人力资源管理专业英语译文__unit2__Strategic_human_resource_management
人力资源管理相关英汉互译
人力资源管理相关英汉互译人力资源管理在现代化的企业管理中具有不可替代的重要性，它是企业战略的核心之一。
在人力资源管理的实践过程中，许多技术术语是经常被使用的，为了更好地掌握和应用这些术语，我们需要学习和理解相关的英汉互译。
以下是一些人力资源管理相关英汉互译的示例：1. Human resource management（人力资源管理）这个词汇是人力资源管理领域最基本的术语，也是其最核心的内容之一。
它涉及到员工招聘、培训、绩效管理、薪酬管理、福利管理等方面。
2. Job analysis（岗位分析）岗位分析是指对某一职位进行深入研究，以及对该职位需要的工作职责、技能、知识、经验、教育背景等方面进行梳理和分析。
3. Compensation and benefits（薪酬与福利）薪酬与福利是人力资源管理中的两大重要方面。
薪酬是指公司为员工提供的报酬，包括薪水、奖金、津贴等。
福利则是指公司为员工提供的其他补贴，包括医疗、保险、假期、职工宿舍等。
4. Performance management（绩效管理）绩效管理是指对员工在工作中的表现进行评估和记录，帮助企业和员工掌握自己的工作效率和成长方向。
5. Organizational Development（组织发展）组织发展是指企业为了适应市场变化、实现战略目标等而采取的各种组织行为和管理手段，以提高组织的生产力和活力。
6. Recruitment and selection（招聘与选拔）招聘与选拔是指企业为了满足业务发展需要，从外部招聘和选拔适合岗位的人才，以填补新的或空缺职位。
7. Training and development（培训与发展）培训与发展是指为员工提供各种培训和发展机会，以帮助他们提高技能、知识和职业发展，提高整体组织绩效。
8. Employee motivation（员工激励）员工激励是指为了调动员工的工作积极性、提高工作热情和效率，采取的各种激励措施和管理手段。
人力资源管理相关英汉互译
人力资源管理相关英汉互译The second critical tent pole of leadership is the personal capability t he leader possesses. These personal capabilities are not skills that would t ypically be described as leadership skills, yet our research proves they mu st be in place for any individual to be perceived as a strong leader. Here are some of these individual capabilities:Technical knowledge. The best leaders have at least a working knowl edge of the technological side of the business.Product knowledge. Great leaders need a thorough understanding of what the organization produces and why it is superior to competitive prod ucts.Problem analysis and problem-solving skills. These skills include the ability to define problems, analyze them, and come up with solid recomm endations for resolving complex issues.Innovation. This refers to a leader's ability to have a fresh outlook in approaching a problem, to shake loose from old methods, and see new p ossibilities.Career experts, Gene Dalton and Paul Thompson, explain that the mo st successful leaders progress through a series of four career stages, whic h cannot be skipped. Stage one is the time when individuals must prove they can learn the business and develop a solid foundation of technical e xpertise. In stage two, individuals continue to build technical skills and be come independent contributors. By stage three, they become wentors-devel oping the careers and expertise of others. In stage four, they become orga nizational visionaries—leading the organization in new directions.Too often, leaders reach a position they've been seeking and start to coast—believing the learning phase of their career is over. They assume t hat there is a time for learning and a time for execution, and they are d one learning. The best leaders never quit learning.Here are some techniques to maximize your personal capability:Understand the technology: Employees can see through attempts to co ver up your lack of knowledge. Get up to speed by asking questions. Be willing to admit what you don't know.Perfect professional Skills: Managers can't manage unless they can co mmunicate.Try new things: Great managers innovate and take initiative. They thi nk outside the box and don't hesitate to experiment."Leadership cannot be delegated to others."—John H. Zenger and Joseph FolkmanFocus on resultsOne study of 1000 managers showed that the best managers translate ideas into action. They push to take the next step forward by bringing e nergy, enthusiasm, and urgency to their role. They continually look for w ays to improve. These leaders are in the driver's seat, with a foot on the accelerator—pressed to the floorboard most of the time.How do leaders focus on results? Extraordinary leaders do the follow ing:Establish stretch goals for their people.Take personal responsibility for the outcomes of the group.Provide ongoing feedback and coaching to their people.Set lofty targets for the group to achieve.Personally sponsor an initiative or action.Initiate new programs, projects, processes, client relationships, or tech nology.Focus on organization goals and ensure that they are translated into a ctions by their department.Operate with speed and intensity; accelerate the pace of the group.Champion the cause of the customer. Balance long-term and short-term objectives.The best leaders get things accomplished, even under duress. They ch oose the right goals and follow through.These are some ways to bring about results:Know What the organization expects: Ask, "What does the organizati on expect from my department?" "From me personally?" The answers can be quite eye-opening.Stay fOCUSed On long-ternr results: We've all seen executives who can make earnings soar—temporarily. Extraordinary leaders resist the urge to sacrifice long-term for short-term results. They keep the welfare of th e organization ahead of their own personal agendas.Take action: Extraordinary leaders wake up in the morning with a pl an and put it into effect. They don't always wait for permission before m oving ahead. Instead, they simply try new things."Leaders who aren't getting results aren't truly leading."—David Ulrich, Jack Zenger, and Norm SmallwoodCultivate interpersonal skillsThe fourth essential tent pole of leadership is interpersonal skills. Alo ng with the central tent pole representing character, it probably holds the most canvas. This leadership skill has become more important over time, especially since the demise of the "command and control" styles of leader ship. Of all the competencies, interpersonal skills seem to make the most difference in whether leaders are considered extraordinary.To develop strong interpersonal skills, leaders must do the following:Inspire others to high performance. Great leaders energize people to go the extra mile. They set stretch goals that motivate people to accompli sh more than they think is possible.Build trust. Superstar leaders act so that others trust them. They bala nce their concern for productivity and results with sensitivity to employee s' needs and problems. When conflicts arise, they deal with employees' fe elings as well as the technical aspects of the issue. They stay approachabl e.Develop others. The most remarkable leaders support others' growth b y giving honest and constructive feedback, balancing correc tive with posi tive evaluations. They stay tuned to what is happening in employees' care ers. They let others grow, even if it means letting them leave the depart ment.Collaborate and develop strong teams. Excellent leaders know not to insulate themselves from other team members and departments. They keep in touch, so that cooperative urges beat out competitive urges. They culti vatetheir team members' ability to work with diverse people.Some key points for mastering people skills include:Involve Others in communication: One of the best ways to communic ate is to get others to communicate! Interestingly, the worst communicator s focus solely on getting their message across. The best communicators c heck people's reactions and get their ideas.Train everyone to be a leader: These days, leadership often gets pass ed around in a group. The person with the loftiest title and supposed po wer is no longer the one with all the answers. Believe that others are ca pable of great accomplishments and then watch them follow through.TO develop Others, develop yourself: The best leaders create space f or their employees to move up from below by raising their own performa nce. Their efforts not only set the example, but also blaze a clear path fo r others to follow."If we treat people as they are, we make them worse, but if we trea t them as they ought to be, we help them become what they are capable of becoming."