人力资源外文文献及翻译--小企业的招聘与人才发展
小型企业人才招聘的问题及对策文献原文
INRODUCTIONEffective staffing helps minimize problems in an organization through recruiting and selecting qualified people using established criteria and predictors.Staffing is the process of matching appropriate people with appropriate jobs. From the viewpoint of organizations, staffing entails using HR planning information to determine the correct numbers and kinds of candidates, locating them, and then selecting those who are most likely to be satisfactory employees. From the standpoint of job applicants, the staffing process affects how they see jobs and organizations, and the likelihood that will be matched with jobs that are rewarding for them. Staffing consists of recruiting and selection.Many employers currently are facing shortages of workers with the appropriate knowledge, skills, and abilities (KSAs) in tight labor markets. There actually is not one but several labor markets that are the external sources from which employers attract employees. There are many ways to identify labor markets, including by geographical area, type of skill, and educational level. Some labor market segments might include managerial, clerical, professional and technical, and blue-collar. Classified differently, some markets are local, other regional, other national; there are international labor markets as well. To understand labor markets in which recruiting takes place, one must consider three different concepts: labor fore population, and applicant pool.The labor force population includes all individuals who are available for selection if all possible recruitment strategies are used. This vast array of possible applicants may be reached in very different ways.The applicant population is a subset of the labor force population that is available for selection using a particular recruiting approach. At least four recruiting decisions affect the nature of the applicant population:Recruiting method: advertising media chosenRecruiting message: what is said about the job and how it is saidApplicant qualifications required: education level and amount of experience necessary Administrative procedures: time of year recruiting is done, follow-ups with applicants, and use of previous applicant filesThe applicant pool consists of all people who are actually evaluated for selection. The applicant pool at this step will depend on the reputation of the organization and industry as a place to work, the screening efforts of the organization, and the information available to the applicant population. Assuming a suitable candidate can be found, the final selection is made from the applicant pool.The supply and demand of workers in the labor force population has a substantial impact on the staffing strategies of organizations. Internal labor markets also influence recruiting because many employers choose to promote from within whenever possible, and hire externally only for entry-level jobs. A discussion of these and other strategic to be made in recruiting follows.PLANNING AND STRATEGIC DECISIONS ABOUTRECRUITINGThe decisions that are made about recruiting help dictate not only the types and numbers of applicants, but also how difficult or successful recruiting efforts may be. Figure 2-1 shows an overview of these recruiting decisions. Recruiting involves identifying where to recruit, whom to recruit, and what the job recruitment will be. One key consideration is deciding about internal versus external searches that must be made.Figure 2-1 Recruiting DecisionsInternal Versus External RecruitingBoth advantages and disadvantages are associated with promoting from within the organization (internal recruitment) and hiring from outside the organization (external recruitment) to fill openings. Most organizations combine the use of internal and external methods. Organizations that operate in a rapidly changing environment and competitive conditions may need to place a heavier emphasis on external sources in addition to developing internal sources. However, for organizations existing in environments that change slowly, promotion from within may be more suitable.Internal RecruitingInternal recruiting means focusing on current employees and others with precious contact with an employing organization. Friends of present employees, former employees, and previous applicants may be sources. Promotions, demotions, and transfers also can provide additional people for an organizational unit, if not for the entire organization.Among the ways in which internal recruiting sources have an advantage over externalsources is that they allow management to observe the candidate for promotion (or transfer) over a period of time and to evaluate that person’s potential and specific job performance. Also, an organization that promotes its own employees to fill job openings may give those employees added motivation to do a good job.Job Posting and BiddingThe major means for recruiting employees for other jobs within the organization is through job posting and bidding, whereby the employer provides notices of job openings and employees respond by applying for specific openings. The organization can notify employees of job vacancies by posting notices via e-mail, or in some other way inviting employees to apply for jobs. Job posting and bidding systems can be ineffective if handled improperly. Job generally are posted before any external recruiting is done. The organization must allow a reasonable period of time for present employees to check notices of available jobs before it considers external applicants.Promotion and TransferMany organizations choose to fill vacancies through promotions or transfers from within whenever possible. Although most often successful, promotions from within have some drawbacks as well. The person’s performance on one job may not be a good predictor of performance on another, because different skills may be required on the new job. Also, in most organization promotions may not be an effective way to speed the movement of protected-class individuals up through the organization if that is an organizational concern.Current Employee ReferralsA reliable source of people to fill vacancies is composed of friends and / or family members of current employees. Employees can acquaint potential applicants with the advantages of a job with the company, furnish letters of introduction, and encourage them to apply. These are external applicants recruited using an internal information source. Some employees pay employees incentives for referring individuals with specialized skills that are difficult to recruit through normal means.Recruiting Former Employees and ApplicantsFormer employees and former applicants are also good internal sources for recruitment. In both cases, there is a time-saving advantage, because something is already known about the potential employee.Internal Recruiting DatabaseComputerized internal talent banks, or applicant tracking systems, can be used to furnish a listing of the KSAs available for organizations. Employers that must deal with a large number of applications and job openings have found it beneficial to use such software as part of a human resource information system.External RecruitingIf internal sources do not produce enough acceptable candidates for jobs, many external sources are available. These sources include school, colleges and universities, media sources, trade and competitive sources, employment agencies, executive search firms, and the Internet.SchoolsHigh schools or vocational / technical schools may be a god source of new employees for many organizations. A successful recruiting program with these institutions is the result ofcareful analysis and continual contact with individual schools.Colleges and universitiesAt the college or university level, the recruitment of graduating students is a large-scale operation for many organizations. Most colleges and universities maintain placement offices in which employers and applicants can meet.Media sourcesMedia sources such as newspapers, magazines, television, radio, and billboards are widely used. Whatever medium is used, it should be tied to the relevant labor market and provide sufficient information on the company and the job. When using recruitment advertisement in the media, employers should ask five key questions:What is the ad suppose to accomplish?Who are the people we want to reach?What should the advertising message convey?How should the message be presented?Where should it be placed?Trade and Competitive SourcesOther sources for recruiting are professional and trade associations, trade publications, and competitors. Many professional societies and trade associations publish newsletters or magazines containing job ads. Such publications may be a good source of specialized professionals needed in an industry.Employment AgenciesEvery state in the United States has its own state-sponsored employment agency. These agencies operate branch offices in many cities throughout the state and do not charge fees to applicants or employers.Private employment agencies are also found in most cities. For a fee collected from either the employee or the employer, usually the employer, these agencies do some preliminary screening for an organization and put the organization in touch with applicants.Executive Search FirmsSome employment agencies focus their efforts on executive, managerial, and professional positions. These executive search firms are split into two groups: (1)contingency firms that charge a fee only after a candidate has been hired by a client company, and (2) retainer firms that charge a client a set fee whether or not the contracted search is successful. Most of the larger firms work on a retainer basis.Internet RecruitingOrganization first started using computers as a recruiting tool by advertising jobs on a bulletin board service, from which prospective applicants would contact the company. Then some companies began to take e-mail applications. Now many employers are not only posting jobs and accepting resumes and cover letters online, but also are conducting employment interviews online.Flexible StaffingDecisions as to whom should be recruited hinge on whether to seek traditional full-time employees or use more flexible approaches. These approaches might include temporaries,independent contractors, or professional employer organizations (PEOs) and “leased”employees.Employers that use temporary employees can hire their own temporary staff or use agencies supplying temporary workers on a rate-per-day or per-week basis. The use of temporary workers may make sense for an organization if its work is subject to seasonal or other fluctuations. Hiring regular employees to meet peak employment needs would require that the employer find some tasks to keep employees busy during less active periods or resort to layoffs.Some firms employ independent contractors to perform specific services on