人力资源管理论文人力资源英文论文
人力资源管理论文中英文对照资料外文翻译文献
中英文对照资料外文翻译文献原文：New Competencies for HRWhat does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, professor of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, they’ve released an all-new 2007 Human Resource Competency Study (HRCS). The findings and interpretations lay out professional guidance for HR for at least the next few years.“People want to know what set of skills h igh-achieving HR people need to perform even better,” says Ulrich, co-director of the project along with Wayne Brockbank, also a professor of business at the University of Michigan.Conducted under the auspices of the Ross School of Business at the University of Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and other institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensive global HR competency study in existence. “In reaching our conclusions, we’ve looked across more than 400 companies and are able to report with statistical accuracy what HR executives say and do,” Ulrich says.“The research continues to demonstr ate the dynamic nature of the human resource management profession,” says SHRM President and CEO Susan R.Meisinger, SPHR. “The findings also highlight what an exciting time it is to be in the profession. We continue to have the ability to really add value to an organization.”“HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in the study. “They have created and continue to enhance a framework for t hinking about how HR drives organizational performance.”What’s NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCS—the last study published—reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.“This is the fifth round, so we can look at past models and compare where the profession is going,” says Evren Esen, survey program manager at SHR M, which provided the sample of HR professionals surveyed in North America. “We can actually see the profession changing. Some core areas remain the same, but others, based on how the raters assess and perceive HR, are new.” (For more information, see “The Competencies and Their Elements,” at right.)To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.Five years ago, HR’s role in managing culture was embedded within a broader competency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry expectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand—to practice the craft “with an attitude.”To put the competencies in perspective, it’s helpful to view them as a three-tier pyramid with Credible Activist at the pinnacle.Credible Activist.This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. “You’ve got to be good at all of them, but, no question, [this comp etency] is key,” Ulrich says. “But you can’t be a Credible Activist without having all the other competencies. In a sense, it’s the whole package.”“It’s a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The R BL Group in Salt Lake City. “If you don’t come to the table with it, you’re done. It permeates everything you do.”The Credible Activist is at the heart of what it takes to be an effective HR leader. “The best HR people do not hold back; they step forward and advocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa John’s International in Louisville, Ky., and former chair of the Human Resource Certification Institute. “CEOs are not waiting f or HR to come in with options—they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.”“You don’t want to be credible without being an activist, because essentially you’re worthless to the business,” Johnson says. “People like you, but you have no impact. On the other hand, you don’t want to be an activist without being credible. You can be dangerous in a situation like that.”Below Credible Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.Cultural Steward. HR has always owned culture. But with Sarbanes-Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it has emerged as an independent competency. Of the six competencies,Cultural Steward is the second highest predictor of performance of both HR professionals and HR departments.Talent Manager/Organizational Designer. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Their linking reflects Ulrich’s belief that HR may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will not succeed in the long run without an organizational structure that supports it.Strategy Architect. Strategy Architects are able to recognize business trends and their impact on the business, and to identify potential roadblocks and opportunities. Harmansky, who recently joined Papa John’s, demonstrates how the Strategy Architect competency helps HR contribute to the overall business strategy. “In my first months here, I’m spending a lot of time traveling, going to see stores all over the country. Every time I go to a store, while my counterparts of the management team are talking about [operational aspects], I’m talking to the people who work there. I’m trying to find out what the issues are surrounding people. How do I develop them? I’m looking for my business differentiator on the people side so I can contribute to the strategy.”When Charlease Deathridge, SPHR, HR manager of McKee Foods in Stuarts Draft, Va., identified a potential roadblock to implementing a new management philosophy, she used the Strategy Architect competency. “When we were rolling out ‘lean manufacturing’ principles at our location, we administered an employee satisfaction survey to assess how the workers viewed the new system. The satisfaction scores were lower than ideal. I showed [management] how a negative could become a positive, how we could use the data and follow-up surveys as a strategic tool to demonstrate progre ss.”Anchoring the pyramid at its base are two competencies that Ulrich describes as “table stakes—necessary but not sufficient.” Except in China, where HR is at an earlier stage in professional development and there is great emphasis on transactional activities, these competencies are looked upon as basic skills that everyone must have. There is some disappointing news here. In the United States, respondents rated significantly lower on these competencies than the respondents surveyed in other countries.Business Ally. