人力資源管理畢業(yè)論文文獻(xiàn)翻譯--學(xué)習(xí)與發(fā)展,一個(gè)策略性人力資源發(fā)展計(jì)劃

1、<p><b>　　中文2500字</b></p><p>　　畢業(yè)論文（設(shè)計(jì)）外文資料及譯文</p><p>　　Learning and development: A strategic human resource development plan</p><p>　　Introduction</p><p&

2、gt;　　This Human Resource Development (HRD) Plan provides for a strategic approach to learning and development within AFMA. It provides a framework for the identification of corporate skill needs, both current and for the

3、 future, and for the identification and incorporation of the learning needs of individuals. The ultimate aim and vision is a workforce that has the skills and knowledge to undertake the tasks required of staff, and a wor

4、kforce that is eager to learn new skills in order to be able to m</p><p>　　The 2000 Certified Agreement sets out AFMA's purpose and the principles when dealing with staff. The relevant principles are to:

5、</p><p>　　attract and retain, develop and manage quality employees</p><p>　　maintain flexibility in balancing work and family commitments </p><p>　　meet diverse client needs</p&g

6、t;<p>　　be accepting of change</p><p>　　give value for money within a cost recovery environment and within budgetary constraints</p><p>　　be an effective and efficient organization</p&

7、gt;<p>　　foster and be committed to two way communication</p><p>　　A strategic HRD Plan will assist AFMA in achieving its purpose and pursuing its objectives as an organization - an organization that

8、must demonstrate its value to government and industry, and ensure that the above values and principles are adhered to. HRD cannot achieve the principles by itself or in isolation from other human resource practices and p

9、olicies - it is one of the foundations that an organization is built upon and not the only foundation. It must support AFMA's Corporate and Annual </p><p>　　The Plan must recognize and align with diversi

10、ty management principles. These principles, which include equal employment opportunity, are further developed and explained in AFMA's Diversity Management Plan. It must also provide a background whereby staff who are

11、 less than fully effective can be supported in addressing the areas identified as requiring development.</p><p>　　Legislatively, the Fisheries Administration Act 1991 also requires AFMA to develop and implem

12、ent a Human Resource Development Plan.</p><p>　　What is HRD?</p><p>　　HRD goes beyond the traditional concepts of training and development through coursework. It should look at the methods that

13、are most appropriate for achieving the desired learning and encompasses and includes, but is not limited to, on-the-job training, placements, rotations, research, seminars, mentoring, coaching and study. Indeed, without

14、this broader framework, most training ends up as wasted money.</p><p>　　A traditional training course is not always the most appropriate method of learning and it is often the case that the potential learnin

15、g that the staff member is supposed to have gained are quickly lost due to a lack of follow up or the opportunity to practice the learning and cement the knowledge transfer. Managers must provide staff with the opportuni

16、ties to practice and discuss what they have learnt. The follow up to learning requires both managers and staff to plan how this will be undertake</p><p>　　Managers, therefore, must identify the most appropri

17、ate method of learning. This may range from the use of traditional training courses to internal discussions or seminars, from rotational opportunities and mentoring to including junior/new staff so that they can observe

18、more experienced staff at meetings. Not all learning methods cost money - sometimes it "only" requires lateral thinking and an expenditure of effort and minor inconvenience. Further study is an important compon

19、ent of a learning </p><p>　　AFMA has a commercially-oriented work environment requiring staff who are client focused and outcome-oriented, able to respond quickly to unforeseen changes, and able to develop o

20、ptions for action through negotiation, liaison, and skilful communication as well as recourse to regulation:</p><p>　　AFMA is an organization in which staff need to be multi-skilled, flexible, adaptable, inn

21、ovative and able to think laterally. Staff need to take an active and leading role in developing policies, management and administrative arrangements which ensure the pursuit of AFMA's objectives </p><p>

22、;　　the operational context requires empathy with stakeholders across many arenas - environmental, social, political, scientific and industry. </p><p>　　HRD assists AFMA to develop and retain highly skilled p

23、eople who are motivated, innovative and flexible. AFMA is striving to become a learning organization, where HRD is an accepted part of individual and organizational responsibilities and people are continually learning. A

24、chieving this will assist AFMA to remain a successful and desirable employer.</p><p>　　How will we achieve this?</p><p>　　In order to achieve the aim of a skilled workforce that is responsive to

25、 change, current and future skills gaps need to be identified:</p><p>　　Current skills gaps are those skills and abilities that AFMA needs in its people now but are either missing or need development for ful

26、ly effective performance. AFMA's Performance Recognition Scheme will assist with the identification of those staff whose skills require development</p><p>　　Future skills gaps are those skills and abilit