a contract basis. However, those contractors must be independent as determined by the U.S. Dependent of Labor.Employee leasing process is simple: An employer signs an agreement with an employee leasing company, after which the existing staff is hired by the leasing firm and leased back to the company. For a fee, a small-business owner or operator turns his or her staff over to the leasing company., which then writes the paychecks, pays the taxes, prepares and implements HR policies, and keeps all the required records.The job can sometimes be changed specifically in order to alter the recruiting situation. A decision might be made to improve characteristics of vacant positions by raising salaries, increasing benefits, or redesigning the job for a different level of applicant. Also, jobs may be changed to reduce turnover and increase retention of employees, which means less need for recruiting and fewer empty jobs. Compensation is commonly used to improve retention, along with better opportunities for promotion and transfer, recognition, training, and benefits.RECRUITING EV ALUATIONEvaluating the success of recruiting efforts is important. General areas for evaluating recruiting include the following:Quantity of applicants: because the goal of a good recruiting program is to generate a large pool of applicants from which to choose, quantity must be sufficient to fill job.EEO goals met: The recruiting program is the key activity used to meet goals for hiring protected-class individuals. This is especially relevant when a company is engaged in affirmative action to meet such goals.Quality of applicants: There is the issue of whether the qualifications of the applicant pool are sufficient to fill the job openings, whereby the applicants meet job specifications and perform the job.cost per applicant hired: Cost varies depending on the position being filled, but knowing how much it cost to fill an empty position puts turnover and salary levels in perspective. Time required to fill openings: the length of time it takes to fill openings is another means of evaluating recruiting efforts. If openings are filled quickly with qualified candidates, the work and productivity of the organization are not delayed by vacancies.In summary, the effectiveness of various recruiting sources will vary depending on the nature of the job being filled and the time available to fill it. But unless calculated, the effectiveness may not be entirely obvious.SELECTIONNature of SelectionSelection is the process of choosing qualified individuals who have relevant qualifications to fill jobs in an organization. Without qualified employees, an organization is in a poorer position to succeed. Selection is much more than just choosing the best available person. Selecting the appropriate set of KSAs---which come packaged in a human being---is an attempt to get a “fit” between what the applicant can do and wants to do, and what the organization needs. Fit between the applicant and the organization affects both the employer’s willingness to make a job offer and an applicant’s willingness to accept a job. Fitting a person to the right job is called placement.More than anything else, placement of human resources should be seen as a matching process. Whether an employer uses specific KSAs or the more general approach, effective selection of employees involves using criteria and predictor of job performance.The Selection ProcessMost organization take certain common steps to process applicants for jobs. Variations on this basic process depend on organizational size, nature of jobs to be filled, number of people to be selected, and pressure of outside forces. The selection process shown in Figure 4-2 is typical in a large organization.Figure 4-2 selection process flowchartApplicant arrives at organizationReception and Job Preview / Interest ScreeningIn addition to matching qualified people to jobs, the selection process has an important public-relations dimension. Discriminatory hiring practices, impolite interviewers, unnecessarily long waits, inappropriate testing procedures, and lack of follow-up letters can produce unfavorable impressions of an employer. In some cases, it is appropriate to have a brief interview, called an initial screening or a job preview / interest screen, to see if the applicant is likely to match any jobs available in the organization before allowing the individual to fill out an application form. The job preview / interest screen also can be done effectively by computer. Computerized processing of applicants can occur on several different levels. Computers can search resumes or application blanks for key words. Hundreds of large companies use types of artificial-intelligence (AI) or “text searching” software to scan, score, and track resumes of applicants. A second means of computerizing screening is conducting initial screening interviews electronically. Computer-assisted interviewing techniques can use tools such as videotaped scenarios to which applicants react.The purpose of a realistic job preview (RJP) is to inform job candidates of the “organizational realities”of a job so that they can more accurately evaluate their own job expectations. By presenting applicants with a clear picture of the job, the organization hopes to reduce unrealistic expectations, thereby reducing employee disenchantment and ultimately employee dissatisfaction and turnover. A review on research on RJPs found that they tend to result in applicants having lower job expectations.Application FormsApplication forms are widely used. Properly prepared, an application form serves four purposes:It is a record of the applicant’s desire to obtain a position.It provides the interviewer with a profile of the applicant that can be used in the interview.It is a basic employee record for applicants who are hired.It can be used for research on the effectiveness of the selection process.Selection TestingAccording to the Uniform Selection Guidelines issued by the EEOC, any employment requirement is a “test”. Some employers purchase prepared tests, while other employers develop their own tests. Many people feel that formal tests can be of great benefit in the selection process when properly used and administered.Interpreting test results is not always straightforward, even if the test in valid. Individuals trained in testing and test interpretation should be involved in establishing and maintaining a testing system. Furthermore, the role of tests in the overall selection process must be kept in perspective.Selection InterviewA selection interview is designed to identify information on a candidate and clarify information from other sources. This in-depth interview is designed to integrate all the information from application forms, tests, and reference checks, so that a decision can bemade. Because of the integration required and the desirability if face-to-face contact, the interview is the most important phase of the selection process in many situations. Conflicting information may have emerged from tests, application forms, and references. As a result, the interviewer must obtain as much pertinent information about the applicant as possible during the limited interview time and evaluate this information against job standards. Finally, a selection decision must be made, based on all of the information obtained in the preceding steps.The interview is not an especially valid predictor of job performance, but it has high “face validity”---that is, it seems valid to employers and they like it. Virtually all employers are likely to hire individuals using interviews.BACKGROUND INVESTIGATIONBackground investigation may take place either before or after the in-depth interview. It costs the organization some time and money, but it is generally well worth the effort. Unfortunately, some applicants misrepresent their qualifications and background. According to one survey of employers, the most common false data given are length of prior employment, past salary, criminal record, and former job title.Legal ConstraintsVarious federal and state laws have been passed to protect the rights of individuals whose background may be investigated during pre-employment screening. States vary in what they allow employers to investigate. For example, in some states, employers can request information from law enforcement agencies on any applicant. In some states, they are prohibited from getting certain credit information. Several states have passed laws providing legal immunity for employers who provide information on an employee to another employer.Medical ExaminationsThe Americans with Disabilities Act prohibits a firm from rejecting an individual because of a disability. Also, the ADA prohibits asking job applicants any question relative to current or past medical history until a conditional job offer is made.Drug TestingDrug testing may be a past of a medical exam, or it may be done separately. Using drug testing as a part of the selection process has increased in the past few of years, though not without controversy. Employers should remember that such tests are not infallible. The accuracy of drug tests varies according to the type of test used, the item tested, and the quality of the laboratory where the tests samples are sent.。
中小企业招聘和培训的作用外文文献翻译最新译文
