morale problems may have far-reaching negative impact on the organization following a bad hire experience, A key position filled by a bad hire can knock an organization back by years, in t
6、erms of competitive advantage. The costs surrounding a bad hire can have significant impact on bottom-line results. This is especially so as bad hire outcomes are far more common than most have realized. “Motivation will almost always beat mere talent.“ Horman, R, Augustine How often do organization
7、s experience bad hires? A recently published, three-year study of new hire success rates demonstrated that it happens frequently. Conducted by Leadership IQ, a Washington-based research firm, this study surveyed more than 5,000 hiring managers from 312 organizations involved in more than 20,000 new
8、hire events. Some 46% of those 20,000 new hires failed within the first 18 months. Root cause analysis revealed that a mere 11% of those failures were due to a lack of technical or professional competence. The lions share of failed hires were linked to softer issues, such as a lack of coachability (
9、26%), low levels of emotional intelligence (23%), motivation problems (15%), and temperament issues (17%), With success rates not far better than a coin flip, there are clearly areas of competency that have not been successfully investigated through the interview process, “But coachability; emotiona
10、l intelligence, motivation, and temperament are much more predictive of a new hires success or failure. Do technical skills really matter if the employee isnt open to improving alienates their co-workers, lacks drive, and has the wrong personality for the job?“ -Mark Murphy, CEO Leadership IQ Why we
11、re the success rates so disappointing? A whopping 82% of the hiring managers acknowledged that, looking back, there were important red flags raised during the interviews that should have pointed to goodness of fit problems. There are a variety of reasons for poor hire decisions, not the least of whi
12、ch is the fact that few hiring managers are actually trained or formally prepared with best practices for hiring. Instead, hiring managers tend to hire based on chemistry, that is, the “feel“ of a candidate as well as issues surrounding technical and professional competency. Thus the candidate with
13、the right technical background is often evaluated more on how well the hiring manager feels about the candidate during the interview than on goodness of fit among the core competency requirements of the position and the characteristics of the applicant. While there is much to gain from this level of
14、 information gathering, the high failure rates among new hires point to the need for a more systematic approach, “What accounts for the mismatches you see everyday? The leaders may not know enough about the people theyre appointing. They may pick people with whom theyre comfortable, rather than othe
15、rs who have better skills for the job.“ - Larry Bossidy and Ram Charan, Execution: The Discipline of Getting Things Done Core Competency Modeling Hiring by a systematized and designed approach can improve the success rates hiring managers have in finding the right person for the right position. One
