人力资源管理文献翻译.pdf

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2012年3月30日
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HumanResourceManagement
Humanresourcesincorporategovernance,notonlyhasthehumanresourcesplanning
andstrategicleaderintheimplementationofcorporatestrategicplanningandoverall
,anincreasing
numberofSMEsinthedevelopmentofhumanresourcesplanningistherearealotof
confusionandhelplessness.
Conditionsintheknowledge-basedeconomy,humanresourcesofsmallandmedium
-sizedowners,
corporategovernancehasbecomeaccustomedtothelevelofhumanresourcesmanagement
ontheimportanceofenterprisedevelopment,butforthedevelopmentofhumanresources
planningisalwaystherearealotofconfusionandhelplessness.
"Humanresourceplanningisverysimple,notthatmorerecruitment,remuneration,such
ascontent,andsometimescombinedwithsometrainingthings.","CEOsarestillrackingtheir
brainssetstrategy,howcanImakeaplanning","humanresourceplanninghasnotdonevery
muchsense,doesnotchangeplansquickly,theendofthedaycanbehonoredonly20%-30%.
"HRismorethanmanysmallandmediumenterprisesaretheviewsofhumanresources
,howsmallandmediumenterpriseshavenoneedforhumanresourceplanning?
Howcanweworkoutascientifichumanresourceplanning?Firstofall,letustakealookat
theimplementationofsmallandmedium-sizedeffectofhumanresourceplanningisnotideal
because:
Humanresourceplanningisnotfullyfamiliarwith
Doagoodjobinhumanresourcesmanagementarethetrilogy:aclearstrategicplanning
-humanresourcesplanning-humanresourcesmanagementsystemandspecific

resourcesplanningdeterminesthecontent,andthesecontentsfortheestablishmentofhuman
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resourcesmanagementsystem,developspecificplanstoaddstaff,theuseofplans,personnel
andpromotionplantosucceed,educationandtrainingplan,assessmentandincentiveplan,
laborrelations,retirementplanterminationtoprovidethedirectionandinaccordancewiththe
,
andnotmerely"justmoreofrecruitment,remuneration,suchascontent,sometimescoupled
withthetrainingpointofthings."
Humanresourceplanningisthedevelopmentofstrategicplanninganimportant
componentoftheenterprisebutalsothehumanresourcesmanagementofthefoundationand
-sizedandHRarenotfullyawareof
preciselythispoint,sothatthespecificprocessoftheformulationandimplementationofa
lackofsufficientattention,atalllevelsofdepartmentheadsandlinemanagerscannot
effectivelycopewith.
Thestrategicobjectivesofthecompanyisnotclear
HumanResourcesDepartmentmustbecombinedwiththeimplementationofcorporate

governanceactivities,strategicobjectivesshouldbetothestrategicguidanceofhuman
,humanresource
planningisaprerequisiteforenterprisedevelopmentandcorporatestrategyclearfirst,and
thencanbedecomposedintohumanresources,thendemandwillhaveplans,recruitment
plans,-sizedgeneral
lackofacleardevelopmentstrategy,particularlyintherapidexpansionphase,isoften
involvedindifferentbusinessareas,
industriesinR&D,marketing,management,andserviceallaspectsoftheexperiencedoes
notmatureforreference,especiallytoopenupsomenewprojects,settingaquotaofwork
,inhumanresourcesmanagement
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cannothaveaclearplan,canonlygoonestepfurtherandlookforward.
Changesintheexternalenvironmentcompanytoofast,notplanning
Changesinthedevelopmentofthemarketveryquickly,andwiththemarketdespite
changesintheindustrytomakeplans,toreacharateofyear-endtargetof20%-30%,

beginningoftheyear,thecompany'sHumanResourcesDepartmentinaccordancewiththe
company'sannualdevelopmentstrategythisyeartodevelopthecompany'shumanresources
,theLenovoGroup'sownstrategy,

companiesneedtobeadjustedthroughoutthecompany'shumanresourcesplanning,in
accordancewiththerequirementsofanewcompanysetupwiththeestablishment,re-enacta
,theexternalpolitical,economic,legal,technical,
culturalandotherfactorshasbeenaseriesofdynamicchanges,willcauseacorresponding
strategicobjectivesoftheenterpriseconstantlychanging,whichinturnmayleadto
subsequentchangesinhumanresourceplanning.
Lackofhumanresourcesplanningandpersonnelexpertise
Atpresent,althoughmanysmallandmedium-sizedsetupaHumanResources
Department,butthefunctionsofthedepartmentsresponsibleintheexercise,theprevalence
ofsomeproblems,mainlyreflectedin:first,theoverallqualityisnothigh,veryfew
professionals,lackofexpertisereserves,lackofprofessionalskills;Second,thelackof
vocationaltrainingsystem;third,whowasbornandraisedanumberofhumanresources
work,donothavegoodtraining,noformalinfluenceoflargecorporations,lowvision.
Humanresourcesareaveryuniquework;personalqualitiesunderstandtherequirementsand
,therearemanyratherthanthroughtheprocess