文献出处: ABDULI S. The Role of Recruitment and Training in SMEs’ Performance Growth in the Republic of Macedonia [J]. International Journal of Academic Research in Economics and Management Sciences, 2013, 2(2): 76-85.原文The Role of Recruitment and Training in SMEs' Performance Growth in the Republicof MacedoniaSelajdinAbstractHuman resources in every enterprise whether small or medium play an important role in achieving their goals. The careful management of labor force creates good opportunities in ensuring its efficiency in the process of production of goods and services that guarantees the welfare of the society. The survival of every enterprise is dependent on the effective management of human resources. Human resources planning estimate the real demand of its workers while seeing the difference between SME's current number of employees and future personnel need.In the process of recruiting and selection SME"s need to make sure that right people are on the right place at the right time. The area where enterprises operate is very dynamic and complex. Training and development of employees is necessary. With the increase of employees the number of enterprises that have specific sector of human resources increases as well. The evaluation and performance management of employees has impact on the increase of the effectiveness of the enterprise.The effective management of an enterprise needs to focus on reforms of educational system and professional development of its workers. Things like that need to make designs of programs and effective policies on the labor market creating of an efficient system of information in the labor market and overtaking steps of growing and development of an enterprise.Apart from the theoretical analysis of the issues mentioned above, the doctoral thesis is further supported by the empirical analysis, in which 150 small and mediumenterprises in the Republic of Macedonia are surveyed.Keywords: Human resource management, effectiveness, small and medium-size enterprises, recruitment, selection, training, performance1. IntroductionThe term human resources management (HRM) that is in massive use that refers to philosophy, politics, procedures and practices linked to management of employees in an organization. In the process of HRM a lot of attention is paid to the needs of employees of SME's. The intention of the program of human resources management is to increase the success of the organization and to develop personnel potential in a good way. HRM also says that that kind of planning has to be linked closely and has to serve to the strategic objectives in the best way of the SME's and their plans. There is a number of activities of HRM that will finally influence in the success and thrift of labor in the sector of SME's.The importance of recruiting, selection, training, development, personnel service in well known to managers of every institution nowadays. HRM and other functions have to work together to achieve success of SME's and to compete in the home market and abroad. The organizational success is described below in terms and criteria such as: legal consent, performance, employee satisfaction, fluctuation, promotion, number of complaints and number of accidents in the labor process. An SME has to achieve reasonable objectives in all of these components in order to be successful.2. Planning and career developmentIn the discussion of the ability to develop careers of employees we have to address three issues:Why do it? To know individual potential and aspirations of employees,When to do it? Throughout the whole year and have an official discussion, at least once a year. How to do it? ; Through discussion between the individual and themanager in order to reach agreement for the employees' potential and objectives. For most people, the process of discussion is unofficial, while their development plan corresponds with general development plan. An informal process that reviews the potential and career objective of individuals, all the time if needed is filed by the review council of the development of the individual.What needs to be done? ; The change of needs of those that want to build a career and those that want promotion, within the position they have. The discussion creates an opportunity to rise to the assignment or parallel shift to another post more appropriate for the employee.The performance matrix is used to evaluate its management. It presents the development of the employee according to his/her performance and his/her colleagues. The matrix is not a simple "Evaluated category". Its role is to help individuals to concentrate on the fields that they do best and increase their consciousness on the fields that they need to get better.There are two axis on the matrix: The vertical axis is named "management style" that can be high management style and low management style. The horizontal axis is named "business performance" that can be high performance and weak performance.It creates a possibility to have an indirect discussion of every individual that the place of work requires, so, not just a superficial discussion about achieved results. Figure 1-Performance matrixSource: Armstrong, 2009, p.163This gets done through a visual way-the individual is placed in an appropriate position in the matrix referring to the name of the axis. For example, a manager that has the ability to create a good relationship with people but is not very successful in selling will be placed in the upper left square number (1). However, the objective of the performance management is to be relocated in the upper right square (2) that shows a style of high management and at the same time high performance business in sales.Low performance management. Performance can be improved. The upper mentioned steps can be applied for employees that can achieve high performance or low. In any case, measures have to be taken to face those employees that do not meet their objective of work. For individuals of low performance Charles Handy suggests that we should "applaud their success and forgive their failure" (Armstrong, 2000, p.93). He suggests that mistakes can be used as a chance to get learn- "results will come only if the mistake has been forgiven truly. The opposite will happen if the lecture is taken as a reprimand and not as an offer of help".If employees that struggle are set straight comments made by Howard Risher have to be taken into consideration: "Low performance at work is good to be taken as a problem for which the employer and the way the company is being run are responsible factors. In fact, we can't say that this can't happen if employers are not managed with effectiveness". In other words, an old military proverb says: "there aren't any bad soldiers, there are only bad officers" (Armstrong, 2009, p.90).Low performance management is a positive process that relies on the given feedback throughout the year. Also, it looks into what can be done by workers to overcome the problems and how managers can provide assistance and support.Five basic steps necessary low performance management at work are (Armstrong, 2009, p.91): Define the problem. Analyze feedback. If possible, make an agreement with employees to determine where things went wrong. Feedback can also be takenfrom managers, but mainly it is created while working. This is achieved when employees are aware of their targets and standards, know what performance measurement will be used or receive feedback control information automatically or they can use it freely. In this way, they will be able to measure and evaluate their performance. If they are motivated and well trained, they take corrective action itself. So there is a feedback mechanism of self regulated media. This mechanism should be established by managers, more if you keep in mind that prevention is better than correction.Specify the reason or reasons of things not going right. When we ask for reasons for any lameness, managers should not necessarily try to blame someone else. Manager together with the employees have to find the causes of this problem. Just based on this analysis, we can decide on measures to be taken by the individual, manager or both. First we need to define external causes, which are beyond the control of the manager and the employee. Any factor that is under the control of both parties should be taken into account. It is important to determine whether the problem is caused by the employee: Whether he didn't get the support or appropriate instructions from his manager; he did not clearly understand what to do (lack of ability); could not make it (lack of proficiency); did not like to do it (attitude); decide and agree on the necessary actions.Actions may be taken by the employee, manager or both. These include: the employee will take steps to improve his skills and change behavior; changing employee attitude. He does not do this simply because they have ordered, but he realizes that some changes in his behavior can be useful not only for the company but himself as well; managers give more support or guidance; manager and employee work together to clarify objectives; manager and employee work together to develop skills and competencies. This is a way of cooperating- employees are expected to take steps to develop themselves, and managers offer required assistance in the form of training, coaching and giving experience. For each step taken, both parties must agree on how they will know if they have been successful. One way would be to organizefeedback, employees should be encouraged to monitor their performance and conduct further actions, all the time if necessary.Provide resources for action. Provide training, coaching, guidance, experience or the proper tools to create conditions that the action is done.Monitor and give feedback. As managers employees to monitor staff performance, provide given, taken and analyzed feedback and agree on further actions needed.3. Human resources planningIn response to these questions, human resource planning is associated with the following activities (Armstrong, 2009, p.485):Planning human resource needs. Planning human resource needs is a very important process because it precedes other management activities. This process should be given special attention because as it is known; workers constitute the majority of the cost of an organization. Also, only after the proper planning staff is done, SMEs can plan their personal development or career. For more look: Michael Armstrong, Armstrong's Handbook of Human Resource Management Practice, 11th Edition, Kogan Page, London, 2009, pp.485-495In the process of human resources planning in general, SMEs should consider the following questions to answer:* What is required of new employees and how much will be their number?* For how long employees are required?* How many of them are currently employed in SMEs?* How many of the requirements that the SME has for human resources can be met within it?* How many of the requirements that the SME has for human resources can be met outside of it?* What changes have occurred in the labor market that may affect the demand foremployees?Quantitative and qualitative evaluation of personnel that can remain available to SMEs during the period that the planning is done. The analysis should start from the current state of SME staff. This raises some questions that need to be answered: * What's the category of the staff?* What is the number for each category?* How is the distribution by sex and age in each category?* What skills and qualifications does the staff have?* How many staff members are eligible for promotions or parallel movements?* How successful was the enterprise in recruiting staff with specific skills?SMEs must have registered in the computer system all movements, transfers, and promotions flows that happen in them. This information is necessary to be generally renewed in a certain period of time and made available to the human resources manager and key managers of SMEs.Evaluation of the difference between personnel demand and available staff personnel. This last stage of human resource planning estimates the real demand of its employees to see the difference between SME employees currently available and it needs, to decide how to proceed in the near and distant future. Once these needs are determined advertised vacancies on SME are published.Once you define the needs for employees, the next step is to recruit employees. Recruitment and meet staff number. The recruitment process has become a more complex activity than in previous times when the human resources department staff could be based on recommendations made by current employees or to a notice placed at the door of SMEs. The recruitment process is aimed at attracting the most suitable people with the required qualities by providing a list of people who will go later in the selection process. Relevant manager and recruitment specialist are responsible for the implementation of the preliminary procedures and also selecting the most qualifiedcandidates and more convenient, which will then undergo an interview and testing. Applicants for job vacancies can be drawn from domestic or foreign banks, therefore the methods that are used in recruiting vary.Source: ABDULI S. The Role of Recruitment and Training in SMEs’ Performance Growth in the Republic of Macedonia[J].译文马其顿共和国中小企业业绩增长中招聘与培训的作用Selajdin摘要人力资源在每个中小企业实现自己的目标中都起着重要的作用。
