人力资源管理英文版
人力资源管理(中英文经典概述)
PART 2 人力资源管理规划
WHAT IS HRM Planning？
人力资源规划
人力资源管理规划就像航行出海的船，在出行前要找到适合的、明确的 目标与方向，即最适合本部门公司的制度，这就需要确定HR工作目标resource management planning, like a boat sailing out to sea before the trip to find the right and clear goal and direction, which is most suitable for the system of the company, the department that need to be sure HR work target and implementation approach.
能力ability 需要need 价值观、个性特征 Value\personality
招聘与配置——内招还是外招？
内部招聘：Internal Recruitment
外部招聘：external Recruitment When to recruit internally and when to recruit externally？？
one's desires and the attributes of the job.
招聘与配置——人组织匹配模型 人岗匹配Person-job fit
组织（岗位）
Organization (position)
个人
personal
要求require 供给supply 价值观、文化氛围 Value\cultural atmosphere
培训计划制定 Training planning
人力资源管理模型英文版
人力资源管理模型英文版Human resource management is a critical element for any organization to achieve success. The human resource management model is a framework that outlines the role of HR in an organization, including recruitment, selection, training, and retention of employees. This model helps in guiding the HR department to ensure that it delivers its services optimally to achieve the organization’s goals. In this document, we will discuss the human resource management model, its concepts, and how it impacts an organization.The human resource management model has three key components: the stakeholders, the delivery system, and the HR functional areas.1. The stakeholders: The stakeholders of HRM are the employees, customers, shareholders, and the communi ty. HR’s role is to ensure that the needs of these stakeholders are met and that they are working to achieve the organization’s goals.2. The delivery system: The delivery system includes the policies, procedures, and systems that HR uses to manage employees. HR needs to ensure that these systems are effective in recruiting, selecting, training, motivating, and retaining staff.3. HR functional areas: HR functional areas are the core processes that HR undertakes to achieve the goals of the organization. These areas include recruitment, selection, training, development, performance management, and compensation and benefits.Within these three components, there are a number of concepts that are crucial to the human resource management model’s success.1. Human capital: Human capital refers to the knowledge, skills, and abilities that employees have. HR needs to ensure that it is managing the human capital effectively in order to achieve the organization’s goals.2. Diversity: Organizations are becoming increasingly diverse. HR needs to ensure that they are managing diversity effectively so that the organization can benefit from the unique skills and experiences that employees bring to the table.3. Job satisfaction: Job satisfaction is critical to employee retention. HR needs to ensure that employees are satisfied in their roles by providing appropriate training, motivation, and rewards.4. Legal compliance: HR must ensure that they comply with relevant employment laws and regulations. This includes fair employment practices, health and safety regulations, and any other relevant laws or regulations.5. HR data: HR data is critical to the management of HR processes. HR needs to ensure that it collects and analyzes data on recruitment, selection, training, performance management, and compensation and benefits.Impact of the human resource management model on an organizationThe human resource management model has a significant impact on an organization. Firstly, it ensures that employees are recruited and selected based on their skills and experience, which ensures that the organization has competent staff. Secondly, it ensures that employees are trained and developed so that they can be more productive and contribute to the achievement of the organization’s goals.Thirdly, the human resource management model ensures that employees are motivated and satisfied in their roles, which increases their retention rates. Fourthly, it ensures that organizations are complying with relevant employment laws and regulations, which reduces the risk of litigation and other legal issues.Fifthly, HR data enables the organization to make informed decisions regarding recruitment, training, compensation, and benefits. This provides a competitive advantage, as organizations can attract and retain the best talent.In conclusion, the human resource management model is a framework that guides the HR department to deliver its services effectively. It ensures that employees are managed optimally and are motivated to achieve the organization’s go als. HR data enables the organization to make informed decisions and provides a competitive advantage. The human resource management model is critical to an organization’s success and should be a key element of any organization’s strategy.。
人力资源管理介绍英文IntroductionofHumanResourcesManagement
HR strategy
Control HR Strategy ─ Clear job descriptions ─ Detailed work planning ─ Emphasis on technical skills ─ Job-specific training ─ Job-based pay ─ Performance evaluations for control
▪ Significant resources on training ▪ Offering free or low cost healthcare, providing on-site athletic facilities,
cafeteria ▪ Giving employee stock options ▪ Practicing open-book management ▪ Recognizing excellent performance
Industrial Revolution ─ Changed the nature of work ─ Large numbers of people to work together
The personnel administration movement ─ By the late 1800s and early last century ─ The personnel profession (e.g., welfare secretary) began to emerge ─ Basic personnel management functions, such as employee selection, training and compensation and benefits.
