HRM人力资源管理英文

1、1会计学HRM人力资源管理英文人力资源管理英文Acquirement &DeploymentPlanningSecurityMaintenanceTraining &DevelopmentJob AnalysisHRPlanningSafety& HealthLaborRelationsSelectionRecruitmentOrientation&TrainingCompensationManagementPerformanceManagement DeploymentCareerDevelopmentHRMWhat to be learned ?Attrac

2、tingRetainingMotivatingDevelopingHow to divide the work of the two kinds of managers?Discussion?Honesty Ability of Change ManagementAbility of Culture ManagementHRM Business KnowledgeWhich one is more important?HRM &Sustainable Competitive AdvantageHuman ResourceWhat kind of talents do we need?W

3、hat type of structure do we need to achieve the goal? To what extent, do these strengths, weaknesses, opportunities and threats relate to the competencies and qualifications of the personnel?To what extent, do these problems impact HRM and the structure of enterprise? To what extent, are employees q

4、ualification, motivation，commitment and attitude helpful or harmful to the success of enterprise?EnterpriseWhat kind of enterprise is it?Where shall we go?What are our strengths, weaknesses, opportunities and threats? What are the main strategic problems facing the enterprise?What is the critical fa

5、ctor of achieving the goal?Job AnalysisRecruitmentOrganization developmentHR Planning, training and developmentJob evaluation and ratingPerformance appraisal/PaymentEqual Employment ，Employees and Labor Relations ，Safety and HealthThe process of collecting and analyzing information about job in a sy

6、stematical way.Indentify, clarify and describe tasks, responsibilities, duties, qualifications and requirements of job. Literally identify and clarify the requirement of the job holder. Position Job AnalysisJobTaskJob SpecificationJob DescriptionSources of DataRelevant employeesRelevant internal doc

7、umentsIndustrial benchmarkRelevant external peopleMethods of Data CollectingInterviewQuestionnaireObservationDiaryCritical IncidentMethod based on competency analysisFunctional job analysisJob InformationThe purpose of the jobTasksResponsibilities and dutiesRelationshipsProceduresPerformance standar

8、dsAuthorities & obligations ContextKnowledge, skills, experience, personalities requiredJob DescriptionJob summaryDuties and tasksKPIOrganization Structure ChartKnowledge, skills, experience, personalities requiredHR FunctionsOrganizational ManagementvInterviewvQuestionnairevDiaryvCritical Incid

9、ent Popular Methods of JAPreparationInterviewer trainingConduct interviewInformation cleaning and identificationInterview method & outlinePosition Analysis Questionnaire(6 factors;187 items)vInformation inputvMental processes vWork output vInterpersonal Relationships vJob context vOther job char

10、acteristics Management Position Description Questionnaire(main factors)vDecision makingvPlanning and organizingvAdministrationvControlvInspectvCounseling and innovationvContactvCoordinatevRepresentabilityvMonitoring business indexvOrganization structure chartvKnowledge/skill/abilityvPosition？vDiary

11、writer？vContents of diaries？Specific aimObservable behaviorResult of behavior+-How to identify critical incident?vJob title and other codevMissionvTasksvInvolving tasks in the functionvJob specification (person, match of person and job/organization)How to descript?vJob title and other codeJob Title:

12、 Product Engineering Job Code: G023 Headcount: 2 Job Grade: Department: Marketing Supervisor: Marketing ManagerJob TitleDepartmentJob Code PostJ o b Grade IncumbentName Term of L a b o r Contract Job DescriptionvDescription of MissionA HR Manager: responsible for HRM, provide effective HR support an

13、d serviceAn Asset Business Manager of Bank: According to the goal of corporate assets business, develop new product and improve existing product, support and participate in product selling, advance competitiveness of product to promote selling.vDescription of TaskoThe verbal to describe the task sho

14、uld be specificoEach task has one action and one objectoIf possible, use quantitative wordoUse the words familiar to incumbentCounsel Answer Appoint Order Direct Appraisal Arbitrage Distribute Assist Participate Etc.vInclude tasks in the description of functionoDescription of substantial activityoDe

15、scription of contactoDescription of contextoDescription of work outputvJob SpecificationExplicit FactorsKnowledgeSkillAbilityExperienceImplicit FactorsAttitudeValueMotivationOther personal characteristics Its the process to forecast tasks and environmental requirements of organization, and staffing

