人力資源管理文獻(xiàn)翻譯

1、<p>　　單位代碼 </p><p>　　學(xué)　　號(hào) </p><p>　　分 類(lèi) 號(hào) </p><p>　　密 級(jí) </p><p><b>　　文獻(xiàn)翻譯</b></p><p>

2、　　2012年3月30日</p><p>　院（系）名稱(chēng)</p><p>　專(zhuān)業(yè)名稱(chēng)</p><p>　學(xué)生姓名</p><p>　指導(dǎo)教師</p><p>　　Human Resource Management</p><p>　　Human resources in corporate go

3、vernance, not only has the human resources planning and strategic leader in the implementation of corporate strategic planning and overall development objectives of the course also has a vital role in this. At present, a

4、n increasing number of SMEs in the development of human resources planning is there are a lot of confusion and helplessness. </p><p>　　Conditions in the knowledge-based economy, human resources of small and

5、medium enterprises have a vital role in development. More and more small and medium-sized owners, corporate governance has become accustomed to the level of human resources management on the importance of enterprise deve

6、lopment, but for the development of human resources planning is always there are a lot of confusion and helplessness. </p><p>　　"Human resource planning is very simple, not that more recruitment, remune

7、ration, such as content, and sometimes combined with some training things.", "CEOs are still racking their brains set strategy, how can I make a planning", "human resource planning has not done very m

8、uch sense, does not change plans quickly, the end of the day can be honored only 20% -30%. " HR is more than many small and medium enterprises are the views of human resources planning. So, how small and medium ente

9、rprises hav</p><p>　　Human resource planning is not fully familiar with </p><p>　　Do a good job in human resources management are the trilogy: a clear strategic planning - human resources planni

10、ng - human resources management system and specific implementation plan. Corporate strategic objectives of the overall development of human resources planning determines the content, and these contents for the establishm

11、ent of human resources management system, develop specific plans to add staff, the use of plans, personnel and promotion plan to succeed, education and training plan, a</p><p>　　Human resource planning is th

12、e development of strategic planning an important component of the enterprise but also the human resources management of the foundation and basis. And the management of small and medium-sized and HR are not fully aware of

13、 precisely this point, so that the specific process of the formulation and implementation of a lack of sufficient attention, at all levels of department heads and line managers can not effectively cope with. </p>

14、<p>　　The strategic objectives of the company is not clear </p><p>　　Human Resources Department must be combined with the implementation of corporate strategy to human resources support and guarantees.

15、In human resources development and governance activities, strategic objectives should be to the strategic guidance of human resources policies to ensure the accuracy and effectiveness. Therefore, human resource planning

16、is a prerequisite for enterprise development and corporate strategy clear first, and then can be decomposed into human resources, then demand will </p><p>　　Changes in the external environment company too fa

17、st, not planning </p><p>　　Changes in the development of the market very quickly, and with the market despite changes in the industry to make plans, to reach a rate of year-end target of 20% -30%, however. I

18、f an IT company is a regional association in one of the major agents. In the beginning of the year, the company's Human Resources Department in accordance with the company's annual development strategy this year

19、to develop the company's human resources planning. But in the New Year began less than three months, the Len</p><p>　　Lack of human resources planning and personnel expertise </p><p>　　At pr

20、esent, although many small and medium-sized set up a Human Resources Department, but the functions of the departments responsible in the exercise, the prevalence of some problems, mainly reflected in: first, the overall

21、quality is not high, very few professionals, lack of expertise reserves, lack of professional skills ; Second, the lack of vocational training system; third, who was born and raised a number of human resources work, do n

22、ot have good training, no formal influence of large cor</p><p>　　Human resources planning are to organize the protection of sustainable development, the importance of seeking development and growth, particul

23、arly in the small and medium enterprises. And whether the development and effective implementation of human resources planning does not depend on the size of the company, the most critical is based on the company's d

24、evelopment strategy and operating characteristics of the development of suitable management policies. Most of the current characteristics and </p><p>　　Clear core of human resources </p><p>　　Th

25、e starting point for human resources planning is to clearly define the company's core competitive advantages, that is, the business environment in the enterprise, he is the survival value? His resources to maintain a

26、 competitive advantage for that? Take in order to maintain its competitive edge to find the real core of human resources. The core of human resources is to determine the survival and development of enterprise key factors

27、, the need for incentives, education and training, design an a</p><p>　　Flexibility to develop forward-looking human resources planning </p><p>　　The so-called flexibility of human resource plan

28、ning, is based on the core competitiveness of enterprises, re-evaluation and planning of human resources in enterprises, and form a general combination of human resources in order to ensure that the needs of enterprise&#

29、39;s core competitive advantage of the conditions to meet the demands arising from the external business environment caused by temporary changes in human needs. In particular, in the assessment of the existing stock of h