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company’s products and services. For HR professionals to be Business Allies (and Credible Activists and Strategy Architec ts as well), they should be what Ulrich describes as “business literate.” The mantra about understanding the business—how it works, the financials and strategic issues—remains as important today as it did in every iteration of the survey the past 20 years. Yet progress in this area continues to lag.“Even these high performers don’t know the business as well as they should,” Ulrich says. In his travels, he gives HR audiences 10 questions to test their business literacy.Operational Executor. These skills tend to fall into the range of HR activities characterized as transactional or “legacy.” Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, but—as with the Business Ally competency—high-performing HR managers seem to view them as less important and score higher on the other competencies. Even some highly effective HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observes.Practical ToolIn conducting debriefings for people who participated in the HRCS, Ulrich observes how delighted they are at the prescriptive nature of the exercise. The individual feedback reports they receive (see “How the Study Was Done”) offer them a road map, and they are highly motivated to follow it.Anyone who has been through a 360-degree appraisal knows that criticism can be jarring. It’s risky to open yourself up to others’ opinions when you don’t have to. Add the prospect of sharing the results with your boss and colleagues who will be rating you, and you may decide to pass. Still, it’s not surprising that highly motivated people like Deathridge jumped at the chance for the free feedback.“All of it is not good,” says Deathridge. “You have to be willing to face up to it. You go home, work it out and say, ‘Why am I getting this bad feedback?’ ”But for Deathridge, the result s mostly confirmed what she already knew. “I believe most people know where they’re weak or strong. For me, it was most helpful to look at how close others’ ratings of me matched with my own assessments. ... There’s so much to learn about what it takes to be a genuine leader, and this study helped a lot.”Deathridge says the individual feedback report she received helped her realize the importance of taking a stand and developing her Credible Activist competency. “There was a situation where I had a line m anager who wanted to discipline someone,” she recalls. “In the past, I wouldn’t have been able to stand up as strongly as I did. I was able to be very clear about how I felt. I told him that he had not done enough to document the performance issue, and that if he wanted to institute discipline it would have to be at the lowest level. In the past, I would have been more deferential and said, ‘Let’s compromise and do it at step two or three.’ But I didn’t do it; I spoke out strongly and held my ground.”This was the second study for Shane Smith, director of HR at Coca-Cola. “I did it for the first time in 2002. Now I’m seeing some traction in the things I’ve beenworking on. I’m pleased to see the consistency with my evaluations of my performance when compare d to my raters.”What It All MeansUlrich believes that HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They are expected to play new roles. To do so, they will need the new competencies.Ulrich urges HR to reflect on the new competencies and what they reveal about the future of the HR profession. His message is direct and unforgiving. “Legacy HR work is going, and HR people who don’t change with it will be gone.” Still, he remains optimistic that many in HR are heeding his call. “Twenty percent of HR people will never get it; 20 percent are really top performing. The middle 60 percent are moving in the right direction,” says Ulrich.“Within that 60 percent there are HR professionals who may be at the table but are not contributing fully,” he adds. “That’s the group I want to talk to. ... I want to show them what they need to do to have an impact.”As a start, Ulrich recommends HR professionals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.” Finally, set your priorities. “Our data say: ‘Get working on that Credible Activist!’ ”Robert J. Grossman, a contributing editor of HR Magazine, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.from：Robert J. Grossman , HR Magazine, 2007,06译文：人力资源管理的新型胜任力如何在人力资源管理领域取得更大成功？需要怎样的专业知识和技能？从1988年开始，密歇根大学的商业管理教授Dave Ulrich先生和他的助手们就开始研究这个课题。
关于人力资源管理的外文文献
关于人力资源管理的外文文献1. Human Resource Management Practices and Workforce Diversity: A ReviewThis article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce.2. The Impact of Strategic Human Resource Management on Organizational PerformanceThis study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludesthat effective SHRM practices are positively associated with organizational performance, and that organizations need to prioritize HRM strategies that support their overall business objectives.3. Managing Human Resources in the Globalizing Economy: Challenges and OpportunitiesThis article explores the challenges and opportunities presented by the globalizing economy for human resource management. The authors examine how globalization has impacted HRM practices in areas such as recruitment and selection, training and development, compensation and benefits, and employee relations. The article also highlights the importance of cultural sensitivity in managing a diverse global workforce, and the need for HR professionals to adapt to changing business environments to effectively manage human resources.4. The Role of Human Resource Management in Corporate Social ResponsibilityThis study examines the role of HRM in promoting corporate