招聘管理制度(中英文对照版)
外企招聘制度-中英文对照版
Document History LogTable of Contents1Purpose (1)2Scope and Applicability (2)3Definition & Principle (3)4References (6)5Procedure (10)6Records (to be confirmed) (15)7Appendices (15)1 Purpose 目的This document outlines COMPANY X’s recruitment policies and procedures (P&P) for appointing qualified candidates to fulfill talent needs in achieving business objectives in a streamlined and consistent approach across COMPANY X; where localization needs are required due to regulatory or customary reasons, location HR should develop its local process/guideline and obtain approval from COMPANY X.本文概述了X公司的招聘政策和流程，旨在以合理统一的方式为X公司招聘合格的人才，来满足公司业务增长对人才的需求。
各地人力资源负责人应在获得X公司的审批后制定出符合当地法规和惯例的招聘流程和准则。
2 Scope and Applicability适用范围This P&P applies to all levels of employment from manpower requisition to fulfillment of a job opening (internally or externally) for full time, part-time, temporary SP and intern. For any special cases, HR reserves the right of final interpretation本文中的政策和流程适用于所有级别的员工，包含从人力需求到对全职、兼职、临时性雇员和实习生内外岗位空缺的任用。
员工招聘管理制度英文
Introduction:The employee recruitment management system is a comprehensive set of guidelines and procedures designed to ensure the effective recruitment of qualified candidates for various positions within the organization. This system aims to streamline the recruitment process, enhance the quality of hiring decisions, and maintain the organization's reputation as an employer of choice.1. Recruitment Planning:a. Identify the recruitment needs: Assess the organization's requirements and determine the number of positions to be filled.b. Develop a recruitment plan: Define the roles, responsibilities, and required qualifications for each position.c. Set a recruitment budget: Allocate resources for advertising, screening, and interviewing candidates.2. Advertising and Sourcing:a. Utilize various channels: Advertise job openings through internal and external sources, such as job boards, social media, and professional networks.b. Develop compelling job descriptions: Clearly outline the position's responsibilities, required qualifications, and benefits.c. Source passive candidates: Utilize recruitment agencies, LinkedIn, and other platforms to identify potential candidates.3. Screening and Selection:a. Initial screening: Review resumes and applications to shortlist candidates who meet the minimum qualifications.b. Technical assessment: Conduct technical tests or assessments to evaluate candidates' skills and competencies.c. Interviews: Conduct structured interviews to assess candidates' fit for the role, cultural alignment, and potential for growth.d. Reference checks: Contact previous employers to verify candidates' work history and performance.4. Offer and Onboarding:a. Extend job offers: Prepare written job offers, including details such as salary, benefits, and start date.b. Negotiate terms: Engage in salary negotiations, if applicable, to reach a mutually acceptable agreement.c. Onboarding process: Develop an onboarding program to facilitate new employees' integration into the organization, including orientation, training, and mentorship.5. Compliance and Documentation:a. Ensure compliance: Adhere to legal requirements, such as equal employment opportunity and anti-discrimination laws.b. Maintain accurate records: Keep detailed records of the recruitment process, including job descriptions, resumes, interview notes, and offer letters.c. Confidentiality: Handle all candidate information withconfidentiality and ensure compliance with data protection regulations.6. Continuous Improvement:a. Monitor recruitment effectiveness: Analyze the recruitment process and measure key performance indicators (KPIs) to identify areas for improvement.b. Seek feedback: Collect feedback from hiring managers, candidates, and employees to enhance the recruitment process.c. Stay updated: Keep abreast of industry trends and best practices in employee recruitment to ensure the organization remains competitive.Conclusion:An effective employee recruitment management system is crucial for attracting and hiring the best talent for the organization. By following a structured and systematic approach, the organization can optimize its recruitment process, reduce time-to-hire, and enhance overall employee quality. Implementing this system will contribute to the organization's success and maintain its reputation as an employer of choice.。
招聘管理制度翻译英文范文