30、uman resources a</p><p>　　With the advent of the era of knowledge economy, Sees are facing a growing business environment can not guess, is filled with variables and business opportunities. Human resources p

31、lanning must adapt to the needs of enterprise governance, maintaining a certain degree of flexibility in order to avoid the transfer of the business strategy of human resources when rigid, dysfunctional and hinder the de

32、velopment of enterprises. At the same time to further strengthen the human resource planning human </p><p>　　The establishment of three-dimensional model of human resource management </p><p>　　P

33、ractical human resources planning must be based on internal communication, the basis of mutual cooperation. According to human resources management of small and medium-sized features, the creation of a layer in the decis

34、ion-making, first-line managers and human resources management in collaboration between the scientific divisions of the three-dimensional model of governance, human resources will contribute to the formulation of strateg

35、ic planning and implementation. </p><p>　　Three-dimensional model, is defined as decision-making, human resource management departments, first-line manager is responsible for the scientific division of labor

36、 and human resources management of the business, and the corresponding collaboration. In general, the decision-making level responsible for strategic planning and human resources to support the Human Resources Department

37、, line manager, human resources work; human resources management department is responsible for job analysis, job ev</p><p><b>　　人力資源管理</b></p><p>　　在企業(yè)的人力資源治理中，人力資源規(guī)劃不僅具有先導(dǎo)性和戰(zhàn)略性，在實(shí)施企

38、業(yè)總體發(fā)展戰(zhàn)略規(guī)劃和目標(biāo)的過(guò)程中也具有舉足輕重的作用。當(dāng)前，越來(lái)越多的中小企業(yè)人力資源規(guī)劃的制定更是存在許多困惑和無(wú)奈。</p><p>　　在知識(shí)經(jīng)濟(jì)條件下，人力資源對(duì)中小企業(yè)的發(fā)展具有舉足輕重的作用。越來(lái)越多的中小企業(yè)主、企業(yè)治理層也逐漸熟悉到人力資源治理對(duì)企業(yè)發(fā)展的重要性，但對(duì)于人力資源規(guī)劃的制定卻始終存在許多困惑和無(wú)奈。</p><p>　　“人力資源規(guī)劃很簡(jiǎn)單，不就是些招聘、薪酬

39、之類(lèi)的內(nèi)容，有時(shí)再加點(diǎn)兒培訓(xùn)方面的東西?！?、“老總還在拍腦袋定戰(zhàn)略，我又怎么搞得出規(guī)劃”、“人力資源規(guī)劃做了也沒(méi)多大意義，計(jì)劃沒(méi)有變化快，到頭來(lái)能兌現(xiàn)的也不過(guò)20%-30%”。以上便是許多中小企業(yè)HR們對(duì)于人力資源規(guī)劃的看法。那么，究竟中小企業(yè)有沒(méi)必要進(jìn)行人力資源規(guī)劃？怎樣才能制定出科學(xué)的人力資源規(guī)劃？首先讓我們分析一下中小企業(yè)人力資源規(guī)劃實(shí)施效果不盡理想的原因：</p><p>　　對(duì)人力資源規(guī)劃的熟悉不全面&

40、lt;/p><p>　　做好人力資源治理有三部曲：明確戰(zhàn)略規(guī)劃——人力資源規(guī)劃——人力資源治理體系與具體的執(zhí)行計(jì)劃。企業(yè)的整體發(fā)展戰(zhàn)略目標(biāo)決定了人力資源規(guī)劃的內(nèi)容，而這些內(nèi)容又為建立人力資源治理體系、制定具體的人員補(bǔ)充計(jì)劃、人員使用計(jì)劃、人員接替與晉升計(jì)劃、教育培訓(xùn)計(jì)劃、評(píng)估與激勵(lì)計(jì)劃、勞動(dòng)關(guān)系計(jì)劃、退休解聘計(jì)劃等等提供了方向指引和依據(jù)。廣義上的人力資源規(guī)劃包含了所有這些具體內(nèi)容，而決不僅僅“只是些招聘、薪酬之類(lèi)的內(nèi)

41、容，有時(shí)再加點(diǎn)培訓(xùn)方面的東西”。</p><p>　　人力資源規(guī)劃是企業(yè)發(fā)展戰(zhàn)略規(guī)劃的重要組成部分，同時(shí)也是企業(yè)各項(xiàng)人力資源治理工作的基礎(chǔ)和依據(jù)。而中小企業(yè)的治理者和HR們恰恰沒(méi)有充分意識(shí)到這一點(diǎn)，從而在具體制定和實(shí)施過(guò)程中缺乏足夠的重視，各級(jí)部門(mén)主管和直線(xiàn)經(jīng)理也未能有效配合。</p><p><b>　　公司戰(zhàn)略目標(biāo)不明確</b></p><p&

