清蒸河蟹外文文献翻译译文
一、外文原文
原文：
Building a Better HR Team
Contents：
sources游玩攻略1、Power of Cross-Pollination
2、Generalists or Specialists?
3、Going into the Field
4、Old-School Career Ladders
5、Training Key to New Skill Sets
6、Online Resources
莫顿亨特
HR Management Agenda
The right mix of skills and experience can give your HR team an edge.
If you've ever imagined a "dream team" of human resource professionals, a collection of diver talent drawn up to have maximum impact on organizational results, it may have had similarities to the People Operations department at Google, the fast-growing technology company in Mountain View, Calif.
Google's HR team is built on what Laszlo Bock, vice president of global people operations, calls the "three-thirds" staffing model. Roughly one-third of the team's employees have HR backgrounds and bring experti in client relations as well as specialty skill areas such as employment law, and compensation and benefits. This group also has what Bock calls high-level "pattern recognition" skills, or the ability to identify organizational trends and anticipate issues even before they're on line units' radar. An example would be predicting ebbs and flows in hiring and attrition.
Another third have little or no human resource experience and were recruited from strategic consulting firms or Google line functions such as engineering or sales. Most in this group are embedded within business units. Staff in this subgroup have "tremendous problem-solving skills and knowledge about how everything outside of HR works," Bock says. "If you can find people with that skill t, plus an aptitude for people-related issues, we've found they partner very well with traditional HR employees."
The final third is a workforce analytics group featuring people who hold doctorates in statistics, finance, organizational psychology and other areas. The analysts help make determinations on matters such as tting compensation levels that will retain top talent for maximum periods and conducting the right number of interviews to ensure lection of the best job candidate.
Subteams within this third group also conduct more-esoteric rearch. For example, they explore cognitive heuristics--the mental shortcuts that people u in making decisions or solving problems but that can also lead to bias.
This group also examines ways to counter influences such as the halo effect--a job candidate considered good or bad in one category is assumed by hiring managers to be similarly good or bad in other categories--and the recency effect, in which too much weight is given to an employee's most recent performance in yearly evaluations.
Analytics specialists also focus on predictive modeling, or using principles of mathematics and psychology to determine the profiles of people who will be most successful at Google and tho likely to leave the company prematurely bad on their changing behavior patterns.
"This group helps us prove what we do in People Operations works and contributes directly to Google's business results," Bock says.
Power of Cross-Pollination 右眼跳是怎么回事
While the three-thirds model might appear to t up walled-off silos in the department, Bock encourages regular interaction and knowledge sharing among FIR team members.
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"Tho with traditional HR backgrounds get a problem-solving structure and understanding of the business more quickly from their peers, and tho without HR backgrounds get up to speed on pattern recognition techniques and human resource specialties faster," Bock says.
陌陌What are the practical or bottom-line payoffs of this cross-pollination? Bock offers the hypothetical example of a compensation analyst who has carved out a successful career in HR but rarely interacts with line managers in business units.
"What if a manager comes to that analyst and says, 'My best person just got a job offer. How should I handle it?'" Bock says. "A traditional comp person might point to the benchmark salary data and say, 'Our policy is we can offer an X-amount salary increa to encourage that person to stay.' But if you've never been on the ground with operations managers, you might not understand the need to get more creative, and think more holistically, in finding ways to keep your very top talent."
Generalists or Specialists?
While you may not have the budget or the cachet to build a Google-like team in your organization, experts say it's nonetheless important to regularly examine whether you've created the right mix of functional specialists and business-savvy generalists in your department.