—Johann Wolfgang von GoetheLead organizational changeThe ability to lead organizational change is the fifth tent pole of extr aordinary leadership. The best leaders inspire people to rally around a cha nge, while poor leaders have to push, cajole, or even threaten employees to accept change. A turbulent business environment puts leaders to the tes t: excellent leaders can turn a significant change into a pleasant journey, while poorly led change might be better described as a "trip through hell. " With most organizations today in a constant state of change—from dra matic growth to downsizing and restructuring—leaders must be able to ski llfully shepherd organizations in new strategic directions.We're not talking about slight tactical shifts in current management pr ocesses or procedures. Caretaker managers can keep things going on a ste ady path. But if the organization is to rise to a significantly higher level of performance, extraordinary leaders must be able to sense the direction of the market and alter the fundamental business model. They must be ab le to envision and create a new organization culture.How do extraordinary leaders approach this task? The challenge in ac complishing change is not only to provide strong direction, but also to ge t people involved in making the change work. The most effective leaders are able to strike a balance between directing change and involving other s.Leaders with strong directing tendencies are often prepared with well-organized plans that they communicate clearly. They maintain control, but sometimes end up with employees feeling that changes are being done t o them but not with them. The end result is that employees resist change and start to distrust management.On the other hand, leaders who favor involving others in change so metimes fail to provide enough direction, leaving employees confused abo ut their roles and what they need to do to keep the change moving forw ard. Sometimes leaders who tend toward involving others are simply unwi lling to take risks or make tough decisions.Our research shows clearly that both sets of behaviors are necessary for a leader to manage change effectively. Leaders need to help their peo ple understand the specific details of the change and also help them feel involved so they will feel committed to the change.Leading organizational change requires that you:Create the Overarching Vision: Using your knowledge of the external environment, determine which trends to pursue and which to ignore. Stay involved in critical decisions. Use your influence to shape their outcome.Translate the vision into specific objectives: In order to make the str ategic vision happen, break it down to the level of specific tasks and exp ectations for individual workers. It is up to you to determine how resources will be allocated. You must establish the norms that will shape the cul ture.Balance the need for direction with the need to involve others: Build support for your vision by getting people on board."Some people grin and bear it. Others smile and change it."—Unknown领导者需要个人能力领导能力中第二根重要的支杆是领导者所拥有的个人能力。
人力资源管理专业词汇(中英文对照)
人力资源管理专业词汇(中英文对照)人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute，HRCI)外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标/使命:(mission)股东:(shareholders/stakeholder)非正式组织:(informal organization)跨国公司:(multinational corporation，MNC)管理多样性:(managing diversity)二、工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule，JAS)职位分析问卷调查法:(Management Position Description Questionnaire，MPDQ)行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)三、人力资源计划:(Human Resource Planning，HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System，HRIS)四、招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)五、选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff SCORe)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)六、组织变化与人力资源开发人力资源开发:(Human Resource Development，HRD)培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)七、企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development，OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective，MBO)全面质量管理:(Total Quality Management，TQM)团队建设:(team building)八、职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)九、绩效评价绩效评价:(Performance Appraisal，PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕轮效应:(halo effect)宽松:(leniency)严格:(strictness)360反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)十、报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method)工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)十一、福利和其它报酬问题福利(间接经济补偿)(welfare)额外福利(fringe benefit)员工股权计划:(employee stock ownership plan，ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)十二、安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)十三、员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)十四、人力资源管理常用短语英汉对照表Action learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan 参与式激励计划Authority 职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭Candidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development 职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method 归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法Davis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis 劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简十五、其他考评assessment试用期probationary period考核appraisal绩效改进考核performance improvement appraisal期终评议annual appraisal反馈feedback沟通communication干部部（处）HR subdivision综合评定overall appraisal转正probation passed定级grading辞退dismissal价值导向value-orientation劳动合同labour contract任职状况competency劳动态度working attitude工作绩效performance考察期probation月度考核monthly appraisal思想导师mentor关键事件critical events关键行为critical behavior责任结果responsibility and result orientation业务变革business reform双向沟通two-way communication目标承诺objectives commitment绩效承诺performance commitment绩效评价者first-level appraiser考核责任者second-level appraiser考核复核者final appraiser功能部门functional dept.个人绩效承诺personal business commitment绩效辅导coaching绩效考核performance appraisal多主管、多角色、矩阵式"multi-managers, multi-roles, matrix" 季度绩效考核quarterly performance appraisal年度综合评定annual overall appraisal跨部门团队cross-functional team结果目标承诺objective and result commitment执行措施承诺executive commitment团队合作承诺team commitment在职on job自评self-appraisal职业等professional grade普通等normal grade基础等basic grade预备等preliminary grade述职performance report业务部门line department支持部门support department核心竞争力core competency年度财务报告annual financial report业务规划business planning中期财务报告mid-term financial report预算budget愿景与战略vision & strategy客户满意度customer satisfaction挑战目标challenging objectives宏观管理macro-management预测forecast/predict社会医疗保险social medical insurance商业医疗保险commercial medical insurance缴费与门诊补助medical expenses and outpatient subsidies住院治疗与预防保健基金fund for hospitalization and preventive health 华为最高补助线Huawei maximum subsidies line社保最高支付线maximum line of social security payment社保起付线minimum line of social security payment高额医药费补助large amount of subsidies on medical fees基本和非基本医药费basic and other medical fees(非)定点医疗机构(non-) designated medical organization报销时限reimbursement time limit钟点制员工temporary employee合同制员工contract employee社会保险social insurance商业保险commercial insurance附加补助additional subsidy保额标准compensation standard工龄补助subsidy on service length招聘调配部recruitment and allocation department考核薪酬处appraisal and salary section任职资格管理部competency and qualification management department 人事处personnel department任职资格competency and qualification任职资格管理competency and qualification management认证competency and qualification assessment任职资格标准competency and qualification standard级别level等级grade资格类别types of qualification技能skill素质competency必备知识knowledge招聘recruitment考核assessment择优录用enroll the excellent people有限授权limited empower保密、回避"Confidential, alienation"人才库human resources bank资格审查HR interview专业面试technical/professional interview综合面试overall interview审批approve面试资格人qualified interviewer招聘质量控制小组recruitment quality control team 形象image谈吐speech求职动机motivation素质特征competencies工作适应性job adaptation录用人员与拟聘岗位要求的吻合度suitability招聘成本recruitment cost招聘周期recruitment cycle用人需求requisition职位说明书job description人力规划/用人计划manpower planning效果评估recruitment evaluation竞争对手competitor平面广告advertisement网络广告network advertisement猎头、猎头公司headhunter人才交流会job fair技术交流会technical conferences展览会exhibition（专场）招聘会career day推荐recommend内部推荐internal referral投入产出比Input and output ratio发布渠道publication channel急缺人才talent in urgent need稀缺人才scarce talent特殊人才talent with special skills现场招聘on-site recruiting考核流程assessment procedure组长负责制team leader responsible system出差报告business trip report应聘材料documentation筛选scanning电话面试telephone interview复试second time interview权签人final approval实习人员intern聘书offer letter劳动关系labor relation劳动合同labor contract预支工资prepaid salary甄选selection素质测评competency test试题库interview questions案例case内部劳动力市场internal human resources pool 人力资源配置human resources deployment职类position type职位position组织效益organizational effectiveness人均效率average personal efficiency测评指标assessment indicator监控体系monitoring system组织结构organizational structure组织结构调整organizational structure adjustment 工作移交hand over离任审计resign audit上岗report to duty岗位适应性培训post adjustability training任命nomination辞职resignation辞退dismissal劝退special condition dismissal自动离职auto-resignation除名dismissal业务量（工作量）business volume转岗internal transfer岗位轮换job rotation周边锻炼lateral practice轮训rotation training借调temporarily transfer富余人员redundant staff。
人力资源管理专业英语chapter 2 Strategic Human Resource Management
What does strategic fit refer to?