人力资源3000字外文文献翻译
Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。
外文原文及翻译----现代企业的人力资源管理
Modern Human Resources Management1.The general situation of human resource managementModern human resources management of enterprise roughly can divide into threelevels, tactics plan, and carry out plan. Three levels represent human resources management advance, can embody the transition from traditional personnel management to modern human resources management. We will welcome E era in the 21st century. In the face of the brand-new challenge, enterprises to obtain the competition advantage, human resources development and management can't be ignored. Through adapt to E era violent change and new challenge can promote enterprises’ organization system development, procedure recombination and management transformation. To promote latent energy of human resources become enterprise human resources management department’s chief duty.Among the course of enterprise management developing, it is not difficult to find that enterprise management have gone through production period and market period ,then enter the human resources leading period. We can say, at E era human resources will become direction of enterprises management. As we know, production period have kept quite a long stage, then we paid attention to products. Ford Motor was a vivid case of that period: Do you need the automobile which other colors? We only produce the black.Market leading is the trend of recent ten years domestic enterprises also pay attention to it. Its character is to pay attention to market trend, market require, and customer satisfaction. Products quality and service are the foundation of customer satisfaction. Product quality and service promoted, enterprise could keep the occupation rate of market.Enterprise will adopt human resources to E era main characters globalization, world net and knowledge. Enterprises must know the function of human resources in the development.First of all, knowledge and technology have cha nged the measure of enterprise’s wealth and competition rule. Knowledge is strategic assets of enterprise, enterprise is the organization which can combine, create, transmit and use knowledge. So whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in competition. As knowledge and technology’s medium (human resources) on behalf of special knowledge, technology and ability. Though science and technology and knowledge of enterprise invisible, knowledge, technology and ability’s medium (human resources) is realistic, and can manage, train and develop. So, human resources of enterprises become the key factor of enterprise’s mark et value. For instance speaking, the market value of Microsoft goes beyond GE.In era of knowledge-driven economy, the fundamental change takes place in enterprises’ competition. E-era is knowledge-driven economy era, the competition based on key ability of enterprise. According to McKinsey advisory company’s view so-called keyability mean organization’s a series of complementary technical ability and knowledge, it have made one or many aspects of business reach competition field first-class level. The cultivation of enterprise’s key ability will be based on information management. As to abroad position CEO, CIO, CKO (Chief Knowledge Officer), Chinese should be called chief knowledge officer or knowledge inspector. The responsibility is to promote staff knowledge and technical ability constantly, to guarantee organization’s competitiveness at high level.Secondly, networked development change traditional space-time conception, create one no demarcation and global working environment and vision. So, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expenses greatly, but also made an impact to enterprise’s management. For example, application of computer and network technology, redistribute the power of enterprises. The development of communication means and network technology enable customer and staff getting more relevant information, improving reaction speed and flexibility. The development of technology will redefine working time and working model constantly. The development of information technology, make enterprises realize the important function of technology creator. More and more enterprises will improve the human resources management to quite important extent.Moreover, globalization has already changed the border of the competition. Enterprises will face unprecedented challenge. Global economy integration under trade liberalization will make multinational enterprises become important strength in international market competition. To obtain competition advantage under globalization background, enterprises’ administrators and human resources department must take human resources to program. They will set up new mode and procedure, train global sensitive sense and key ability. A lot of trans-corporation adhere “thinking globalization, take action locality” principle. It is the challenge that globalization bring to enterprises. The promotion of international competition must promote enterprises to dispose resources in the whole world, including human resources disposition in world wide. Management including problems as follows: the difficulty training, conflict of different culture and managing cross-culturally will become important problems of enterprise’s human resour ces management.2.E era: Deep change of human resources managementE era, knowledge and technology, network and globalization are the main character. New market, new product and new concept contain new thinking of enterprise’s key ability and management style. Human resources management in enterprise will take deep change: In the face of knowledge economy society, it demanding knowledge and information shared. Network make institutional framework do away with hierarchical system. On one hand, network tissue group replace regular working office or position. Inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. In this case, group depends on members’ ability (not post) and tusk. Performance of group is the standard to get reward. On the otherhand, network made middle management information sharing loser. So, high positions reducing in the enterprise, it made the traditional promotion way reduce. In adapt to the development of enterprise human resources system. The work is not a position but a task and the task changing constantly.In future, the steady, machinery, repeated work will be replaced by the machine. There only left mental work, creative work. The “knowledge worker” will utilize his knowledge and innovation ability, offer products and additional value of service. People no longer regard pursuing the senior managerial position as the main goal of job development. What they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. Thus, as the administrator, must be good at communicating and building the relaxed working atmosphere. With engineering level developing constantly, staff will be more and more important among enterprise. To meet staff working and life requests become E era one key goal of human resources management. The staff need get the fair and reasonable pay, get development self chance and condition. He need job security. In other words, enterprises will realize what the staff need is not work, but the vocation.As to above-mentioned changes, organization system redesigned should on background of human resources management of E era. E era, organization system will change produce, market, sale and research, development and financial departments. But implement a hierarchical system and network framework. In traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staff’s task clearly, so the expectation to the staff of the organization is clear. To promote staff vertical means increase, improvement and high remuneration of status and responsibility. All information of human resources management concentrated on the supreme administration and supervision authorities. By contrast, in flat institutional framework, emphasize the mandate of the staff, and make up work group on commission. The organization encourages the staff to expand one’s own working content, improve the staff's common ability and flexibility. Train system and remuneration system support the promotion of competence. In networked organization, company will make up various kinds of work groups according to special ability to finish the specific task. The work group usually includes expert. In networked organization, emphasize the management of staff participation, construct the border of organization again. Over the past 5-10 years, industrial economy era occupy specializing in ordering with control decision and resource allocation to arrange status concentrate on management that make way for flexible organization system already. GE’s CEO Jack Welch said, “Guarantee and organize successful, the key is to let suitable persons to solve the most important business question. Whether he enterprises which grade and which position in organization.” It is the vivid portrayal of this mechanism. In practice, the most important thing is to let the staff step functional departments and work together, and guarantee they have the power of decision and information needed. Look from trend, human resources management emphasize staff individual and work group’s responsibility. Achievement of work group become the core, to encourage staff individual will become history.As the wide application of Internet technology, the competition and development will under the background “E-Business” times. It is obvious, management reconstruction and procedure recombination will become important means to break traditional rule and to obtain new competitive power. The rule of industrial economy can’t adapt to the growth and development of E-era. Human Resource Department is layman or servant of technology no longer, information technology will be got application in human resources management widely. The manpower resources management of enterprises will set up on enterprise’s network framework, and break