招聘管理制度翻译英文范文Recruitment Management SystemIntroductionRecruitment is a critical process for any organization as it directly influences the quality of employees hired. A well-structured and efficient recruitment management system is essential to attract, select, and onboard the best talent available. This document aims to provide a comprehensive overview and description of the recruitment management system implemented by our organization.DefinitionThe Recruitment Management System (RMS) is a set of policies, procedures, and processes designed to streamline the recruitment process and ensure that it is conducted in a fair, transparent, and merit-based manner. The primary objective of the RMS is to identify and attract highly qualified candidates who align with the organization's values, culture, and job requirements. Components of RMS1. Job Analysis and Evaluation: Before initiating the recruitment process, a detailed job analysis is conducted to clearly define the job requirements, qualifications, and responsibilities. Each job role is evaluated based on factors such as educational qualifications, work experience, skills, and knowledge required. This evaluation serves as a foundation for the recruitment process.2. Recruitment Planning: Once the job analysis and evaluation are complete, recruitment planning takes place. This includes determining the recruitment methods to be used, defining the target audience, and allocating resources for the process. The organization may choose to engage in various recruitment methods such as job postings, referrals, campus recruitment, and online platforms.3. Candidate Sourcing: One of the primary objectives of the RMS is to attract a pool of highly qualified candidates. This is achieved through various sourcing strategies, including job postings on company websites, online job boards, social media platforms, and professional networking websites. The RMS also emphasizes the use of employee referrals to tap into their networks and attract potential candidates.4. Screening and Selection: The RMS encompasses a robust screening and selection process to identify the most suitable candidates for the organization. This typically includes the evaluation of resumes, conducting initial telephonic interviews, and administering assessments or tests when required. Shortlisted candidates are then invited for an in-person interview where their skills, competencies, and fit for the organization are assessed.5. Interview Process: The RMS guides the interview process to ensure consistency and fairness. It includes the development of interview guides and questionnaires, as well as the training of interviewers on interview techniques, questioning strategies, and assessment criteria. The organization may use various interview formats, including panel interviews, group discussions, andbehavioral or situational interviews.6. Background Checks and Reference Verification: As part of the RMS, thorough background checks are conducted to verify the authenticity of the candidate's educational qualifications, employment history, criminal records, and other relevant information. Reference checks are also conducted to gather insights from previous employers or supervisors about the candidate's performance, work ethics, and other relevant aspects.7. Offer and Onboarding: Once the selection process is complete, an offer is extended to the selected candidate. The terms and conditions of employment, such as salary, benefits, and start date, are communicated in a formal offer letter. The RMS also includes an onboarding process to ensure a smooth transition for the new employee, including orientation sessions, introduction to the organization's policies and procedures, and training programs.8. Data Management and Reporting: The RMS incorporates a data management system to track and maintain candidate information, recruitment statistics, and other relevant data. This data is used to generate reports, analyze recruitment trends, measure the effectiveness of recruitment strategies, and identify areas for improvement.Benefits of RMSImplementing a robust RMS offers several benefits to the organization, including:1. Improved Quality of Hires: By defining job requirements clearly and using standardized recruitment processes, the RMS increases the likelihood of attracting and selecting candidates who possess the necessary skills, knowledge, and experience.2. Time and Cost Efficiency: The RMS streamlines the recruitment process, reducing the time and effort expended in sourcing, screening, and selecting candidates. This leads to cost savings and quicker fill rates