Identification of One Staff Member Internally to Fit in the Position of an Import Purchaser.doc

identification of one staff member internally to fit in the position of an import purchasersubmitted by gong yaoqistudent id number w2004a2109b0002supervised by zhang xianshenga paper submitted in fulfillment of the requirements of the degree of bachelor of artsthe institute of online educationbeijing foreign studies universityapr 2010version: 1.0北京外国语大学网络教育学院学士学位论文诚信声明本人郑重声明： 所呈交的学士学位论文，是本人在导师的指导下，独立进行研究工作所取得的成果。论文所涉及的项目为本人亲自负责或者参与实施的项目。除文中已经注明引用的内容外，本论文不含任何其它个人或集体已经发表或撰写过的作品成果。本人完全了解本声明的法律结果由本人承担。学士学位论文作者签名： 日期： 年 月 日论文摘要德国企业博世公司在苏州的工厂主要以生产汽车零配件为主，有若干个生产不同类型汽车零件的不同事业部。笔者在其中一个事业部的采购部工作，主要职责之一是管理进口采购。进口采购工作比较复杂并有特殊语言要求，即采购员要懂德语。2008年，进口采购由一名中文非常流利的德国女孩担任，她已计划在2009年年底返回德国。所以笔者准备适时招聘一名有经验的采购员来接替她。但2008年底到2009年初，金融危机给博世公司带来巨大的负面影响。公司采取多种措施节约成本，包括停止外部招聘。因此笔者所在的部门调整计划，决定在公司现有的人员中挑选进口采购员的接替者。这样，从人力资源管理的角度来说，笔者需要负责在公司内部甄选一人来任职进口采购，并加以必要的培训。这是本项目设立的最主要原因。本项目的目标是利用人力资源管理的方法和评估手段，在公司内部挑选一名合适的人选任职进口采购并制定合理的培训计划使其尽快胜任该职位。本项目假设在公司内部挑选一名合适的人选任职进口采购是可行的。因为内部招聘是一种常用的招聘方法。同时，从公司的实际状况来看，公司内部可以有足够的人力资源和培训资源。本项目实施的对象是笔者所在的采购部、公司人事部以及公司内部挑选的候选人。项目内容主要包括部门内部讨论、向人事部门提出需求、进行内部招聘、确定最终录用者、制定培训计划。本项目实施期间为2009年1月至2009年5月。期间采用的调研方法包括项目团队定期会议、简历收集和筛选、分析面试记录、培训计划、培训效果评估等。从部门专题讨论的结果分析，公司内部应该有可供挑选的后备人员，因此可以实行内部招聘。经过收集内部应聘者信息和面试记录分析，证实了公司内部有人员符合进口采购职位要求的基本资质，可以成功地实施内部招聘。但内部招聘的录用者经验不够，因此后继要补充相应的培训。本项目明确了：在出于成本压力无法实施外部招聘的情况下，内部招聘也是解决人员需求的有效途径。但需对录用人员辅以必要的专职培训。关键词：内部招聘、内部应聘、人员筛选、公司内部人力资源、专职培训abstract this project is about, under the background of global economy crisis, using human resource management methods to select and train one staff from within the company to fit the position of an import purchaser. this is particularly important in the time when cost of business becomes very critical for one company. it is hypnotized the position of import purchaser can be fit by one staff member from within the company, because human resource management principles tell us the inter company recruitment is a quite practical method to hire staff. and the current company situation shows sufficient human resources and training resources are both available within the company. the main procedures of this project include: discussion within department, candidates information collection, interview and records analysis, decision of employment, planning of training schedule, etc.the project was carried out during jan to may 2009. with scientific analysis and methods, the project team successfully identified one staff from within the company and trained the staff to well fit the position of import purchaser.the results of this project have proved the initial hypotheses are correct in principle. it can be interpreted from the result that suitable human resources are not only available in external talent market, but also can be identified within one company. further more, staff recruited from within the company needs different type of training comparing with the staff recruited externally. this conclusion can be useful for those supervisors or managers who need to recruit staff and make training plans for them.key words: internal recruitment, applying for internal positions, filtering of applicants, inter company talent resources, professional trainingtable of contentspages1. introduction1.1 project background1.2 project rationale and cited references1.3 problem analysis1.4 project research subjects, and objective1.5 project hypothesis1.6 key contents1.7 implementation period and key methods111122222. problem and problem analysis2.1 situation analysis of import purchasing2.1.1 internal factors2.1.2 external factors2.2 needs and wants analysis 2.3 swot analysis of the situation2223443. project objectives and hypothesis 3.1 project objective3.2 project hypothesis5554. project rationale (literature review)65. project design 5.1 activities planned to take place 5.2 a critical path analysis of these activities 5.3 people and responsibilities 5.4 time-scale of the activities 5.5 cost consideration 5.5.1 costs of materials and equipment5.5.2 costs of time and labour5.5.3 costs of finance5.5.4 contingency allowance5.6 risk analysis and proposed protective measures 5.6.1 risk analysis5.6.2 protective measures 5.7 project monitoring and evaluation measures5.7.1 project monitoring5.7.2 project evaluation5.8 project framework 7799101011111111121212131314146. project implementation and monitoring6.1 project implementation6.1.1 a summary of project implementation6.1.2 project implementation activities6.2 project monitorin project findings and discussion7.1 project findings7.2 project data (result) analysis7.3 results discussion181820238. conclusion24bibliography26appendix27identification of one staff member internally to fit in the position of an import purchaser1. introduction1.1 project backgroundbosch is a famous german company in suzhou, with automobile parts as its major products. as a purchasing supervisor in one of its production divisions, a main responsibility of the author is to lead the material import purchasing from germany. this is a complicated job and has a special language requirement, i.e. german. in 2008, the import purchaser was a german girl who speaks fluent mandarin. she was going to return to germany at the end of 2009. thus the author originally planned to hire an experienced import purchaser externally to take the place of the german girl.but the global economy crisis has also thrown significant negative impact on bosch. at the beginning of 2009, the company management started to reduce costs in all aspects, including suspending all external recruitments. so a small project was established in order to seek the next import purchaser from within the company.1.2 project rationale and cited referencesin principle, this problem falls in the field of human resource management. so the rationales for this project are mainly from theories of human resource management, especially in aspects of recruitment and training. based on what r. d. gatewood has said in his book human resource selection, “therere commonly two different ways of recruitment: external recruitment and internal recruitment”, the project team started the project aiming to find a suitable staff member within the company to take the position of import purchaser. 