人力资源管理英文版选择题题库1
Chapter1Exam Questions1. The human resource management function (56)A. is concerned with ensuring that a firm's human resources have the land, capital, andequipment needed to perform their jobs effectively.B. helps an organization deal effectively with its people during the various phases of theemployment cycle--pre-selection, selection, and post-selection.C. is necessary only in those organizations where labor-management relations are strained.D. is irrelevant in an age of rapidly changing work processes.Answer: B2. The dominant activity in the pre-selection phase of the employment cycle isA. planning.B. performance management.C. selection.D. assessment.Answer: A3. Developing human resource practices for effectively managing people is most closely associatedwith which phase of the employment cycle? (38)A. pre-selectionB. selectionC. post-selectionD. management phaseAnswer: C4. Human resource planning has as its primary goal (39)A. gathering, analyzing, and documenting information about jobs.B. locating and attracting job applicants.C. helping managers anticipate and meet the changing need for human resources.D. measuring the adequacy of an employee's job performance.Answer: C5. The decision to use a personality inventory in the employee selection process would be madebased on (43)A. job analysis information.B. human resource planning information.C. performance appraisal information.D. recruitment information.Answer: A6. Which of the following is not among the external factors influencing human resourcemanagement?A. rapid advances in technologyB. a high rate of illiteracy among the work forceC. company policy regarding flexible work arrangementsD. emphasis on quality improvementAnswer: C7. Unions are most likely to influence company policies regarding (59)A. human resource planning, job analysis, and recruitment.B. discipline, promotions, and grievances.C. international human resource management.D. strategic planning and resource allocation.Answer: B8. Which of the following is not one of the issues that needs to be addressed when establishingoperations in other countries?A. setting performance standardsB. use of expatriatesC. cultural differencesD. compensationAnswer: A9. Which statement below best describes the relationship between line management and HRprofessionals? (58)A. HR professionals focus more on developing human resource programs, while line managersare more involved in implementing those programs.B. HR professionals are solely responsible for evaluating programs designed to manage humanresources.C. Line management requires the services of the HR professional only infrequently.D. Line management focuses more on developing human resource programs, while the HRprofessional is more involved in implementing programs.Answer: A10 Which of the following activities is most consistent with the HR professional’s role ofdeveloping/choosing HRM methods? (31)A. determining the order in which job applicants should complete selection measures.B. determining that a test of cognitive ability should be used as part of a selection process.C. determining that a personality test has been ineffective in screening job applicants.D. offering a manager instruction on how to appraise employee performance.Answer: B11. Which of the following activities is not part of the line manager's role in the HRM process? (32)A. interview job applicantsB. settle grievance issuesC. provide and communicate job performance ratingsD. develop an evaluation strategy for training programsAnswer: D12. A competitive advantage is defined in the text as (33)A. a demonstrated willingness to take on all competitors in the marketplace.B. hiring a workforce that has a high need for achievement.C. achieving a superior marketplace position relative to one’s competition.D. organizational self-confidence.Answer: C13. A cost leadership strategy for gaining competitive advantage can be produced by(34)A. reducing