Competency model of human resource manager
The term "competence" was first put forward by Professor McClellan of Harvard University in the article "Testing Competency, Not Testing Intelligence" published in 1973, including individual characteristics such as motivation, traits, self-image, attitude and values, which can be reliably measured and can significantly distinguish excellent from average performance.
Human resource manager is the organizer and implementer of human resource management and plays an important role in enterprise human resource management activities. The author believes that different enterprises, even at different stages of development, have different requirements for the competence of human resource managers.
Therefore, there is no fixed model for the competency model of human resource managers, and the characteristics of the competency model of posts should be revealed from the following three aspects:
(1) enterprise strategic needs;
(2) organizational culture requirements;
(3) the specific requirements of the post.
For example, in 2006, Chen of the Business School of East China University of Science and Technology invited 65,438+00 human resource managers and 30 experts from seven provinces and cities in China to take the Richter scale. Then, after multivariate principal component factor analysis, Professor Chen finally concluded that the competency model of human resource managers in China enterprises consists of four aspects: functional management ability, change management ability, employee management ability and strategic management ability, with a total of 34 indicators. Summarizing the previous research results, this paper basically accepts the conclusions based on empirical research, and selects evaluation tools on this basis.
Main methods of quality evaluation of human resources
Standardized paper-and-pencil test
A. Cattell 16 Personality Factor Test (16PF). Professor Carter from the Institute of Personality and Ability of Illinois State University in the United States screened out 17 1 personality names from various dictionaries and documents related to psychology and psychiatry, and finally got 16 relatively independent personality traits through factor analysis, such as fun group, intelligence, self-discipline, independence, sensitivity, adventure and doubt. 16PF can effectively predict the job stability, work efficiency and stress tolerance of candidates, and provide psychological and behavioral characteristics reference for personnel diagnosis and decision-making.
B. The occupational adaptability (life characteristics) questionnaire is based on the basic concept of employee behavior motivation in modern incentive theory, and is constructed from the dimensions of risk motivation, power motivation, affinity motivation and achievement motivation. These dimensions are inevitably related to people's work performance and the effectiveness of participating in management activities, which is helpful to predict employees' behavior and stability. Therefore, this test is a common and necessary tool to evaluate the matching degree between candidates and positions, reveal the employee incentive model and implement effective incentive policies.
C aptitude test generally refers to an evaluation tool developed by experimental psychology to measure the potential ability to engage in a certain occupation or activity. The multi-factor aptitude test selects six dimensions closely related to most professional activities in society, namely: language understanding and organization ability, conceptual analogy ability, mathematical ability, abstract reasoning ability, spatial reasoning ability and mechanical reasoning ability. At present, this method has been widely used in the fields of talent discovery and employee assessment.
Scenario-based measurement
D. Work sample test is to sample and simulate the actual work scene and work content that job seekers may face in the future, and then observe and evaluate their work performance in this situation which is very similar to the actual work background. We often say that portfolio testing and role-playing are both forms of work sample testing. Among them, document processing test can examine the management ability of middle and senior managers in planning, authorization, forecasting, decision-making, communication, etc., especially the qualities of synthesizing various business information, sizing up the situation, grasping comprehensively, calmly coping with changes, and operating freely, so it is one of the most commonly used and core technologies in the evaluation center.
E leaderless group discussion refers to a temporary working group composed of a group of candidates to discuss and make decisions on a given issue. By simulating the team environment, this paper examines the candidate's leadership ability, teamwork ability and some personality traits, and diagnoses whether the candidate is suitable for a management position. This test can mainly test the examinee's non-verbal communication skills such as organization and coordination, oral expression, insight, persuasion, appeal, interpersonal skills, facial expression, posture, intonation, speech speed, gestures, and other personality characteristics and behavior styles such as self-confidence, initiative, responsibility, flexibility and emotional control.
F. Structured interview, also known as standardized interview, refers to a systematic and structured interview method for a series of questions involving various aspects, test scoring standards, scoring methods, and the use of scores before the interview. Interview can comprehensively evaluate analytical ability, appearance, emotional control ability, adaptability, motivation matching and so on. Because of absorbing the advantages of standardized tests and integrating the advantages of traditional empirical interviews, the test results of structured interviews are more accurate and reliable.