27、ies that AFMA will need in the next two to five years. By identifying them now, AFMA can start to address the needs in a structured and cost effective manner. Once the needs have been identified, individuals must be asse

28、ssed as to their level of competence and appropriate action commenced</p><p>　　These skills gaps are further broken down into corporate and job-specific training needs: </p><p>　　Corporate train

29、ing needs are those skills that are applicable across most or all of the organization</p><p>　　Job-specific training needs are those skills that are specific to a particular area or position elegiac skills,

30、fisheries management</p><p>　　There are five streams of identified learning competencies. These streams are: </p><p>　　management and leadership skills (both existing and potential managers)<

31、/p><p>　　general skills</p><p>　　information technology skills</p><p>　　communication skills</p><p>　　job-specific skills</p><p>　　A structured program, based

32、 on these groups and streams, will be developed so that staffs have the opportunity to learn in a manner that is appropriate and cost effective.</p><p>　　AFMA also recognizes the importance of preparing staf

33、f to undertake higher level work. This is important from a succession planning perspective as well as ensuring that high performance capabilities are developed. Achieving this will benefit both AFMA and staff. The stream

34、s, therefore, will address not only the skills required for the current level but also those skills that may be needed for effective performance at the next level.</p><p>　　Other activities that support the

35、learning and development of staff include:</p><p>　　The recognition that keeping up to date with developments in our field/s is an important component of learning. Building activities such as literature rese

36、arch into staff work plans recognizes that it is a valid part of learning and of importance to AFMA.</p><p>　　The creation of "forums" to deal with specific challenges/problems can help with the de

37、velopment of staff as well as exposing staff to other ideas. The manager meetings have started this process but extending this concept to other staff or using the concept to brainstorm or gain consistencies in approaches

38、 will be of value.</p><p>　　A (two-monthly) in-house seminar series, targeting developments in issues relevant to AFMA allows for the greater dissemination of information and increases the effectiveness of c

39、ommunication channels. These seminars may be delivered by AFMA staff or by external speakers.</p><p>　　The development opportunities for staff are important but can be too expensive for individual programs/f

40、isheries to support. The creation of a corporate development fund will allow staff to enjoy these opportunities and accrue the benefits for both themselves and AFMA. Staff will be invited to nominate proposals on an annu

41、al basis and these will be judged on their value. Development opportunities could include overseas visits, conferences and full time study.</p><p><b>　　學(xué)習(xí)與發(fā)展</b></p><p>　　一個(gè)策略性人力資源發(fā)展

42、計(jì)劃</p><p><b>　　導(dǎo)言</b></p><p>　　這種人力資源開發(fā)（人力資源開發(fā)）計(jì)劃，提供了一種戰(zhàn)略方針，應(yīng)用于學(xué)習(xí)和發(fā)展。它提供了一個(gè)框架，以便識(shí)別目前和未來公司的技能需要，以及確定并納入個(gè)人的學(xué)習(xí)需要。公司員工的最終目標(biāo)和理想是做一個(gè)有技能有知識(shí)，負(fù)責(zé)任的，有勞動(dòng)力的，渴望學(xué)習(xí)新的技能的工作人員，以便能夠應(yīng)付未來的挑戰(zhàn)。換句話說，就是組織公司員

43、工成立一個(gè)學(xué)習(xí)組織。</p><p>　　2000年認(rèn)證協(xié)議規(guī)定了美國光纖廠商協(xié)會(huì)在處理與工作人員相關(guān)工作的宗旨和原則：</p><p>　　?吸收高素質(zhì)員工，使他們留下來并培養(yǎng)和管理他們。</p><p>　　?在工作和家庭的承諾上保持平衡和彈性。</p><p>　　?滿足客戶的多樣化需求。</p><p><

44、;b>　　?接受新事物。</b></p><p>　　?收回成本的環(huán)境和內(nèi)部的預(yù)算限制，要做到物有所值。</p><p>　　?成為一個(gè)有效率的組織。</p><p>　　?雙方都要用真心去溝通，交流。</p><p>　　在法律上，1991年，漁政管理法制定和實(shí)施了人力資源開發(fā)計(jì)劃。</p><p>

45、;　　一個(gè)戰(zhàn)略性人力資源開發(fā)計(jì)劃協(xié)助美國光纖廠商協(xié)會(huì)實(shí)現(xiàn)其作為一個(gè)組織必須表現(xiàn)出來的價(jià)值，為政府和工業(yè)界服務(wù)，并確保上述價(jià)值觀和原則得到遵守，實(shí)現(xiàn)宗旨和追求的目標(biāo)。由于事件本身或孤立于其他人力資源管理的實(shí)踐和政策才導(dǎo)致人力資源開發(fā)不可能實(shí)現(xiàn)，即這一原則是建立一個(gè)組織的基礎(chǔ)，但不是唯一的基礎(chǔ)。營商環(huán)境必須支持企業(yè)及年度業(yè)務(wù)計(jì)劃，與人力資源計(jì)劃，成為不可分割的整體。我們需要一個(gè)有決心，能夠領(lǐng)導(dǎo)所有工作人員，確定地方真正的發(fā)展需要，并能夠解決