What are the three HRM perspectives ? What do the three perspective mean
respectively? What are the three approaches that are based
In this unit, we
• discussed the definition of strategy and strategic HRM • learned about the two key concepts that strategic
HRM is based on • examined the three HRM perspectives
could adopt the policy of strategic configuration ? What are the limitations to the concept of best
fit?
What does Bundling mean? What is the aim of Bundling? What is the problem with Bundling?
• What is the meaning of strategy in this context?
• Where does the difficulty lie in the formulation of strategy?
What is the meaning of strategic HRM?
model?ຫໍສະໝຸດ What are the three models of best fit approach? What theory is the lifecycle model based on? What are the three Best fit and competitive
人力资源管理词汇—英汉对照
人力资源管理词汇—英汉对照人力资源管理是现代企业管理中至关重要的一环，它的作用是落实公司战略并最大化组织的效益。
在人力资源管理领域中，有很多与之相关的英文术语和词汇。
下面将对一些常见的人力资源管理词汇进行英汉对照的介绍。
1. Recruitment（招聘）：It is the process of identifying and attracting potential candidates for job vacancies within an organization. 招聘是一个组织确定和吸引潜在候选人就组织内部的职位空缺的过程。
2. Selection（甄选）：This refers to the process of evaluating and choosing between candidates who have applied for a job within an organization. 甄选是对已经申请该组织工作的候选人进行评估和选择的过程。
3. Onboarding（入职）：It is the process of allowing new employees to understand the organization, its culture, and how they will fit into their new roles. 入职是让新员工了解组织、其文化以及他们将如何适应其新角色的过程。
4. Performance Management（绩效管理）：It is the process of setting goals, monitoring progress, providing feedback, and evaluating employee performance. 绩效管理是设定目标、监控进度、提供反馈和评估员工绩效的过程。
5. Training and Development（培训和发展）：It is the process of providing opportunities for employees to acquire new skills and knowledge through training programs and other development initiatives. 培训和发展是通过培训计划和其他发展计划为员工提供获取新技能和知识的机会的过程。
人力资源管理专业英语中文版.doc
商务专业英语系列丛书人力资源管理专业英语Human Resource Management English Reader王关富张海森总主编付美榕宋颖贾宁主编U n i t 1An Over view of Human ResourceManagement一个人力资源概况管理Organizations require a number of things to be effective: physical resources,financial resources, marketing capability and human resources . Whileall these are important to organizational effectiveness, the factor that is mostlikely to provide potential competitive advantage is human resources and howthese resources are managed . The production technology, financing, and customerconnections (marketing) can all be copied . The basics of managing peoplealso can be copied , but the most effective organizations find unique ways toattract, retain and motivate employees — a strategy that is harder to imitate .组织需要一些事情是有效的：物理资源，金融资源，市场营销能力和人力资源。
虽然这些都是非常重要的组织效能，最的因素可能提供潜在的竞争优势是人力资源，以及如何这些资源的管理。
人力资源管理系统专业术语中英文对照表
⼈⼒资源管理系统专业术语中英⽂对照表⼈⼒资源管理专业术语中英⽂对照表⼈⼒资源管理：Human Resource Management , HRM⼈⼒资源经理：Human resource manager⾼级管理⼈员：Executive职业：Profession道德标准：ethics操作⼯：operative employees专家：specialist⼈⼒资源认证协会：the human resource certification institute ,HRCI外部环境：external environment内部环境：internal environment政策：policy企业⽂化：corporate culture⽬标：mission股东：shareholders⾮正式组织：informal organization跨国公司：multinational corporation ,MNC管理多样性：managing diversity⼯作：job职位：posting⼯作分析：job analysis⼯作说明：job description⼯作规范：job specification⼯作计划分析表：job analysis schedule ,JAS职位分析问卷调查法：Management position description questionnaire ,MPDQ ⾏政秘书：executive secretary 地区服务经理助理：assistant disterict service manager⼈⼒资源计划：human resource planning HRP战略规划：strategic planning长期趋势：long term trend要求预测：requirement forecast供给预测：availability forecast管理⼈⼒储备：management inventory裁减：downsizing⼈⼒资源信息系统：human resource information system，HRIS招聘：recruitment员⼯申请表：employee requisition招聘⽅法：recruitment methods内部提升：promotion from within ,PFW⼯作公告：job posting⼴告：advertising职业介绍所：employment agency特殊事件：special events实习：internship选择：selection选择率：selection rate简历：resume标准化：standardization有效性：validity客观性：objectivity规范：norm录⽤分数线：cutoff score准确度：aiming业务知识测试：job knowledge tests求职⾯试：employment interview⾮结构化⾯试：unstructured interview结构化⾯试：structured interview⼩组⾯试：group interview职业兴趣测试：vocational interest tests会议型⾯试： board interview组织变化与⼈⼒资源开发⼈⼒资源开发：human resource development，HRD 培训：training 开发：development定位：orientation训练：coaching辅导：mentoring经营管理策略：business games案例研究：case study会议⽅法：conference method⾓⾊扮演：role playing⼯作轮换：job rotating在职培训：on-the-job-training ，OJT媒介：media企业⽂化与组织发展：企业⽂化： corporation culture组织发展： organization development ， OD调查反馈： survey feedback质量圈： quality circles⽬标管理： management by objective ，MBO全⾯质量管理：Total quality management ,TQM 团队建设：team building职业计划与发展职业： career职业计划：career planning职业道路：career path职业发展 career development⾃我评价：self-assessment职业动机：career anchors绩效评价绩效评价：performance appraisal ，PA⼩组评价：group appraisal业绩评定表：rating scales method关键事件法：critical incident method排列法：ranking comparison平⾏⽐较法：paired comparison硬性分布法：forced distribution method晕圈错误：halo error宽松：leniency严格：strictness反馈： degree feedback叙述法：essay method集中趋势：central tendency报酬与福利报酬： compensation直接经济报酬：direct financial compensation 间接经济报酬：indirect financial compensation ⾮经济报酬： no financial compensation公平：equity外部公平：external equity内部公平：internal equity员⼯公平：employee equity⼩组公平：team equity⼯资⽔平领先者：pay leaders劳动⼒市场：labor market⼯作评价：job evaluation排列法：ranking method分类法：classification method因素⽐较法：factor comparison method评分法：point method海⽒指⽰图标个⼈能⼒分析法：Hay Guide Chart – profile Method ⼯作定价：job pricing ⼯资等级：pay grade⼯资曲线：wage curve⼯资幅度：pay range福利和其他报酬问题：福利（间接经济补偿）员⼯股权计划：employee stock ownership 破烂 ,ESOP值班津贴： shift differential奖⾦：incentive compensation分红制：profit sharing安全与健康的⼯作环境：安全：safety健康：health频率： frequency rate紧张：stress⾓⾊冲突：role conflict催眠法：hypnosis酗酒：alcoholism员⼯和劳动关系⼯会：union地⽅⼯会：local union⾏业⼯会：craft union全国⼯会：national union谈判组：bargaining union劳资谈判：collective bargaining仲裁： arbitration罢⼯：strike内部员⼯关系：internal employee relation纪律： discipline纪律处分：disciplinary action申诉：grievance降职：demotion调动：transfer晋升：promotion部门名称⼈事部：personnel department⼈⼒资源部：human resource department营销部：salesman department产品开发部：product development department 公关部：public relationship department市场部：marketing department财会部：finance department采购部：purchasing （procurement）department 售后服务部：after-sale service department 品管部：quality control department职位名称：董事长：chairman of the board总裁：president （Am E.）执⾏副总裁：executive vice – president⾏政董事：managing director总经理：executive manager ，general manager 副总经理：deputy general manager部门经理，科长：section manager销售部经理：sales manager助理经理（副经理）：assistant manager主任：manager销售代表：sales representative主管：supervisor⾼中级管理⼈员：executive职员： clerkAccounting assistant 会计助理Accounting clerk 记账员Accounting manager 会计部助理Accounting stall 会计部职员Accounting supervisor 会计主管Administration manager ⾏政经理Administration staff ⾏政⼈员Administrative assistant ⾏政助理Administrative clerk ⾏政办事员Advertising staff ⼴告⼯作⼈员Airlines sales representative 航空公司订座员Airlines staff 航空公司职员Application engineer 应⽤⼯程师Assistant manager 副经理Bond analyst 证券分析员Bond trader 证券交易员Business controller 业务主任Business manager 业务经理Buyer 采购员Cashier 出纳员Chemical engineer 化学⼯程师Civil engineer ⼟⽊⼯程师Clerk / receptionist 职员 / 接待员Clerk typist & secretary ⽂书打字兼秘书Computer data input operator 计算机资料录⼊员Computer engineer 计算机⼯程师Computer processing operator 计算机处理操作员Computer system manager 计算机系统部经理Copywriter ⼴告⽂字撰稿⼈Deputy general manager 副总经理Economic research assistant 经济研究助理Electrical engineer 电⽓⼯程师English instructor / teacher 英语教师Export sales manager 外销部经理Export sales staff 外销部职员Financial controller 财务主任Financial reporter 财务报告⼈F．X. ( foreign exchange ) clerk 外汇部职员F．X. settlement clerk 外汇部核算员Fund manager 财务经理General auditor 审计长General manager / president 总经理General manager assistant 总经理助理General manager’s secretary 总经理秘书Hardware engineer （计算机）硬件⼯程师Import liaison staff 进⼝联络员Impor manager 进⼝部经理Insurance actuary 保险公司理赔员International sales staff 国际销售员Interpreter ⼝语翻译Legal adviser 法律顾问Line supervisor ⽣产线主管Maintenance engineer 维修⼯程师Management consultant 管理顾问Manager 经理Manager for public relations 公关部经理Manufacturing engineer 制造⼯程师Manufacturing engineer 制造⼯程师Manufacturing worker ⽣产员⼯Market analyst 市场分析员Market development manager 市场开发部经理Marketing manager 市场销售部经理Marketing staff 市场销售员Marketingassistant销售助理Marketing executive 销售主管Marketing representative 销售代表Marketing representative manager 市场调研部经理Mechanical engineer 机械⼯程师Mineing engineer 采矿⼯程师Music teacher ⾳乐教师Naval architect 造船⼯程师Office assistant 办公室助理Office clerk 职员Operational manager 业务经理Package designer 包装设计师Passenger reservation staff 乘客票位预订员Personnel clerk ⼈事部职员Personnel manager ⼈事部经理Plant / factory manager ⼚长Postal clerk 邮政⼈员Private secretary 私⼈秘书Product manager ⽣产部经理Production engineer 产品⼯程师Professional staff 专业⼈员Programmer 电脑程序设计师Project staff （项⽬）策划⼈员Promotion manager 推销部经理Proof – reader 校对员Purchasing agent 采购（进货）员Quality control engineer 质量管理⼯程师Real estate staff 房地产职员Recruitment coordinator 招聘协调员Regional manager 地区经理Research & development engineer 研究开发⼯程师Restaurant manager 饭店经理Sales and planning staff 销售计划员Sales assistant 销售助理Sales clerk 店员、售货员Sales coordinator 销售协调员Sales engineer 销售⼯程师Sales executive 销售主管Sales manager 销售部经理Salesperson 销售员Seller representative 销售代表Sales supervisor 销售监管School registrar 学校注册主任Secretarial assistant 秘书助理Secretary 秘书Securities custody clerk 保安⼈员Security officer 安全⼈员Senior accountant ⾼级会计Senior consultant / adviser ⾼级顾问Senior employee ⾼级雇员Senior secretary ⾼级秘书Service manager 服务部经理Simultaneous interpreter 同声传译员Software engineer （计算机）软件⼯程师Supervisor 监管员Systems adviser 系统顾问Systems engineer 系统⼯程师Systems operator 系统操作员Technical editor 技术编辑Technical translator 技术翻译Technical worker 技术⼯⼈Telecommunication executive 电讯（电信）员Telephonist / operator 电话接线员、话务员Tourist guide 导游Trade finance executive 贸易财务主管Trainee manager 培训部经理Translation checker 翻译核对员Translator 翻译员Trust banking executive 银⾏⾼级职员Typist 打字员Word processing operator ⽂字处理操作员。
人力资源专业英汉对照翻译