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certificationbythetheoryofcultureisnot,andneedistheworkofitsdeepexperienceanda
,continuetorelysolelyontheprincipleofdata
processingtechnologyorthetrainingofhumanresourcestocreateworksinthesamepaper.
Inviewofhumanresourcedevelopmentandgovernancearetopenetratetherealitiesofsmall
andmedium-sized,withthevariousenterprisesarefamiliarwiththeworkofhumanresources
andincreasingpractice,humanresourceplanningwillbeinthedevelopmentofenterprises
playapowerfulroleinpromoting.
Humanresourcesplanningaretoorganizetheprotectionofsustainabledevelopment,the
importanceofseekingdevelopmentandgrowth,particularlyinthesmallandmedium

planningdoesnotdependonthesizeofthecompany,themostcriticalisbasedonthe
company'sdevelopmentstrategyandoperatingcharacteristicsofthedevelopmentofsuitable

arefacingtheproblemofwork,weproposethefollowingrecommendations:
Clearcoreofhumanresources
Thestartingpointforhumanresourcesplanningistoclearlydefinethecompany'score
competitiveadvantages,thatis,thebusinessenvironmentintheenterprise,heisthesurvival
value?Hisresourcestomaintainacompetitiveadvantageforthat?Takeinordertomaintain

todeterminethesurvivalanddevelopmentofenterprisekeyfactors,theneedforincentives,
educationandtraining,designanappropriatecareerplan,andcontinuouslytoensurethatthe
recruitmentofthecoregroupofhumanresourcescapacityexpansion,qualityimprovement,
andlong-termpresenceintheenterprise.
Flexibilitytodevelopforward-lookinghumanresourcesplanning
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Theso-calledflexibilityofhumanresourceplanning,isbasedonthecore
competitivenessofenterprises,re-evaluationandplanningofhumanresourcesinenterprises,
andformageneralcombinationofhumanresourcesinordertoensurethattheneedsof
enterprise'scorecompetitiveadvantageoftheconditionstomeetthedemandsarisingfrom
,
intheassessmentoftheexistingstockofhumanresourcesanddefinetheircorehuman
resourcesonthebasisofpreparatorysupportthedevelopmentofmanpowerplanningand
trainingprogramsaccordingly,anditsgoalistheproductionorserviceenterprisesarefacing
capacityexpansionofopportunities,assoonaspossible,withmiddle-levelofficersatthecore
supportstafftoenhancetheorganizationsabilitytorespond.
Withtheadventoftheeraofknowledgeeconomy,Seesarefacingagrowingbusiness
environmentcannotguess,
resourcesplanningmustadapttotheneedsofenterprisegovernance,maintainingacertain
degreeofflexibilityinordertoavoidthetransferofthebusinessstrategyofhumanresources
whenrigid,
furtherstrengthenthehumanresourceplanninghumanresourcemanagementactivitiesofthe
forward-looking,functionaldirectionandpredictability.
Theestablishmentofthree-dimensionalmodelofhumanresourcemanagement
Practicalhumanresourcesplanningmustbebasedoninternalcommunication,thebasis