social responsibility (CSR). The authors analyze the connection between CSR and HRM practices such as recruitment, selection, training anddevelopment, and employee relations, to determine how these practices can support and enhance CSR initiatives. The article emphasizes the need for HR professionals to align their practices with CSR goals in order to promote sustainable business practices and social responsibility.5. Employee Engagement and Retention: A Review of the LiteratureThis article reviews literature on the relationship between employee engagement and retention. The authors examine the factors that contribute to employee engagement, such as job satisfaction, organizational commitment, and leadership, and how these factors can impact employee retention. The article also highlights the importance of effective HRM practices in enhancing employee engagement and retention, and provides recommendations for organizations seeking to improve their retention rates through engagement-focused HRM strategies.。
人力资源方向短文 英文
人力资源方向短文英文The Evolving Role of Human Resources in the Digital Age.The advent of the digital age has profoundlytransformed the world of work, and the human resources (HR) function is no exception. In this rapidly changing landscape, HR professionals are assuming increasingly strategic roles as organizations navigate the challengesand opportunities presented by technology.Strategic Talent Management.Talent management has always been a core HR responsibility, but the digital age requires a morestrategic approach. With the proliferation of remote work, HR professionals need to develop innovative strategies for attracting, developing, and retaining top talent. They must leverage technology to identify potential candidates, provide personalized learning experiences, and create a positive and inclusive work environment.Digital Transformation.HR professionals are playing a vital role in driving digital transformation within organizations. They are responsible for ensuring that employees have the skills and knowledge required to navigate the new digital landscape. HR teams are also working closely with IT departments to implement HR technologies, such as recruiting software, performance management systems, and employee self-service portals.Data Analytics.Data analytics is becoming increasingly important in HR. HR professionals are using data to make evidence-based decisions about everything from talent acquisition to employee engagement. By leveraging data, HR teams canidentify trends, patterns, and areas for improvement, enabling them to develop more effective HR strategies.Employee Experience.The employee experience is a top priority for HR professionals in the digital age. With the rise of employee activism and the increased focus on employee wellbeing, HR teams are working to create a positive and engaging work environment for all employees. This includes providing employees with the tools and resources they need to succeed, fostering a sense of community, and recognizing and rewarding employee contributions.Virtual and Remote Work.The digital age has led to a significant increase in virtual and remote work. HR professionals are responsiblefor developing policies and procedures to support remote workers, ensuring that they have the same access to resources and opportunities as their office-based colleagues. They are also playing a role in creating asense of connection and belonging among remote workers.Emerging Technologies.HR professionals are also keeping abreast of emerging technologies that have the potential to revolutionize the HR function. These technologies include artificial intelligence (AI), blockchain, and virtual reality (VR). HR teams are exploring the use of AI for tasks such as candidate screening, performance management, and employee engagement.The Future of HR.The future of HR is bright. As the digital age continues to evolve, HR professionals will continue to play a pivotal role in shaping the workforce of the future. By embracing technology, leveraging data, and focusing on the employee experience, HR teams can help organizations thrive in the rapidly changing world of work.Key Takeaways.The digital age has transformed the HR function, requiring a more strategic approach.HR professionals are playing a vital role in strategic talent management, digital transformation, and data analytics.The employee experience is a top priority for HR teams, and they are working to create a positive and engaging work environment.HR professionals are supporting virtual and remotework arrangements and exploring the use of emerging technologies.The future of HR is bright, with HR professionals continuing to play a pivotal role in shaping the workforceof the future.。
人力资源管理提升英语作文
人力资源管理提升英语作文Human Resource Management to Enhance English。
In today's globalized world, English has become a universal language that connects people from different countries and cultures. As a result, it is essential for companies to have employees who possess strong English language skills. Human resource management plays a crucial role in enhancing employees' English proficiency.First and foremost, human resource management can recruit employees with strong English language skills. When hiring, companies can set English language proficiency as one of the key requirements for the job. This will ensure that the employees hired have the necessary language skills to communicate effectively with clients, colleagues, and stakeholders from different countries. Furthermore, human resource management can conduct language proficiency tests during the recruitment process to ensure that the candidates have the required level of English proficiency.Secondly, human resource management can provide English language training to employees. Companies can organize English language classes or hire language trainers to improve the employees' language skills. This will not only improve their communication skills but also boost their confidence