人力资源外包(英文版)
人力资源外包协议范本-中英对照
人力资源外包协议范本-中英对照一、协议目的该协议旨在确立委托方与承包方之间的人力资源外包合作关系，并明确双方的权利和义务。
二、委托方和承包方的基本信息委托方（以下简称“甲方”）：- 公司名称：- 地址：- 联系人：- 联系承包方（以下简称“乙方”）：- 公司名称：- 地址：- 联系人：- 联系三、委托范围甲方委托乙方负责以下人力资源管理服务：- 招聘和招聘流程管理；- 员工合同管理；- 薪酬和福利管理；- 培训和发展管理；- 绩效评估和激励管理；- 劳动纠纷处理；- 其他相关人力资源管理活动。
四、服务费用和支付方式乙方的服务费用为（具体金额或计费方式）。
支付方式为（支付周期和方式）。
五、保密条款双方同意对因履行本协议而获得的对方商业秘密和机密信息保密，并在协议终止后仍需负有保密义务。
六、协议期限和解除本协议自签署之日起生效，有效期为（具体期限）。
任何一方在提前（具体期限）书面通知对方的情况下，可解除本协议。
七、违约责任任何一方违反本协议的条款，应承担相应违约责任。
八、法律适用和争议解决本协议适用中华人民共和国法律。
双方因本协议产生的争议，应通过友好协商解决，如协商不成，可提交有管辖权的人民法院解决。
九、其他条款（根据具体情况添加其他条款）十、协议生效本协议经甲方和乙方签字盖章后生效。
（以下为中英文对照，仅作参考）Human Resources Outsourcing Agreement Template - English-Chinese Version1. PurposeThis agreement is intended to establish a human resources outsourcing partnership between the client and the contractor, and to clarify the rights and obligations of both parties.2. Basic Information of the Client and ContractorClient (referred to as "Party A" below):- Address:- Contact Person:- Contact Number:Contractor (referred to as "Party B" below):- Address:- Contact Person:- Contact Number:3. Scope of OutsourcingParty A entrusts Party B with the following human resources management services:- Recruitment and recruitment process management;- Employee contract management;- Training and development management;- Performance evaluation and incentive management;- Labor dispute resolution;- Other related human resources management activities.4. Service Fee and Payment MethodParty B's service fee is (specific amount or billing method).The payment method is (payment cycle and method).5. Confidentiality ClauseBoth parties agree to keep confidential the trade secrets and confidential information of the other party obtained from the performance of this agreement, and shall continue to bear the confidentiality obligation after the termination of the agreement.6. Term and Termination of AgreementEither party may terminate this agreement upon (specific notice period) written notice to the other party.7. Breach of Contract LiabilityEither party that violates the terms of this agreement shall bear corresponding liability for breach of contract.8. Applicable Law and Dispute ResolutionThis agreement shall be governed by the laws of the People's Republic of China.9. Other Provisions(Add other provisions as applicable)10. Effectiveness of the Agreement(Below is the English-Chinese version for reference only)。
人力资源服务协议(中英文)
人力资源服务协议(中英文)人力资源服务协议（中英文）1. 背景该服务协议（以下简称“协议”）是由以下参与方（以下称为“委托方”和“服务提供方”）共同制定的，用于规定委托方雇佣服务提供方提供人力资源服务的相关事项。
双方需遵守协议中的规定并履行各自的义务。
委托方：[委托方全称]服务提供方：[服务提供方全称]2. 服务内容服务提供方将根据委托方的需求和协议约定，提供以下人力资源服务（具体服务内容根据实际情况进行调整）：招聘：根据委托方的需求，进行岗位分析、发布招聘广告、筛选简历、面试候选人等招聘工作。
薪酬和福利：协助委托方制定薪资政策、福利计划，并提供相关咨询服务。
培训：根据委托方的需求进行员工培训计划的制定、培训课程的组织与实施，并提供培训效果评估报告。
绩效管理：协助委托方建立绩效管理体系，制定绩效评估标准，并提供相关咨询与评估服务。
3. 服务期限本协议的服务期限为起始日至终止日，总计为 [服务期限] 个月。
双方同意在服务期限届满前30日提前通知对方是否续签协议或终止协议。
4. 服务费用委托方应根据服务提供方提供的服务费用清单支付相应的费用，具体费用金额和支付方式如下：服务费用：[费用金额]支付方式：[支付方式]委托方应按约定时间和金额支付服务费用，如未按时支付或未支付完全，服务提供方有权停止提供服务直至费用结清。
5. 保密条款双方同意在协议期限内和协议终止后继续保守对方提供的商业秘密和机密信息，不得泄露给第三方。
6. 违约责任若一方违反协议约定，给对方造成损失的，应向对方赔偿相应的损失。
双方还可协商解决违约问题，如协商不成，任意一方有权向有管辖权的法院提起诉讼。
7. 协议终止本协议在以下情况下终止：服务期限届满并未续签协议；双方协商一致解除协议；一方严重违约需要终止协议。
8. 争议解决本协议的解释、执行和争议解决均适用中华人民共和国法律法规。
如双方就本协议内容或其执行产生分歧，应通过友好协商解决。
HR Outsourcing人力资源外包-外文文献
HR OutsourcingOutsourcing is the practice of contracting with vendors to perform. HR services and activities. There are three types of HR outsourcing are: discrete, multi-process, and total process HR outsourcing.Firstly, discrete outsourcing means organization only outsourcing a particular function. (e.g. Recruitment). Discrete HRO can reduce company hiring requirement for highly specialized HR professionals or HRIS expertise associated with such infrequent function, in addition, it can reduce HR administration costs associated with frequent, high volume transactions (such as payroll). Although HRO has existed for many years, it remains a popular HR administration approach for achieving strategic goal.Further, HR managers may also pursue multi-process HR outsourcing. This approach involves outsourcing all of one or more related HR functions (e.g., recruitment and selection; learning& development) to niche third-party providers. It also known as comprehensive or blended services outsourcing, this approach has become more popular with the increase in the number of specialized vendors providing such services and the spread of enabling Internet portal capabilities. Such an HR administration approach can provide significant cost-reduction, while maintaining or enhancing service levels.Finally, Total HR outsourcing is the third type of outsourcing approach and involves having all, or nearly all, HR functions handled by one or more external vendors. All of the traditional HR administrative and functional activities (e.g., recruitment, selection, compensation and benefits, training) would be managed through