Action learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权BBehavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭CCandidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法DDavis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简EEarly retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加•施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段FFact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick T aylor：弗雷德里克•泰罗Functional control：职能控制Functional job analysis：功能性工作分析法General economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金计划Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Gain sharing：收益分享HHalo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织IIllegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈JJob analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰•霍兰德Junior board：初级董事会Layoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂MMaintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO) ：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判项目Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段NNondirective interview：非定向面试OOccupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA) ：职业安全与健康管理局Occupational skills：职业技能On-the-job training (OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD) ：组织发展Outplacement counseling：向外安置顾问PPaired comparison method：配对比较法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金计划People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview:工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method/Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan利润分享计划Programmed learning：程序化教学QQualifications inventories：资格数据库Quality circle：质量圈RRanking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演SSkip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班计划Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Salary surveys：薪资调查Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ组织体系ⅣSystem I：组织体系ⅠTT ask analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段UUnsafe conditions：不安全环境Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为VValidity：效度Value-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬Vestibule or simulated training：新雇员培训或模拟Vesting：特别保护权Voluntary bargaining：自愿谈判项目Voluntary pay cut：自愿减少工资方案Voluntary time off：自愿减少时间WWage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与计划Worker's benefits：雇员福利。
人力资源管理中词汇翻译
非结构化面试:unstructured interview
结构化面试:structured interview
小组面试:group interview
职业兴趣测试:vocational interest tests
会议型面试:board interview
公平:equity
外部公平:external equity
内部公平:internal equity
员工公平:employee equity
小组公平:team equity
工资水平领先者:pay leaders
现行工资率:going rate
工资水平居后者:pay followers
劳动力市场:labor market
分红制:profit sharing
十三、安全与健康的工作环境
安全:safety
健康:health
频率:frequency rate
紧张:stress
角色冲突:role conflict
催眠法:hypnosis
酗酒:alcoholism
十四、员工和劳动关系
工会:union
地方工会:local union
行政秘书:executive secretary
地区服务经理助理:assistant district service manager
四、人力资源计划:Human Resource Planning,HRP
战略规划:strategic planning
长期趋势:long term trend
会议方法:conference method
人力资源管理专业英语第二单元课文翻译
Unint 2战略人力资源管理的概念基础1. Boxall（1996）解释说，战略人力资源管理”是人力资源管理与企业战略管理之间的接口。
它以人力资源管理的概念作为一种战略，整合和统一的方法和发展符合战略管理概念这是一种管理方式，是高瞻远瞩的业务或部分将管理活动的方式，确保这一战略的推力是维持。
2. 由皮尔斯和鲁滨孙（1988）的定义，战略管理是一套决定和导致战略旨在实现组织目标的制定和实施的行动，根据坎特（1984），其目的是引起目前的future'and行动成为一个行动车--整合和制度化机制的变化。
战略管理的概念是建立在战略概念的基础上的，如下所述。
战略的概念3. 战略是为实现既定目标而选择的方法。
根据钱德勒（1962）的观点，它是企业的长期目标和目标的确定，以及通过行动方针和为实现这些目标所需的资源分配。
4. 战略有三个基本特征。
首先，它是前瞻性的。
它是决定你要去哪里，你想去那里。
它涉及两端和手段。
从这个意义上说，策略是一种意向声明，这就是我们想要做的，这就是我们打算做的。
策略定义了更长远的目标，但他们也涵盖这些目标如何达到。
他们指导有目的的行动提供所需的结果。
一个好的策略是一个工程，一个团的（1993）短语使组织适应的掌握现状和先发制人的未来。
作为Boxall（1996）解释说，战略应被理解为一个重要的手段和目的的框架。
5. 战略的第二个特点是，企业的组织能力（其有效运作的能力）取决于其资源能力（其资源的质量和数量及其交付结果的潜力）。
这是以资源为基础的观点，基于彭罗斯（1959）的观点，他写道，公司是一个行政组织，是一个生产资源的集合。
这是谁说的策略”是一种平衡装载的是（1984）扩大现有资源的开发和新技术的开发。
基于资源的战略理论家如Barney（1991, 1995）认为，持续的优势源于获取和有效利用独特的竞争对手无法模仿物Ka束资源观是战略人力资源管理的一项重要内容。
6. 战略的第三个特点是合适的战略需要在开发人力资源在内外部环境下实现企业与企业战略一致的策略。
【商务英语】人力资源管理(中英)
Recruitment (招聘工作主要有3方面：制定招聘计划，准备招聘信
)
analysis defines a job in terms of its specific tasks and
including the qualifications and skills
description（工作说明,职务说明）lists the objectives,
1.Human Resource Management (人力资源管理<HRM>包括很多方面 )
过程) that tries to keep the right people in
right positions. It includes human resource planning人力资源策规划,
如何激发员工工作热情
needs：These needs include a good salary, safe working
：the desire for responsibility, recognition, growth, promotion,
丰富工作内容)：It gives workers more authority in making
挖角
：
）Training and Developing （培训和培养：前者侧重技能知识的传授；
learning of job related skills and activities to improve
（扩大工作面）rotate(轮换） positions
1）Human Resource Planning （人力资源规划为了说明人力资源部门未
Human Resource Managers considered 2 factors:
人力资源管理专业英语chapter 2 Strategic Human Resource Manag
• What is the strategic goal of the resource-based view?
• What is the concern of resource-based strategy ?
could adopt the policy of strategic configuration ? What are the limitations to the concept of best
fit?
What does Bundling mean? What is the aim of Bundling? What is the problem with Bundling?
Definition of Strategic HRM
The resource-based view of strategic HRM
Strategic fit
Three perspectives on strategic HRM
• Where does competitive advantage arise?
After class, you
• choose one of the three approaches that are discussed in this chapter and write a report on how this approach will benefit your company.