1.3 problem analysisthe internal and external factors about the situation of material import purchasing were firstly analyzed. then the needs and wants in this project were discussed and analyzed. finally, by comparing recruiting a new staff externally, the strengths, weakness, opportunities and threats (swot profile) of internal recruitment were also investigated.1.4 project research-subjects, and objectivein this project, the primary research subject is about the fulfillment and training of personnel for the position of import purchasing. detailed speaking, the objective of this project is, using human resource management methods, to select and train one staff from within the company to fit the position of an import purchaser. 1.5 project hypothesisit is hypnotized the position of import purchaser can be fit by one staff member from within the company, because human resource management principles tell the author inter company recruitment is a quite practical method to hire staff. and the current company situation shows sufficient human resources and training resources are both available within the company1.6 key contents, the key contents of this project starts from discussion between purchasing department and human resource department. then what followed are: candidates information collection, interview and records analysis, decision of employment, planning of training schedule and implementation of the training, etc.1.7 implementation period and key methodsthe scheduled implementation period was from jan to may 2009. the project team planned to implement the internal recruitment as early as possible. then the german girl could still have enough time to train her successor before she left china.the key methods adopted during the project are: communication meetings, qualification check lists, face-to-face interview, interview records, job responsibilities check list and training schedule matrix, etc.2. problem and problem analysis2.1 situation analysis of import purchasing2.1.1 internal factors1) physical resources:the bosch group employs some 271,000 people in more than 50 countries. in suzhou, it has about 2500 employees. the products cover a series of spare parts for automobile industry: electric parts, chassis control parts, break control parts, car media parts, etc. the author is working in the purchasing department for one particular type of product.2) financial status:as a german company, a lot of parts and materials need to be purchased from germany. in 2008 the total amount of import purchasing within the authors group reached more than rmb3.0 million. every month therere two or three big shipments from germany, containing various parts and materials.3) human resources:therere more than 10 people the authors department. totally 4 different purchasing groups have been formed and each group takes 1-2 particular purchasing responsibilities, such as mechanical materials, electrical materials, and importing materials. according to the human resource plan, only one personnel is for import purchasing.from 2008, the import purchasing was handled by a german girl who speaks fantastic chinese and she reported to the author. taking the advantage of her mother language and fluent chinese, the german girl did smooth communication with both german suppliers and chinese colleagues. she handles import purchasing efficiently and methodically. but she was going to return to germany by the end of 2009. and, if she could find her new job in germany before that time, she might leave earlier.2.1.2 external factors 1) economic factors:the company has decided to stop all external recruitments due to the critical economy situation. the direct impact to the author and the purchasing department is they can not hire a new staff externally to take the position of import purchaser.2) technological factors: due to the different development level in science and technology between china and germany, bosch suzhou still has to import many materials and parts from germany to manufacture the products with high technology. so, in the coming years, the importance of import purchasing will not decrease. 2.2 needs and wants analysis its obvious that, due to the complexity and the high volume of import purchasing, there should be one person specially focus on it. so, after the german girls leaving, its impossible to break her duties and have them absorbed by other purchasers. now that the possibility of recruiting an experienced import purchaser did not exist any more because of the global economic crisis, the author must identify one staff member internally and develop him / her to fulfill the position requirements.after a primary analysis, the ideal candidate should have below qualifications:1) having experience in import purchasing under complicated conditions;2) having very good competence in german and having normal understanding of english;3) very good at using microsoft office to deal with daily documents;4) having good negotiation and communication skills;5) diligent and careful.since the authors department is not able to find an experienced import purchaser externally, the first qualification will be very difficult to be fulfilled. but the language ability should be kept as the first priority since therere lots of daily communications with suppliers in germany. 