third-party vendors.Advantages of HR OutsourcingThe advantages of HR administration outsourcing can be both financial and strategic. For example, organizations seeking to increase financial profitability and enhance shareowner value might reduce ongoing expenses (e.g., employees, software) and forestall capital expenditures (e.g., new buildings, equipment) through HR outsourcing. This would entail a careful “make-buy” assessment of the total costs and benefits of continuing internal operations versus contracting for them in the external market. Benefits of such an approach might include redesigned processes, improved quality, centralized or consolidated operations, access to technology, and enhanced employee satisfaction.Strategic advantages to HR outsourcing might include the ability to better focus on a firm’s core business through HR transformation, moving from an historical administrative activities focus to a strategic business partner perspective.Organizations recognize that, more than ever, effective talent management may be the source of sustainable strategic advantage in a knowledge-based, global economy. However, many HR professionals are mired in day-to-day administrative tasks that preclude the value-added consulting, planning, and visioning activities required from them to achieve strategic goals. HR outsourcing could free HR professionals to focus on strategic issues (e.g., talent management, merger and acquisition due-diligence) while providing the firm with skilled professionals services in HR functional (e.g., recruitment, compensation) and administrative (e.g., government compliance and regulations) areas, powered by up-to-date technology (e.g., hardware, software). Disadvantages of HR Outsourcing.Although there are a number of financial and strategic reasons for considering HR administration outsourcing, there are also serious potential problems for firms who use the approach without fully understanding how to manage it to achieve desired goals. For example, firms who used HRO to achieve HR transformation and cost savings rated their success an average of 3 on a 5-point (1 = benefits not at all achieved and 5 = benefits fully achieved) scale. Thus, one big disadvantage of HRO is the likelihood that the organization will not achieve its strategic goals. Such a failure could have significant, negative impact on the organization’s ability to survive. Steps to minimize such a failure include realistic cost-benefit analyses, successful project planning and implementation, unambiguous goals and measures of HR outsourcing success, rigorous vendor assessment and selection processes, and skilled vendor contract negotiation, management, and auditing. Indeed, one of the primary responsibilities of HR administration managers in an outsourcing environment is to ensure that the contract terms and fulfilled on a daily basis and that corrective actions are immediately taken when failures occur.Another disadvantage of HR outsourcing includes the loss of institutional expertise in the outsourced functions, making an HR outsourcing decision reversal difficult or impossible. Frequently, when outsourcing is undertaken, subject matter experts (e.g., selection) are reassigned or released. This can be a serious strategic error if the vendor is unable to fulfill its contractual obligations. As noted above, an organization would be unwise to outsource core or strategic HR planning functions because of the possibility that competitors may learn its plans from vendors. In addition, loss of internal strategic HR expertise may be devastating to an organization over time. Moreover, HR organizations may lack the contract management expertise to oversee the vendor and hold it accountable for contract terms, compounding its problems. Other potential problems include security risks in multi-vendor outsourcing, internal employee and manager resistance, compliance failures (e.g., Sarbanes-Oxley), and cultural clashes between the organization and its vendors.In summary, HR outsourcing is another approach to HR administration that offers potential for cost reduction, process improvement, and employee satisfaction. However, managers of HR administrative functions must be highly skilled at usingHRO strategically to achieve organizational goals.出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。
人力资源外包
人力资源外包HR外包的定义所谓外包(outsourcing)，英文直译为“外部资源”，指企业整合利用其外部最优秀的专业化资源，从而达到降低成本、提高效率、充分发挥自身核心竞争力和增强企业对环境的迅速应变能力的一种管理模式。
人力资源外包就是企业根据需要将能某一项或几项人力资源管理工作或职能外包出去，交由其他企业或组织进行管理，以降低人力成本，实现效率最大化。
总体而言，人力资源管理外包将渗透到企业内部的所有人事业务，包括人力资源规划、制度设计与创新、流程整合、员工满意度调查、薪资调查及方案设计、培训工作、劳动仲裁、员工关系、企业文化设计等方方面面。
HR外包的好处：近年来，人力资源业务外包在世界范围内是一种管理趋势，主要优势：降低成本、提高效率。
在国内由于劳工权利意识的高涨、就业安全体系和劳动合同法的普及，人事直接间接费用〈包含遣散费、补偿金等〉及外围招聘成本不断地爬升，人力资源管理业务外包则可以降低成本，提高工作效率；控制劳资风险，提高企业形象，提升企业人力资源管理品牌价值；帮助人力资源部门从繁重的重复性事务中解脱，专注于核心的战略性工作，从而提升人力资源管理的高度和核心竞争力；人力资源管理的新理念，新技术帮助企业了解新知识，提高企业内部人力资源管理水平，更好的帮助企业实现其经营目标；建立科学的人力资源管理管理体系，适合企业发展的人力资源规章制度、操作规范、工作流程，帮助企业经营目标的实现；建立公平公正的进行员工关系；科学化的工作流程，节省时间，提高效率，提高员工满意度。