in using the language. Moreover, companies can provide opportunities for employees to practice their English language skills by assigning them to work on projects with international clients or colleagues.Thirdly, human resource management can create a language-friendly work environment. Companies can encourage employees to use English in their daily work by providing English language resources such as dictionaries, grammar books, and language learning software. Additionally, companies can organize English language events such as language exchange programs, English-speaking clubs, and cultural events that promote the use of English in the workplace.In conclusion, human resource management plays a vitalrole in enhancing employees' English language proficiency. By recruiting employees with strong language skills, providing language training, and creating a language-friendly work environment, companies can improve their employees' communication skills and ultimately increase their competitiveness in the global market.。
人力资源中英文文献
The Development of Human Resource Management In China IntroductionWith the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.Question 1Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While therole seems to highlight people’s social and intellectual needs.In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that g overns academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategyis on strategic planning for successive generations.Question 2With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprise s establish and implement the employees’ career development planning (Zhao Yin, 2007).In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, ac cording to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed.The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and directmotivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of exe cutives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields.The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up thepace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity.The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work.What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much.ConclusionThis article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.人力资源管理在中国的发展导言随着二十一世纪的到来，人力资源管理作为一个相对较新的管理问题，扮演了一个越来越重要的作用在当今的商业中。
人力资源英语作文
人力资源英语作文In the contemporary business landscape, the function of human resources (HR) is more critical than ever. HR is the backbone of any organization, responsible for managing the mostvaluable asset a company has – its people. This essay will explore the multifaceted role of HR, including recruitment, training, employee relations, and strategic planning.Firstly, recruitment is a fundamental aspect of HR. Itinvolves sourcing, shortlisting, interviewing, and hiring the right candidates to fill job vacancies. HR professionals must have a keen eye for talent and the ability to assess a candidate's fit for the company culture and role requirements. They also ensure that the recruitment process is fair and compliant with employment laws.Training and development is another key role of HR. Once new employees are on board, HR coordinates orientation programs and ongoing training to enhance their skills and knowledge. This not only improves the workforce's productivity but also prepares them for future roles within the organization, fostering a culture of continuous learning and growth.Employee relations is a critical component of HR's responsibilities. HR professionals act as mediators between management and staff, addressing concerns, resolvingconflicts, and ensuring a harmonious work environment. Theyare also responsible for implementing and enforcing companypolicies, as well as staying abreast of changes in labor laws that may affect employee rights and benefits.Moreover, HR plays a strategic role in organizational planning. They work closely with top management to align human capital strategies with business objectives. This involves forecasting staffing needs, succession planning, and developing compensation and benefits packages that are competitive in the market.In conclusion, the role of human resources in modern business is multifaceted and essential. HR is instrumental in attracting and retaining top talent, developing employees' potential, maintaining positive employee relations, and strategically planning for the company's future workforce needs. As businesses continue to evolve, the importance of HR in ensuring a company's success cannot be overstated.。
战略人力资源管理英文论文
Congruence in strategic human resource managementIntroductionThe central idea behind strategic human resource management is thatcorporate should deal with the relationship between corporate strategy,organization structure and human resource practices. And make thesethree essential factors be in support for the organization As a prerequisites overal for understanding how to strategically manage human resources, in thisessay, I will demonstrate the concept of corporate strategy, organizationalstructure and human resource management practices, as well as therelationship among them and select one company as specifics example toanalyze the topicCorporate strategyA corporate strategy is the set of man ageme nt decisi on-desig ned by executives, the board, senior management team or whoever are the finaldecision makers in the organization -that are meant to get the better ofadversaries or attain the organizations ‘ends'.Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of ?rms in their external environments. It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency. Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.The specific approach to strategic management can depend upon the size of an organization, and the proclivity to change of its businessenvironment. These points are highlighted below:1. as A global/transnational organization may employ a more structuredstrategic management model, due to its size, scope of operations, and need to encompass stakeholder views and requirements.2. An SME (Small and Medium Enterprise) may employ an entrepreneurialapproach. This is due to its comparatively smaller size and scope ofoperations, as well as possessingfewer resources. An SME's CEO (or general top management) may simply outline a mission, and pursue all activities under that mission.Organizational structureAn organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as theviewing glass or perspective through which individuals see theirorganization and its environment.An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs.Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual.Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization ' s actions.An organizational structure depends entirely on the organization's objectives and the strategy chosen to achieve them. In a centralized structure, the decision making power is concentrated in the top layer of the management and tight control is exercised over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions have varying degrees of autonomy.Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are organized according to technological disciplines. Senior functional managers are responsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among engineers and meetings (ad hocand structured). Products that need a high level of specialized knowledge require a functionally organized structure.A light-weighted matrix organization remains functional and the level ofspecialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitateachievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no directaccess to working-level people.A heavy-weighted matrix organization exists of a matrix with dominantthe project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing andconcept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. Compared to functional managers, because they have no direct access to working-level people.Another way to classify organization structure is by one of the following four categories:1. The product to be developed is comprehensible for one person. One personis likely to have all the knowledge needed to developManufacturing and Assembly. The development department in companiesthat undertake these kinds of projects are usually very small. If a company consists of more than one department, it is usually structured as a functional organization.2. The product to be developed has a fairly low complexity, but total work ishigh. These kinds of products are likely to be developed within onefunctional department. A research department may also be an example of a department in which type II projects are undertaken. Are more departments involved then the light weighted matrix structure is preferable. Employees are involved on a full-time basis. Tasks may be performed concurrently. The sequence can be determined using the Design Structure Matrix.3. The product to be developed consists of a lot of different elements, such assoftware, PCB, power supply and mechanical structure. The product ishowever in the engineering phase, i.e. it is clear what needs to be done to get the product into production. Various disciplines perform their own tasks.These tasks have mostly a low workload. Employees cannot work full-time on one project. This creates a complex situation that may be compared to a job shop situation in production logistics. Though the comparison between manufacturing and product development is not accepted by all productdevelopment managers, it may yield good results. Studying each step in the Product Development Process and fluctuationsin workloads reveals ways to reduce variation and eliminate bottlenecks.It is necessary to view the Product4. The product is complex. Total work is high. Employees can thus participateon a full-time basis. A project organization is the most appropriateorganizational structure for these kind's of products.Human resource management practicesIn the organizations or firms, human resource management(HRM) practices as a mediator between HRM strategy and HRM outcome.Sheppeck and Militello focus HRM strategy into four groups: employment skill and work policies, supportive environment, performance measurement and reinforcement and market organization whereby Guest divides in to three categories: differentiated on innovation, focus on quality and cost-reduction. However, there are many definitions in previously researcheson HRM strategy, but all strategies used to achieve the same organizational goal through HRM practices. Sivasubramanian and Kroeck verify thevarious perspective of human resource management as the concept of fit or integration. Based on Guest suggests the various types of human resource management can be classify in two dimensions as internal and external fit.External fit explain HRM as strategic integration whereby internal fit as an ideal of practices. Several of researches try to examine which fit isappropriately. Youndt etal., who observe the external fit, their result shows more particular fit between high performance HRM practices and quality strategy. Stavrou-Costea alsoargued that the effective human resource management can be the main factor for the success of a firm. As supported by Lee and Lee HRM practices on business performance, namely training and development, teamwork, compensation/incentive, HR planning, performance appraisal, and employee security help improve firms ' business performance including employee'psropdroudcut ctivity,quality and firm 's flexibility.Ruwan empirically evaluated six human resource (HR) practices (realistic job, information, job analysis, work family balance, career development, compensation and supervisor support) and their likely impact on the Marketing Executive Turnover. Results of regression showed that the HR practices on job analysis are strong predictors of Marketing Executive Turnover. A long the same line, Abang, May-Chiun and Maw two components of human resource practices