16、powerful approach is to develop a model of the core competencies required for success in a particular position. Effective competency models are developed by analysis of the critical components of a job linked directly with the goals of the organization. To accomplish this, carefully evaluate the pos
17、ition for both technical and soft skill requirements. Key stakeholders who are also content area experts study and develop a model that is customized to the core competency requirements for a particular job. The model is designed for alignment directly with the business strategies and goals of the o
18、rganization. Model development is best handled with a reverse engineering approach. This approach begins with the end, in that the first analysis is on the desired outcomes expected for success in a position. Once the outcomes are delineated, the behaviors that drive success in such outcomes are out
19、lined. Finally, a model of the core competencies that surround and drive those subscribed behaviors is developed. This model is designed to capture both the technical professional and soft competencies. With the model in hand, assessment and interview questions can be developed to specifically addre
20、ss and evaluate a candidates skills regarding those critical components which define success in the position. There are well-researched, normative, competency-based assessment tools that are available commercially, which can compliment this process, adding science to the chemistry of hiring. Steps i
21、n Core Competency Modeling 1, Delineate the outcomes expected from successful performance in the position in alignment with organizational goals, 2, Determine the behaviors that drive success in those outcomes, 3, Develop the model of core competencies surrounding those behaviors, 4, Create a behavi
22、orally-based customized interview protocol, 5, Assess the candidate on the specific core competencies, 6, Establish an on-boarding process and developmental plans linked to the model. 7, Institute a performance review system based on the model, 8,Build bench strength around the position using the mo
23、del to develop and prepare other candidates for succession into that position. Train the Interviewers Hiring managers should be trained not only to understand the core competency model for the position, but also to develop good interviewing skills. Training should address techniques for pushing back
24、 on and investigating those cues that serve as red flags for potential problems with a candidate, On-Boarding The core competency model can be incorporated into on-boarding efforts, that is, activities designed to help bring the new hire up to capacity as a new contributor. The model can serve as a
25、developmental tool and something of a magnetic north for both the new hire and hisor her new manager. Core competency models can also form the basis for appropriate performance reviews. Succession Planning The model can serve as a tool for building bench strength around a certain position as other c