(见下图)目前企业HR面临的挑战与HR外包具体优势分析目前，人力资源外包已成为当今国际的一种流行趋势，适用于各个不同类型的企业。
不论是对新成立的公司、处于高速发展阶段的公司还是对大中型的成熟企业，它都有其自身的独特优势：企业所面临的挑战人力资源外包的优势新成立的公司“麻雀虽小，五脏俱全”人事工作的项目和难度依旧，需要及时圆满地运行HR工作资金、人手和精力有限，且人事事务量相对较少，短期内企业无法考虑在人事上过多地投入只需要少量的费用，在最短的时间内，由熟练的人事操作人员专业而圆满地完成人事业务操作快速发展的公司公司新发展地区的人事政策和操作方式与总公司的有不少差异一时无法在各地增加人事方面的人手；总部人事主管，不得不奔波在旅途，费时费力费钱可选择在当地有分支机构的人才机构，方便人事管理对应一名服务专员，办理全国的企业人事工作；免除差旅之苦大中型成熟公司现代企业和社会的发展对人事提出新的要求现代HR需要专注于企业策略发展和变革，凸提供全球最先进的人事运作经验、模式和技术人事社区为专业显人事的重要性HR工作范围和胜任力出现新的变化，以适应日益激烈的竞争人事提供交流、学习和进步的平台帮助人事跨越自我，为企业更多增值正因为人力资源外包可以使企业实现优势互补，专注于自身具有核心竞争力的项目和事务上，进一步赢得竞争优势，因而，大多数企业对人力资源外包是持肯定态度的。
人力资源外包外文文献翻译2013年译文3100多字
文献出处：Caruth G D. Critical Factors in Human Resource Outsourcing [J]. Journal of Management Research, 2013, 13(4): 187-195.原文Critical Factors in Human Resource OutsourcingDonald L. Caruth, Stephanie S. Pane Haden and Gail D. CaruthAbstractOutsourcing has infiltrated the world of human resource management in a major way. Over time the number of organizations skilled in performing specific human resource activities has grown to the point where there is now a general provider or a specialist provider organization that can perform almost any human resource management task or activity. This article aims to identify some of the key elements necessary for successful outsourcing. For outsourcing of human resource management activities to be truly effective, companies must understand what can be outsourced as well as what cannot be outsourced. This article presents a hierarchy that identifies the kinds of activities that lend themselves to outsourcing and then it identifies the characteristics that preclude certain functions from being outsourced. Successful outsourcing of human resource activities also demands that organizations know and understand the advantages and disadvantages of outsourcing. Another prerequisite for successful outsourcing is to understand what actions are necessary to create a successful ongoing relationship between the company doing the outsourcing and the subcontractor or outsourcing firm.Keywords: Human Resources Outsourcing, HR Outsourcing, Outsourcing Activities, Outsourcing Advantages, Outsourcing Disadvantages, Outsourcing RelationshipsOutsourcing has become a common practice in human resource management. A simple definition of outsourcing identifies the process as contracting with an outside party to perform functions that could be in-house (Potkany, 2008; Shen, 2005). Anoutside party hired to perform one human resource function or several firms hired to perform one or more functions are examples of single-source and multi-source outsourcing, respectively (Caruth &Caruth, 2010).Outsourcing has infiltrated the world of human resource management in a major way and is a growing trend today (Choudrie, Grey, &Selamat, 2009; Galanaki &Papalexandris, 2007). In a recent study, Ketter (2007) determined that 91 percent of U.S. companies have begun to prepare for opportunities to outsource by standardizing many of their HR functions. As outsourcing has emerged, the role of human resource management has evolved. What are the future trends for outsourcing human resource activities? According to the SHRM 2004-2005 Workplace Forecast: A Strategic Outlook, 550 human resource professionals are predicting more human resource outsourcing in the future due to technology and the sluggish US economy.According to Klaas (2008), 78% of large American firms outsource functions. In 2002, it was estimated that the outsourcing of just US employee benefits administration alone was a $27-billion industry (Shen, 2005) and two-thirds of companies world-wide outsource, at a minimum, one business function (Elmuti, 2003). "The potential exists for continued growth in outsourcing among North American firms" (Klaas, 2008, 1512).The current trend, according to Cooke, Shen, and McBride (2005), is for businesses to outsource only part of their human resource function instead of turning over the entire department of human resources to a third-party provider. The HR functions that are most apt to be fully outsourced are employee assistance and counseling programs, flexible spending account administration, and background and criminal checks (e.g., Noe, Hollenbeck, Gerhart, &Wright, 2010). Human resource management outsourcing organizations can now perform practically any human resource management activity (Caruth &Caruth, 2010). Organizations are expecting to reduce costs and are looking to the outsourcing of some of human resource management functions as a way of reducing those costs. "HR's most frequently outsourced functions now are background checks, payroll, and health and pension plan administration" ("What Lies Ahead," 2004, p. 14).The starting point in outsourcing human resource activities effectively is to understand what