respectively? What are the three approaches that are based
人力资源管理外文文献翻译
人力资源外文翻译---人力资源管理的战略作用The Strategic Role of Human Resource ManagementTyson,S出处：/doc/cae47458a300a6c30c229fd4.html/PDFweb/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include:Planning: Establishing goals and standards; developing rules and procedures; developing plans and forecasting—predicting or projecting some future occurrence. Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.Leading: Getting others to get the job done; maintaining morale; motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.In this book, we are going to focus on one of these functions: the staffing, personnel management, or (as it's usually called today) human resource (HR) management function. Human resource management refers to the practices and policies you need to carry out the people or personnel aspects of your management job. These include: Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhaps it's easier to answer this by listing some of the personnel mistakes you don't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your company taken to court because of your discriminatory actionsTo have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectivenessTo commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results —through others. Remember that you could do everything else right as a manager —lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:"For many years it has been said that capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it's the work force and the company's inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can't maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future---"At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In thisenvironment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Let’s answer this question, starling with a short definition of line versus staff authority.Line versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line authority and staff authority.Line managers are authorized to direct the work of subordinates —they're always someone's boss. In addition, line managers are in charge of accomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings: Placing the right person on the right jobStarting new employees in the organization (orientation)Training employees for jobs that are new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationships Interpreting the company s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff.Human Resource Department's HR Management ResponsibilitiesThe human resource department provides this specialized assistance. In doing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria). In other words, he or she exerts line authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers' "suggestions" are often viewed as "orders from topside". This implied authority carries even more weight with supervisors troubled with human resource/personnel problems.A coordinative function. HR managers also function as coordinators of personnelactivities, a duty often referred to as functional control. Here the HR manager and department act as "the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers.Staff (service) functions. Serving and assisting line managers is the "bread and butter" of the HR manager's job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an "innovator" role by providing 'up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managers and staff managers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.For example, in the area of recruiting and hiring it's the line manager’s responsibil ity to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and techniques in this book.4. Tomorrow's HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technologicalchange.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged.For example:The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.There is a corresponding de-emphasis on "sticking to the chain of command" to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower itsfront-line employees—the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer's needs. The main purpose of managers in this "upside down" organization is to serve the front-line employees, to see that they have what they need to do their jobs — and thus to serve the customers.Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or more layers of management, flat organizations with just three or fourlevels will prevail. Many companies (including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.Work itself—on the factory floor, in the office, even in the hotel —is increasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to a multifunction team, one that manages its own budget and controls the quality of own work.The bases of power are changing. "In the new organization, " says management theorist Rosabeth Moss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power."Managers will not "manage". Yesterday's manager knew that the president and owners of the firm gave him or her authority to command and control subordinates. Today most managers realize that reliance on formal authority is increasingly a thing of the past. Peter Drucker says that managers have to learn to manage ip situations where they do not have command authority, where " you are neither controlled norcontrolling".Yesterday's manager thinks of himself or herself as a "manager" or "boss"; the new manager increasingly thinks of himself or herself as a "sponsor", "teamleader", or "internal consultant".Managers today must build commitment Building adaptive, customer-responsive orga nizations means that eliciting employee’s commitme nt and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You can't afford to have anyone walk through a gate of a factory or into an office who is not giving 120%".人力资源管理的战略作用泰森，S1. 人力资源管理工作什么是人力资源管理了解人力资源管理，首先要审查管理人员。
人力资源术语英汉对照
2008-07-08 14:04This is not a step-by-step guide to reducing debt. Rather, it is a collection of a lot of the wisdom I have read so far onthis topic and a list of some of the things that worked for us.这并不是一个一步一步教你减少负债的指南方法,相反这是一个智慧的结晶,一个到目前为止我读过的所有关于这个话题的总结和一个对我们有帮助的建议单。
As you go through the list, I would recommend sorting it out into things that will definitely work for you and things that could possibly work for you. Start implementing the things that will work for you right away and start working on incorporating the others when possible. Believe me, soon it will become an obsession (if it already isn’t!) and slowly but surely you will be free of debt. And that feeling is worth any short-term pain you have to go through.当你要浏览这份单子的时候,我建议你最好整理出哪些对你绝对有帮助和哪些对你可能有帮助。
然后开始实施对你立即起作用的那些工作,同时有可能的话最好也做一些对其它有帮助的事。
人力资源常用词汇英汉对照