through the limitation of the enterprise border. Research, exchange and communication inside and outside enterprises will be swifter. In human resources, employee’s relation, job vacancy, expert searches, employees training and support, and study remote will use Internet effectively.Internet technology can help enterprises organize and realize fictitiously management. Internet technology will help enterprises to set up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. One organization must have abili ty on “how to study”, study ability will become competition advantage than rival.3.E era: Existence of the human resources managerIn E era competitive environment changing fast, it makes the managers face the change of human resources management field, play a role in transformation. More and more enterprises realize that set up competition advantage, the key is to make human resources management effective. The administrator on the senior level of enterprises places much hope on this. Enterprise’s human resources manager would meet the challenge of E era.First of all, enterprise's human resources administrator's duty will be liberated from homework, administrative affairs gradually, will engage in strategic human resources management more. So, enterprise manpower resources by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. Among the 1994, American human resources management association meeting, council chairman Gale Parker point out, “Enterprise rebuild, structure recombination, scale simply require human resources managers to become CEO's strategic partners, help to plan, implement the organization transformation. The human resources managers participate in enterpri se’s plan to organize the operational activity more and more. They lead enterprises improvement, set up competition advantage, propagate function technology and act as the role propagator and promoter, and will responsible for staff's performance and produ ctivity etc.. Many foreign enterprises’ human resources directed by a vice president. It can improve human resources strategic value.As we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another strategic. So-called homework project mean attendance, personnel file administration, performance check and rate, wage and welfare administration and general affairs. And strategic project include manpower resources formulation, execution of policy, help on the middle and senior level selection ofexecutive, education, training, career of staff plan, organization development plan and retain staff for business development. Some non-central, traditional personnel management would be put out. It can promote competitiveness, because of the added value of homework is very low, and human resources manager divert his attention and be deviated from the important strategic affairs. Staff affairs should be managed by other “affairs department”. So, Enterprise’s human resources manager will be from that kind of administration of the past gradually. Role of general affairs and welfare committee would be changed. And become learning type organization, training pusher, senior advisor agent, strategic business partner, administration’s expert and improvement advocator.Secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understand and grasp the suitable professional knowledge. He required speak the same “language” to the business segments. Human resources administration is very important in the chain of enterprises day by day. It includes not only outside customer but also departments of enterprise. Human resource department should move towards “the service center” from the status “power center”. Human resources manager must possess a brand-new mode of thinking. And know customer’s need and how to offer these services.Finally, human resources manager should locate a new role. Michigan University Reich professor said, as helper of enterprise to get competitiveness, human resources management should pay attention to output of work. According to strategic policy, administration’s efficiency, the staff’s contribution and changing, these four kinds outputs of human resources management, Reich sum up 4 basic roles of human resources management. They are strategic human resources, mechanism structure, of staff management contribution, management transition and change.In order to realize the above-mentioned roles, enterprise’s human resources manager need master four major key technical skills.First, they should master the business procedure.Human resources employee becomes a part of core managing and management. They participate in the basic operational activity, have strategic business directions.Second, they grasp the manpower resources.It means that human resources management should guarantee basic managements and coordinate each other, and should bear the responsibility the executive function.Third, personal reputationIt means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability.Fourth, grasp transformationIt requires human resources manager to understand how to lead enterprises’ improvement and recombination.现代企业人力资源管理一、现代企业人力资源管理概况现代企业的人力资源管理大致可分为三个层次，及策略规划、制度规划和作业执行。
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。
人力资源战略与变革外文文献翻译中英文
外文文献翻译原文及译文（节选重点翻译）人力资源战略与变革外文文献翻译中英文文献出处：Handbook of Human Resources Management, 2015, pp 1-18 译文字数：5800多字英文Human Resources Strategy and Change: Competence Development in aChanged EnvironmentMichiel BergAbstractBuilding competence in a changing environment is a journey. It is a journey where it is essential to have communicated and envisaged a picture of the destination. The details of this envisaged picture will look different probably upon "arrival" at the end of the journey. However, communicating the destination is essential. It helps employees to understand what the direction is. It helps employees and managers to use existing competencies along the way. Moving ahead very often demonstrates unexpected strengths in colleagues one has not been aware of. Moving ahead with a plan can also show the team their current level of competence and the desired state of competence. Explaining and talking about these differences may often prove not to be that easy and clear for many involved.A changing environment shows also weaknesses of current practices, processes, and services. It requires strong managerial skills to keep discussions having a focus on the future and preventing these discussions to turn into complaint sessions of past events. Human Resources practices and processes are executed in a triangle of employees, managers, andHuman Resources. Therefore, building competence requires strong and dedicated involvement from these three groups of participants. Competence building is most effective when learning happens during day-to-day work events and the collective and individual learning has a meaning: something "tangible" will be achieved and recognized.Keywords: Competence building, Change management, Human resource management, Process analysis, Change program, HR processes IntroductionThis case study is about a response by the Human Resources Department of a major financial institute in the Czech Republic to the changing world of customer behavior, customer service, financial market crises with its impact on the country's economy, and social and welfare systems. The financial institution (hereinafter, bank) has been established almost 200 years ago and is for decades the major retail bank in the Czech Republic. The mission of the bank has been — and still is — "to help individuals and companies build a financial future fbr them.,^ The bank has for decades played an enormous role in the development of the social infrastructure that enables individuals and companies to take charge of their own future. This balance between social and individual CQ company responsibility is an exciting challenge for the bank.Two years after the financial crisis in 2008, the bank has seen itself confronted with a society where companies notice severe drops in their revenues. Across Europe governments and companies cut back theirspending. The decrease in revenues put pressure on wages for employees and reorganizations led to higher unemployment rates. This in turn led to lower tax income for governments and higher expenditures for keeping a certain level of social welfare.In the banking industry, competition has been increasing. eBanks gain a strong market presence in certain market segments. Contrary to regular retail banks, eBanks provide their services to customers primarily through the Internet and mobile technology; eBanks typically do not have an extensive network of branches. Consequently, these eBanks deploy a customer service infrastructure at a significantly lower cost level (due to, e.g., no expensive buildings to maintain and no staff needed for these branches) than the traditional retail banks can achieve. The traditional retail banks see themselves with no other choice than:Investing in the retail branch infrastructure (buildings, more modern customer desks)Investing in new hardware and software technologies (e.g., online banking) while having to maintain a high level of data security in relatively "old" technologiesDecreasing the price levels and at the same time increasing the customer service levels putting profit margins under pressureWhat Was the Problem/Challenge?Questions for the management team of the bank — The Board of Directors of the bank understands competitive measures are required. Formonths in a row, reports on declining customer satisfaction, on declining market shares, and pressures on product and service margins land at the desks of the Board. The overall complexity of the environment asks for deliberate actions. One of the objectives is to build upon the competitive advantages of the bank and improve in relative weak business areas. Another factor further complicates the daunting task. In 2010 a first wave of strong regulatory requirements makes a way through the banking industry (McKinsey 2010) such as:Requirements to significantly improve capital and liquidity situation in a short period of time. An estimated amount of 60 % of currently outstanding Tier 1 capital is required to be added in just 8-9 years.Expected drop in return on equity (ROE) for an average bank by 4 % on ROE levels that have already been under pressure in retail banks.When the results of the analysis are presented to the Board of Directors, the respective line managers are requested to prepare action plans on a business unit level that provide an adequate response to the aforementioned categories.The Human Resources Director discusses the strategic assignment from the Board of Directors with the HR management team. They agree to be in the group of first movers within the bank. One of the reasons why the Human Resources Director wants to be a front-runner is the identification of an extra dimension for Human Resources. The Human Resources Department