can and cannot be outsourced (Handley &Benton, 2009). There are certain HR activities that, depending on the company, should generally never be outsourced. Activities related to the strategic decision making and requiring specific management knowledge and activities that require confidentiality should rarely be outsourced. Serious problems may occur if the determination between what should and should not be outsourced is not made. Examples of such serious problems include poor decisions being made, confidentiality potentially being breeched, work may possibly not get done correctly or not get completed in a timely fashion, money being spent unnecessarily, as well as a host of other problems.A second requirement for successful outsourcing of human resource activities is to understand the advantages and disadvantages of outsourcing (Caruth &Caruth, 2010). A third prerequisite for prosperous outsourcing ventures is to create an effective relationship between the outsourcer and the subcontractor performing the work (Handley &Benton, 2009). These three critical factors are examined in this article.ACTIVITIES THAT SHOULD AND SHOULD NOT BE OUTSOURCED It is helpful to think about specific HR activities and their potential for outsourcing in more broad and general terms. Nearly all HR activities can be grouped into one of seven categories and arranged in a hierarchy that illustrates each category's potential for successful outsourcing (e.g., Caruth &Caruth, 2010).Human Resource Activities: The Outsourcing Hierarchy. There can be little doubt that outsourcing human resource activities is a growing trend offering substantial benefits to the organizations using it. The literature is rife with piece-meal cases of specific examples of activities that can be successfully outsourced. What appears to be missing from all that has been written about outsourcing is a general scheme or framework of all human resource activities, differentiating those activities that have a greater potential for outsourcing from those that do not and providing a rationale for the difference in outsourcing potential. This article seeks to rectify this omission by first identifying seven distinct levels of human resource activities andthen arranging them in a hierarchy ranging from activities with the greatest outsourcing potential to those activities with the lowest potential for outsourcing. It is hoped that this framework will provide general guidance to organizations considering the outsourcing of human resource activities.For purposes of this article, all human resource activities are divided deductively into seven hierarchical categories, arranged in ascending order of the importance of the activities to the strategy, competitiveness, and success of the organization, as follows: (1) ancillary activities, (2) routine activities, (3) activities containing the potential for achieving economies of scale, (4) activities requiring specialized knowledge, (5) activities requiring broad organizational knowledge, (6) activities requiring high confidentiality, and (7) activities requiring specific management decisions (Caruth &Caruth, 2010). Each of these activities is described below.Level 1: Ancillary Activities (AA)Ancillary activities are those tasks assigned to the human resource department that are not necessarily human resource tasks. They are activities that must be performed by the organization but not necessarily by the human resource department. Typical ancillary activities are food service, campus maintenance, and janitorial services. While the performance of these activities is important to the organization, the activities are not specifically related to human resource management (Caruth &Caruth, 2010).Level 2: Routine Activities (RA)Routine activities are often important to the human resource department but their nature is such that they can be handled through standardized procedures because there is little or no variance from transaction to transaction or case to case. Benefits administration is an example of a routine activity. Once the procedures are established, processing changes occur infrequently (Caruth &Caruth, 2010).Level 3: Economies of Scale (EOS)Economies of scale are operations wherein economies can be achieved by processing larger quantities of items (i.e., the higher the volume processed, the less the unit cost per item or transaction). Processing health care claims, conductingscreening interviews, and administering personnel tests are examples of activities having the potential for achieving some degree of scale economy (Caruth &Caruth, 2010)Level 4: Specialized Knowledge (SK)Some functions within a human resource department require specialized knowledge for their performance. This knowledge may be gained through specific educational requirements, experience, or a combination of the two. The required specialized knowledge may not