namely, training and information technology have direct impact on organizational performance. In addition, Zaini, Nilufar and Syed four HRM practices showed that training and development, team work, HR planning, and performance appraisal have positive and significant influence on business performance. Altarawmneh and al-Kilani examine the impact of human resource management practices on employees 'turnover intentions. Theresults showed that job analysis had a significant effect on employees 'turnover However, no statistical evidence was found regarding the effects of other HRM practices on employees 'turnover intentions. The study suggests that incentive plans based on rewards, bonuses, salaries enhancement, and performance appraisal reports could be useful strategies to be reconsideredin the surveyed. This paper utilizes HRM practices in specific internal fit as an ideal set of practices which identify three variables; supervision, job training, and pay practices believed to influence job satisfaction and toward turnover of the employees, as some of the practices of high the performance working system practices by previous HRM researchers such as Bradley, Petrescu and SimmonsCongruenceIn a mature corporate, the corporate strategy is the core part of the operation of the company, the organizational structure is the guarantee of the implementation of the corporate strategy. Only if the organizational structure can match the corporate strategy, the objective of the company can be achieved. To guarantee the corporate strategy to be implemented and the organizational structure to be operated, human resource management practices must be put into effects accompany with the corporate strategy and the organizational structure. The human resource managementpractices can allocate the human resource most efficientlythen the corporate strategy can be operated in order. In one word, only if thethree main concepts, corporate strategy, organizational structure and the human resource management practices can be coordinated well, the company can run fast and in order.Human resource planningHuman resources planning is a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.Human resource planning refers to classic HR administrative functions, and the evaluation and identification of human resources requirements for meeting organizational goals. It also requires an assessmentof the availability of the qualified resources that will be needed. Human resources planning should be a key component of nearly every corporation 'sstrategic business planning. To ensure their competitive advantage in the marketplace, organizations must implement innovative strategies that are designed to enhance their employee retention rate and recruit fresh talent into their companies.Effective human resources planning strategiesare those that include having sufficient staff, with the right mixture of talent, and who are in the appropriatelocations, performing their jobs when needed. It moves beyond the traditional role of human resources as primarily an administrative control function. In today 'csorporate environment, it is viewed as a valuable component for adding value to an organization. Both employees and the company will often realize many benefits of planning over the long-run.In uncertain business settings, the significance of strategic human resources planning can become obvious veryquickly. A company that reacts to circumstances by cutting staff as a measure to reduce short-term overhead can create unwanted repercussions. What initially looked like a smart and necessarymove to economize in lean times can end up costing the company much more in the long-run. The resources that will be needed to subsequently recruit, hire, and train new employees may well exceed any short-term cost savings.Forward-looking human resources planning typically anticipates future staffing requirements. It can help organizations avoid cost errors. Strategies are formulated to not only anticipate their needs over time, but to consider optimal solutions for the long term and under challenging economic conditions. This approach minimizes the chance of short-sighted and reactive choices being implemented by decision-makers.Organizations with a plan in place, and a keen understanding of theirIon g-ra nge objectives, may in stead decide to weather the econo mic storm and keep train ed, tale nted, and dedicated staff in place for the in evitable busin ess uptre nd.The pla nning processes of most best practice orga ni zatio ns not only define what will be accomplished within a given timeframe, but also the nu mbers and types of huma n resources that will be n eeded to achieve the defi ned bus in ess goals.Competency-based management supportsthe integration of human resources pla nning with bus in ess pla nning by allow ing orga ni zati ons to assess the curre nt huma n resource capacity based on their compete ncies aga inst the capacity n eeded to achieve the visi on, missi on and bus in ess goals of the orga ni zati on. Targeted huma n resource strategies, pla ns and programs to address gaps are the n desig ned, developed and impleme nted to close the gaps.These strategies and programs are mon itored and evaluated on a regular basis to en sure that they are moving the orga ni zati ons in the desired directi on, in cludi ng clos ing employee compete ncy gaps, and correcti ons are made as n eeded.Strategic staffi ngStrategic staffing is an approach to personnel management that requires a department to analyze its staffing needs by considering its Iong-term objectives and those of the overall company and determining a specific comb in ati on of perma nent and temporary employees with the best skills to meet those needsMany organizations understand the ben efits of a Ion ger-term approach to staffi ng: reduced tur no ver and hiring costs, improved efficiency and morale, and ultimately greater profits. Un fort un ately, traditi onal approaches to strategic staffi ng are