needs not only to change itself; the department hasas well the chance to support other business units in going through a change process.What Was Our Plan on Solving the Problem or Mastering the Challenge?Situation in the Human Resources Department — The Human Resources Director notices that the Human Resources teams are good in execution of processes. There is a good atmosphere in the department. The internal customers are reasonably satisfied with the Human Resources services that are being provided. However, the Human Resources teams (recruitment, training and development, compensation and labor law) execute services that the business has demanded in past years. Some line managers have started with designing their own Human Resources services and solutions to respond to the changes in the business environment. Often the Human Resources Department is aware of such solutions months after these services have been deployed by the business. In the retail business line, even an own Human Resources department has been created executing recruitment for key positions and designing special training programs. In short, Human Resources is not considered a strong partner for business challenges but rather a department who makes sure the basic needs are fulfilled: timely and accurate run of the payroll, mass recruitment for the retail branch network (searching, selecting, and assessing candidates), and planning and organizing trainings.The focus on execution has led to fragmentation of HumanResources services — services which are being provided in isolation. The recruitment team focuses on delivering as fast as possible candidates for job vacancies. The compensation team delivers compensation data, benefits, and market benchmarks. The training and development team runs a "training factory.,, The teams act very much independent from each other, although they have regular meetings to provide each other an update on what has happened and what is next.An analysis of the work activities shows that the Human Resources department spends about 62 % of its time on administrative, operational, and transactional Human Resources services. Examples of these transactional and administrative Human Resources services are: The Human Resources Director proposes a plan of action to the team which is guided by an external consultant team. The plan is cut into three main phases. The end of each phase does not automatically trigger the next phase. Several requirements are critically assessed and an approval for entering the next phase is to be provided by the Board of Directors.The first priority is to stabilize key processes and services such as recruitment, payroll, and training logistics. The team sees itself confronted with an organization in change, and for the Human Resources Director, it is important that during the change program of the Human Resources Department, certain levels of services are maintained. A situation where the business will start complaining about the basics in Human Resources services will further complicate the very challengingassignment. Like the other teams in the bank, the Human Resources team needs to make a change in a changing environment.In a second phase, the Human Resources Director focuses on providing a strategic but limited list of Human Resources priorities. It is better to deliver a few projects excellently than having many projects in a never-ending process. Focus on a few projects also allows for having a continuous stream of quick wins and periodically the celebration of a major achievement. In this phase a clear split between a team working on setting the framework for (strategic) Human Resources direction based on the bank's strategic choices and a team working on the execution of Human Resources practices (e.g., staffing, performance feedback, personal experience, and career management and learning). The latter team shows and highlights what "happens" in the bank and what managers effectively do (Randall and Schuler 2007).In the third phase, the Human Resources Director sees a continuation of phase two based on efficient and effective processes and a continuous delivery on agreed strategic priority items. The third phase has a focus on putting Human Resources as a strategic partner for the business from a people perspective. As a strategic partner, HR can continuously support the development of people, advice and coach line managers in people management skills, and adapt together with the business to Human Resources services — instead of adapting Human Resources services based on Human Resources expertise.There is another component in the change program the Human Resources Director realizes that requires full attention. The whole change program will have a major impact on the job roles, skills, and competencies of the Human Resources employees. The Human Resources Director decides to use the change model of John P. Kotter (1996). She wants the employees to realize what it means to build new and strengthen competence in an environment where change is ubiquitous.What Was the Real Outcome?Staffing for competence building — The selection process is considered a critical step in the competence building for the Human Resources services delivery model. The selection process focuses on identifying the current level of competencies of the candidates and the potential these candidates have. Each candidate (both internal and external) for a Human Resources business partner job position goes first through a whole-day assessment center. Those candidates that pass the assessment center are put through interviews with a senior line manager and with a member of the Board of Directors. Each Human Resources business partner gets a personal development plan that is based on the feedback gathered throughout the selection process. The personal development plan focuses on behaviors and soft skills such as communication, negotiations, giving presentations, team cooperation, conducting constructive conversations, and interviews. The personal development plan is based on the 70-20-10 concept in learning:Seventy percent from challenging job assignmentsTwenty percent from colleagues, peers, and superiorsTen percent from formal learning courses (online, class room)A first assignment the Human Resources business partners (HRBPs) get is to introduce themselves to the respective business divisions and together with the business develop a working agenda with concrete objectives and action steps. This working agenda is discussed with an assigned mentor from the business line. The personal development plan is prioritized based on the working agenda. Important in the competence building is the exposure to situations where the HRBP uses the competencies and experience gained so far. Deliberately a decision is made to have the HRBP deal with all Human Resources and personnel matters concerning the employees and line managers. The Human Resources Director remains responsible for the Board of Directors. The HRBPs are exposed to challenges such as negotiating employment contracts with line managers, preparing a reorganization plan for the business divisions, and achieving buy-in for implementing new or changed Human Resources services and processes in the business divisions. Exposure to and responsibility in these situations provides a learning situation when these situations are continuously evaluated. Such continuous evaluation is possible when all parties involved treat each other with respect, is honest and constructive, and is open to receive feedback. After a couple of months, a difference in competencedevelopment between the HRBPs is observed. One of the factors that led to this difference has been the acceptance of the feedback received and the willingness to actively work with the feedback. Another factor that is noticed is whether the line managers accept feedback from HRBPs on what they actually do in day-to-day business.A similar approach to selecting HRBPs is used for recruiting employees for the Center of Competence. Candidates go through a whole-day assessment center where they are asked to demonstrate skills in strategic Human Resources analysis, bringing concepts and practices from international human resource management to a realistic and pragmatic Human Resources service for the bank, and ability to lead functional teams without hierarchical responsibilities. The candidates that pass the assessment center have a further interview with the Head of the Competence Center and the Human Resources Director. Also, the employees in the Center of Competence get a personal development plan.Demonstrate competence through processes and services — The team is using the Human Resources process data gathered during the development of the business case which is one of the input materials for new or updated Human Resources processes and services. Another input the team uses is process design examples of companies that already have implemented the HR business delivery model based on competence centers, Human Resources business partners, and a centralized center for personnel services and administration. The team selects those companiesthat have such a model for several years in place. An observation that is made is that many of these processes and practices — those that are lying now on the table — actually work though there are some key differences in how the same processes (e.g., recruitment, performance management, compensation management) are practiced. During the redesign of the processes and services, the team keeps in mind the following saying: "best principles help in catching the right wave, not per se the best practices.,5Processes and data are part of the infrastructure of providing effectively Human Resources services as well as managers and employees practicing people management principles. Some of the processes rely on speed, observation ability, and high volumes (e.g., mass recruitment for the retail branch network). The payroll process relies on data accuracy, 4-eye principles, high volumes, and data input dependencies. An effective performance and development management process is characterized for example by regular and ongoing communication, respect, and ability to gain experience.The team discusses the principles for each of the processes with the business. A difficulty in designing many of these processes has been the gap between desired state, current state, and "what is actually possible to achieve.,5 Human Resources processes and services that support a desired state but cannot be executed or practiced miss their purpose. Often it happens that such processes and services are becoming a hygiene conflictbetween Human Resources and managers. The dirt is getting back on the table as a discussion between Human Resources and managers over and over again. What happens regularly then is that Human Resources and managers do not discuss the purpose anymore but instead focus on side