be needed or required on a full-time basis within a human resource department; it maybe required only as needs arise. To keep such knowledge on the payroll for only occasional use can often be an unnecessary expense. Preparing personnel policy manuals, conducting human resource management research, and presenting training and development programs are examples of activities requiring specialized knowledge (Caruth &Caruth, 2010).Level 5: Specific Organizational Knowledge (SOK)Lack of knowledge of an organization's personnel, operational peculiarities, folkways, traditions, and culture can be a factor that limits the outsourcing potential of certain types of human resource activities. Specific organizational knowledge is required to make effective decisions. Human resource planning and succession planning are areas where such organizational knowledge is required, and are therefore less conducive to successful outsourcing efforts. Outplacement, on the other hand, is an activity at this level that is frequently outsourced successfully (Caruth &Caruth, 2010).Level 6: Highly Confidential Activities (HCA)Secrecy is required in the performance of some human resource management activities. Layoffs, plant closings, and restructuring are examples of activities that must be kept confidential. These kinds of activities, obviously, have a much lower potential for being outsourced than those that do not have a need for secrecy or confidentiality (Caruth &Caruth, 2010).Level 7: Management Decision Activities (MDA)Some human resource management activities require the direct and specificinvolvement from top management. The structure of the human resource department or the direction the human resource function must take are examples of activities that require direction from top management. There is little opportunity for outsourcing decisions that must be made by the executive level of management in an organization (Caruth &Caruth, 2010).Figure 1, The Hierarchy of HR Outsourcing, depicts a graphic representation of the seven levels of human resource department arranged in ascending order of importance. As the hierarchy suggests, the lower the level of human resource activity, the greater the possibility of outsourcing it; the higher the level of activity, the less likely the possibility of outsourcing it. Examples of specific HR activities are provided in correspondence with their representative level in the hierarchy.If outsourcing is to be effective, it is important for organizations to determine what can be outsourced as well as what cannot be outsourced (Boguslauskas &Kvedaraviciene, 2009; Caruth &Caruth, 2010). Some method such as the classification proposed in this article must be used to identify or to distinguish those activities with the greatest outsourcing potential from those activities that should not be outsourced. In other words, outsourcing must be done systematically in order to be done effectively (Caruth &Caruth, 2010; Shen, 2005).THE ADVANTAGES AND DISADVANTAGES OF OUTSOURCING Another precursor to the successful implementation of HR outsourcing is the thorough understanding of the advantages and disadvantages of outsourcing (Caruth &Caruth, 2010). While the potential value of outsourcing might entice any organizational leader to utilize the strategy, outsourcing often inevitably poses some detrimental side effects. In order to accurately weigh the benefits against the drawbacks of outsourcing, both variables must be fully considered.译文人力资源外包的关键因素唐纳德.卡鲁斯, 斯蒂芬妮.潘恩哈登, 盖尔.卡鲁思摘要外包已经作为一种主要方式渗透到世界人力资源管理中。
人力资源外包外文翻译
人力资源外包外文翻译外文文献及翻译材料Human Resource OutsourcingThe innovation of technology and economic globalization change the economic environment of enterprises. To conquer the uncertainty in the environment and keep the competitive advantage，human resource outsourcing，one of HR service delivery models，hasbecome more and more enterprises choice，which can reduce cost，improve efficiency and gaincompetitive advantage.Human resources outsourcing means that the enterprise in order to better carry out human resources management activities，part of the business of outsourcing，using outside outstandingprofessional skills to be integrated in order to achieve lower costs，improving the quality ofservice and more focus on human resources to the core business objectives。
The domestic humanresources outsourcing are relatively concentrated in the cause、advantages、select、a risk model、enterprises from the angle of view of human resources outsourcing more，and the choice ofoutsourcing service providers research is relatively small。
人力资源服务外包协议英文