ofte n more effective on paper tha n in the workplace.Prepare for a change in approach from traditional human resource management to strategic human resource management. Write an HR bus in ess pla n that emphasizes tale nt man ageme nt and workforce capability. Develop strategies to link staffi ng efforts and tale nt man ageme ntto bus in ess goals. In clud ing a huma n capital man ageme nt strategy in your compa ny's bus in ess pla n will rein force the compa ny's commitment to its workforce. Augment career development and adva nceme nt opport un ities for new hires and existi ng employees by using job posti ng and other programs that en courage promoti on from withi n the compa ny. Use alter native work arran geme ntsto build a committed and highly-engaged employee base for your company. Re-define traditional work arrangements.Develop innovative ways to recruit effectively and provide huma n resource services by part nering with schools, colleges and uni versities. Make sure to in corporate diversity into the staffi ng management process. Involve existing workers in the recruitment and selection process as often as possible. Use referral programs and peer interviews to select quality candidates. Use technology and the internet to automate the staffing management process. Investigate and purchase recruitment software or related human resources software to effectivelymanage your new human capital managementprogram. Give managers and senior leaders the necessary tools to staff their business units themselves. Provide human resource training to help them take advantage of the new staffing management program.Specifics exampleGive an example, the Wal Mart is the largest retail corporation of daily essentials all over the world which has the majority of markets located in well-established neighborhoods. But how can the management layer make so many large markets run in a good order and become the most successful retail brand in the world. I think, at first, the decision layer establishes the corporate strategy and all of the subordinate markets should make them sun-strategies surrounding the core corporate strategy. After the corporate strategy is distributed, the corporate should establish the organizational structure which consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. The structure of the organization isthe main plan of the operation of the mall, it can make the corporate strategy more substantial and easy to carry out. At last, the human resource management practices take the corporate strategy and the organizational structure into effect. The efficient practices of human resource management are the guarantee of the implementation of the corporate strategy and the organizational structure.ConclusionIn a corporate, the corporate strategy is the primary plan of the company, the organizational structure is the replenishment and initial implementation of the corporate strategy. To guarantee the corporate strategy to be implemented and the organizational structure to be operated, human resource management practices must be put into effects accompany with the corporate strategy and the organizational structure. Only if the organizational structure, corporate strategy and the human resource management practices are coordinated perfectly, the objective of the company can be achieved. The human resource management practices can allocate the human resource most efficiently then the corporate strategy can be operated in order. In one word, only if the three main concepts, corporate strategy, organizational structure and the human resource management practices can be coordinated well, the company canrun fast and in order.References1. Beer, M., Spector, B., Lawrence, P., Quinn, M., &Walton, R.E., (1984). Managing human assets, New York: The FreePress.2. Budhwar, P., & Sparrow, P. (1998). National factors determining Indian and British HRM practices: An empirical study.Management International Review, 38 , 105-121.3. Ulrich, D. ( 1997). Human resource champions: The next agenda for adding value to HR practices. Harvard: HarvardBusiness School Press.4. Meyer, J.P., & Herscovitch, L. (2001). Commitment in the work place: Towards a general model. Human ResourceManagement Review, 11, 299-326.5. Meyer, J.P., & Allen, N.J. (1991). A three component conceptualization of organizational commitment. Human ResourcesManagement Review, 1, 61-98.6. Geringer, J.M., Frayne, C.A., & Milliman, J.F. (2002) . In search of “ best practice ” inInternational human resource management: Research design and methodology. Human Resources Management, Spring, 5-30.7. Guest, D.E. (1997). Human resource management and performance: a review and research agenda.The International Journal of Human Resource Management, 8, 263-276.。
介绍人力资源管理专业的英语作文
介绍人力资源管理专业的英语作文Human Resource Management: A Critical Discipline in Modern Organizations.In the rapidly evolving business landscape, human resource management (HRM) has emerged as a critical discipline, responsible for the effective deployment and development of an organization's most valuable asset its people. HRM encompasses a range of activities that aim to align the human capital of a business with its strategic goals, ensuring optimal performance and sustainable growth.The foundation of HRM lies in the recruitment and selection of talent. This involves identifying the skills, experiences, and competencies required to fulfill specific job roles and attracting individuals who possess these attributes. The recruitment process often involves screening resumes, conducting interviews, and administering tests or assessments to evaluate candidates' fitness for the job. Effective recruitment not only ensures that theorganization has the right people in the right places but also helps build a diverse and inclusive workforce that reflects the broader society.Once recruited, it is the responsibility of HRM to ensure that employees are properly inducted and integrated into the organization's culture and working