46、需要。該計(jì)劃必須被承認(rèn)，并配合多元化的管理原則。在這些原則中，其中包括采取多樣化管理并給與員工平等的就業(yè)機(jī)會(huì)，員工也必須提供背景資料，以便工作人員有效的解決地區(qū)的發(fā)展需要。 </p><p>　　什么是人力資源開發(fā)？ </p><p>　　人力資源開發(fā)已超越了傳統(tǒng)觀念的培訓(xùn)和發(fā)展課程。由于有了人力資源開發(fā)這個(gè)大的框架，不會(huì)浪費(fèi)員工的金錢，它包括研究，講座，輔導(dǎo)和訓(xùn)練，它不僅限于對在職人員的

47、培訓(xùn)，還幫助大多數(shù)受培訓(xùn)人員到它們適合的工作。</p><p>　　傳統(tǒng)的培訓(xùn)課程是在很小的組織下進(jìn)行重復(fù)性訓(xùn)練,這并不是最適合的學(xué)習(xí)方法,沒有前瞻性,使員工不能迅速進(jìn)步,不能在實(shí)踐工作中舉一反三,后續(xù)工作麻煩,需要管理人員制定具有前瞻性的計(jì)劃,對員工做出承諾。</p><p>　　因此，經(jīng)理人需要在公司內(nèi)部開研討會(huì),從傳統(tǒng)的培訓(xùn)課程中得到啟發(fā)，研究并制定政策，解決員工不能橫向思維的困難,

48、使員工花最少的錢得到最好的培訓(xùn)。給他們觀察和實(shí)踐的機(jī)會(huì)，在具有商業(yè)導(dǎo)向的工作環(huán)境中，要求工作人員，能夠在不可預(yù)見的變化中迅速做出反應(yīng)，并能夠與客戶進(jìn)行溝通，這需要他們做到以下條例：</p><p>　　一個(gè)組織中的工作人員必須具有多種技能，靈活，適應(yīng)力強(qiáng)，具有創(chuàng)新性，并能夠進(jìn)行橫向思維。工作人員有必要采取積極和主導(dǎo)作用，制定管理政策和行政安排，以確保美國光纖廠商協(xié)會(huì)的目標(biāo)的實(shí)現(xiàn)。</p><p

49、>　　工作人員需要了解業(yè)務(wù)背景知識(shí)，這些知識(shí)包括許多領(lǐng)域：環(huán)境、社會(huì)、政治、科學(xué)和工業(yè)。需要有同理心。</p><p>　　人力資源開發(fā)利用高技能研究人的動(dòng)機(jī),使人的創(chuàng)新能力加強(qiáng),并增加靈活性,它正力爭成力一個(gè)學(xué)習(xí)組織,如使人力資源開發(fā)成為一個(gè)獨(dú)立的部門,雇主促使員工的不斷學(xué)習(xí),成為可取得的、成功的雇主。</p><p>　　我們將如何實(shí)現(xiàn)這一目標(biāo)？</p><p

50、>　　為了達(dá)到熟練勞動(dòng)力這個(gè)目標(biāo)，能夠適應(yīng)當(dāng)前和未來的技術(shù)差距，必須查明：</p><p>　　當(dāng)前技術(shù)差距，是那些在工作能力上有所缺失，需要進(jìn)一步掌握新的工作技能，必須協(xié)助他們掌握他們的技能，制定相應(yīng)的計(jì)劃，采取有效的措施。</p><p>　　未來的技術(shù)差距，是從現(xiàn)在到未來的2-5年里開始滿足他們的學(xué)習(xí)需要確定它們的成本效益，并必須進(jìn)行個(gè)人評估，確定他們的能力，采取相應(yīng)的措施，開

51、展學(xué)習(xí)計(jì)劃。</p><p>　　這些技能的差距正進(jìn)一步使企業(yè)和特定的職業(yè)訓(xùn)練需求細(xì)分為：</p><p>　　?企業(yè)培訓(xùn)需求，是那些技能，適用于全國大部分或全部的組織；</p><p>　　?特定的職業(yè)培訓(xùn)需求，是那些技能，適用于特定的某一領(lǐng)域或立場，例如法律技能，漁業(yè)管理有5個(gè)溪流確定各方面的學(xué)習(xí)能力。這些溪流分別是：</p><p>　