HR Outsourcing Services Contract[Company Name], a company established and existing with its registered address at________________________________ Tel at____________ ____(hereinafter referred to as the “Party A”)and人力资源有限公司 [Company Name], a company established and existing with its registered address at Tel at(herein after referred to as the “Party B”)In accordance with stipulation of the " Contract Law of the People''s Republic of China ", the " Labor Law of the People's Republic of China ", the " Labor Contract Law of People's Republic of China Labor Contract Law" and other relevant laws and regulations, through friendly negotiation, have signed this Co ntract (hereinafter referred to as This Contract) on a basis of equal and mutua l benefit and agreed to the terms and conditions stipulated below for HR Out sourcing Services.ARTICLE 1 GENERAL TERMS AND CONDITIONS1. Either party shall provide the other party legitimate and effective copi es of documents for registration and approval of government authorities that ca n show it is a company duly organized and existing under the laws of Chines e government. Unless otherwise provided herein, "Party B" includes B Compan y and its affiliates or authorized companies. The obligations concerning its perf ormance of the Contract shall be at Party B’s side. “Affiliate” means any com pany directly or indirectly controlled by, controlling by Party B, including com pany under direct or indirect common control by Company or natural individua l. “Control” means either the ownership of fifty percent (50%) or more of the ordinary share of capital of the company carrying the right to vote at general meetings.2. Scope of ServicesParty B be entrusted as agent of Party A and shall have obligation to provide the services listed hereinafter(Choose by mark √)□ 2.1 Social insurance enrollment and payment2.1.1 to exercise Social Insurance, such as Endowment Insurance, Medical Insurance, Unemployment Insurance, Employment Injury Insurance and Maternity Ins urance (hereinafter referred to as “FSI”), enrollment in Social Insurance Manag ement System (hereinafter referred to as “SIMS”).2.1.2 to remove insured staff from SIMS and exercise transfer procedures in accordance with state regulations.2.1.3 to make change to salary base of social insurance2.1.4 to reimburse medical expenses2.1.5 to claim for maternity allowance2.1.6 to claim for work injury compensation2.1.7 to provide social insurance policy consultation2.1.8 to handle disputes, unusual circumstances related to social insurance2.1.9 to deal with other matters related to social insurance□2.2 Housing fund services2.2.1 to conduct enrollment procedures concerning housing fund (hereinafter referred to as “HF”)2.2.2 to remove staff from the Housing fund Management System and exercisetransfer procedures2.2.3 to help to draw Housing fund2.2.4 to assist housing fund loans2.2.5 to handle disputes, unusual circumstances related to housing fund2.2.6 Other matters related to housing fund□2.3 Payroll agency services2.3.1 to handle and pay employee’s salary2.3.2 to apply for bank cards for salary payment2.3.3 to exercise individual income tax declaration and payment2.3.4 to provide private and confidential payslip2.3.5 to handle with other services in connection with payroll services□2.4 Welfare services2.4.1 to provide commercial insurance, medical insurance and employer liability ins urance services2.4.2 to claim for commercial insurance, medical insurance and employer liability insurance services2.4.3 The price shall be set forth as hereunder:RMB YUAN (SAY: ONLY).The reimbursement shall be.□2.5 Labor Policy Consultation2.5.1 to exchange and answer questions on labor policies.2.5.2 to provide consultation on laws and policies on human resource, labor and social security.2.5.3 to provide legal assistance for resolving labor disputes in a basis of fairnes s and justice.ARTICLE 2 TERMS3. This Contract come into effect upon duly signed by both parties and the duration is years from _ to .4. The renewal of this Contract should be negotiated by both parties thirty (30)days before its expiry. Both parties’ signatures are needed if they agree to re new the Contract. Should the parties fail to confirm the renewal of this Contra ct by signature, the Contract shall extend one year automatically, but in no case the extension exceeds three times.ARTICLE 3 RIGHTS AND OBLIGATIONS5. Rights and obligations of Party B5.1 Party A may decide the employees submitted to Party B for service at itssole decision.5.2 Party A shall decide the means of insurance payment according to policiesof contribution places through negotiation with Party A.5.3 Party A shall confirm the information on employee addition or deduction from the Social Insurance Management System without any delay.5.4 Party A shall be obligated to pay the payment to Party A’s designated bank account via bank transfer. “Payment” unless otherwise provided herein, shall means the total expenses Party A pay to Party B, and it shall include but not limited to social insurance fee and housing funds fees the company born, social insurance fee and housing funds fees individual born, salaries, welfare fees a nd