for vacant positions.3. Enhancing Employer Brand: A well-structured recruitment management system improves the organization's reputation as an employer of choice. It positively influences the perception of potential candidates and helps attract top talent.4. Legal Compliance: The RMS ensures that the recruitment process is conducted in compliance with applicable employment laws, regulations, and equal opportunity principles. This protects the organization from legal risks and discrimination claims.ConclusionAn effective Recruitment Management System is vital for any organization to attract, select, and onboard the best talent available. It encompasses various components, such as job analysis, recruitment planning, candidate sourcing, screening and selection, interview process, background checks, offer and onboarding, data management, and reporting. Implementing a robust RMS brings significant benefits, including improved quality of hires, cost and time efficiency, enhanced employer brand, and legal compliance.By adopting and adhering to a well-defined recruitment management system, organizations can ensure the success of their recruitment efforts and contribute to the overall growth and success of the organization.。
公司管理制度中英文版
公司管理制度招聘及劳动合同公司招聘员工，遵循公开、公正、择优录用的原则。
公司通过向社会公开招聘和内部选拔，为公司提供最优秀、最合适的人选。
但相同条件下，公司将优先选拔内部员工。
公司鼓励员工向公司推荐品学兼优的人才。
一、录用条件1、适用于所有员工的录用条件包括：（1）品格诚实员工须诚实地将其真实履历、身体状况、教育状况等信息告知公司，确保其向公司提交的各种证明和材料全面、真实、客观可靠。
如果员工历史上存在营私舞弊、严重失职行为，或者受到过行政处分、刑事处分、劳动教养，或者受到过原单位的处分，或者及原公司存在纠纷或经济纠纷，员工须先详细向公司作书面说明。
（2）手续完备员工须依法及原公司办理完解除劳动合同的手续，并向公司出示相关证明。
（3）能力合格员工具备应聘岗位所要求的教育背景、工作经验、专业能力和辅助能力（如熟悉使用电脑、外语能力等）及其他特殊要求，并能完成岗位描述规定的各项岗位职责。
招聘员工时，人力资源部或人事部和需求部门将明确其具体要求。
（4）被录用的员工的名誉和行为不应有不良记录；（5）被录用的员工身体健康，没有重大疾病、传染病或慢性病或者不适应所招聘岗位的其他疾病。
二、劳动合同1、公司正式录用员工将及员工依法签订《劳动合同》。
劳动合同须由员工本人签订，他人代签无效。
公司方面由有关负责人签署，并加盖公司公章。
劳动合同签署后，公司持两份合同原件，员工将持一份合同原件。
2、劳动合同的类型分类分为固定期限、无固定期限和以完成一定工作任务为期限的劳动合同。
无固定期限劳动合同的签署，按《劳动合同法》第十四条办理。
三、试用期1、公司依法对新聘员工衽试用期制度。
目的是让公司考察新员工是否符合录用条件，同时让新员工对公司及所应聘岗位的工作进行考察。
员工试用期按《劳动合同法》的规定执行，即劳动合同期限三个月以上不满一年的，试用期不得超过一个月；劳动合同期限一年以上不满三年的，试用期不得超过二个月；三年以上固定期限和无固定期限的劳动合同，试用期不得超过六个月。
外企招聘制度-中英文对照版
外企招聘制度-中英文对照版Document History LogTable of Contents1Purpose (1)2Scope and Applicability (2)3Definition & Principle (3)4References (6)5Procedure (10)6Records (to be confirmed) (15)7Appendices (15)1 Purpose 目的This document outlines COMPANY X’s recruitment policies and procedures (P&P) for appointing qualified candidates to fulfill talent needs in achieving business objectives in a streamlined and consistent approach across COMPANY X; where localization needs are required due to regulatory or customary reasons, location HR should develop its local process/guideline and obtain approval from COMPANY X.本文概述了X公司的招聘政策和流程，旨在以合理统一的方式为X公司招聘合格的人才，来满足公司业务增长对人才的需求。
各地人力资源负责人应在获得X公司的审批后制定出符合当地法规和惯例的招聘流程和准则。
2 Scope and Applicability适用范围This P&P applies to all levels of employment from manpowerrequisition to fulfillment of a job opening (internally or externally) for full time, part-time, temporary SP and intern. For any special cases, HR reserves the right of final interpretation本文中的政策和流程适用于所有级别的员工，包含从人力需求到对全职、兼职、临时性雇员和实习生内外岗位空缺的任用。
招聘规则【外文翻译】
外文文献翻译译文一、外文原文原文：Recruitment rulesWatson,MarkFilling vacancies for employment isn't as easy as it used to be. Employers cannot simply pick and choose candidates according to whim and prejudice-there needs to an adherence to a multitude of law and regulation. Miss out on any and employers can expect trouble from litigious prospective employees.Diversity of applicantsThe watchword about job advertisements is diversity avoiding discrimination risk. Unlike other employment rights, anti-discrimination laws apply to applicants for jobs not just workers in post. Advertisements which could be taken to indicate an intention to discriminate may prompt standalone action by the Equal Opportunities Commission, Disability Rights Commission or Commission for Racial Equality. They also will be persuasive evidence to support an unsuccessful (or. for that matter, successful) applicant's claim for discrimination in Recruitment.Advertise every timeThe best advice on advertising jobs is to make sure you do it -ideally, every time there's a vacancy. Informal methods of recruitment such as word of mouth are warned against by the various equality agencies, as they tend to result in replication of the current workplace demographic and cloning whereby people recruit people like themselves. Cloning is the antithesis of diversity Targeted search and selection may also only access