16、to achieve the tasks and meet the requirements.HR Demand AnalysisHR Supply AnalysisIdentify Enterprise Mission & GoalImplement practiceControl and appraiseQuantitativePlanningQualitativePlanningPlanning of structure*Forecast of quantity* Forecast of quality*Forecast of StructureAgeEducationMajor

17、SkillGender-vExpert forecasting methodvWorkload forecasting methodvRegression forecasting methodTurnover RateTotal number of employee left this month (year)Total number of employee this month (year)100Absenteeism RateWorkday of absence of a periodAverage number of employees workday 100Competency: Ob

18、servable and measurableBehavior characteristics can be improved and developedBase on current and future business needKey factors driving high performanceKnowledge: The total information individual has of a specific areaSkill: The way and approach individual use his knowledgeSocial Role: The image in

19、dividual gives in societySelf-image: Individual image positioning Personality: Temper or temperament leading to behaviorMotivation: Need or thought driving the continuous behaviorIcebergSkillSelf-imageKnowledgeSocial RolePersonality/MotivationOnionKnowledgeSkillSocial Role: Self-imagePersonalityMoti

20、vationEQ High-level decision-making TechnicianManagementOperation Staff(Energy not-required)Operation Staff(Energy required) 事业部会计 经理吴民 C/2 事业部经理纪生 A/1 事业部计划经理商建 A/1李理 B/1 技术顾问胡桐 B/2 西部地区 经理王中 A/2陈亿 C/4 中心地区经理章华 A/1 北部中心 经理赵江 B/2 东部地区经理姜新 B/3张力 A/2经理洪峰 A/2卫戍 B/3 经理助理A, promotable nowB, needing devel

21、opmentC,Not fitted to position1.superior performance2.Above average performance3. Acceptable performance4. Poor performanceSuccession planningForecast DemandConsiderationsProduct/service demandEconomicsTechnologyFinancial resourcesAbsenteeism/turnoverOrganizational growthManagement philosophyForecas

22、t SupplyInternalStaffing tablesMarkov analysisSkills inventory(Management inventoryReplacement chartsSuccession planningExternalDemographic changesEducationLabor mobilityUnemployment rateBalance Demand and SupplyShortage (Recruitment, overtime, redesign work, outsourcing, contingent workers)(Full ti

23、me，Part time，Recalls)Surplus (restricted hiring, termination, degrade, retirement, temporary layoff、downsizing)4. HR Obtaining HR PlanningAlternative for recruitingRecruitingInternalExternalInternal approachExternal approachHiringCompare Internal & External ApproachInternalExternalAdvantagesKnow

24、 applicants better;Shorter time needed for applicant to adapt;Good for morale;Increase the ROI of employeesBig talent pool;More choiceDisadvantagesSmall talent pool;Internal undesirable competition;“Inbreeding”Difficult to select, appraise;High cost;Longer time needed for applicant to adapt;Discoura

25、ge internal staffProcessMethodResume, background investigationFirst round interviewTest (Knowledge/skill, mental)Second round interviewMedical or other examinationProbationselectionprimary selectionJob Interview ScoreItem5Very satisfying4Satisfying3Average2Unsatisfying1Vey unsatifyingRemarksImage/ap

26、pearanceBehaviorCommunicationExperienceKnowledge AttitudePersonalityWhat problems should be noticed?Any techniques?ExercisePersonalityHR StrategyPositionCultureRewardPersonality Knowledge/SkillMotivationAttitudeResultsAttractionPerformanceAttendanceSatisfactionOthers InfluenceMatch5. Performance Man

27、agementvConcepts of Performance, Performance Management, Performance AppraisalvPerformance Management SystemvPerformance Appraisal and MethodsvPerformance Appraisal InterviewvMain Factors of Designing Performance AppraisalvNew Trends of Performance AppraisalThinkingPerformance management of sales: w

28、hat will do if he does a good job? (Choose 3 from following)(1) Appraise for his performance；(2) Call others to learn from him；(3) Promote him to sales manager；(4) Give him sales award；(5) Remind him of health；(6) Advise him to do medical check；(7) Require him to do medical check in the appointed ho

29、spital and submit medical report；(8) Discuss healthy life and work style with him.systematic objectivecommunication processClarify organization strategy and goalClarify performance management goalPerformance Planning P e r f o r m a n c e AppraisalP r o m o t i n g performanceImprovement and updatin