details and on complaining toward each other. Also, other people and Human Resources topics are then often not discussed anymore as each conversation tends to start with complaints. Therefore, the team makes an effort to keep the redesign of the process as realistic as possible. Mature and stable processes are selected for a first redesign.The recruitment department faces the challenge of mass recruitment for the retail branch network and specific and nonstandard recruiting for open job positions for staff functions and senior management positions. One of the limiting factors in execution is that the assessment centers for selecting candidates for the retail branch network in ten different locations are dispersed over the entire country, whereas the recruitment team is centralized in the capital city. The team does have a mobile phone with basic functionality but lacks the software infrastructure and smartphone and laptop technology to work effectively while traveling to one of these assessment center locations. There is no possibility to invest significantly in software and hardware improvements to support the desired situation. Hence, the team identifies the restrictions in the work environment, the business needs of the management for recruiting services, and the labor market situation. The recruitment team makes thedifficult decision to keep three from the ten assessment center locations. The business reacts in first instance negatively as they fear they will lose access to possible good candidates. The result is that three bases for assessment centers are equipped that are easily to be reached by public transport and car. Further, based on demand two other locations are selected where ad hoc an assessment can be organized. Rather quick several benefits from this decision bear fruit, such as:Competence of logistics of materials and people (candidates, managers, recruiters) is less complex providing a boost in quality (documents are printed and available on the location, assessors are present, candidates are present on the date and location they are expected).Travel time for recruiters is significantly reduced leading to less overtime hours, better accessibility for candidates and managers, and more time for building an internal and external network. The ability to build and maintain a network is a critical technical competence for recruiters.Sufficient amount of candidates per location to allow for better connection between workforce planning and staffing (building a pipeline of candidates) leads to an improvement in the indicator time to fill a vacancy.The assessment center locations can also be used for trainings, which decrease the cost for the bank significantly.The training and development department consists of three teams. One team is responsible for the logistics and administration of all training events. A second team is responsible for coaching and design of trainings for staff functions. The third team executes the more soft-skill trainings for the retail branch network. The retail business also has a team for training and development. This team focuses more on training the hard skills such as product knowledge and software trainings. Retail branch employees provide feedback that sometimes conflicting information is provided leading to confusion. Also, there is an imminent conflict between these two training and development teams on who provides which kind of trainings and training services. During the workshop sessions on designing the processes and services in the area of training and development, the decision is made to merge the two training teams that serve the retail branch network. The new department is positioned under the Head of Retail Business Development with a functional dotted line to the Head of Learning and Leadership Development in the Human Resources Department. After a period of getting to know each other, these two teams notice that by combining their strengths, they are able to provide much more interactive learning situations than before. The new team has now the capacity to develop and offer a much more improved blended learning environment combining aspects of on-the-job learning with peer coaching and with technical product trainings during a class room session.What Are the Lessons Learned?How to learn surfing — "What can be done when wanting to learn surfing on open water?"Learning how to manage competence building can be a life-changing experience. Consecutive actions are to be performed in a structured way to allow for feedback, observations, and reflection. Important has been as well that from the start a dialogue takes place on the desired level of Human Resources competence. The bank did not want a world-class Human Resources team; it wanted a Human Resources team that can identify Human Resources solutions and act upon business priorities and needs. Common understanding or at least awareness of what to achieve is essential in building competence.Choose the right competencies to learn first. It is easier to build upon strengths then to try and reach for something (relatively) unknown. Whenever the Human Resources employees take their strengths as a starting point, the learning experience is progressing. When going for unknown skills without too much guidance, the learning process was slowed down. During the entire competence building journey, the Human Resources Director always has tried to find colleagues in business or experts from outside the organization to keep competence building of Human Resources employees at a realistic stretch. Indeed, trust, respect, belief, and constructive feedback are important elements in this process of competence building.The same approach applies for building competence on process or service level. Take those Human Resources processes and services that are mature and stable.Start with piloting changes in small business events before reaching out to the entire organization. Using selective business managers in the competence building process has helped Human Resources to pilot Human Resources processes and practices. Also, assigning business managers to Human Resources business partners and specifying learning actions along a working agenda have supported the competence building on a personal level. Employees have to learn to stand on their feet in various situations.译文人力资源战略与变革：在变化的环境中的能力发展米歇尔•伯格摘要在不断变化的环境中建立能力是一个过程。
小型企业的招聘——过程、方法和问题[外文翻译可编辑]
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外文翻译原文：Recruitment in small firms——processes,methods and problemMarilyn CarrollAbstract The article summarises findings from recent case study research into recruitment in small firms. The research aims to ascertain whether small firms follow the procedures outlined in the prescriptive literature on recruitment, and to what extent they rely on informal recruitment methods. It finds little evidence of the adoption of the recommended systematic procedures and a high use of “tried and trusted” methods incl uding word-of-mouth recruitment and the hiring of “known quantities”. The implications of this are examined. While these methods have certain advantages, they may also give rise to a number of problems. The study argues that the adoption of more formal procedures and methods could reduce staff turnover in small firms and its associated costs. However, it concludes that many small employers would remain unconvinced by the case for opening up recruitment channels, and may find their existing approaches more cost effective in the short term.IntroductionA considerable quantity of prescriptive literature is available to managers responsible for recruiting staff aimed at helping them to increase the chances of finding the right person for the job. Most of this advice, however, seems to be aimed at large organisations. Assumptions are made about the degree of formality which would normally characterise the recruitment process and the extent to which employers are likely to adopt systematic and proactive searches for new recruits. In contrast, relatively little material is available specifically for small firms. As Hendry et al.(1995, p. 14) note, “training and human resource management advice to smaller firms has been monotonous in its prescription of large-scale solutions”. Recruitment in the case study firmsAlthough some firms might be considered to be too small to offer opportunities for career progression or movement into a different type of work, there was a great deal of evidence of the operation of internal labour markets. Reasons given by the respondents were “to motivate people”, “to encourage loyalty to the firm”, “better the devil you know”, or because a lower level vacancy would be easier to fill externally. In the hotel and catering sector and solicitors firms there was most scope for internal promotion. Hotels and catering sector managers tried to identify people with aptitude and ability and promote them into a more senior or supervisory role when a vacancy arose. Those solicitors’ firms which took tr ainees said they liked to keep them on if possible after they qualified and there is a recognised career path to associate, salaried partner and equity partner. In the printing and road haulage sectors there were very few opportunities for promotion because of the nature of the work. However, printers sometimes had the opportunity to move on to operating a bigger machine and drivers to a larger vehicle. The nursing homes, however, found it most difficult to offer opportunities for career progression because, for a care assistant, this would mean leaving to undertake formal nurse training.Closed searches were among the most widely used recruitment methods in the case study firms. All had used recommendations from staff, 27 per cent had found staff through a network of contacts in the industry and 13 per cent had poached staff directly from competitors. One printing company had been able to fill all its vacancies by these methods since starting six years ago. Employing friends and family members of existing staff was especially common in the hotels and catering, road haulage and nursing home sectors. The view was expressed that people recruited in this way were more likely to “blend in” well. In the hotels and catering sector, especially for jobs which involve cash-handling, some knowledge of the background of the potential recruit was thought essential. However, a few employers expressed reservations about employing friends and family members because “if you fall out with one you lose two”. For solicitors the r ecruitment of fee-earners “through the network” was widespread including offering employment to solicitors who had worked for “the other side” in a case. The firms had ample opportunities to assess the capabilities ofpotential recruits, by observing how they performed in court, for example. Attitudes towards poaching staff varied. While some interviewees would poach staff without any reservations, others