人力资源常用词汇英汉对照Human resource management is a critical component of any organization. It is the integral process that deals with recruitment, evaluation, and development of employees. It is an ever-evolving process that requires an extensive knowledge of the industry, such as the ability to communicate with staff efficiently and to correct issues proactively. One of the most important elements of effective human resource management is the ability to understand and use the right vocabulary associated with this function. Here is a comprehensive guide to human resource management terminology in English and Chinese.1. Employee员工/雇员This term refers to an individual who is employed or paid by an organization or company to provide certain services or work.2. Employer雇主/雇用者An employer is a person or organization that hires individuals (employees) to perform specific tasks or activities.3. Recruitment招聘Recruitment is the process of identifying and hiring the right person for a given position. It involves posting the job vacancy, shortlisting resumes, and conducting interviews.4. Job Description工作描述A job description is a detailed document that outlines the tasks, responsibilities, qualifications, and expectations of a particular job or position.5. Job Posting职位发布A job posting is an advertisement placed by an organization to attract candidates to apply for the job vacancy.6. Resume/CV简历A resume or curriculum vitae (CV) is a document that summarizes an individual's work experience, education, and skills used for job applications.7. Interview面试An interview is a formal meeting between an employer and a job applicant to assess the candidate's suitability for a specific job.8. Background Check背景调查/调查证明A background check is a process of verifying an individual's identity, education, criminal record, and work experience.9. Orientation入职培训/新员工介绍Orientation is an activity that aims to introduce new employees to the company's culture, policies, and procedures.10. Performance Management绩效管理Performance management is the process of establishing clear expectations and objectives for employees, monitoring their progress, and providing feedback to improve performance.11. Training and Development培训和发展Training and development is an ongoing process of educating employees to enhance their skills, knowledge, and abilities to perform their job effectively.12. Benefits福利Benefits are offerings provided by an organization to employees in addition to their regular salary. It can include paid time off, health insurance, retirement plans, etc.13. Compensation薪酬Compensation is the financial rewards and benefits that an employee receives in exchange for their work.14. Performance Appraisal绩效评估Performance appraisal is a formal process of assessing employee's job performance and providing feedback to improve future performance.15. Termination解雇Termination is the process of ending employment due to voluntary resignation or termination by the employer.In conclusion, the vocabulary of human resource management is essential for effective communication in this sector. Understanding the above terms in both English and Chinese is essential in the recruitment and management of employees to achieve desired business objectives.。
人力资源管理相关英汉互译
人力资源管理相关英汉互译The second critical tent pole of leadership is the personal capability the leader possesses. These personal capabilities are not skills that would typically be described as leadership skills, yet our research proves they must be in place for any individual to be perceived as a strong leader. Here are some of these individual capabilities:⏹Technical knowledge. The best leaders have at least a working knowledge of thetechnological side of the business.⏹Product knowledge. Great leaders need a thorough understanding of what theorganization produces and why it is superior to competitive products.⏹Problem analysis and problem-solving skills. These skills include the ability to defineproblems, analyze them, and come up with solid recommendations for resolving complex issues.⏹Professional skills. Excellent leaders must be able to write intelligently and concisely,make compelling presentations, organize their work efficiently, monitor progress, and work without close supervision.⏹Innovation. This refers to a leader's ability to have a fresh outlook in approaching aproblem, to shake loose from old methods, and see new possibilities.⏹Initiative. The best leaders see if something is falling between the cracks andimmediately step in to make certain it is handled.⏹Effective use of information technology. Great leaders set an example in theconsistent use of e-mail, powerful software applications, and any technology that escalates performance.Career experts, Gene Dalton and Paul Thompson, explain that the most successful leaders progress through a series of four career stages, which cannot be skipped. Stage one is the time when individuals must prove they can learn the business and develop a solid foundation of technical expertise. In stage two, individuals continue to build technical skills and become independent contributors. By stage three, they become wentors-developing the careers and expertise of others. In stage four, they become organizational visionaries—leading the organization in new directions.Too often, leaders reach a position they've been seeking and start to coast—believing the learning phase of their career is over. They assume that there is a time for learning and a time for execution, and they are done learning. The best leaders never quit learning.Here are some techniques to maximize your personal capability:Understand the technology: Employees can see through attempts to cover up your lack of knowledge. Get up to speed by asking questions. Be willing to admit what you don't know.Perfect professional Skills: Managers can't manage unless they can communicate.Try new things: Great managers innovate and take initiative. They think outside the box and don't hesitate to experiment."Leadership cannot be delegated to others."—John H. Zenger and Joseph FolkmanFocus on resultsLeadership is ultimately about producing results. This is the third leadership tent pole. Leaders can have talent and character, but unless they produce sustained, impressive results for their organization, they simply are not good leaders.One study of 1000 managers showed that the best managers translate ideas into action. They push to take the next step forward by bringing energy, enthusiasm, and urgency to their role. They continually look for ways to improve. These leaders are in the driver's seat, with a foot on the accelerator—pressed to the floorboard most of the time.How do leaders focus on results? Extraordinary leaders do the following:⏹Establish stretch goals for their people.⏹Take personal responsibility for the outcomes of the group.⏹Provide ongoing feedback and coaching to their people.⏹Set lofty targets for the group to achieve.⏹Personally sponsor an initiative or action.⏹Initiate new programs, projects, processes, client relationships, or technology.⏹Focus on organization goals and ensure that they are translated into actions by theirdepartment.⏹Operate with speed and intensity; accelerate the pace of the group.⏹Champion the cause of the customer.⏹Balance long-term and short-term objectives.The best leaders get things accomplished, even under duress. They choose the right goals and follow through.These are some ways to bring about results:Know What the organization expects: Ask, "What does the organization expect from my department?" "From me personally?" The answers can be quite eye-opening.Stay fOCUSed On long-ternr results: We've all seen executives who can make earnings soar—temporarily. Extraordinary leaders resist the urge to sacrifice long-term for short-term results. They keep the welfare of the organization ahead of their own personal agendas.Take action: Extraordinary leaders wake up in the morning with a plan and put it into effect. They don't always wait for permission before moving ahead. Instead, they simply try new things."Leaders who aren't getting results aren't truly leading."