30、gChange thinking of employees by performance appraisalWhatever is important is measuredWhatever is rewarded is measuredWhatever is measured is achievedWhatever is achieved is rewardedEffects of Performance AppraisalOthersMotiveCounselHR PlanningAward & punishment TrainingStaffingPromotionHalo ef

31、fectRecency effect Central tendencyEmotional effectEffect of hintStrictness/LeniencyLike me effect Bandwagon effectRanking methodPaired comparison methodForced distribution methodItemsScoreExcellent Good Average Need to Improve BadKnowledgeCommunicationTeam workInterpersonalSkillsIntiativeOutput5432

32、15432154321543215432154321e.g. 1: analysisList performance index and rate every indexe.g. 2: analysisItems5 4 3 2 1WeightRemarksKnowledgePerformanceInitiative Team work Prepare for objective setting of next stageSupervisor appraises subordinates performance according to existing criterionSupervisor

33、and subordinate discuss objectAgree on the criterionSupervisor suggests on the execution if needSubordinate executes the objectiveSMARTSpecial Measurable Attainable Relevant Time-bound FEWFocused targetsEmpowerment LeverWeighted gradenew inputdelete improper indexenterprise performance appraisal Com

34、mon goal of enterprise: enterprise performance appraisal indexDepartment goal: department performance appraisal indexSupervisor lists objective and suggest performance appraisal indexSubordinate lists objective and suggest performance appraisal indexAgree on objective and indexMid-appraisal and mid-

35、feed back according to the objectiveTerminal appraisal according to objective or amended objectiveStrategic GoalEnterprise KPIDepartment KPIPosition KPIEnterprise KRADepartment KRAPositionKRASMARTInternal Business ProcessTo satisfy stock holders and customers, what should we specify in business proc

36、ess?objective appraisal index planFinanceTo do a good job in finance, what should we show to stock holders?objective appraisal index planLearning & GrowthTo achieve our expectation, how should we change and improve?objective appraisal index planCustomerTo achieve our expectation, what should we

37、show to customers?objective appraisal index planStrategy & VisionIndicates: Financial & non-financial factorsResult & driving factorsInternal & external factorsFor performance superior subordinateFocus personZhang JiangLuo,ChenChen, ZhangZhangWhy is 360 ?How to usecolleaguecolleagueE

38、xampleSelf (Ask yourself)Do I want different treat?Can I change?Is it helpful to feedback?How can I feedback effectively？To othersValue of feedback to receiverAcceptabilityUse non-verbal hintAvoidAmbiguous wordsWords need explanationContent (focus on): AccuracyRelevant materials and dataSpecific beh

39、aviorPositive and negative sides of behavior Common ideas and viewsInform and sellInform and listenSolve problemNeed AnalysisPlanImplementationAppraisalT & DModeNeed of Enterprise Need ofBusiness UnitNeed ofIndividualMentor/Rotation/Coach/Action Learning/Junior BoardPresentation/Scene imitation/

40、Behavior demonstration/Outdoor training/Virtual learningAutonomyPracticeCommunicationAH1st training2nd training3rd training4th trainingTimeEffects5th trainingOrganizer?Trainer?Trainee?Plateau Phenomenon in LearningWhy？Four-level Appraisal Proposed by Kirk PatrickParticipationTesting Influence to wor

41、king behaviorInfluence to Performance ReactionLearningBehaviorResultROI ? Value Frequency DifficultyReactionLearning BehaviorResultLowHighHighLowEasyDifficultDifference of appraising exterior training and interior training?EnthusiasmProductivityEfficiencySatisfactionRetention RateError Rate ROIvConc

42、ept of CareervCareer PlanningvCareer StagesvOccupational ValuesvOccupational OrientationIdeas: vHelping employees to grow is helping enterprise to grow.vResponsibility of both enterprise and employees.vBasic activity of HRMCareer is different from job, it has two meanings at least: v Career represen

43、ts specialization. Without specialization, there is no modern concept of career. Professionalism means one specialize in some work.vCareer reflects a spiritual pursuit, a self-recognition. The development of career is a process of self-actualization. Career requires people of loyalty.Greenhaus: Care

44、er is the experience related to work (e.g. position, duty, decision, other subjective explanation related to work and the aggregate of all activities during work time)A series of continually changing activities related to workExternal Career, external to individual: a perception of the organizationa