the cost of production, regardless of the number of units produced.B. increasing the number of units produced, regardless of the cost per unit.C. cutting overhead costs while maintaining or increasing the number of units produced.D. performing regularly scheduled maintenance on production equipment.Answer: C14. Product differentiation can offer a firm a competitive advantage because (35)A. it allows a firm to offer a unique product not being offered by competitors.B. it can reduce a product’s cost per unit.C. it reduces a firm’s dependence on one supplier for raw materials.D. imitating a competitor’s strategy is the surest way to be competitive.Answer: A15. Which of the following statements best characterizes the relationship between a firm’s HRMpractices and important outcome measures such as productivity, profits, and overall organizational performance? (36)A. HRM practices have little impact on such“hard measures” of organizational performance.B. Firms with progressive HRM practices tend to perform better on such hard measures oforganizational performance than those using less sound practices.C. Those firms that use sophisticated HRM practices tend to be only slightly less successful thanother firms.D. The more money a firms spends on salaries for HRM personnel, the more successful it willbe.Answer: B16. According to Jeffrey Pfeffer, a firm that adopts a program of employee participation andempowerment is most likely to generate (37)A. uncertainty among the workforce regarding job responsibilities.B. support from union leadership.C. a decline in short-term profits until the organization adapts to the change.D. a competitive advantage by increasing employee satisfaction and productivity.Answer: D17. According to the model linking HRM practices to competitive advantage discussed in chapter 1,which of the following HRM practices can have a direct effect on achieving competitive advantage?A. performance appraisalB. HR planningC. unionsD. workplace justice programsAnswer: A18. According to the model linking HRM practices to competitive advantage discussed in chapter 1,which of the following employee-centered outcomes is a direct result of implementing progressive HRM practices?A. employee retentionB. legal complianceC. employee competenceD. company imageAnswer: C19. Organizational citizenship concerns(40)A. an employee’s willingness to engage in work behaviors that are not usually specified in a jobB. the relative strength of an employee’s identification with and involvement in a particularorganization.C. the favorableness of an employee’s attitude toward his or her job.D. the tendency of an organization to be involved in the civic affairs of the community in whichit resides.Answer: A20. An employee is overheard saying“I think the company is doing the right thing by introducing thisnew product line. I hope I get the chance to work on it.” This statement most likely reflects the employee’s (41)A. organizational commitment.B. organizational citizenship.C. job satisfaction.D. self-efficacy.Answer: A21. Which of the following pairs of HRM practices is most likely to influence employeemotivation?(42)A. job analysis and HR planningB. selection and productivity improvement programsC. training and safety and health programsD. motivation is one of the few variables that cannot be improved using HR practices.Answer: B22. According to the model linking HRM practices to competitive advantage discussed in Chapter 1,how can one describe the relationship between organization-centered outcomes and employee-centered outcomes?A. organization-centered outcomes are believed to“cause” employee-centered outcomes.B. employee-centered outcomes are believed to“cause” organization-centered outcomes.C. both employee-centered and organization-centered outcomes are believed to have direct pathsto competitive advantage but no effect on each other.D. organization-centered outcomes are directly