management expenses.5.5 Party A shall guarantee the labor contract signing with its employees, and shall undertake the due obligations prescribed by law to the employee covered by the Services agreed herein5.6 Should employees covered by the Services injured in the duration of work or fall in serious illness, Party A shall undertake the due obligations prescribed by law.5.7 Retirement progress for employees covered by the Service shall be executed by Party A and expenses arising from therefrom shall be born by Party A while Party B has obligations to provide necessary assistance.6. Rights and obligations of Party B6.1 Party B shall have obligations to provide services agreed herein timely and accurately.6.2 Party B shall have obligations to provide Party B advises and coordination services on relevant policies and regulations in connection with the Services ag reed herein. Any trouble arising from the performance of this Agreement may acquire assistance from Party B.ARTICLE 4 PRICE7. Service fees shall be set forth according to the actual number of employees and months covered by the Services.The price shall be:1-5 person ： RMB Yuan (SAY ONLY) /person/month;5-20 person： RMB Yuan (SAY ONLY) /person/month;20-300 person： RMB Yuan (SAY ONLY) ()/person/month; Above 300 person： RMB Yuan (SAY ONLY) ()/person/month.8. Party A shall alter the contribution base following the annual alteration of minimum average social salary. The expenses arising therefrom shall be paid w ithin one month. In the case of the invoice value exceeds two (2) times the a ctual social insurance expenses, party A shall pay 6% the amount by which the invoice value exceeds that of the actual expenses.9. The expenses of disability insurance or worker union fee shall be collected according to relevant government regulations. Party A may pay the amount to Party B while Party B provide invoice indicating the real expenses.10. Means of Payment10.1 Party A shall provide Party B information of employees to be added or d educted from The Social Insurance Management System by mail prior to th e day of each month. Any delay shall be considered as no alteration to the System.10.2 Party B shall submit Expense Sheet to Party A for confirmation prior to the day of each month after receipt of the employee alteration information. “Expense Sheet” shall include all payment in connection with the Services stip ulated herein.10.3 Party A shall pay to Party B all the payment to the designated bank acc ount of Party B prior to the day of each month after confirmation of the Ex pense Sheet. Party B shall exercise the execution of the Service in connection with social insurance upon payment received and provide Party A invoice withi n seven (7) business days.10.4 Should the employee number of Party A covered by the Service herein n o less than five (5) people, payment shall be paid monthly otherwise quarterly. Bank account information of Party B:Depositary bank: 中国农业银行东营区支行Bank accounts: 15312001040005887Company Name: 东营邦芒人力资源有限公司ARTICLE 5 MISCEELLANEOUS PROVISIONS11. Party A shall provide Party B documents and information such as copy of ID card, photo and bank account etc. of employees covered by the Services w hich shall be filed by Party B. Any trouble arising from service delay or data deviation caused by any faulty in the information Party A provided shall be b orn by Party A..12. Party B shall complete the Service Stipulated herein without any delay and shall assume corresponding responsibility in case of its sole failure.13. Party B shall submit Employee added/deducted Sheet to Party A for backu p and service progress notice.ARTICLE 6 DEFAULT AND DISPUTE14. Should either party fails to implement the terms and conditions herein or make any changes and amendments to this Contract without prior consent of t he other party, the loss resulting therefrom shall be born by the party in breac h.15. In case of late payment of any amount payable thereunder, Party A will p ay Party B penalty equal to 2‰ of the amount payable for every delayed day. Party B’s contractual obligations shall be suspended, without penalty or liabilit y.16. All disputes arising from or in connection with this Contract or any execut ion documents signed in accordance with this Contract shall be settled through amicable consultation. Upon failure of negotiation, disputes shall be submitted t o local court having jurisdiction. Notwithstanding any reference to arbitration, b oth parties hereto shall continue to exercise their remaining respective rights and fulfill their remaining respective obligations under the Contract unless otherw ise agreed.ARTICLE 7 APPENDIX17. All notices and other communications issued pursuant to this contract shall be in writing and shall be deemed equally authentic。
人力资源外包(英文版)-精选文档
Avoid the large investment in people brought about by the uncertain risks, can reduce business risk.