a narrow pool of applicants, Using a range of recruitment methods is more likely to attract a diverse pool of applicants.Control your contentThe content of an advertisement is obviously critically is prohibited to use gender specific job titles such as salesman, chairman, and waitress so use agender-neutral alternative (or, if that's just too painful, use both the male and female titles). Care over the specified Job criteria is crucial: some of the most common job requirements have a disparate impact on a particular gender, race or other group (for example, fewer women than men hold driving licenses or can work full-time) so it is critical to ensure that you can objectively justify each one. Don't allow very minor aspects of the role to drive the requirements as it may not be justifiable to exclude applicants on the basis of trivial parts of a job.Positive action.In limited circumstances, it may be permissible to include in advertisements encouragement for applicants from underrepresented groups. Care should be taken to ensure the eligibility criteria for positive action are met or the advertisement will be unlawful. In no circumstances should any form of discrimination occur at the point of selection between candidates. If you don't meet the criteria for positive action in the advertisement wording, you could still target a particular publication to reach the underrepresented group provided it is only one of a number of sources.Where you advertiseBe careful about where advertisements are placed. Again, the objective is to ensure that your advertisement reaches a diverse readership. Equal opportunities guidance encourages employers to advertise widely including in local and national papers, job centre, trade magazines and company websites. Not all will be suitable, but thought should be given before disregarding a particular method. Be careful of publications read mainly by one gender or other group as a sole advertising site. Advertising for a secretary or receptionist in magazines read mainly by women is not just stereotyping but is likely to discriminate against men.You're responsibleDon't assume that if a recruitment consultant or agency places the advertisement that you're not responsible, the buck stops with the employer and this includes for information disseminated through job centre, career offices, schools. College’s polytechnics, etc. While in some cases the agent placing the advertisement will also, separately, be liable this will not get you off the hook. Give written instructions to theagent in case there is a dispute later.Avoid discriminationIn some specific cases, an advertisement discriminating on grounds of race will be unlawful even if it would not be unlawful to discriminate in selecting for the job. In particular, while recruitment for Jobs based wholly outside the UK, for example managing an overseas factory, may not be caught by the Race Relations Act, it is prohibited to place a discriminatory advertisement for the positions. This is because the public display of racial prejudices is considered inherently offensive.CV reviewA simple way to begin the Interview is to get the candidate to talk through their CV, position by position. More time should be spent on the more recent/most relevant positions. It is important to make sure that ail information required regarding each position is obtained before moving on to the next.Candidates should be asked to talk about a typical day in the role, what their duties and responsibilities were, and their key achievements, why they moved on, what salary they were on. This should be done with each position on their CV that is relevant to the role they are applying for.Candidate questionsTime should always be given to answer any questions the candidate may have about the position and your company as a whole. Remember that just as much as the candidate needs to sell themselves to you’re your company needs to sell itself to the candidate. The candidate should leave with a positive impression, with a feeling that they really desire to work there. Therefore, it is important to answer the questions positively, in an upbeat, passionate manner.Turnover as a Way of LifeWith the return to rapid economic growth employers can expect a return of competition for talent and high staff turnover. Younger Chinese are very competitive and are always looking for career progression opportunities to better position themselves in the global market. This makes it increasingly common for Chinese employees to switch jobs