52、　i.管理和領(lǐng)導(dǎo)技能（現(xiàn)有的和潛在的經(jīng)理）</p><p><b>　　ii.一般技能</b></p><p>　　iii.信息技術(shù)技能</p><p><b>　　iv.溝通技巧</b></p><p>　　v.特定的職業(yè)技能</p><p>　　在結(jié)構(gòu)化程序的基

53、礎(chǔ)上，這些團(tuán)體和溪流中，使員工有機(jī)會(huì)在學(xué)習(xí)方式上適宜成本效益，將得到發(fā)展。</p><p>　　也認(rèn)識(shí)到，必須擬訂工作人員技能需求計(jì)劃，是他們來從事更高層次的工作。從繼承規(guī)劃的角度，確保高性能能力的發(fā)展，這是很重要的。實(shí)現(xiàn)這個(gè)計(jì)劃，將有利于雙方進(jìn)行交流，因此，不僅要評價(jià)員工目前水平，還要考慮下次所要達(dá)到的水平。</p><p>　　其他活動(dòng)支持工作人員學(xué)習(xí)和發(fā)展的表現(xiàn)是：</p>

54、;<p>　　?讓文學(xué)研究的工作人員了解到在我們的領(lǐng)域,要與時(shí)俱進(jìn),努力求發(fā)展,不斷學(xué)習(xí),做建設(shè)性的活動(dòng)。</p><p>　　?經(jīng)理要設(shè)立論壇,集思廣益,幫助開發(fā)人員處理特定的挑戰(zhàn),揭露工作人員想調(diào)到其他公司的想法。將人力資源這一概念擴(kuò)展到其他員工的那去,使員工們思想一致,為了共同的價(jià)值努力。</p><p>　　?（2月刊），在內(nèi)部研討會(huì)系列，針對發(fā)展中的相關(guān)事宜，美國光

55、纖廠商協(xié)會(huì)允許更廣泛地傳播信息，提高企業(yè)的效率溝通渠道。</p><p>　　?工作人員對于一個(gè)企業(yè)的發(fā)展很重要,但過于昂貴,可以創(chuàng)立一個(gè)企業(yè)發(fā)展基金,讓員工得以享受這些累計(jì)福利的機(jī)遇,使他們能夠參加到公司發(fā)展中來,給公司提建議。</p><p>　　工作人員應(yīng)在1-2周內(nèi)了解他的工作,增長經(jīng)驗(yàn),并能正確作出決策。</p><p>　　責(zé)任：人力資源開發(fā)與美國光纖廠

56、商協(xié)會(huì)一起負(fù)責(zé)：</p><p>　　?常務(wù)董事和總經(jīng)理 實(shí)施戰(zhàn)略領(lǐng)導(dǎo)，為人力資源開發(fā)計(jì)劃，明確今后的學(xué)習(xí)需求，并承諾支持和積極鼓勵(lì)的人力資源開發(fā)計(jì)劃</p><p>　　?經(jīng)理-確保實(shí)施人力資源開發(fā)的計(jì)劃，其中包括確定個(gè)人和公司的要求，發(fā)現(xiàn)并利用商機(jī)；對工作人員進(jìn)行培訓(xùn)，以滿足他們的發(fā)展需要。 </p><p>　　?工作人員-根據(jù)自己的水平和職業(yè)目標(biāo)，確定他們學(xué)

57、習(xí)的優(yōu)先次序，他們的經(jīng)理可以幫助他們找出他們的學(xué)習(xí)需要，改善他們的個(gè)人生產(chǎn)力，追求人力資源開發(fā)的機(jī)會(huì)，并取得進(jìn)展。</p><p>　　?人力資源科-是權(quán)力機(jī)構(gòu)，應(yīng)盡可能地給工作人員提供咨詢和援助，制定組織的人力資源開發(fā)計(jì)劃，督導(dǎo)并實(shí)施它。</p><p>　　審查和評價(jià)：每年將進(jìn)行兩次人力資源計(jì)劃進(jìn)展的審查，-在今年中，該計(jì)劃將與年度預(yù)算周期和績效管理周期一起進(jìn)行，以協(xié)助編寫下一年度的計(jì)

58、劃。審查過程將努力在今年年底完成。</p><p>　　成功的人力資源開發(fā)規(guī)劃方案，應(yīng)把評估的目標(biāo)放在每一個(gè)部門的績效指標(biāo)上。評估表現(xiàn)在三個(gè)層面：</p><p>　　?據(jù)節(jié)目水平而言，應(yīng)注重生產(chǎn)力，效率和計(jì)劃目標(biāo)</p><p>　　?據(jù)各人水平而言，應(yīng)重視能力發(fā)展、提高工作績效和生產(chǎn)率</p><p>　　?據(jù)運(yùn)送水平而言，應(yīng)注意成本效益