26、andidates are developed and prepared to succeed in the position. Hiring managers then have the right number of candidates prepared to fill the right position at the right time. Competency modeling is an approach for the selection and development of new hires, which can greatly increase the hiring ma
27、nagers success rates in finding and developing the talent needed to keep their organizations competitive. 译文 基于素质模型的招聘 资料来源 : Joural for quality winter2006,vol.29 Issue 4,p16-18,3p 作者： Patty Grigoryev 作为人力资源经理 ， 很清楚人才管理是第一资源。人力资源是支撑竞争优势的有效方法。然而 ， 找到合适的人来适应合适的工作是一项艰巨的任务。很少有人力资 源经理敢说自己找到的人都能很快的适应该岗位。招
28、聘过程中为此付出的成本是巨大的，而获得的教训也是痛苦，值得以后获取经验。自人员素质模型这个概念的提出，为企业招到合适可行的人员，提供了有效的帮助。这样做后能增加新员工录用率，提高了企业在人才管理的有效招聘，并建立了有效的竞争优势。 “没雇佣到最合适的人付出的代价是难以补偿的。对公司来说 ,损失的价值是什么呢 ?” 查理 Wonderlic、 Wonderlic有限公司经理 一个错误雇佣决定讲付出的代价 人们很早就明白，失败的雇佣决策，对一个公司来说，付出的代 价是昂贵的。 失败的雇佣花费的 硬件成本占了员工第一年工资的 50-200%，价值由员工工资水平决定，软件成本付出的价值也很庞大。错误的
29、决定带来的后果包括管理决策信心的丧失，员工短时离职， 还有士气问题。这些将可能带来深远的负面影响。在企业内部留下了潜在威胁。从竞争优势方面来说，企业需要一年的时间来弥补关键岗位缺失带来的后果。 错误雇佣了基层人员，也将带来 重大的影响， 甚至在意识到这个后果的时候，就已经产生了超乎想象的后果。 “一般来说，动机将击败所有自认为天才的人。” 霍曼奥古斯丁 企业大概多久会经历错误雇佣决策 的经验？近期有个报道，有个持续 3 年的研究表明，新员工雇佣的成功率已经逐渐变好。从事智商领导管理的华盛顿基层研究公司，调查了超过 5000 名的人力资源经理，有 312 个企业参与，共20000 多名的新员工参
30、与调查，其中 46%员工在第 18 个月提出了辞职。分析结果显示，只有 11%的失败者是由于缺乏技术或是专业能力。而大部分的失败者则是由于缺少软件资本的问题，比如缺乏训练（ 26%），低水平的情感智力 (23%)、激励问题 (15%)和气质问题 (17%)等。成功率并不是只有一半的机会，将有多种可能。现在通过面试的甄选方式，可以 获悉员工是否具备该领域的能力。 但是“训练、情商、动机和气质”这些名词，企业不能以此就预测出新员工的成功或失败的原因。 真的有科学技术手段能预测出员工是不是好员工，是否是公司所需要的员工吗？假使那些新员工不与人力资源经理合作，或是缺少动力，或是个人能力不足，如何才能评
31、判的出呢？ 马克 马飞 为什么员工的成功录用率如此令人失望呢？高达 82%的人力资源经理承认，想想过去面试新员工是，面试雇员时常会有发出紧急的危险信号信息，本应该能很好的指出合适与否的，但当时就放过了这个信息。人力资源经理有各种各样的理由来颓唐 错误雇用决定，这 是事实，一些人力资源经理实际上也是正式接受过相关培训或正式的准备去负责招聘的，但在真正招人时会失去工作的严谨性。事实招聘中，人力资源部经理在录用员工多是基于化学过程，通过“感觉”来甄选员工，未使用技术和专业的素质能力，靠主观的想法去识别。因此，当候选人员具备了相关的学术背景，评价中心技术的使用，更取决于人力资源经理主观的感受。他们以在
32、面试中体现出来的特质，外在的能力，看是否符合要求岗位特征和个人特质，符合岗位需求的人就直接成为公司的新员工。以这种方式获得信息，凭人力资源部人员的主观感觉来招聘，注定了潜藏的高离职率。这就要求企业在招募新员工是需要一种更系统的方法。 “每一天，你对自己看到的不协调有几分的厌恶 ? 也许领导不是很清楚得知道人力资源部选定的人是个怎样的状况。他们可能只会选择那些人让自己看得感觉舒适的人，而不是那些有更多、更好技能的人。” 拉里博西迪、雷米查然 核心素质模型 招聘的系统化和甄选方法的科学化，能够有效提高招聘的成功率。人力资源经理们也渐渐明白，企业在找合适的人去从事合适的岗位。现在有一个 很有效的方法
33、就是为某个 特殊的岗位开发建立一种素质模型，这个模型中要体现核心能力，以此为要求来招员工就能获得成功。 为某个岗位开发出唯一的有效的素质模型，需要通过一个种群模型分析，它的关键元素直接需要与岗位工作、公司的目标相联系。为了实现这一目标，就需要专业人员来仔细评估该岗位所需的硬件技术方面和软件方面技能的要求。 同时，企业一定要参照关键的利益相关者的相关要求，参照相关领域专家的研究成果，这样做出来的素质模型，在招募员工是考量员工是否具备这些个能力。 这个模型是专为对准直接与商业战略和目标再造组织而设定的。素质模型模式的建立最 好是反向处理。这种方法后开始时，先设定企业预期的理想结果，定一个高远而实际
34、的目标。 一旦制定了可行的目标，有效的行为驱使行动直至走向成功。接着，围绕核心竞争力的素质模型，能使员工产生这样的行为。该素质模型既要抓紧专业技术，也要软件的能力。建立了该模型，假使需要评估员工绩效或是面试新员工问题，从而能充分的专门、有针对的处理和评估候选人技能，是否都具备该关键岗位的胜任素质。专业的、规范的、能力本位之类的评估工具，可以在市场上买到，这样我们的设计是值得的，为主观评价体系增添了科学性。 核心素质建模步骤 ： 1 从岗位预期结果的表现，制定出组织的准则； 2鉴定出促使成功的关键行为； 3发展核心素质模型； 4设计行为 -面谈试题； 5评估候选人专业的核心素质； 6建立与模型相
35、联系的程序； 7在素质模型的基础上建立绩效评估系统； 8建立储备人员模型。 训练面试官 人力资源经理应该加以训练，不仅是了解企业该岗位的核心素质模型 ,还要培养良好的面试技巧。企业中 培训应注重技术 , 对任何一个候选人来说，应发现其潜在危险信号。 看板程序 核心能力素质模型可以纳入 看板程序 下 ,这个 看板旨在使新雇佣能力作为一 种新型素质模型的内容。 该模型可以作为发展工具和一种导向的功能。核心竞争力模式也可以作为一个良好的基础业绩评估。 成功实施 素质模型可以作为一种工具，可以为企业在某一个职位建立储备人员或其他候选人时可以成功运用。作为人力资源经理，面对这么多的应聘者，在确定数量的同时，还要保证素质匹配，是员工在合适的时间去从事合适的工作。素质模型是一个很好的选择和开发新雇员的方法，这大大提高了人力资源部招人的率用率，发现和发展人才以满足和维持自己的组织竞争力。