every few years. While this can make it challenging toretain your own team, for companies with attractive proposals it also makes it easier to attract the talent you need without having to develop it organically.Adjust Your Payroll ExpectationsIn 1st tier cities such as Shanghai, Beijing, and Guangzhou, salaries are approaching levels found in more developed countries. The phenomenal economic growth of China has led to a rapid rise in salaries, particularly for managerial and higher positions. This contrasts with the very stable and generally stagnant salaries found in developed countries. Cheap labor is thus disappearing in China for managerial and higher positions, especially in 1st-tier cities.Hiring the YoungDue to the Chinese economic reform begun in 1978, education standards have improved drastically over the past years. This has resulted in a great disparity in knowledge and capabilities between the young and the old, especially in terms of English competency levels. This situation has thrown off the conventional thinking that senior candidates are always more capable than their younger counterparts. In fact, many directors of corporations in China are only in their early thirties. As a result, companies should be prepared to consider highly educated young Chinese as potential candidates for managerial and higher positions in China, and such positions are no longer necessarily held by senior employees.Finding Candidates in the WildLook for passively available candidates for important positions. These tend to be highly capable individuals who are not threatened by the possibility of retrenchment, and differ from active job seekers who may have been retrenched due to performance-related issues. This is particularly important for sales positions and other areas that are responsible for a company’s profits and losses. High performing candidates usually already have a job. As a recruiter, it is your job to identify such candidates on the way up and offer them a path for climbing even faster.Get Past the PhoneWhen hiring employees in China, companies should avoid relying on phone interviews alone whenever possible. Phone interviews not only provide insufficientinformation for screening candidates, but there have been cases of deceit in phone interviews where candidates engaged friends as stand-ins or other external help to disguise their own qualifications. Hence, companies should always conduct face-to-face interviews for better evaluation of candidates and prevent the occurrence of frauds.The English PremiumFor international companies or even local firms conducting business with foreign firms, proficient users of English are clearly desirable, but employers need to be aware of the salary premiums involved. Due to the great disparity in English competency levels existing in China, candidates strong in English can easily command premium salaries that are 30% higher than the average employee. This is partly due to the high demand for such candidates from multi-national corporations (MNCs). Therefore, be sure to carefully evaluate the level of language skill needed for each role and expect to pay a premium for proficient users of English.Hire Where You AreIf your office is located in a 2nd or 3rd tier city, companies are advised to hire candidates from the vicinity. Foreign SMEs have been found to prefer candidates from 1st tier cities even when their offices are located in 2nd or 3rd tier cities, because these candidates are more likely to be able to relate easily to their employers in terms of both language as well as their expectations for corporate cultures. However, such candidates may find it difficult to adapt to the challenges of living in the lower tiered cities. This can eventually lead to high employee turnover rates and become detrimental to the company.Be Prepared to TrainLikewise, as English proficiency levels tend to be lower in 2nd and 3rd tier cities, it may be difficult to locate candidates who are both good in English and have the required competencies. One way to work around this is to hire candidates with English majors and train them in the relevant skill sets. Alternatively, companies can hire candidates based on the required competencies and leave the linguistic requirements to a specialized role within the company. Therefore, greater emphasis oncore competencies in 2nd and 3rd tier cities may solve potential challenges.Keep in TouchFinally, once a company has chosen an employee to hire, they should keep in touch with this