(3) Other assessment techniques
G. resume analysis and evaluation, also known as qualification evaluation technology, is a talent evaluation method to judge the adaptability of the evaluator to the future post by analyzing the personal background, work and life experience of the evaluator, and it is a relatively independent talent evaluation technology. The use of resume data can not only be used for the initial review of resume, but also can quickly eliminate obviously unqualified personnel. You can also determine the weight of each content in the resume in advance according to the correlation with the job requirements, add up the scores of the candidates to get the total score, and determine the selection decision according to the total score. In recent years, this method has been paid more and more attention by human resources management departments.
H. High-performance manager test measures various qualities that managers should have from the perspectives of grasping facts, professional knowledge, sensitivity, analysis and judgment, social skills, emotional flexibility, initiative and creativity. After converting the original score into standard score, the test gives an evaluation according to five grades: "very low" to "very high". It usually includes 10 tools such as management change test, communication skill test, management style test, situational skill test and interpersonal sensitivity test.
Evaluation and application of human resource manager's competence
(A) the basic process
At this point, this paper introduces several main tools of personnel evaluation, and the next step can formally enter the link of evaluation application. Generally speaking, according to the relevant principles of personnel evaluation, the simplified process of evaluation includes four basic steps: diagnosing the post quality demand, determining the evaluation method, implementing the evaluation and identifying the evaluation effect.
(2) Application examples
First of all, we can discuss the qualities that human resource managers should have in various roles from the different roles they play. Modern enterprises require human resource managers to be competent for four different roles at the same time: human resource management experts, strategic partners, employee motivators and change promoters. Based on Professor Chen's research results, the author thinks that the competency or behavior characteristics that a human resource manager should possess should include 22 indicators, such as professional knowledge of human resource management, communication and coordination ability, keen insight and ability to withstand pressure.
Secondly, on the basis of functional analysis, further diagnose the specific requirements of each job content for various qualities, including the definition of quality and quantity, that is, find out the behavior characteristics or content description of each ability and quality item, and give corresponding weight coefficients.
Then, according to the three levels of knowledge, ability and personality quality, the above 22 competency characteristics are reordered, which is convenient to find and determine the methods or tools to evaluate the corresponding behavior characteristics. Generally, you can get corresponding tools from specialized research institutions or consulting companies, and you can also develop measuring tools according to your actual needs and conditions. Take the appraisal combination scheme of human resource manager as an example. See the attached table for specific examples.
Finally, we can enter the implementation stage of evaluation, obtain the evaluation data of human resource managers through specific measurement tools, analyze the measurement data, and give a comprehensive evaluation and explanation. After the measurement, it is generally necessary to check the measurement effect and verify the measurement conclusion by tracking the work performance of the measured person.
(3) Discussion on the results
Because of its inherent lag, the simple performance evaluation method can not fully meet the new business and management needs. Especially for the positions that are very important for enterprises, it is especially necessary to accurately predict the future work performance of personnel in such positions. The method of competency model provides a golden key to solve this kind of problems, and makes the human resource management of enterprises realize an important transformation.
At present, the competency evaluation of human resource managers in most enterprises and institutions in China is usually carried out by the leaders at the next higher level, and sometimes with the help of experts, based on their subjective experience and opinions. This is simple and easy to do, but it has fatal weaknesses such as strong subjectivity, low accuracy and poor continuity. Competency model and personnel evaluation method will help enterprises realize important changes in human resource management. This paper introduces the concepts, methods and functions of several main personnel evaluation tools, and according to the actual requirements of enterprises for the position of human resource manager, puts forward the evaluation combination scheme based on the competency model of human resource manager.
On the other hand, the application of personnel measurement in reality is bound to be inseparable from a lot of practice. Personnel evaluation is a practical knowledge, and it is also a practical knowledge. Relevant opinions and experiences need to be accumulated through a lot of work.