influenced by certain HRM practices, whileemployee-centered outcomes are not.Answer: B23. Which of the following strategies is not used by HR professionals to achieve cost leadership? (44)A. motivating workers to be more productive by introducing a productivity improvementprogram.B. developing a performance appraisal system that provides workers with the feedback necessaryto be more productive.C. introducing a new piece of equipment to improve worker efficiency.D. using a more efficient recruitment strategy to reduce the cost of hiring new workers.Answer: C24. The use of HRM practices can promote a sustained competitive advantage because(45)A. being the first to institute an innovative HR practice discourages a firm's competition.B. HR practices cannot be imitated.C. people are a firm’s most valuable resource.D. the organizational environment in which innovative HR practices are implemented can rarelyAnswer: D25. Which of the following HR practices is likely to have the greatest and most direct impact onachieving competitive advantage through product differentiation?A. compensationB. selectionC. job analysisD. performance appraisalAnswer: B。
人力资源管理专业英语整理完整版
人力资源管理专业英语整理HEN system office room 【HEN16H-HENS2AHENS8Q8-HENH1688】■★■人力资源管理专业英语PART A .管理专业述语一、人力资源管理:(Human Resource Management, HRM)人力资源经理:(Human resource manager)高级管理人员:(Senior executive)职业:(Profession)道德标准:(Ethics)操作工:(Operative employees)专家:(Specialist)人力资源认证协会:(The Human Resource Certification Institute, HRCI)二、外部环境:(External environment)内部环境:(Internal environment)政策:(Policy)企业文化:(Corporate culture)目标:(Mission)股东:(Shareholders)非正式组织:(Informal organization)跨国公司:(Multinational Corporation, MNC)管理多样性:(Managing diversity)三、工作:(Job)职位:(Posting)工作分析:(Job analysis) 工作说明:(Job description)工作规范:(Job specification)工作分析计划表:(Job analysis schedule, AS)职位分析问卷调查法:(Management Position Description Questionnaire, MPDQ)行政秘书:(Executive secretary)地区服务经理助理:(Assistant district service manager)四、人力资源计划:(Human Resource Planning, HRP) 战略规划:(Strategic planning)长期趋势:(Long term trend)要求预测:(Requirement forecast)供给预测:(Availability forecast)管理人力储备:(Management inventory)裁减:(Downsizing)人力资源信息系统:(Human Resource Information System, HRIS)五、招聘:(Recruitment)员工申请表:(Employee requisition)招聘方法:(Recruitment methods)内部提升:(Promotion From Within, PFW)工作公告:(Job posting)广告:(Advertising)职业介绍所:(Employment agency)特殊事件:(Special events)实习:(Internship)六、选择:(Selection)选择率:(Selection rate)简历:(Resume)标准化:(Standardization)有效性:(Validity)客观性:(Objectivity)规范:(Norm)录用分数线:(Cutoff score)准确度:(Aiming)业务知识测试:(Job knowledge tests)求职面试:(Employment interview)非结构化面试:(Unstructured interview)结构化面试:(Structured interview)小组面试:(Group interview)职业兴趣测试:(Vocational interest tests)会议型面试:(Board interview)七、组织变化与人力资源开发人力资源开发:(Human Resource Development, HRD) 培训:(Training)开发:(Development)定位:(Orientation)训练:(Coaching)辅导:(Mentoring) 经营管理策略:(Business games)案例研究:(Case study)会议方法:(Conference method)角色扮演:(Role playing)工作轮换:(Job rotating)在职培训:(On-the-job training, OJT)媒介:(Media)八、企业文化与组织发展企业文化:(Corporate culture)组织发展:(Organization development, OD)调查反馈:(Survey feedback)质量圈:(Quality circles)目标管理:(Management by objective, MBO)全面质量管理:(Total Quality Management, TQM) 团队建设:(Team building)九、职业计划与发展职业:(Career)职业计划:(Career planning)职业道路:(Career path)职业发展:(Career development)自我评价:(Self-assessment)职业动机:(Career anchors)十、绩效评价绩效评价:(Performance Appraisal, PA)小组评价:(Group appraisal)业绩评定表:(Rating scales method)关键事件法:(Critical incident method)排列法:(Ranking method)平行比较法:(Paired comparison)硬性分布法:(Forced distribution method)宽松:(Leniency)严格:(Strictness)3600反馈:(360-degree feedback)叙述法:(Essay method)集中趋势:(Central tendency)十一、报酬与福利报酬:(Compensation)直接经济报酬:(Direct financial compensation) 间接经济报酬:(Indirect financial compensation) 非经济报酬:(no financial compensation)公平:(Equity)外部公平:(External equity)内部公平:(Internal equity)员工公平:(Employee equity)小组公平:(Team equity)工资水平领先者:(Pay leaders)现行工资率:(Going rate)工资水平居后者:(Pay followers) 劳动力市场:(Labor