42、gt;　　人力資源部門(mén)必須結(jié)合企業(yè)戰(zhàn)略的實(shí)施予以人力資源的支持和保證。在人力資源開(kāi)發(fā)與治理活動(dòng)中，應(yīng)以戰(zhàn)略目標(biāo)出發(fā)，以戰(zhàn)略為指導(dǎo)，確保人力資源政策的正確性與有效性。因此，人力資源規(guī)劃的前提是企業(yè)發(fā)展與企業(yè)戰(zhàn)略首先要明晰，而后才能分解到人力資源方面，隨后才會(huì)有人員需求計(jì)劃、招聘計(jì)劃、薪資福利計(jì)劃等與之相配套。而中小企業(yè)一般缺乏較明確的發(fā)展戰(zhàn)略，尤其在快速擴(kuò)張階段，往往涉足于不同的業(yè)務(wù)領(lǐng)域，其中不乏許多新興產(chǎn)業(yè)。而這些新興產(chǎn)業(yè)在研發(fā)、營(yíng)銷(xiāo)、

43、治理、服務(wù)等各個(gè)環(huán)節(jié)沒(méi)有成熟的經(jīng)驗(yàn)可以借鑒，尤其是一些新開(kāi)拓的項(xiàng)目，定崗定編工作不象傳統(tǒng)業(yè)務(wù)那么成熟。因此在人力資源治理方面也不可能有明確的規(guī)劃，只能是走一步，看一步。</p><p>　　企業(yè)外部環(huán)境變化太快，不易規(guī)劃</p><p>　　市場(chǎng)發(fā)展變化速度很快，而行業(yè)盡管隨市場(chǎng)變化而作規(guī)劃，到年終目標(biāo)達(dá)成率也不過(guò)20%-30%.如某IT公司是聯(lián)想在某區(qū)域的大代理商之一。在年初，該公司的人

44、力資源部根據(jù)公司的年度發(fā)展戰(zhàn)略制定出了本年度公司的人力資源規(guī)劃。但是在新的一年開(kāi)始不到三個(gè)月的時(shí)間里，聯(lián)想集團(tuán)自身的戰(zhàn)略、組織結(jié)構(gòu)發(fā)生重大變化。于是作為供給鏈上的一個(gè)環(huán)節(jié)，該IT公司也必須隨之調(diào)整整個(gè)公司的人力資源規(guī)劃，根據(jù)要求重新進(jìn)行公司的人員設(shè)置與編制，重新制定與之相關(guān)的一系列培訓(xùn)計(jì)劃等。事實(shí)上，企業(yè)外部的政治、經(jīng)濟(jì)、法律、技術(shù)、文化等一系列因素一直處于動(dòng)態(tài)的變化中，相應(yīng)地就會(huì)引起企業(yè)內(nèi)部的戰(zhàn)略目標(biāo)不斷地變化，從而又會(huì)導(dǎo)致人力資源規(guī)

45、劃隨之變化。</p><p>　　缺乏人力資源規(guī)劃的專(zhuān)門(mén)技術(shù)與人才</p><p>　　目前，雖然許多中小企業(yè)成立了人力資源部，但在行使部門(mén)職能的時(shí)候，普遍存在一些問(wèn)題，主要表現(xiàn)在：第一、整體素質(zhì)不高，專(zhuān)業(yè)人員很少，專(zhuān)業(yè)知識(shí)儲(chǔ)備不足，專(zhuān)業(yè)技能不夠；第二、缺乏系統(tǒng)的職業(yè)培訓(xùn)；第三、許多人力資源工土生土長(zhǎng)，沒(méi)有受過(guò)良好的培訓(xùn)，沒(méi)有經(jīng)過(guò)正規(guī)大公司的熏陶，眼界不高。人力資源工作是一項(xiàng)非常獨(dú)特的工作

46、，對(duì)個(gè)人素質(zhì)、領(lǐng)悟能力和學(xué)習(xí)能力要求都很高。而在這些綜合因素中，有很多不是通過(guò)正規(guī)教育過(guò)程所能獲得的。一位優(yōu)秀的人力資源工不是靠認(rèn)證也不是靠理論培養(yǎng)的，需要的是其對(duì)工作深刻體驗(yàn)和對(duì)社會(huì)的敏銳洞察。否則，單純依靠原理、技術(shù)或數(shù)據(jù)處理的培訓(xùn)造就的人力資源工無(wú)異于紙上談兵。鑒于人力資源開(kāi)發(fā)與治理正在向中小企業(yè)滲透的現(xiàn)實(shí)，隨著各家企業(yè)對(duì)人力資源工作熟悉和實(shí)踐的不斷加深，人力資源規(guī)劃工作一定會(huì)在企業(yè)的發(fā)展過(guò)程中發(fā)揮出強(qiáng)大的推動(dòng)作用。</p&