medium-sizedfeatures,thecreationofalayerinthedecision-making,first-linemanagersand
humanresourcesmanagementincollaborationbetweenthescientificdivisionsofthe
three-dimensionalmodelofgovernance,humanresourceswillcontributetotheformulation
ofstrategicplanningandimplementation.
Three-dimensionalmodel,isdefinedasdecision-making,humanresourcemanagement
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departments,first-linemanagerisresponsibleforthescientificdivisionoflaborandhuman
resourcesmanagementofthebusiness,,the
decision-makinglevelresponsibleforstrategicplanningandhumanresourcestosupportthe
HumanResourcesDepartment,linemanager,humanresourceswork;humanresources
managementdepartmentisresponsibleforjobanalysis,jobevaluationandother
infrastructureservices,andtoassistfront-linemanagersdoagoodjobinthecorebusiness
andtohelpdecision-makingtodoagoodjobofhumanresourcesstrategicplanning;first-line
managersresponsibleformanagementofhumanresourcesinthecorebusinessinthekeylink
tohold,andtoassistHumanResourcesDepartmenttodoagoodjobanalysisandjob
evaluationofpostsandotherinfrastructure,aswellastoassistdecision-makingtodoagood
jobofhumanresourcesstrategicplanning.
人力资源管理
在企业的人力资源治理中,人力资源规划不仅具有先导性和战略性,在实施企业总
体发展战略规划和目标的过程中也具有举足轻重的作用。当前,越来越多的中小企业人
力资源规划的制定更是存在许多困惑和无奈。
在知识经济条件下,人力资源对中小企业的发展具有举足轻重的作用。越来越多的
中小企业主、企业治理层也逐渐熟悉到人力资源治理对企业发展的重要性,但对于人力
资源规划的制定却始终存在许多困惑和无奈。
“人力资源规划很简单,不就是些招聘、薪酬之类的内容,有时再加点儿培训方面
的东西。”、“老总还在拍脑袋定战略,我又怎么搞得出规划”、“人力资源规划做了也没
多大意义,计划没有变化快,到头来能兑现的也不过20%-30%”。以上便是许多中小企业
HR们对于人力资源规划的看法。那么,究竟中小企业有没必要进行人力资源规划?怎样
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才能制定出科学的人力资源规划?首先让我们分析一下中小企业人力资源规划实施效
果不尽理想的原因:
对人力资源规划的熟悉不全面
做好人力资源治理有三部曲:明确战略规划——人力资源规划——人力资源治理体
系与具体的执行计划。企业的整体发展战略目标决定了人力资源规划的内容,而这些内
容又为建立人力资源治理体系、制定具体的人员补充计划、人员使用计划、人员接替与
晋升计划、教育培训计划、评估与激励计划、劳动关系计划、退休解聘计划等等提供了
方向指引和依据。广义上的人力资源规划包含了所有这些具体内容,而决不仅仅“只是
些招聘、薪酬之类的内容,有时再加点培训方面的东西”。
人力资源规划是企业发展战略规划的重要组成部分,同时也是企业各项人力资源治
理工作的基础和依据。而中小企业的治理者和HR们恰恰没有充分意识到这一点,从而
在具体制定和实施过程中缺乏足够的重视,各级部门主管和直线经理也未能有效配合。
公司战略目标不明确
人力资源部门必须结合企业战略的实施予以人力资源的支持和保证。在人力资源开
发与治理活动中,应以战略目标出发,以战略为指导,确保人力资源政策的正确性与有
效性。因此,人力资源规划的前提是企业发展与企业战略首先要明晰,而后才能分解到
人力资源方面,随后才会有人员需求计划、招聘计划、资薪福利计划等与之相配套。而
中小企业一般缺乏较明确的发展战略,尤其在快速扩张阶段,往往涉足于不同的业务领
域,其中不乏许多新兴产业。而这些新兴产业在研发、营销、治理、服务等各个环节没
有成熟的经验可以借鉴,尤其是一些新开拓的项目,定岗定编工作不象传统业务那么成
熟。因此在人力资源治理方面也不可能有明确的规划,只能是走一步,看一步。
企业外部环境变化太快,不易规划
市场发展变化速度很快,而行业尽管随市场变化而作规划,到年终目标达成率也不
过20%-30%.如某IT公司是联想在某区域的大代理商之一。在年初,该公司的人力资源
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部根据公司的年度发展战略制定出了本年度公司的人力资源规划。但是在新的一年开始
不到三个月的时间里,联想集团自身的战略、组织结构发生重大变化。于是作为供给链
上的一个环节,该IT公司也必须随之调整整个公司的人力资源规划,根据要求重新进
行公司的人员设置与编制,重新制定与之相关的一系列培训计划等。事实上,企业外部
的政治、经济、法律、技术、文化等一系列因素一直处于动态的变化中,相应地就会引
起企业内部的战略目标不断地变化,从而又会导致人力资源规划随之变化。
缺乏人力资源规划的专门技术与人才
目前,虽然许多中小企业成立了人力资源部,但在行使部门职能的时候,普遍存在
一些问题,主要表现在:第一、整体素质不高,专业人员很少,专业知识储备不足,专
业技能不够;第二、缺乏系统的职业培训;第三、许多人力资源工土生土长,没有受过
良好的培训,没有经过正规大公司的熏陶,眼界不高。人力资源工作是一项非常独特的
工作,对个人素质、领悟能力和学习能力要求都很高。而在这些综合因素中,有很多不
是通过正规教育过程所能获得的。一位优秀的人力资源工不是靠认证也不是靠理论培养
的,需要的是其对工作深刻体验和对社会的敏锐洞察。否则,单纯依靠原理、技术或数
据处理的培训造就的人力资源工无异于纸上谈兵。鉴于人力资源开发与治理正在向中小
企业渗透的现实,随着各家企业对人力资源工作熟悉和实践的不断加深,人力资源规划
工作一定会在企业的发展过程中发挥出强大的推动作用。
人力资源规划工作是组织可持续发展的保障,其重要性对于寻求发展壮大的中小企
业尤为突出。而能否制定并有效实施人力资源规划并不取决于公司规模的大小,最关键
的是依据公司的发展战略和经营治理特点制定出适合的政策。针对当前大多数中小企业
的经营特点和工作当中面临的问题,我们提出以下几点建议:
明确企业核心人力资源
人力资源规划的起点是明确界定企业的