2.3 swot analysis of the situationbased on the situation and needs analysis, the conditions can be further sorted into different categories to achieve a better view for proposal planning. comparing with recruiting an experienced new staff externally, if someone is selected from within the company to be an import purchaser, the following swot profile can be carried out: strengthsthe internal recruited staff member can:1) have better understanding of company culture and organization;2) being used to german ways of communication;3) being familiar with company business and products; 4) being familiar with colleagues;weakness1) a much narrower choice compared with choosing candidates from external talent market.2) very difficult to find some staff member with proper experience.3) much more training time will be needed in the professional field.opportunities1) most current staff members have good academic background and working skills. 2) this will be a chance for staff in other departments to improve their competence in a new position.3) its time for management to learn to develop employees multiple skills.threats1) if any personnel problem occurs on import purchasing, the whole purchasing process will be affected.2) the german girl might leave much earlier than the end of 2009.3. project objectives and hypothesis 3.1 project objectivethe goal of the project is to identify one staff within the company to fit the position of import purchaser. more specifically speaking, the objective of this project is to use appropriate methods and evaluations, mainly in human resource management, to select one staff from within the company to fit the position of an import purchaser. 3.2 project hypothesis it is hypnotized the position of import purchaser can be fit by one staff member from within the company. because human resource management principles state that the inter company recruitment is a quite practical method to hire staff. and the current company situation shows sufficient human resources and training resources are both available within the company4. project rationale (literature review)first of all, why the identification (or recruitment) of personnel for a common position worthy of creating a project? because, from the point of human resource management, it has been widely known and accepted that recruitment plays an important role for one organization. the book human resource management states, “human resource strategic program and new staff recruitment can affect the whole strategic plan of one company” (robert l. mathis, john h. jackson, 2006, page 175). another book loveem or loseem also presented, “hiring is a critical retention strategy.” (beverly kaye and sharon jordan-evans, 2005, page 68). with the acknowledgement of above importance, enough attention should be paid on the employee identification for the position of import purchaser. then what are the general approaches for recruitment? a famous professional book human resource selection mentioned, “therere commonly two different ways of recruitment: external recruitment and internal recruitment” (gatewood, r.d., field, h.s., 2005, page 9). its clear from the definition that the target group of external recruitment is persons who do not belong to the organization yet. at the same time, the target group of internal recruitment is persons who have been in the organization already. from the authors point of view, internal recruitment can be carried out more successfully in big companies than in those small ones because in large companies, therere more employees for choose. the author believes, if they launch an internal recruitment in bosch suzhou, there will be enough candidates.another reason made the author confident in performing this project is internal recruitment is a useful way to make good use of staff competence. the management should encourage their employees to develop continuously for organizations really care about their staff. the book follow this path remarks, “the management should create opportunities for employees to bring their competence into real play” (coffman, c., 2003, page 38). although each employee has a fixed position in a company, not everyones potential has been discovered. internal recruitment can provide a chance to all employees to develop their own competence in a different position. in this way, employee satisfaction and passions for work can be well encouraged. many researches in human resource field come out with the result that, different ways of recruitment could have different impact on employees possibility of resignation and attitude in work. what has been described in human resource selection is, “in the whole, the result of internal recruitment is better than external recruitment.” (gatewood, r.d., field, h.s., 2005, page 11). further more, internal recruitment does not cost as much as external recruitment. there will be direct saves on human resource consult fees and service fees for talent market, which will lead to a quite considerable total amount. under severe economy crisis, this is definitely beneficial for the company management. “the cost side is a clear internal recruitment benefit. the internal recruitment can be quicker and cheaper than the external recruitment.” (an article from website)before the project goes further, the concept in the guide book practical project design (gu yueguo, 2002, page 123) can be referred to again, “does the project have a sound basis? in other words we examine the reasons for the project, and the theoretical or rational assumptions the investigator makes.” with all above rationales and analysis, the author can confirm the initiation of the project is practical and the project can be kicked off.5. project design 5.1 activities planned to take place with a project objective and approach defined, now it can move on to detailed proje