regarded the practice as “unethical”. As the manager of an Indian restaurant put it, “it happens very often round here but I don’t do it to other people because I don’t like it happening to me”. Sometimes competent staff were “poached back” after leaving to work for another employer and, indeed, the hiring of former employees was common, especially in the road haulage industry, where drivers often moved around from one company to another. In all sectors, apart from road haulage where drivers have to be at least 21 to train, some firms recruited direct from local educational establishments. Typical reasons for using closed searches included the belief that an existing member of staff is unlikely to recommend someone unsuitable, the preference for a “known quantity”, and valuing someone who would “fit in”. Only two of the interviewees (solicitors) expressed res ervations about informal, word of mouth recruitment because of the equal opportunities implications, and because it was thought preferable to consider “the whole field”.Responsive recruitment methods were also widely used. Over half looked at former applications again if a similar vacancy arose. Similarly, over half would offer work to casual callers who contacted the firm either by telephone or in person, provided there was a vacancy and the person was suitable; 70 per cent kept a register of interested applicants or a file of CVs. To some extent, this approach is rather less proactive than the others, relying on a pool of potential recruits who had happened to contact the firm. On the other hand, it could be argued that these individuals utilised their initiative in seeking work, and might be all the more attractive to employers because of this.Of the more formal “open search” recruitment methods, advertising in Jobcentres and the local press were the most common. Jobcentres were routinely used by almost all the case study firms, at least for some categories of staff. The advantages of Jobcentres were said to be that they are free, and the advertisement stays in until the vacancy is filled. However, while some interviewees found the Jobcentres to be a good source of new recruits, others expressed dissatisfaction with the standard ofservice offered. The most frequent complaints were that candidates were “not properly vetted”, they frequently failed to turn up for interview, or they were “not really interest ed in finding a job”. Fewer firms used other recruitment agencies, mainly because they were regarded as expensive. Specialist driver agencies were criticised by the road haulage companies, with only two having used them, and then merely as a last resort. O nce again, the people on their books were thought to be “not properly vetted”, inexperienced, or not looking for permanent, full-time work. Although most firms had advertised in the local press, some only did so when less expensive methods had failed to produce a suitable candidate. The whole process of advertising, an initial telephone screening (sometimes), sifting through CVs or application forms, shortlisting, interviewing, checking references (possibly) and making a selection decision was thought to be not only costly in terms of management time, but was regarded as a “hit and miss affair”. Only three firms had advertised in the national press, and in each case this was a “one-off” to fill a management position rather than being used as a regular recruitment method. Specialist journals were, however, more widely used, especially by the solicitors’ firms. Another open search method popular with the bars and pubs was placing a notice of the vacancy in the bar itself, which was felt had the advantage of attracting the same type of person as the establishment’s customers. Other open search methods of recruitment used by the nursing homes were placing notices of vacancies in post offices and newsagents and, in one case, advertising on local radio.Having reviewed the extent to which these firms followed prescriptions about the recruitment process and the methods they used to attract staff, we can now turn to an assessment of the problems encountered in recruitment. Despite using a variety of methods, several of the case study organisations reported difficulties attracting staff. In some cases these difficulties were compounded by high staff turnover rates so that, despite their small size, the firms had ongoing recruitment drives, involving permanent advertisements in the Jobcentre and/or regular advertisements in the local press.None of the employers had actually calculated the direct and indirect costs ofrecruitment and, indeed, some said they would rather not know. Typical responses were “it’s a necessary evil” and “I don’t need anything else to horrify me”. Although several of the employers admitted to having made expensive mistakes, generally high levels of satisfaction with recruitment methods were expressed. Most employers used a range of different method s and many said “I don’t know how else we’d do it”. Where there were problems, they were thought to stem from a shortage of suitable candidates, rather than recruitment methods as such.ConclusionsThe main purpose of this paper has been to outline and analyse the ways in which recruitment takes place in small firms, drawing on data collected during 1998 from a sample of 40 organisations in the North West of England. The project focused on five diverse industries (hotels and catering, road haulage, nursing homes, printing and solicitors) in order to examine recruitment in a range of circumstances, including workplaces where there are significantly different proportions of men and women in employment. Despite this diversity, we can not claim that the findings are capable of generalisation to the workforce as a whole, although it is highly likely that similar processes, methods and problems are observable in other workplaces. Once the more detailed results from the 1998 Workplace Employee Relations Survey (Cully et al., 1999) become available, it may be possible to draw wider conclusions about employment practices in firms employing ten or more people.There are a number of implications from these results. First, the “core/transient” model proposed by Holliday gains support from our study, and is a much better way of characterising the employment relationship in small firms than the core/periphery model which is so widely quoted. We would like to suggest that the use of stability indices for labour turnover would be rather more effective than simple labour turnover calculations expressed in terms of wastage rates; indeed, in several of these organisations, many new recruits did not last longer than a few days. In many cases there was an almost fatalistic acceptance of high turnover rates. Managers in small firms seem unaware of the “costs” of recruitment which tend to become manifest if employees leave within a few days of starting, if they fail to perform at a satisfactorylevel or employers have to appear before an employment tribunal to defend their actions. Second, given that small firms are generally recognised as a major source of new employment opportunities, despite the publicity gained by large employers which open new establishments, it is worrying that their recruitment practices tend to be “exclusive” in nature and often not “open” to applicants who fail to find out about these opportunities. Third, the dominant emphasis at the recruitment stage on “interpersonal fit”, while understandable, is potentially unstable given that relationships change over time and previously-close friendships can be broken. Similarly, the highly personalised management styles which characterise small firms can lead to reassessments of employee worth and contribution, with the danger that once trust has been lost it is almost impossible to maintain professional working relationships. Often the result is a “forced” dismissal or resignation.Of course, the key question remains of whether or not small firms should be encouraged to adopt more systematic recruitment processes and methods, and if so how this might be done. With some exceptions, it is unlikely in our view that small employers would be convinced by the moral and ethical case for opening up recruitment channels so as to widen the net and attract other applicants. The business case might be more persuasive, as too would examples of firms which had saved money in the longer term from more systematic recruitment – such as through lower levels of labour turnover in the early stages of employment, through better quality work and less defects, through employees offering alternative perspectives on work, or through less need to discipline or dismiss employees on grounds of poor performance or misconduct. Ultimately, however, the business case is also fragile as employers may find it more cost effective in the short term to continue with existing relatively amateur approaches. Whatever happens, it is clear that small employers need to give rather more thought and attention to the management of employment than is currently the situation.Source：Employee Relations . P236-250, 1999译文：小型企业的招聘——过程、方法和问题玛丽莲卡洛儿[摘要] 本文从最近的案例中总结了小企业招聘的研究成果，本研究以确定是否跟进小企业的招聘程序的规范性为文学的概述，以及在何种程度上依赖于非正式的招聘方法。
关于企业人员招聘的英文文献
关于企业人员招聘的英文文献
企业人员招聘通常涉及到广告、面试、背景调查等一系列步骤。
企业需要制定有效的招聘策略，包括确定招聘职位和要求、寻找适合的渠道发布招聘信息、制定面试流程等。
同时，企业需要注意招聘过程中遵守相关法律法规，例如平等就业和反歧视法律法规等。
以下是一些关于企业人员招聘的英文文献：
1. Recruitment Strategies for Small Business: A Comprehensive Guide - 该文献提供了针对小企业的招聘策略指南，包括如何制定职位描述、在社交媒体上发布招聘信息等。
2. Best Practices in Recruitment and Retention: A Survey of Employers - 该文献调查了企业招聘和留用人才的最佳实践，包括如何培养员工忠诚度、提高员工满意度等。
3. The Legal Aspects of Recruitment and Selection - 该文献阐述了招聘和选择过程中需要遵守的法律法规，例如平等就业和反歧视法律法规等。
4. Recruitment and Retention of Employees in Small Business - 该文献探讨了小企业如何在竞争中吸引和留住人才，包括如何提供福利和培训等。
5. The Impact of Social Media on Recruitment - 该文献探讨了社交媒体对招聘的影响，包括如何在社交媒体上发布招聘信息、如何利用社交媒体筛选候选人等。
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人力资源外文文献及翻译--小企业的招聘
与人才发展
简介
这份文档涉及小企业的招聘和人才发展方面的外文文献及其翻译。
以下是对几篇外文文献的简要介绍和翻译。
简介
这篇文章探讨了小企业在竞争激烈的市场上吸引和留住人才的招聘策略。
翻译
小企业招聘策略：在竞争激烈市场中吸引和留住人才
这篇文章研究了在竞争激烈的市场环境中，小企业如何制定招聘策略来吸引和留住人才。
作者提到，小企业在人才招聘方面面临诸多挑战，如有限的资源和品牌影响力。
为了解决这些问题，作者提出了一些简单而实用的策略，包括明确定位公司文化和价值观，提供具有竞争力的薪酬和福利，建立良好的员工关系和沟通渠道。
通过采用这些策略，小企业可以增加其吸引力，引起人才的注意并留住他们。
外文文献2：The Importance of Training and Development in Small Businesses
简介
这篇文章强调了培训和发展在小企业中的重要性，并探讨了如何有效地进行培训和发展。
翻译
培训和发展在小企业中的重要性
这篇文章指出，在小企业中，培训和发展对于提高员工能力和增强企业竞争力至关重要。
作者强调了建立和实施有效的培训计划的必要性，以确保员工具备所需的技能和知识。
文章还提到了一些培训和发展策略，如提供内部培训机会、雇佣专业培训师和建立导师制度。
通过这些策略，小企业可以促进员工的职业发展，提高其绩效，并为企业的长期发展打下基础。
外文文献3：Innovative HR Practices for Small Businesses
简介
这篇文章介绍了一些小企业可以采用的创新人力资源实践，以
增加竞争力并吸引和留住优秀人才。
翻译
小企业的创新人力资源实践
这篇文章介绍了一些小企业可以尝试的创新人力资源实践，以
增强其竞争力并吸引和留住优秀人才。
其中包括采用技术工具来简
化招聘和培训过程，实施弹性工作制度以满足员工的个人需求，提
供具有竞争力的福利和奖励计划，以及建立开放式沟通和员工参与
的文化。
文章认为，这些创新实践可以帮助小企业不断发展和壮大，并在市场上取得成功。
结论
这份文档提供了关于小企业招聘和人才发展的外文文献及其翻译。
通过参考这些文献，小企业可以获得一些简单而实用的策略，
从而更好地吸引和留住优秀人才，提高企业的竞争力和长期发展能力。