47、gt;<p>　　人力資源規(guī)劃工作是組織可持續(xù)發(fā)展的保障，其重要性對(duì)于尋求發(fā)展壯大的中小企業(yè)尤為突出。而能否制定并有效實(shí)施人力資源規(guī)劃并不取決于公司規(guī)模的大小，最關(guān)鍵的是依據(jù)公司的發(fā)展戰(zhàn)略和經(jīng)營(yíng)治理特點(diǎn)制定出適合的政策。針對(duì)當(dāng)前大多數(shù)中小企業(yè)的經(jīng)營(yíng)特點(diǎn)和工作當(dāng)中面臨的問(wèn)題，我們提出以下幾點(diǎn)建議：</p><p>　　明確企業(yè)核心人力資源</p><p>　　人力資源規(guī)劃的起點(diǎn)

48、是明確界定企業(yè)的核心競(jìng)爭(zhēng)優(yōu)勢(shì)，也就是在企業(yè)的經(jīng)營(yíng)環(huán)境中，他的生存價(jià)值是什么？他保持競(jìng)爭(zhēng)優(yōu)勢(shì)的資源是什么？籍此才能真正找到保持競(jìng)爭(zhēng)能力的核心人力資源。核心人力資源是決定企業(yè)生存發(fā)展能力的關(guān)鍵因素，需要激勵(lì)機(jī)制、教育培訓(xùn)、設(shè)計(jì)合適的職業(yè)生涯計(jì)劃、不斷的招聘才能確保核心人力資源群體量的擴(kuò)充，質(zhì)的提高，并能長(zhǎng)期的駐留于企業(yè)。</p><p>　　制定具有前瞻性的彈性人力資源規(guī)劃</p><p>　

49、　所謂彈性人力資源規(guī)劃，就是基于企業(yè)的核心競(jìng)爭(zhēng)能力，重新評(píng)估并規(guī)劃企業(yè)的人力資源，形成一個(gè)一般性的人力資源組合，以便在保證企業(yè)核心競(jìng)爭(zhēng)優(yōu)勢(shì)需要的條件下，達(dá)到滿(mǎn)足因外部經(jīng)營(yíng)環(huán)境變化導(dǎo)致的臨時(shí)性人力需求的目標(biāo)。具體而言，就是在評(píng)估現(xiàn)有人力資源存量和界定企業(yè)核心人力資源的基礎(chǔ)上，制定預(yù)備性的支援人力規(guī)劃，并做出相應(yīng)的培訓(xùn)計(jì)劃，其目標(biāo)是在企業(yè)面臨生產(chǎn)或服務(wù)能力擴(kuò)張性機(jī)遇時(shí)，盡可能快地為核心人員配備中層支援人員，以提高組織的反應(yīng)能力。</p

50、><p>　　隨著知識(shí)經(jīng)濟(jì)時(shí)代的到來(lái)，中小企業(yè)面臨的經(jīng)營(yíng)環(huán)境越來(lái)越無(wú)法猜測(cè)，布滿(mǎn)變數(shù)又商機(jī)無(wú)限。人力資源規(guī)劃必須適應(yīng)企業(yè)經(jīng)營(yíng)治理的需要，保持一定的彈性，以免企業(yè)發(fā)生戰(zhàn)略轉(zhuǎn)移時(shí)出現(xiàn)人力資源僵化、失調(diào)而妨礙企業(yè)的發(fā)展。同時(shí)要進(jìn)一步加強(qiáng)人力資源規(guī)劃對(duì)人力資源治理活動(dòng)的前瞻性、方向性和預(yù)見(jiàn)性功能。</p><p>　　建立三維立體人力資源治理模式</p><p>　　切實(shí)可行的

51、人力資源規(guī)劃一定是建立在內(nèi)部充分溝通、相互協(xié)作基礎(chǔ)之上的。根據(jù)中小企業(yè)人力資源治理的特點(diǎn)，建立一個(gè)在決策層、一線(xiàn)經(jīng)理和人力資源治理部門(mén)之間科學(xué)分工協(xié)作的三維立體治理模式，將有助于人力資源戰(zhàn)略規(guī)劃的制定與實(shí)施。</p><p>　　三維立體模式是指由決策層、人力資源治理部門(mén)、一線(xiàn)經(jīng)理科學(xué)地分工負(fù)責(zé)人力資源治理的各項(xiàng)業(yè)務(wù)，并進(jìn)行相應(yīng)的協(xié)作?？偟膩?lái)說(shuō)，決策層負(fù)責(zé)人力資源戰(zhàn)略規(guī)劃和支持人力資源部門(mén)、一線(xiàn)經(jīng)理的人力資源工作