large enterprises will outsource to a
be outsourced to the
professional school talent agencies do,
management functions of the role of outsourcing the management of more and more common.
Limited and other
Some well-known foreign and domestic
famous enterprises will
With INTERNET characterized by globalization and new economy era, the product life cycle to shorten the ever-changing and, enterprises are facing more intense competition. In order to more quickly adapt to the technological revolution to meet the challenges of the knowledge economy, participate in world competition, many enterprises are actively way to organize and manage change and innovation, "human resources outsourcing" It is in this society came into being in the context of help companies improve efficiency, gain competitive advantage of a new management model.
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Streamline processes, save time, improve employee satisfaction.
case study 1 case study 2
Байду номын сангаас
P & G and IBM signed a human
resources outsourcing
contract.
Haier Group Neusoft IT Outsourcing Case Study
convey pieces of effective information channels, to
establish effective cooperation mechanisms.
HR outsourcing
In sum, the Chinese path of development of human resources outsourcing a clear and broad prospects. Sense of social responsibility in the current legal system and human management of the times, how to take a good Chinese-style human resource management roads, we shoulder the responsibility. Road is long Come, Wu Jiang search up and down. Yuan Xiang Chu wit it, certified by
Upgrade human resources management level and core competitiveness.
Management technology to provide access to new opportunities, improve the response speed and efficiency.
large enterprises will outsource to a
be outsourced to the
professional school talent agencies do,
campus recruitment ChinaHR and so on,
such as Guangzhou Mobile, number of
power efficiency.
The status of HR outsourcing in China
In the 21st century, as knowledge integration,
and now enterprise human resource
China International Capital Corporation
Save time and energy costs, increase competitiveness in the industry.
Avoid the large investment in people brought about by the uncertain risks, can reduce business risk.
management functions of the role of outsourcing the management of more and more common.
Limited and other
Some well-known foreign and domestic
famous enterprises will
Enterprises in the context of limited internal resources, to achieve greater competitive advantage, retaining only the most competitive business, and other businesses will be entrusted to more than their cost advantages and business know-how.
and many companies Zen in the selection of senior management
staff work outsourced to
companies specialized training tailored for enterprise training services.
the staff departments.
Since 1998, Haier, Neusoft began with the extensive cooperation in the IT field. Six years,
Neusoft in the business flow systems, logistics systems, service systems and IT systems maintenance services and many other aspects of the Haier provides a range of IT system solutions, Haier has witnessed several management innovation and business process improvement for Haier to advanced IT technologies to contribute to the outstanding
executive search firm;
HR outsourcing should be able to effectively control the
progress and status of implementation and establish
a routine reporting system, set up for foreign companies and outsourcing providers to
September 2003, Procter & Gamble and IBM signed a 10-year about 5
billion dollars worth of human resources outsourcing contracts, from January 2004 onwards, P & G's worldwide human resources employees transferred to 800 IBM, IBM original collaborative P & G employees around the world with
With INTERNET characterized by globalization and new economy era, the product life cycle to shorten the ever-changing and, enterprises are facing more intense competition. In order to more quickly adapt to the technological revolution to meet the challenges of the knowledge economy, participate in world competition, many enterprises are actively way to organize and manage change and innovation, "human resources outsourcing" It is in this society came into being in the context of help companies improve efficiency, gain competitive advantage of a new management model.