首席人力资源官（chro）的素质模型构建.pdf

学校代号学校代号 11799 学学 号号 2005600021 分分 类类 号号 C93 密密 级级 硕 士 学 位 论 文 硕 士 学 位 论 文 论文题目：首席人力资源官（论文题目：首席人力资源官（CHRO）的素质模型构建）的素质模型构建 论文作者：李铭 指导教师姓名、职称：梅洪常论文作者：李铭 指导教师姓名、职称：梅洪常 教授教授 学科专业： 企业管理 学科专业： 企业管理 研究方向：管理决策与支持系统 学位授予单位：重庆工商大学研究方向：管理决策与支持系统 学位授予单位：重庆工商大学 论文提交日期：论文提交日期：2008 年年 5 月月 30 日日 答辩日期：答辩日期：2008 年年 6 月月 4 日日 2008年年 05 月月 30 日 日 学校代号：11799 学 号：2005600021 密 级： 重庆工商大学硕士学位论文 首席人力资源官（CHRO）的素质模型构建 学位申请人姓名： 李 铭 导师姓名及职称： 梅洪常 教授 培 养 单 位： 管理学院 专 业 名 称： 企业管理 论文 提交 日期： 2008 年 5 月 30 日 论文 答辩 日期： 2008 年 6 月 4 日 答辩委员会主席： 梅洪常教授 I学位 II摘摘 要要 本文研究的主题是首席人力资源官在变革面前需要应对的挑战以及需要扮演的新型战略性角色。

总所周知，人力资源管理需要根本的变革，但是仅仅从人力资源项目、系统、法律、条规、技术层面的变革是不够的，只有当这种变革改变和释放了专业人力资源管理者自身的时候，这种变革才具有持久性和深刻性本文提供了一种实现这种根本和深刻变革的战略性工具——素质模型素质模型分辨出了首席人力资源官所要扮演的新角色、 具备的胜任素质和任职资格 同时，本文也关注如何将这一素质模型应用于实践，进而整合人力资源管理系统本身的价值，更好的为内部组织和外部顾客服务 经过一年时间的国内资料收集、半年时间的国外学习与文献检索以及大量管理实践问卷调查、访谈录、研讨会的举行，首席人力资源官的素质模型最终得到了较为清晰的描述作为一个首席人力资源官，必须建立以素质模型为导向的内部管理和控制机制、接受变革并倡导变革---组织面临急剧变化的经营环境，人力资源部门应是变革的提倡者和支持者，辨认出人力资源部门顾客的真正需求，通过自身素质的不断提升和扩大来更好的理解和满足这种需求；理解客户需要更好的服务，成为这种服务的提供者，携手完成使命；建立商业思维，把素质模型开发和人力资源管理工作看作商业竞争和绩效达成的战略性资源，而非支持服务；把素质模型与组织实际和文化很好的匹配起来，达成具体的目标；当组织战略发生转变时，开发和实施与之相适用的素质模型；开展具有前导性的工作，积极承担责任。

本文构建了一个通用的首席人力资源官的素质模型，同时设计了一个开发素质模型的标准流程以及实施流程，在开发和实施过程中注重了管理实践的弹性和动态需求，使得论文具有一定的实践价值 关键词：首席人力资源官；胜任素质辞典；素质模型关键词：首席人力资源官；胜任素质辞典；素质模型 IIIAbstract This paper focuses on what the chief human resource officers can do for themselves to meet the challenges and the new roles that are going to be required to be a strategic player in the management of human resources - people. While it is clear that HR programs, systems, and laws need to be reformed, these changes alone will not accomplish the transformation needed. Nor can the organization afford to wait for new technology, or other influences to make changes. Only by changing - empowering - the people who are providing HR services will the transformation occur in time to have an impact on the greater organizational evolution of the organizational reinvention climate. This paper offers a strategy for change in the nature of CHRO work and its staff. The competency model identifies the new roles and competencies required and it is designed to assist HR senior staff members and their agencies through the change effort. It also provides a marketing approach for integrating HR values into the culture and goals of the organizations and customers being serviced. Following an extensive literature search, a survey of innovative practices in public and private sector organizations, and interviews and focus groups with current practitioners, some conclusions were reached regarding the kinds of changes that CHROs themselves must make, that is, the competency model of the CHRO. They must: Assist in the move to competency-based tools for staffing and managing HR organizations; accept that in-depth technical knowledge is no longer enough. Narrow job tasks; or limited functional-based tasks need to be expanded. Organizational structures are changing; HR positions should change, too; Recognize the growing gap between what HR professionals think their customers want and what customers say they want. Understand that customers are demanding better service, more knowledgeable HR staffs, and assistance, not resistance to getting their job done and accomplishing the mission. This paper outlines a process individual agencies can use to validate both the model and the range of competencies. A dictionary of competencies is included to meet each agency's own organizational needs. The model is designed to be flexible and encourages future modifications and refinement as experience in applying it grows. In addition to the competency model, a step-by-step strategy for implementing the model and the change process is discussed. IVAfter one year domestic research and half a year studying and analysis aboard, the author builds the competency model of the chief human resource officer on the basis of a systemic work. We deeply hope that it can work and does some efforts for the field of HRM in China. Key wards: Chief human resource officer, Dictionary of competencies, Competency model 重庆工商大学硕士学位论文 1目 录 学位学位论文原创性声明与版权使用授权书................................................................I 摘摘 要要...............................................................................................................................II Abstract........................................................................................................................ III 第一章 绪 论 ................................................................................................................. 3 1.1 研究背景 .......................................................... 3 1.1.1 首席人力资源官的定义 ............................................ 。