selected candidate in the time before work begins. As already mentioned, job seekers in China have high expectations for their employment, and it is not uncommon to find them continuing to search for better opportunities even after having accepted an offer. Thus, hiring managers are advised to keep in touch with their selected candidates and take note if they are still keen and available to join the company. This will help to avoid unnecessary surprises when the candidate fails to show up on the first day of work.What to Look for in a RecruiterGiven the many challenges of hiring in China, recruiters can be particularly useful in the timely procuring of suitable candidates who are committed to pursuing the opportunities your company offers. A professional recruiter is trained to internalize the specific needs of their clients and is able to accurately identify a best-fit candidate in the shortest possible time. To find a recruiter that meets their needs companies should pay attention to the “three P's” of recruitment.ProcessMany professional recruiters use a precise search process called the Social Networking System (SNS). It helps recruiters to narrow down and identify potential candidates efficiently via recommendations from one’s contacts in the rele vant industry. The process is then repeated for several degrees of separation until a best-fit individual emerges from the recommendations.PersuasionPersuasion skills are also highly desirable in a recruiter. Best-fit candidates may be passively available instead of being actively engaged in job-hunting. In other words, they are still employed and may require substantial persuasion to leave their established portfolio. Hence, a recruiter’s ability to motivate a candidate to explore new opportunities is a crucial step in headhunting.PositioningThe way an offer is positioned in terms of career development will also affect a candidate’s commitment to the company after the end of the probation period. Professional recruiters can provide valuable advice on structuring and positioning an offer so that it meets the candidates needs while providing the company with the talent they need within their budget.资料来源：Watson,Mark.Recruitment rules. Cabinet Maker, 2007(4):P13-14.二、翻译文章译文：招聘规则Watson,Mark填补职位空缺并不那么容易的。
招聘政策-中英文模板
Recruitment Policy招聘政策Working Instruction作业指导书Recruitment Policy招聘政策Version 1.00版次 1.00Valid for: Company适用于本公司招聘政策1. Purpose / Target / Performance Figures目的/目标/绩效指标2. Scope适用范围3. Definitions and Abbreviations定义和缩略语4. Responsibilities职责5. Applicable Processes / Documents / Standards适用流程/文件/标准6. Description描述7. Revision History修改履历招聘政策1. Purpose / Target / Performance Figures目的/目标/绩效指标This Recruitment Policy has been designed as a general guide to the Recruitment Department policies and guidelines of Company (“Company”). Although we have tried to be as comprehensive as possible, the policies and information contained herein may not be all inclusive.本招聘政策已作为本公司（中国）有限公司（以下称“公司”）招聘部门的指引和准则。
虽然在制定制度时我们力求提供全面、清晰的指引，但以下所列制度信息可能在日常操作中有一定的局限性。
This recruitment policy is of paramount importance in order to recruit staff with the necessary skills and attributes to enable the Company to fulfill its corporate strategic objectives. The recruitment policy and procedures aim to implement basic rationale and principles on recruitment management, to standardize recruitment activities and to enhance the image of the Company.本招聘政策旨在帮助公司招募具有相关技能和资质的人才，实现其战略目标。
招聘与录用管理程序(中英文)
文件制修订记录招聘与录用管理办法Recruitment and employment management approach1. 目的 Purpose为规范公司对招聘工作的管理，树立良好企业形象，吸引更多德才兼备的人才加盟公司，特制定本办法。
To standard company’s recruitment management and build up a good company image, attract more talented and virtuous person to join in the company2. 范围 Scope本公司所有员工的招聘与录用均适用。
This measure is applicable for all employees’ recruitment and employment 3. 定义：Defination童工：指年龄未满16周岁劳动者Child labor: refers to any person under the age of 16未成年工：指年满16周岁，未满18周岁的劳动者Minor worker: refers to any person over 16 but under 18 year old.4. 权责 Responsibility4.1各课主管/经理 Dept. Supervisor/Manager4.1.1负责根据公司未来发展需要及本部门现有人力状况,制定年度招聘计划；Responsible for set out yearly recruitment plan according to company future development and department current status.4.1.2负责填写<<人员增（补）申请表>>；Responsible for fill the <<staff added(supplement) application form>>4.1.3负责对应聘人员身份信息、技能资格审核,人员录用决策。