environment. This involves providing necessary training and development opportunities to enhance employees' skills and knowledge. Training programs can range from basic job-related skillsto leadership development and professional certification courses. By investing in employee development,organizations can foster a culture of continuous learning and innovation, which is crucial for maintaining a competitive edge.Performance management is another crucial aspect of HRM. This involves setting clear performance expectations, monitoring employee progress, and providing feedback and coaching when necessary. Performance management systemsoften include regular appraisals, goal-setting, and reward and recognition programs. By aligning individual goals withorganizational objectives, HRM can ensure that employees are working towards achieving the broader strategic aims of the business.Employee relations and engagement are also integral to the success of HRM. It involves managing employee communication, addressing grievances and conflicts, and fostering a positive work environment. A happy and engaged workforce is more likely to be productive, creative, and loyal to the organization. HRM professionals strive to create a workplace that is inclusive, respectful, and supportive of employees' needs and aspirations.In addition to these core functions, HRM also plays a significant role in managing the total rewards system of an organization. This includes compensation and benefits packages, such as salaries, bonuses, health insurance, and retirement plans. By designing compensation structures that are competitive and aligned with organizational goals, HRM can motivate employees to perform better and retain key talent.In today's era of rapid technological advancements, HRM has also embraced digital transformation. The use of human resource information systems (HRIS) and other technologies has enabled HRM professionals to streamline administrative tasks, improve data analytics, and make more informed decisions. Digitalization has also facilitated remote working and flexible work arrangements, enabling organizations to attract a more diverse pool of talent and support a more agile workforce.In conclusion, human resource management is a multifaceted discipline that is critical to the success of modern organizations. It involves recruiting and developing talent, managing employee relations and engagement, and designing effective reward systems. By aligning human capital with strategic goals, HRM professionals can help organizations achieve their objectives and build a sustainable competitive advantage.。
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人力资源管理论文人力资源英文论文
Internet与现代企业人力资源管理
[摘要]Internet的飞速发展以巨大的冲击力改变人们的生活观念，给现代企业发展带来了机遇和挑战，怎样让现代企业的人力资源管理跟上Internet的步伐，从EHRM的多方面来谈Internet时代下的现代企业人力资源管理。
[关键字]电子化人力资源管理；EHRM战略规划；EHRM应用分析
一、Internet给现代企业人力资源管理带来的冲击
在以知识为主宰的经济时代，人力资源与知识资本优势成为现代企业重要的核心能力，人力资源的价值成为衡量现代企业整提竞争力的标准。
Internet的发展使人力资源管理面临着前所未有的冲击和挑战，一是组织的扁平化；二是人员流动性增强；三是工作方式改变和工作团体虚拟化。
随着Internet的迅猛发展，人类现在21世纪将全面迎来电子化时代，也就是我们常说的“E”时代。
在新的时代背景下，现代企业的竞争大大加剧。
现代企业必须适应环境的变化进行变革，包括生产的、内部管理的等等，具体人力资源部门也是如此。
因此，我们需要一个崭新的模式来发展人力资源管理——EHRM应运而生，即电子化的人力资源管理。
1.EHRM的概述。
EHRM是基于先进的软件和高速、大容量的硬件基础上的新的人力资源管理模式。
EHRM通过集中式的信息库、自动处理信息、员工自主服务、外协以及服务共享，达到降低成本、提高效率、改进员工服务模式的目的。
它通过与现代企业现有的Internet 相联系，保证人力资源与日新月异的技术环境同步发展。
2.EHRM的“E”体现以及运用。
EHPM中的“E”包含两层含义：不仅仅是“Electronic”即电子化的人力资源管理，同时更重要的是“Efficiency”即高效的人力资源管理。
人力资源部门通过人力资源管理手段，促进现代企业不同角色参与到人力资源管理活动中来，并希望借助信息技术手段真正实现“全面人力资源管理”。
与传统人力资源管理系统不同，EHRM是从“全面人力资源管理”的角度出发，利用Internet／Intranet技术为人力资源管理搭建一个标准化、规范化、网络化的工作平台，在满足人力资源管理部门业务的基础上，还能将人力资源管理生态链上不同的角色联系起来，使得EHRM成为现代企业实行“全面人力资源管理”的纽带。
3.EHRM的基本形式。
目前，EHRM系统在应用中主要有电子化沟通、电子化人事管理、电子化招聘、电子化培训、电子化自助和电子化绩效管理等几种形式。
4.Internet时代现代企业的人力资源管理战略规划
(1)Internet时代现代企业人力资源管理的基本战略
一是人力资源管理核心工作的确定。
Internet时代现代企业的人力资源管理有着不同于传统管理的内容和方式，首要问题是对其工作核心进行重新确定。
工作核心的确定就是为了培育现代企业自身的核心能力，核心能力是指某一个组织内部一系列互补的技能和知识结合，它具有使一项或多项业务达到竞争领域一流水平的能力，这可以从工作的价值、工作的稀缺性、工作的独特性来考虑。
二是职能或工作的外购。
外购是指现代企业向外采购原来应由自己制造或提供的原材料和服务。
在Internet时代，现代企业人力资源的政策与决策越来越需要借助于“外脑”和外部力量。
没有外力的推动，现代企业新的人力资源政策、组织变革方案很难提出并被员工认同。
人力资源职能外购主要有两种方式：人才联盟；购买。
三是人力资源的过程管理。
随着现代企业外购、员工流动性的加强、工作方式的改变，对人力资源过程管理变得越来越困难。
然而基于结果、效率的考虑，对进程管理变得更为重要。
借助Internet可以解决此矛盾，例如在线招聘、在线绩效评估、在线培训等。
(2)Internet在现代人力资源管理的运用
一是EHRM系统规划和执行的程序。
第一，确认现代企业人力资源管理的发展方向和优先次序。
它需要通盘考虑，最后确认系统的目标和可能会涉及的一些变量，决定职信息系统计划的范围和重点，接着应该建立设计小组。
第二，建立EHRM系统运行模型，要获得管理
层的支持。
同时确认资金和其他资源的保障。
第三，设计解决方案，这包括优化职管理流程；明确EHRM的功能和技术需求，设计、购买或租赁功能模块，了解用户的使用体验，改进用户友好度。
第四，实施解决方案，设计和安装系统，建立EHRM工作流程、用户角色、界面等内容。
第五，实施推广和效果评估，这包括开发新的功能和流程，应用、技术支持和维护，以及系统的整体效果评估
这五个步骤构成一个循环的系统，不断优化企业的人力资源管理信息系统流程。
二是EHRM管理系统模型的实施。
现代企业在实施EHRM管理系统模型之前，首先要对自身做一个客观而充分的评估，然后确定将要实施的EHRM管理系统模型的范围与边界，从自身实际情况出发，尽可能作到量体裁衣。
在了解自己的需求之后，就要选择一家合适的解决方案供应商。
EHRM管理系统模型解决方案的实施过程绝不是简单产品买卖过程，应该视其为一个完整的项目。
项目的实施过程将分为三个阶段：第一，实施前与供应商配合进行需求分析与流程设计阶段。
第二，系统实施与客户化改造阶段。
第三，系统应用培训阶段。
(3)Internet与员工招聘
随着现代科学技术的发展，信息时代的到来，计算机技术和Internet得到了迅速发展，网上招聘的应用日益普及。
一方面求职者不再满足于传统的招聘渠道，转而大量的使用Inter-net这种新
的、更为广泛的求职渠道，发布求职信息和提出求职申请：另一方面越来越多的现代企业利用Internet进行招聘人才活动。
Internet作为一种现代沟通方式，对现代人有很强的吸引力。
在Internet上可以找到适合自己企业的大量优秀人才。
(4)Internet与员工培训
Internet让知识更新速度越来越快，越是先进、流行、新颖的知识，生命周期就越短。
作为Internet经济时代的现代企业必须成为“学习型组织”，通过持续不断的培训，提高员工整体素质，增强现代企业竞争实力。
电子化培训将成为未来企业开展培训活动的主要方式。
电子化培训，就是通过Internet这一交互的信息传播媒体实现培训过程。
与让员工在某一时间集中在某一地点统一受训的传统方式不同的是，电子化培训是把信息送到员工面前，而传统的培训方式则把员工送到信息面前。
二、EHRM在现代企业的应用分析
思科公司投入了1500万美元来实现基于网络的人力资源管理的变革，其结果是每年能节省5000万美元的费用。
美国商业周刊认为“很少有公司能比思科更好地抓住新技术与人力资源管理变革的结合点”。
这篇评论的作者John Byrne认为，“思科能够提供通向一种新管理模式的最好的路标。
一方面是由于它提供了一个强有力的连接顾客和供应商的网络工具，另一方面思科率先运用这些最先进的技
术及工具进行人力资源管理实践。
”思科EHRM的成功经验充分证明：现代网络高科技术的发展，为组织管理E化提供了先进的传播载体和网络工具，还能使组织内的人力资源管理和原有的财务等其他信息系统进行有效的链接，从而进一步推动组织管理E化的进程；人力资源管理部门已不单单是人事政策的制定者和执行人，更应该成为一个组织配置战略资源的核心力量。
思科EHPA的启示有三个：第一，EHRM 有助于对知识员工的管理。
第二，EHRM与其他信息系统的资源互补和共享。
第三，EHRM促使人力资源管理部门角色的转换，形成新的管理文化。
在我国，社会主义市场经济体制逐步建立完善，现代企业越来越认识到市场竞争的激烈和增强企业竟争力的紧迫感。
现代企业竞争的关键是人才竞争，能否管好人、用好人是企业成败的重要因素。
电子化人力资源管理已成为现代企业管理中的最根本环节。
参考文献
[1]陈关聚，《人力资源管理信息化》，中国经济出版社，2008(1)。
[2]劳伦斯，(牛雄鹰译)，《布莱克韦尔人力资源管理学百科辞典(中文版)》，对外经济贸易大学出版社，2002(12)。