美国国际人力资源管理协会(1)
• International Public Management
Association for Human Resources 简称 IPMA-HR
• 该机构是 1973 年由公共人事管理协会和人事管
理专业协会合并而组建的，其中公共人事管理协会成
立于 1906 年，人事管理协会成立于 1937 年。
IPMA 是一个非赢利机构，其总部设在美国首都华盛
顿近郊。经过近百年的发展， IPMA 目前已经成为美
国及国际上最有影响的人力资源管理协会之一。
美国国际人力资源管理协会(2)
• IPMA-HR 有超过 20 个国家和国际组织的成员，
其中专业会员超过 5500 名，国际会员机构组织
超过 1500 个，组织会员中人力资源管理者超过
50000 名。
• IPMA-HR 有 4 个地区协会和 40 多个分会。协会
有 4 种类型的会员：组织会员、个人会员、在线
会员和学生会员。协会有两个特别的重要部门，
它们是评估中心和联邦政府联络部。
• 协会还在全美设置了四个地区机构，它们分别是
东部协会、东南部协会、中部协会及西部协会。
IPMA-HR 为全世界的公共人力资源专业团体提供
了一个论坛。
美国国际人力资源管理协会(3)
经过多年的研究和实践， IPMA-HR 于 2000 年开
发出了国际高级人力资源管理职业资格认证体系，包
括培训课程和考试证书。考试证书有两种：国际高级
人力资源管理师（ IPMA-CP ）和国际高级人力资源
管理专家（ IPMA-CS ）。
申请者需要证明自己具有一定的人力资源专业方
面的知识和技能，经过 IPMA 主持的人力资源素质模
型培训及 150 道试题的笔试，并通过专家评审小组
对其专业能力及经验进行评估，才能获得国际人力资
源管理师资格证书。
IPMA-CP认证的宗旨
• IPMA-HR国际高级人力资源认证体系，可以成为促
进高级人力资源管理人员提高素质、增进工作胜
任能力的动力。
• 同时，IPMA-HR高级人力资源管理职业资格证书也
可以成为高级人力资源管理专家的标志之一。
• IPMA创造这一体系的宗旨是为人力资源的专业人
员、管理者和发展下一代领导人提供一套行之有
效的人力资源管理知识和经验的技能培训及能力
考核体系，使每一位受训的领导人、管理者和人
力资源专业人员更加优秀，更加专业化。
•理解现代组织中人力资源管理角色的不断变化，职业
化和进行资格认证的必要性；
•理解人力资源职业化中新兴的素质能力要求；
•理解IPMA-HR人力资源能力模型，它的四种主要角色
和22种能力；
•根据这些能力来对自己相应的优势和局限性进行评估；
•为人力资源专业人士提供发展规划
IPMA-CP认证的目标
Objectives
• Understand the need for professionalism and certification issues in light
of the changing role of human resource management in the public sector.
• Understand the emerging competency approach to professional
development
• Understand the IPMA-HR Human Resource Competency Model, its four
major roles and 22 competencies
• Identify which competencies are addressed in each of the three major
modules of the IPMA-HR Human Resource Competency Workshop
• Assess your own relative strengths and limitations against the
competencies.
• Initiate a plan for your individual development as a human resource
professional.
Course Expectations
• We’re all colleagues; we respect each
other.
• It’s OK to disagree.
• Listen as an ally.
• Everyone participates; no one dominates.
• Honor time limits.
• Ask any questions.
IPMA-HR MODEL
HR
Expert
Business
Partner
Change
Agent
Leadership
What is A
• Profession
• Professional
• Professionalism
• 在您组织中人力资源管理者的地位和作用如何？
• 做好您的工作有利与不利条件有哪些？
Characteristics of a Profession
• A profession is an occupation for which the
necessary preliminary training is intellectual in
character, involving knowledge, and to some
extent learning distinguished from mere skill.
• It is pursued largely for others, and not merely for
one’s self.
• It is an occupation in which the amount of
financial return is not the accepted measure of
success.
• Louis Brandeis, Justice, US Supreme Court
Characteristics of a Professionals
• 职业经理人：运用全面的经营管理知识和丰富的管理经验，独立对一个
经济组织开展经营或进行管理。---上海市劳动和社会保障局,《职业经理
人职业标准》2003
• 职业经理人是一个职业，终身从事所做的工作，并将其作为一个使命，
职业经理人具备相应的素质和能力，具备毕生的职业信念。---周伟鸿 ,
“中国百佳职业经理人奖”高级企业管理顾问，2003
• 职业经理人是一个训练有素、具有职业道德和身怀管理绝技的群体（企
业经营者）。他们在企业或组织中通过利用企业内部或外部的有效资源
（人力、资本、技术或其他），并使用其自身所特有的各种领导艺术、
管理技巧和激励技能，为本企业或组织的息息相关者（股东、客户、员
工、供货商、政府、社会等）的利益而从事经营企业的活动，并在特定
的时期内完成股东赋予的特定使命和目标。---杨大跃，《职业经理人：
企业领袖与管理精英》
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
• 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 standards.