market)工作评价:(Job evaluation)排列法:(Ranking method)分类法:(Classification method)因素比较法:(Factor comparison method)评分法:(Point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method)工作定价:(Job pricing)工资等级:(Pay grade)工资曲线:(Wage curve)工资幅度:(Pay range)十二、福利和其它报酬问题福利(间接经济补偿)员工股权计划:(Employee stock ownership plan, ESOP)值班津贴:(Shift differential)奖金:(Incentive compensation)分红制:(Profit sharing)十三、安全与健康的工作环境安全:(Safety)健康:(Health)频率:(Frequency rate)紧张:(Stress)角色冲突:(Role conflict)催眠法:(Hypnosis)酗酒:(Alcoholism)十四、员工和劳动关系工会:(Union)地方工会:(Local union)行业工会:(Craft union)产业工会:(Industrial union)全国工会:(National union)谈判组:(Bargaining union)劳资谈判:(Collective bargaining)仲裁:(Arbitration)罢工:(Strike)内部员工关系:(Internal employee relations) 纪律:(Discipline)纪律处分:(Disciplinary action)申诉:(Grievance)降职:(Demotion)调动:(Transfer)晋升:(Promotion)PART B. 基本面词汇个人素质>中英文词汇A Useful Glossary for Personal Qualitiesable 有才干的，能干的active 主动的，活跃的adaptable 适应性强的adroit 灵巧的，机敏的aggressive 有进取心的alert 机灵的ambitious 有雄心壮志的amiable 和蔼可亲的amicable 友好的analytical 善于分析的apprehensive 有理解力的aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理仔细的candid 正直的charitable 宽厚的competent能胜任的confident 有信心的conscientious 认真的，自觉的considerate 体贴的constructive 建设性的contemplative 好沉思的cooperative 有合作精神的creative 富创造力的dashing 有一股子冲动劲的，有拼搏精神的dedicated 有奉献精神的devoted 有献身精神的dependable 可靠的diplomatic 老练的，有策略的disciplined 守纪律的discreet （在行动、说话等方面）谨慎的dutiful 尽职的dynamic 精悍的earnest 认真的well-educated 受过良好教育的efficient 有效率的energetic 精力充沛的enthusiastic 充满热情的expressivity 善于表达faithful 守信的，忠诚的forceful （性格）坚强的frank直率的，真诚的friendly 友好的frugal 俭朴的generous 宽宏大量genteel有教养的gentle 有礼貌的hard-working 勤劳的hearty 精神饱满的honest 诚实的hospitable 殷勤的 humble 恭顺的humorous 有幽默impartial 公正的independent 有主见的industrious 勤奋的ingenious 有独创性的initiative 首创精神have an inquiring mind爱动脑筋intellective 有智力的intelligent 理解力强的inventive有发明才能，有创造力的just 正直的kind-hearted 好心的knowledgeable 有见识的learned 精通某门学问的liberal 心胸宽大的logical 条理分明的loyal 忠心耿耿的methodical 有方法的modest 谦虚的motivated 目的明确的objective 客观的open-minded 虚心的orderly 守纪律的original 有独创性的painstaking 辛勤的，苦干的，刻苦的practical 实际的precise 一丝不苟的persevering 不屈不挠的punctual 严守时刻的purposeful 意志坚强的qualified 合格的rational 有理性的realistic 实事求是的reasonable 讲道理的reliable 可信赖的responsible 负责的self-conscious 自觉的selfless 无私的sensible 明白事理的sincere 真诚的smart 精明的spirited 生气勃勃的sporting 光明正大的steady 踏实的straightforward 老实的strict 严格的systematic 有系统的strong-willed 意志坚强的sweet-tempered 性情温和的temperate 稳健的tireless 孜孜不倦的<教育程度>中英文词汇对照A Useful Glossary for Educational Backgroundeducation 学历educational background 教育程度educational history 学历curriculum 课程major 主修minor 副修educational highlights 课程重点部分curriculum included 课程包括specialized courses 专门课程courses taken 所学课程courses completed 所学课程special training 特别训练social practice 社会实践part-time jobs 业余工作summer jobs 暑期工作vacation jobs 假期工作refresher course 进修课程extracurricular actives 体育活动recreational activities娱乐活动academic activities 学术活动social activities 社会活动rewards 奖励scholarship 奖学金“Three Goods student “三好“学生excellent League member 优秀团员excellent leader 优秀干部student council 学生会off-job training 脱产培训in-job training 在职培训educational system 学制academic year 学年semester 学期（美）term 学期（英）president 校长vice-president 副校长academic dean 教务员department chairman 系主任professor 教授associate professor 副教授guest professor 客座教授lecturer 讲师teaching assistant 助教research fellow 研究员research assistant 助理研究员supervisor 论文导师principal 中学校长（美）headmaster 中小学校长（英）master 小学校长（美）dean of students 教务长dean of students 教导主任 teacher 教师probation teacher 代课教师tutor 家庭教师governess 女家庭教师intelligence quotient 智商pass 及格fail 不及格marks 分数grades 分数scores 分数examination 考试grade 年级class 班级monitor 班长vice-monitor 副班长commissary in charge of studies 学习委员commissary in charge of entertainment 文娱委员commissary in charge of sports 体育委员commissary in charge of physical labor 劳动委员Party branch secretary 党支部书记League branch secretary 团支部书记commissary in charge of organization组织委员commissary in charge of publicity 宣传委员degree 学位post doctorate 博士后doctor (PhD) 博士master 硕士bachelor 学士student 学生graduate