HRM专业英语.pptx

HRM专业英语.pptx

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CONTENTSUnit1AnIntroductionToHRMSectionA:

HumanResourceManagementatWorkSectionB:

TheChangingRoleofHRMUnit2JobAnalysisSectionA:

TheNatureofandStepsinJobAnalysisSectionB:

WritingJobDescriptionsUnit3HRPlanningandRecruitmentSectionA:

EmploymentPlanningandForecastingSectionB:

RecruitingJobCandidatesUnit4SelectionandInterviewingSectionA:

SelectionMethodsSectionB:

InterviewingUnit5TrainingandDevelopmentSectionA:

OrientationandTrainingSectionB:

ManagementDevelopmentUnit6PerformanceandCareerManagementSectionA:

PerformanceAppraisalSectionB:

CareerManagementUnit7Compensation,incentivesandbenefitsSectionA:

CompensationSectionB:

IncentivesandBenefitsUnit1AnIntroductiontoHRMSectionAHumanResourceManagementatworkSectionBHRMsChangingRoleSectionADefinitionofHumanResourceManagement1FunctionsofHRM2RolesofHRdepartment3“AllmanagersareHRmanagers.”HumanResourcetheindividualswhomakeuptheworkforceofanorganizationnhumanresourcesnknowledge,nskills,expertise,nexperience,ncommitmentnHumanResourceManagementnprocessofacquiring,training,appraising,andcompensatingemployeesnpractices,policiesandproceduresFunctionsofHRMnOrganizations/jobdesign,jobanalysisnHRplanningnRecruitmentandplacementnTraininganddevelopmentnOrientationandtrainingnManagementdevelopmentnCareerplanningnManagingperformancenAppraisingperformancenCompensation,incentivesandbenefitsnEmployeesafetyandhealthnLaborrelationsQuestionWhoperformstheHumanResourcefunctions?

nLinemanagersnStaffmanagersnHRdepartmentnLinemanagerninchargeofaccomplishingtheorganizationsbasicgoalsnStaffmanagernassistandadviselinemanagersinaccomplishingthesebasicgoalsLinemanagersnHRMresponsibilitiesoflinemanagersn“AllmanagersareHRmanagers.”AssistanceprovidedbyHRDepartmentHRdepartmentSpecificservicescoordinationadvicelinemanagersHRpositionsnjobanalystnrecruitmentandselectionntraininganddevelopmentncompensationnemployeerelationnmanagerofficerspecialistDirectormanagerofficerspecialistVicepresidentHumanresourceManagerEmploymentservicesManagercompensationManagerTraininganddevelopmentManagerEmployeerelationsManagerBenefitserviceRecruitmentandplacementemploymentagencycoordinationEmploymentadvertisingWage/salaryadministrationPerformancemanagementRewardprogramsPersonnelrecords/PayrollprocessingorientationTrainingManagementdevelopmentEmployeecounselingReviewquestionsnWhatisHumanResourceManagement?

nHowdoesHRMrelatetothemanagementprocess?

nWhatactivitiesdoesHRMfunctioninclude?

nWhatisthedifferencebetweenlinemanagersauthorityandstaffmanagersauthority?

n“AllmanagersareHRmanagers.”Why?

nWhatarethedifferenceandrelationshipbetweentheHRMdutiesoflinemanagersandHRdepartment?

nWhatpositionswillbeincludedinaHRdepartment?

DiscussionquestionRolesofHRMnadministrativerolenoperationalrolenstrategicroleself-serviceoutsource：

letoutsidevendorsprovideservicesSectionBnHRsevolvingrolenStrategicHRMnStrategynStrategyplanningnSHRMStrategy-thecompanyslong-termplanforhowitwillbalanceitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatstomaintainacompetitivepetitiveadvantage:

competitiveadvantage:

anyfactorsthatallowanorganizationtodifferentiateitsproductorservicefromthoseofitscompetitorstoincreasemarketsharevisionandmissionnVisionbroaderandmorefuture-oriented-ageneralstatementofitsintendeddirectionthatevokesemotionalfeelingsinorganizationmemberse.g.“forCalifornianstohaveenergychoicesthatareaffordable,reliable,diverse,safe,andenvironmentallyacceptable.”（CaliforniaEnergyCommission）nMissionmorespecificandshorterterm-spelloutwhothecompanyis,whatitdoes,andwhereitisheadede.g.“assessandactthroughpublic/privatepartnershipstoimproveenergysystemsthatpromoteastrongeconomyandahealthyenvironment.”SWOTanalysisInternalConditionExternalenvironmentStrengthsExample:

strongresearchgroupWeaknessesExample:

agingmachineOpportunityExample:

expandingnewmarketsThreatsExample:

mergeroftwocompetitorstoformsinglestrongonethreelevelsofstrategiesncorporate-levelstrategynBusiness-levelstrategynfunctionalstrategyCorporatestrategyBusiness1strategyBusiness2strategyBusiness3strategyFunctionalstrategyFunctionalstrategyFunctionalstrategythreelevelsofstrategiesncorporate-levelstrategyidentifytheportfolioofbusinessesthatcomprisethecompanyandthewaysinwhichthesebusinessesrelatetoeachothernbusiness-levelstrategyidentifyhowtobuildandstrengthenthebusinessslong-termcompetitivepositioninthemarketplacenfunctionalstrategyidentifythebasiccoursesofactionthateachdepartmentwillpursueinordertohelpthebusinessattainitscompetitivegoalsSHRMformulatingandexecutingHRsystemsHRpoliciesandactivitiesthatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaimscompetitiveadvantagesworkforceCorporatestrategiesHRstrategieslinkingCompanysCompetitiveEnvironmenteconomic,political,demographic,technologicaltrendsCompanysstrategicsituationCompanysinternalstrengthsandweaknessesorganizationalperformanceCompanysstrategicplanexpandgeographically?

verticalintegration?

diversify?

CompanysHRstrategiesRecruitment,selecting,training,appraising,andcompensationsystemconsistentwithcompanysstrategicplanAmodelforHRMExternalenvironmentalinfluenceseconomiccondition（domesticandinternational）competitivenesscompositionofthelaborforcegovernmentrequirement,regulation,andlawstheunionlocationoftheorganizationInternalenvironmentalinfluencesStrategyGoalsOrganizationalcultureNatureofthetaskworkgroupleadersstyleandexperienceHumanresourceprocessAcquiringDevelopingRewardingMaintaining&ProtectingDesirableresultsCompetitive,highqualityproducts/servicesSociallyresponsibleandethicalpracticesDifferences:

Strategy-objective-policy-procedureStrategyTheplanthatintegratesmajorobjectivesObjectivesGoalsthatarespecificandmeasurablePoliciesGuidestodecisionmakingProcedures/rulesSpecificdirectionsfordecisionmakingMorespecificMorespecificMorespecificAstrategy-orientedHRsystem1.Definethebusinessstrategy2.Identifythestrategicallyrequiredorganizationaloutcomes3.Identifytherequiredworkforcecompetenciesandbehaviors4.IdentifythestrategicallyrelevantHRsystempoliciesandactivities,suchasnewtrainingandgrievancesystems5.DesigntheHRmeasurementsystemReviewquestionsnHowdoesHRMevolve?

nExplaineachtypeofstrategicplanning.nHowwouldyouconductthestrategicplanning?

nWhatisstrategicHRM（SHRM）?

nHowtocreateastrategy-basedHRsystem?

HRManagerFourcategoriesofproficienciesHRproficienciesBusinessproficienciesLeadershipproficienciesLearningproficienciesFourcategoriesofproficienciesHRproficiencies-traditionalknowledgeandskillsinareassuchasemployeeselection,training,andcompensation.Businessproficiencies-theyneedtobefamiliarwithhowcompaniesoperate,includingstrategicplanning,marketing,production,andfinance.Theymustbeabletoparticipateinamanagementteamthatformulatesplansforhowthecompanywillrespondtocompetitivepressuresleadershipproficiencies.-theyneedtheabilitytoworkwithandleadmanagementgroups,andtodrivethechangesrequired,toimplementnewworld-classemployeescreeningandtrainingsystems.learningproficiencies.-theymusthavetheabilitytostayabreastofandapplyallthenewtechnologiesandpracticesaffectingtheprofession.