• HR functions in a dual role as top management’s 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 in our organization
– Managers, supervisors and employees who we serve
– Certification by outside organizations like IPMA-HR
胜任特征模型的兴起
胜任特征最早是美国学者McClelland(1973)
年提出的，认为胜任力要素是那些与工作或工
作绩效直接相关的知识、技能、能力、特征或
者动机等，能够较好地预测实际的工作绩效。
胜任特征必须与绩效关联，强调绩效导向；
胜任特征是一个组合，它打破了以往研究中
单个能力与绩效关系的思路；
不同任务、岗位，对任职者的胜任特征要求
不同；
胜任特征不仅是一个心理学或应用心理学的
概念，更是一条务实的人力资源管理思路。
胜任特征模型研究的兴起
Competency:
an underlying characteristic of
an employee(., a motive, trait,
skill, aspect of one’s self-image,
social role, or a body of
knowledge) which results in
effective superior job
performance
Richard Boyatzis 1982
Competency:
an “attribute bundle” which
may contain a combination of
knowledge, skills, and attitudes
(KSAs), as well as tasks,
activities, outputs, or results
Patricia McLagan 1997
对人力资源管理者的胜任特征研究
IPMA-HR的素质模型实际来自于上个世纪九十年代初期
就已经开发出来的AT&T素质模型。AT&T的模型主要包括了
四种素质，是IPMA-HR的模型规划为其人力资源管理的专业
人员所设计的主要角色的前身。
AT&T模型中的主要素质： IPMA-HR的多种
角色
利用人力资源的专业知识 人事专家
扮演业务伙伴的角色 业务伙伴
变革的催化剂 变革的推动者
影响他人 领导者
Old Myths New Realities
People 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 more 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 professionals 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
HR’s job is to be the policy police and the health-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 professionals 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
HR is HR’s 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 MODEL
HR
Expert
Business
Partner
Change
Agent
Leadership
HR Expert
•Only one of the 22 competencies deals with
HR expertise, 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 Partner
• More than a provider of services
• A management partner who shares
accountability for organizational results
• Does more than explain what is prohibited
• Works with management to devise solutions
• Involved in business strategic planning and
working toward results aligned with mission
Change Agent
• Help management and employees deal
with change in organizational culture,
mission, skills requirements, and job
security.
• Business Process
• Marketing
• Information Technology
• Customer Service
Leadership
• Promote the merit systems principles
• Ethics and integrity
• Foster diversity
• Balance employee satisfaction and welfare
with organizational requirements and goals
• Builds teamwork
• Models collaborative problem solving
Business Partner Competencies
Knows Mission
Understands Clients and Organizational Culture:
Possesses the Ability to be Innovative and Create a
Risk Taking Environment:
Applies Organizational Development Principles:
Links Human Resources to the Organization’s
Mission and Service Outcome:
Change Agent Competencies
• Applies Information Technology to
Human Resources Management:
• Designs and Implements Change Process:
• Possesses the Ability to Build Trust
Relationships:
• Possesses Marketing and Representational
Skills:
• Demonstrates Customer Service
Orientation:
Leader Competencies
• Understands Values and Promotes
Diversity:
• Practices and Promotes Integrity and
Ethical Behavior:
Overlapping Competencies
Understands Business Process and How to Change to
Improve Efficiency and Effectiveness
Knows Human Resource Laws and Policie
Understands Public Service Environment:
Understands Team Behavior
Communicates Well
Assesses and Balances Competing Values
Knows Business System Thinking
Possesses Good Analytical Skills Strategically and
Including the Ability to think Creatively
Uses Consultation and Negotiation Skills Including
Dispute Resolution
Uses Consensus and Coalition Building Skills
CASE ANALYSIS
• P16
CASE: Kannikar Akkapoo
CASE ANALYSIS:
Competencies to kannikar
• Understand clients and organizational culture
• Communicates well
• Possesses good analytical skills
• Designs and implements change process
• Possesses ability to build trust relationships
• Uses consultation and negotiation skills
• Knows HR laws and policies
“To meet the increased
expectations of their
organizations,
HR professionals…must focus
more on the deliverables of their
work and less on just getting their
work done. They must articulate
their role in terms of the value
they create.”
David Ulrich “A New Mandate for HR”