student 研究生abroad student 留学生returned student 回国留学生foreign student 外国留学生undergraduate 大学肄业生；（尚未取得学位的）大学生senior 大学四年级学生；高中三年级学生Junior 大学三年级学生；高中二年级学生sophomore 大学二年级学生；高中一年级学生freshman大学一年级学生guest student 旁听生（英）auditor 旁听生（美）government-supported student 公费生commoner 自费生extern 走读生day-student 走读生intern 实习生prize fellow 奖学金生boarder 寄宿生classmate 同班同学schoolmate 同校同学graduate 毕业生<工作经历>相关中英文词汇 A Useful Glossary for Work Experiencework experience 工作经历work history 工作经历occupational history 工作经历employment 工作employment history 工作经历experience 经历business experience 工作经历specific experience 具体经历employment record 工作经历business history 工作经历employment experience工作经历business background 工作经历position 职位job title 职位responsibilities 职责duties 职责second job 第二职业achievement 工作成就，业绩administer 管理assist 辅助adapted to 适应于accomplish 完成（任务等）appointed 被任命的adept in 善于analyze 分析authorized 委任的；核准的behave 表现break the record 打破记录control 控制bread through 惊人的进展，关键问题的解决conduct 经营，处理cost 成本；费用create 创造demonstrate 证明，示范decrease 减少design 设计develop 开发，发挥devise 设计，发明direct 指导double 加倍，翻一番earn 获得，赚取effect 效果，作用eliminate 消除enlarge 扩大enrich 使丰富exploit开发（资源，产品）enliven 搞活establish 设立（公司等）；使开业；确立evaluation 估价，评价execute 实行，实施expand 推广；扩大expedite 加快；促进export 出口found 创立generate 产生good at 擅长于guide 指导；操纵implement 完成，实施import 进口improve 改进，提高increase 增加influence 影响initiate 创始，开创introduce 采用，引进innovate 改革，革新inspired 受启发的；受鼓舞的install 安装invest 投资integrate 使结合；使一体化invent 发明justified 经证明的；合法化的launch 开办（新企业）lead 领导lengthen 延长lessen 减少（生产成本）level 水平localize 使地方化manage 管理，经营make 制造maintain 保持；维修manufacture 制造modernize 使现代化mastered 精通的motivate 促进，激发negotiate 谈判nominated 被提名的；被任命的operate 操作，开动（机器等），经营（厂矿）originate 创始，发明organize 组织overcome 克服（困难等）participate in 参加perfect 使完善；改善perform 执行，履行plan 计划promote 生产，制造profit 利润promote 推销（商品）；创立（企业等）be promoted to 被提升为be proposed as 被提名为；被推荐为provide 提供，供应raise 提高reach 达到realize 实现（目标等）；获得（利润）receive 收到，得到，接受reckon 计算（成本等）recognize 认清（职责等）recommended 被推荐的；被介绍的reconsolidate 重新巩固；重新整顿reconstruct 重建recorded 记载的recover 恢复；弥补rectify 整顿，调整redouble 加倍，倍增reduce 减少，降低（成本等）refine 精练，精制reform 改革registered 已注册的regenerate 更新，使更生regularize 使系统化regulate 控制（费用等）rehandle 重铸；重新处理rehash 以新形式处理（旧材料）reinforce 加强renew 重建，换新renovate 革新；修理repair 修复，修补replace 接替，替换representative 代表，代理人research 调查，研究resolve 解决set 创造（纪录等）settle 解决（问题等）shorten 减低......效能show 显示,表明significant 重要的,有效的simplify 简化,精简sort out 清理speed up 加速sponsor 主办spread 传播,扩大solve 解决standard 标准,规格streamline 把......设计流线型strengthen 加强,巩固study 研究succeed 成功supervise 监督,管理supply 供给,满足(需要) systematize 使系统化target 目标,指标test 试验,检验top 头等的,最高的total 总数,总额translate 翻译,转化travel 旅行well-trained 训练有素的type 打字unify 使成一体,统一use 使用，运用utilize 利用valuable 有价值的useful 有用的verify 证实,证明vivify 使活跃work 工作,起作用worth 使......钱的,有......价值的advanced worker 先进工作者working model 劳动模范excellent Party member 优秀党员excellent League member 优秀团员<个人资料>中英文词汇对照 A Useful Glossary for Personal Dataname 姓名alias 别名pen name 笔名date of birth 出生日期birth date 出生日期born 生于birthplace 出生地点birthday 生日age 年龄native place 籍贯province 省city 市autonomous region 自治区prefecture专区country县nationality 民族；国籍citizenship 国籍duel citizenship 双重国籍address 地址current address 目前住址present address 目前住址permanent address 永久住址postal code 邮政编码home phone 住宅电话office phone 办公电话Tel.电话Mobile 手机E-mail 邮箱ext.分机sex 性别male 男female 女Mr.先生Miss 小姐Mrs.太太Ms (小姐或太太)height 身高cm. 厘米ft. 英尺in 英寸weight 体重kg 公斤lbs 磅marital status 婚姻状况family status 家庭状况married 已婚single 未婚unmarried 未婚divorced 离异separated 分居number of children 子女人数none 无street 街lane 胡同，巷road 路district 区Floor 楼层tower A A 座Mansion 大厦house number 门牌health 健康状况blood type 血型A A型B B型O O型excellent （身体）极佳PART C. 面试典型问题Q1：Can you sell yourself in two minutes？Go for it please.（你能在两分钟内自我推荐吗？大胆试试吧！）Q2：Give me a summary of your current job description. （对你目前的工作，能否做个概括的说明。
人力资源管理(英文)
Behaviorally Anchored Rating Scale
Maintaining an Effective Workforce
• Compensation • Wage and salary structure • Benefits • When necessary, terminations
Nurture