45、l career context: job title, promotion , job context, status, treatmentInternal Career, internal to individual: a subjective feeling to career: satisfactory of personal values, needs, interests, exertion of skills or ability.What do job satisfaction and career success mean?Ability of self-perception

46、, interests, personality and values. Develop vocational self-concept and combine personal development and organizational development to know trends and key success factors of careers, to identify ones career goals and to choose the course of achieving his career goal.Expectation or plan of sequent j

47、obs one will have of his life.Organization oriented career planningFocus on work and build career path to help employees to promoteIndividual oriented career planningFocus on individual career instead of career needs. It depends on individual. Personal objectives and skills are the key points.*Clari

48、fy organizational need to employees in the future*Appraise personal potential and training needs*Match organizational need to personal ability*Exam and develop organizational career planning*Clarify personal ability, interests and values*Plan life and career goal*Appraise all alternative in/out orga

49、nization*Interest and goals change as stages of life Company developmentABCBBBBAAAACCCCEnterprise HRD objectivesIndividual developmentExploration Stage (18-25) (16-25)Establishment stage (25-45) (20-35)Maintain stage (45-60) (35-55)Decline stage (After 60) (50-75)Values: Individuals overall appraisa

50、l and view that whether the objects (people, matter, thing) around him are good, important.6 Main Life ValuesvTheatrical (Knowledge discovering)vEconomical (Money, material)vReligious (Relief)vAesthetic (Creation of beauty)vSocial (Helpful)vPolitical (Powerful)vAltruism: make efforts for peoples hap

51、piness and benefitsvAesthete: pursuit and enjoy beautyvIntelligence stimulus: learn and explore new things and solve new problemsvIndependency: do things in personal way, not disturbed by othersvAchievement: achieve personal goals continuouslyvReputation: the job enjoys high statusvManagement: gain

52、control over people or thingvEconomic reward: enough money to get what they want, a rich lifevSecurity: job security, not worry by pay or job transfer, etc.vSocial interaction: interact with people, set up broad social relationshipsvSupervisory relationship (companion，interpersonal relationship): ea

53、sy going, naturalvDiversity: change of job content, colorfulvComfort: comfort, easy and good job contextLike or dislike specific activity or object. Interests reflect what one likes. Interest come from values, family life, social classes, culture, material conditions.Holland proposed 6 career orient

54、ation based on interestsRealistic orientationWorking with hands, tools, machines, and things; practical, mechanically inclined, and physical: forest manager, farmer, agronomist, machinist, etc.Investigative orientationWorking with theory and information, analytical, intellectual, scientific: biologi

55、st, chemist, professor, mathematician, etc.Artistic orientationNon-conforming, original, independent, chaotic, creative: advertiser, musician, artist, designer, etc.Conventional orientationPrecise, perfect attention to detail, orderly, organizing, status: accountant, bankerSocial orientationCooperat

56、ive environments, supporting, helping, healing/nurturing: social work, public relation, clinical psychologistEnterprising orientationCompetitive environments, leading, persuading, selling, dominating, promoting, status: manager, judge, lawyer, administration, etc. life styleCareerAnchor security/ st

57、ability autonomy/ independencetechnical/ functional general managerialentrepreneurial creativityservice/ dedication to a causepure challengeSchein propose 8 types of Career Anchor in 90s (5 original types)Career PlanningWorkshop: ThemeWho am I?value/interest/personality/abilityHow am I treated?Feedb

58、ack: does the appraisal from others or organization coincide with my self-appraisal?What is my career goal?short term/long termHow to achieve my career goal?make planCareer PlanningWorkshop8. Compensation ManagementvDefinition of CompensationvPay Mode and Pay for WhatvTypes of Compensation SystemvDe

59、sign Principles of Compensation SystemvProcedures & Methods of Compensation DesigningvMaintenance of Compensation StructurevTrends of Compensation ManagementTotal CompensationNon-economic RewardsFixed salaryMonthly bonusYearly bonusReimbursementInsurancePaid leaveProfit sharingStock holding Reco

60、gnitionChallengesJob contextAtmosphereDevelopment & promotionAbility improvementJob securityJob titleInternal and External?Long term and Short term?Compensation ManagementDifferent Perspectivesdirect compensationindirect compensationnon-financial rewardbasic salaryallowance & benefitmerit payhealthcarehousing assistanceother benefit(e.g.: education assistance for childr