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部门：人事行政部Section ：HR& Administration 版次: 02Ver#修订日期：08/31/09Rev. Date文件名称：招聘管理制度Title : Recruiting Management Policy 初版日期: 2007.3.1Issue Date页码 : 1 / 7Page(s)版次Ver 修订日期Date修订内容Description of Revision修订人By审批人Approved01 2008.3.1 Recruitment procedure revised招聘程序Apple Duan Cherrie Zhu02 2009.8.31 6相关文件及记录Relevant documents and recordsJewny Xie Cherrie Zhu1. 目的 Purpose1.1 通过系统化的招聘管理保证公司招聘工作的质量，为公司选拔出合格、优秀的人才。
Processing recruitment through systematic management, selecting qualified employees1.2 规范人员需求的申请、招聘渠道的评估、面试程序及录用程序，以保证招聘工作满足公司需要并有效控制成本。
The company should regulate application, recruitment channel appraisal, interview procedureand hiring procedure, as well as cost controlling.2. 范围 Scope本文件适用于**制造（中国）有限公司各涉及招聘工作的部门及人员。
This policy is applicable for all departments & employees related with recruitment job of HunterDouglas Manufacturing (China) Co., Ltd.3. 定义与简称（有必要时） Definition and Shortened form ( When necessary)无None4. 权责 Duty and Responsibility4.1 人事行政部负责统筹全司各部年度人力资源招聘计划并在通过审核后执行。
HR and Administration department is in charge of annual HR program. The program will be carried out after gaining approval.4.2 各部门经理及时提交招聘需求及岗位说明，并配合面试过程。
Managers of each department should propose recruitment requisition and job description in time.部门：人事行政部Section ：HR& Administration 版次: 02Ver#修订日期：08/31/09Rev. Date文件名称：招聘管理制度Title : Recruiting Management Policy 初版日期: 2007.3.1Issue Date页码 : 2 / 7Page(s)4.3 总经理及董事长审核招聘计划并拥有人员录用最终决定权。
Finial decision should be made by general manager and president.5. 程序 Procedure5.1 招聘原则Recruitment principle5.1.1 公司招聘录用员工按照“公开、平等、竞争、择优”的原则。
对公司内符合招聘职位要求及表现卓越的合适员工，将优先给予选拔、晋升。
其次再考虑面向社会公开招聘。
所有应聘者机会均等。
Based on the principle of “open, equal, competitive”, the company will se lect the mostqualified employees. Priority for selection and promotion will be given to the qualifiedemployees with outstanding performance. Chances are equal for all the applicants.5.1.2 不因应聘者的性别、民族、宗教信仰和推荐人不同而给予不同的考虑。
Different genders, nations, beliefs and references will exert no influence on recruitment.5.1.3 亲属回避原则：凡已在本司就职人员的亲属一律不录用；如亲属关系于后期建立，则公司有权要求其中一方调离原职。
Relative avoidance: relative of employees in HDMC cannot be hired. For those whoestablish relationship after enter the company, the company have the right to require oneparty to quit.5.2 招聘政策 Recruitment policy招聘工作应根据每年人力资源管理计划进行。
如属计划外招聘应提出招聘理由，经公司总经理及董事长审批后方可进行。
Recruitment should be carried out according to annual HR program. Unscheduled recruitment should be approved by general manager and president.5.3 流程 procedure5.3.1 各部门根据年度工作发展状况，核查本部门各职位，于每年年底根据公司下一年度的整体业务计划，拟定人力资源需求计划，报公司人事行政部。
Recruitment requisition should be proposed by each department by the end of year, andreported to HR and Administration department.5.3.2 人事行政部根据公司年度发展计划、编制情况及各部门的人力资源需求计划，制定公司的部门：人事行政部Section ：HR& Administration 版次: 02Ver#修订日期：08/31/09Rev. Date文件名称：招聘管理制度Title : Recruiting Management Policy 初版日期: 2007.3.1Issue Date页码 : 3 / 7Page(s)年度招聘计划报总经理及董事长审批。
Annual HR program should be formulated by the HR and Administration departmentand approved by general manager and president.5.3.3 各部门根据实际业务需求，提出正式的员工需求申请。
填写"招聘申请表"及“岗位说书”，报人事行政部审核。
Each department proposes formal recruitment requisition; fills in Recruitment ApplicationForm and Job Description; gets the approval from HR and Administration department.5.3.4 人事行政部根据招聘计划执行招聘，并及时同有关招聘部门就人员招聘进展状况进行沟通和协调。
HR and Administration department carries out the recruitment program,communicating and cooperating with departments which present recruitmentrequisition.5.4 招聘周期Recruitment period指从人事行政部收到"招聘申请表"起，到拟来人员确认到岗的周期。
每一职位的招聘周期一般不超过8周。
有特别要求的职位，将视实际情况经用人部门与人事行政部协商后适当延长或缩短招聘周期。
Recruitment period refers to a period from the day when HR and Admin department receivesManpower Requisition Form to the day when employees start working. Recruitment period foreach position is generally within 8 weeks. Any extension or reduction of the period can be setaccording to different situations.5.5 招聘步骤Recruitment procedure5.5.1 材料搜集渠道：人事行政部应根据岗位的具体需要对于待招募职位进行内部推荐、寻求人才中介机构或猎头公司的推荐、参加招聘会、在报纸杂志刊登招聘广告或在有关网络信息发布与查询。
如需刊登报纸广告，应先书面征总经理/董事长批准后方可进行。
Sourcing channel: Internal recommendation; recommendation from HR agency andrecruitment agency, job fair, and advertising recruitment information through newspaper,magazine and internet. Advertising should be conducted after obtaining approval of generalmanager or president.5.5.2 人事行政部对应聘者资料进行收集、分类，按照所需岗位的职位描述做初步筛选。
部门：人事行政部Section ：HR& Administration 版次: 02Ver#修订日期：08/31/09Rev. Date文件名称：招聘管理制度Title : Recruiting Management Policy 初版日期: 2007.3.1Issue Date页码 : 4 / 7Page(s)HR and Administration department collects and classifies the information of candidates, conducting primary selection.5.5.3 拟选人员因岗位不同将经历1-3次面试/测试。