Human Resource Strategy
Provide the correct mix of employees and skills needed to meet competitive conditions.
Cut costs and improve efficiency. Improve quality, productivity, and customer service.
•Classroom Training
• Conference and Case Discussion Groups
Performance Appraisal
The steps of observing and assessing employee performance, recording the assessment, and
* Internal recruiting or “promote-from-within.” * External recruiting is recruiting from outside the
人力资源管理体系(英文版)
人力资源管理体系(英文版)1An HR Audit•Department Organization QuestionnaireThe Human Resources Department is structured, organized and equipped to provide overall strategy, direction and effective management of the organization’s human resources function to accomplish organizational objectives.1.Is there one department or function within the organization thatis responsible and accountable for planning, establishing,overseeing and coordinating all human resource policies,systems and services for all 11 major categories?2.Does the senior-level human resources manager report to thesame level position as all other major staff and line departmentswithin the organization?3.Does the senior human resources manager participate inaddressing the organiz ation’s strategic, tactical and policy issues?4.Does the senior human resources manager integrate all HRactivities with the organization’s strategic business plan.5.Does the Human Resources department demonstrate a clearunderstanding of organizational and customer needs?6.Are HR services and functions aligned and prioritized toorganizational and customer needs?7.Has a department mission statement been developed explainingits purpose within the organization?Has this mission statement been communicated to all management personnel?Has this mission statement been communicated to other customers throughout the organization?If so, to whom?How?8.Does the Human Resources department take a lead in striving fora more empowered and participative work force (productivityimprovement, cost reduction, quality improvement and improved quality of work life programs?)9.Has a Human Resources department organization chart beenpublished and distributed?If so, to whom?3Does the organization chart clearly define functional responsibilities and whom customers can contact for service?10.Are job descriptions established for all HR personnel statingmajor job objectives, responsibilities and accountabilities?11.Do all HR personnel understand their respective roles andrelationships to others in the department?12.Are department personnel cross-trained to perform duties outsidetheir major areas of responsibility?13.Do they work on team and department task force projects?14.Are departmental personnel professionally and technicallycompetent?15.Do they serve as internal consultants to management as well ascounselors to employees?16.Does the department staff work well as a team?17.Are they readily accessible to all customers?18.Are department personnel provided adequate training andprofessional development to meet organizational challenges anddemands?19.Is involvement in professional and technical groups encouraged?4Does the department subscribe to major technical and professional journals?20.Is there a credible performance appraisal in place clearly statingmutually established goals and objectives for departmentpersonnel?21.Are human resources staff compensated according to marketstandards?Are they compensated based on comparable positions within the organization?22.Does department staff effectively balance organizational withemployee needs and act as an intermediate for both?23.Is the Human Resources department results-oriented (i.e.,measuring cost-effectiveness and the bottom line results ofhuman resources programs)?If so, is it attentive to the bottom line and does it demonstrate a business orientation?24.What is the span of control of the top position within thedepartments (i.e., how many and which positions report to it)? Are supervisors or managers reporting to other mid-level managers?5。
人力资源管理专业英文介绍
人力资源管理专业英文介绍Human Resource Management: A Dynamic Field of Expertise.Human Resource Management (HRM) is a crucial aspect of any organization, encompassing a wide range of activities and strategies designed to maximize the effectiveness and efficiency of its workforce. It involves the recruitment, selection, training, development, and retention of employees, ensuring that they contribute positively to the organization's overall objectives and goals.The field of HRM is constantly evolving, driven by changes in technology, globalization, and the evolving nature of work itself. HR professionals must stay abreastof these developments to ensure that their organizations remain competitive in today's rapidly changing business environment.One of the key responsibilities of HR professionals is talent acquisition. This involves identifying andattracting individuals who possess the skills, knowledge, and abilities necessary to contribute to the organization's success. This process often begins with job analysis, where HR professionals determine the specific requirements of a role and use this information to create job descriptions and qualifications criteria.Once potential candidates are identified, the recruitment process begins. This typically involves advertising job opportunities, screening resumes, and conducting interviews to assess candidates' fit for the role. HR professionals must also ensure that the recruitment process is fair and compliant with all relevant laws and regulations.Once employees are hired, HR professionals are responsible for their development and growth. This includes providing training and development opportunities that help employees enhance their skills and knowledge, as well as career planning and advancement opportunities that encourage long-term engagement. By investing in employee development, organizations can foster a culture ofcontinuous learning and innovation.In addition to talent management, HR professionals also play a crucial role in employee relations. They are responsible for resolving conflicts and addressing grievances, ensuring that employees are treated fairly and with respect. By fostering positive employee relations, organizations can create a culture of trust and engagement that drives employee satisfaction and performance.HRM also involves the management of compensation and benefits, which are critical to attracting and retaining top talent. HR professionals must ensure that compensation packages are competitive and aligned with theorganization's strategic goals. They also design and administer employee benefit programs that meet the needs of a diverse workforce while remaining cost-effective for the organization.In today's global business environment, HRM also involves managing a multicultural workforce. HR professionals must have a deep understanding of culturaldifferences and their impact on the workplace, enabling them to create inclusive work environments that leverage the diverse talents and perspectives of their employees.Moreover, with the advent of technology, HR professionals are increasingly leveraging data andanalytics to make informed decisions about talent management, employee development, and compensation strategies. By analyzing employee data, they can identify trends and patterns that inform more strategic andeffective HR practices.In conclusion, Human Resource Management is a dynamic and diverse field that plays a crucial role in organizations of all sizes and industries. It involves the strategic management of people and processes to ensure that organizations are able to attract, develop, and retain the talent they need to achieve their goals. As the business environment continues to evolve, so must the practices and strategies of HR professionals, who are key players in shaping the success of their organizations.。