—David Ulrich, Jack Zenger, and Norm SmallwoodCultivate interpersonal skillsThe fourth essential tent pole of leadership is interpersonal skills. Along with the central tent pole representing character, it probably holds the most canvas. This leadership skill has become more important over time, especially since the demise of the "command and control" styles of leadership. Of all the competencies, interpersonal skills seem to make the most difference in whether leaders are considered extraordinary.To develop strong interpersonal skills, leaders must do the following:Communicate powerfully and prolifically. Extraordinary leaders don't hoard new insights. They tell people! These leaders give their work group a sense of direction and purpose. They help people understand how their work contributes to the goals of the organization. They err on the side of telling people too much.Inspire others to high performance. Great leaders energize people to go the extra mile. They set stretch goals that motivate people to accomplish more than they think is possible.Build trust. Superstar leaders act so that others trust them. They balance their concern for productivity and results with sensitivity to employees' needs and problems. When conflicts arise, they deal with employees' feelings as well as the technical aspects of the issue. They stay approachable.Develop others. The most remarkable leaders support others' growth by giving honest and constructive feedback, balancing correc tive with positive evaluations. They stay tuned to what is happening in employees' careers. They let others grow, even if it means letting them leave the department.Collaborate and develop strong teams. Excellent leaders know not to insulate themselves from other team members and departments. They keep in touch, so that cooperative urges beat out competitive urges. They cultivatetheir team members'ability to work with diverse people.Some key points for mastering people skills include:Involve Others in communication: One of the best ways to communicate is to get others to communicate! Interestingly, the worst communicators focus solely on getting their message across. The best communicators check people's reactions and get their ideas.Train everyone to be a leader: These days, leadership often gets passed around in a group. The person with the loftiest title and supposed power is no longer the one with all the answers. Believe that others are capable of great accomplishments and then watch them follow through.TO develop Others, develop yourself: The best leaders create space for their employees to move up from below by raising their own performance. Their efforts not only set the example, but also blaze a clear path for others to follow."If we treat people as they are, wemake them worse, but if we treat themas they ought to be, we help thembecome what they are capable ofbecoming."—Johann Wolfgang von GoetheLead organizational changeThe ability to lead organizational change is the fifth tent pole of extraordinary leadership. The best leaders inspire people to rally around a change, while poor leaders have to push, cajole, or even threaten employees to accept change. A turbulent business environment puts leaders to the test: excellent leaders can turn a significant change into a pleasant journey, while poorly led change might be better described as a "trip through hell." With most organizations today in a constant state of change—from dramatic growth to downsizing and restructuring—leaders must be able to skillfully shepherd organizations in new strategic directions.We're not talking about slight tactical shifts in current management processes or procedures. Caretaker managers can keep things going on a steady path. But if the organization is to rise to a significantly higher level of performance, extraordinary leaders must be able to sense the direction of the market and alter the fundamental business model. They must be able to envision and create a new organization culture.How do extraordinary leaders approach this task? The challenge in accomplishing change is not only to provide strong direction, but also to get people involved in making the change work. The most effective leaders are able to strike a balance between directing change and involving others.Leaders with strong directing tendencies are often prepared with well-organized plans that they communicate clearly. They maintain control, but sometimes end up with employees feeling that changes are being done to them but not with them. The end result is that employees resist change and start to distrust management.On the other hand, leaders who favor involving others in change sometimes fail to provide enough direction, leaving employees confused about their roles and what they need to do to keep the change moving forward. Sometimes leaders who tend toward involving others are simply unwilling to take risks or make tough decisions.Our research shows clearly that both sets of behaviors are necessary for a leader tomanage change effectively. Leaders need to help their people understand the specific details of the change and also help them feel involved so they will feel committed to the change.Leading organizational change requires that you:Create the Overarching Vision:Using your knowledge of the external environment, determine which trends to pursue and which to ignore. Stay involved in critical decisions. Use your influence to shape their outcome.Translate the vision into specific objectives: In order to make the strategic vision happen, break it down to the level of specific tasks and expectations for individual workers. It is up to you to determine how resources will be allocated. You must establish the norms that will shape the culture.Balance the need for direction with the need to involve others: Build support for your vision by getting people on board."Some people grin and bear it. Others smile and change it."—Unknown领导者需要个人能力领导能力中第二根重要的支杆是领导者所拥有的个人能力。
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在过去的十年里，增加的注意力被放在了决定一个公司竞争优势的HRM的重要性上面了，一些人甚至认为在众多的现代公司中，HR被认为是可利用的竞争优势的唯一持久的资金。
As Jess Alef, First Chicago Bank的头领和执行副总裁。
资金，在过去曾是一个竞争优势，但是现在有更多可利用的可获得的资金。
技术，在过去也曾是一个竞争优势，但是可利用性变得更高了。
在过去的一段时间里，那时产品的生命周期特别是金融服务产业很长。
但是现在，你所提供的产品在类型上不能建立一个持久的优势。
唯一持久的优势就是人。
为什么它是持久的？什么因素导致了公司把更多的注意力放在了HRM上？Randall Schuler 和Dave Ulrich，在SHRM理论的发展上最杰出的两个人，认为大量的因素结合在一起增加了公司有效管理人这个因素的重要性。
Schuler 识别出很多在要求增加HRM关注的公司的运作中，基本的经营环境发生了很大的变化。
·快速变化·对于基础经营环境的高度不确定性·增加的成本·快速变化的技术·变化的人口统计状况·关于高培训员工的更多供给限制·快速改变的政府立法和规章·工业的全球化增加在他1997年的书《HR实务》中，Dave Ulrich认为公司经营环境的改变带来了大量竞争挑战，这与公司早期所面临的截然不同。
刚刚罗列出来的每一个经营环境，都给公司施加了了另外的压力，要创新，创造一些新的方式，用新技术、新产品、新服务的经营来满足增长的多样性和高要求的消费者导向。
在决定公司吸引、培训和保留高质量员工的竞争优势方面增加革新用途。
随着时间的推移和环境的变化，公司必须保持雇员所提供的技术方面的竞争优势。
正如，Jeff Alef’s的说法所表明的，在过去，持续的竞争优势可以通过找到更好的、更便宜的金融资金的渠道来获得，或者是营销一个新产品，发明一些新的专利。
在任何公司的竞争优势中，便宜和现成的资金，高质量的产品和新技术的渠道任然是比较重要的成份。
20世纪90年代后期以及之后的经营环境更加关系经营环境中人的要素。
从这个认识中，人力资源管理就变成了一种管理的方法，被称作SHRM。
从HRM到SHRM从之前可以理解出什么是战略人力资源管理。
关键就是要有一个清晰的“传统”管理人力资源观念的图像。
从传统的观点来看，人事部门处理管理性事务的角色如下所述：·人力资源规划·招聘员工·工作分析·建立绩效评价系统·工资、薪酬、福利管理·雇员培训·人事纪录保持·立法遵守·员工关系传统的人事部门通常是包括组织“真正工作”的身体和心理两方面。
换句话说，个人活动和员工与组织的“利润中心”是相对独立的。
在战略性的HRM的观点中，上面所列的职能性职责仍然是很重要的。
确实，解雇、培训和给雇员支付工资和福利也是很重要的任务，在任何组织中都必须要完成。
然而，在今天的竞争性市场中，组织必须从事于战略计划来生产和繁荣。
例如，很多公司发展了一体化的制造系统，如先进的制造技术，准时生产的库存控制和努力增加他们竞争地位的全面质量管理。
当然，这些系统必须要通过人来运作。
SHRM在这个例子中承担着评价经营这个系统和从事HR实践的雇员所需要的技能，例如，甄选和培训，这就发展了雇员的这些技能。
James Walker建议HR的新角色可以被描述成最简单的，即获得竞争优势，帮助经理最大化的管理雇员贡献。
Ian Clark考虑把战略性HRM作为“…关心如何提升效率和利益…战略HRM把中心定在组织通过考虑和利用更有效的人力资源来决定如何提高他们的竞争优势”。
相应的，战略人力资源管理（SHRM）作为“规划人力资源配置和活动的模式”的目的在于使组织能够达到它的目标。
SHRM：一些理论性的观点大量理论模型的开发是为了精确的解释SHRM在组织中需要什么，通过什么为公司经营结果的成功做出贡献的过程。
John Delery和Harold Doty注解了一个普适的方法，战略HRM把HR经理放在这样一个角色上，劝说他们的公司采纳一套普遍有用的HR实践。
在研究的115银行中，Delery 和Doty发现了一个普适方法的充分的支持。
他们发现一套人力资源活动增加了就回收资产和投资而言的组织的绩效，不顾他们特别的经营战略或者其他一些公司所涉及到的独特特征。
研究中所涉及的一系列HR实践包括：·内部职业生涯系统·正式的培训系统·完善的绩效评价措施·高水平的职业安全·申诉机制·清晰的工作界定相对于普遍的观点，SHRM的战略一致观点认为“…公司通过采纳HRM政策来补充和支持其他的HR政策和实践以及其他的组织战略计划要素，从而使得公司的绩效可以得到一定程度的提高。
”SHRM观点的关键就是内外部相适应的观念。
内部一致指的是公司内部各种HR活动前后保持一致。
因此，如果一个的甄选程序追求雇佣具有创新精神，敢冒险的员工，这个公司的绩效评价和报酬系统应该评价和报酬创新和处理风险。
外部一致指的是什么程度的HR活动与这个公司相对于这个“高消费导向”行业的其他公司在整体经营战略上保持相对的一致性。
HR的培训项目可以帮助雇员发展与整体的经营哲学相一致的更好的消费者关系技巧。
如果公司中的培训项目关注的仅仅是获得与雇员——消费者关系无关的高技术技巧，这种培训系统应该和消费者导向的经营战略保持一致。
SHRM的另外一个观点就是在作为一个内部服务提供者给公司的个体经营单位。
在这个方法中，HR专业人士的觉得就是改善HR服务提供的满意度和成本——效率并且增加对公司中各种经营单位的“消费者”满意度的管理。
在公司中比较典型的就是这种类型的HR导向，HR的预算很少会来自于一个公司总部的中心提供资金资源。
并且更多的依赖于给经营单位的消费者提供服务的一种“顾客支出”方式。
在SHRM的这个模型中，HR的专业认识与经营单位的管理者紧密的合作就是为了帮助解决与人有关的经营问题并且增加经营单位的整体效率。
在SHRM的“构型观”中，HRM的效率就是增加一个公司的竞争优势，并且成功的取决于一套，一系列HR实践而不是取决于单一的HR项目或政策。
多年来，类似“质量环”的这种项目被宣传为很多组织的灵药。
几乎没有这种单一的项目方法能够向拥护者所承诺的那样改善组织绩效。
采用构型观的观点，把注意力放在HR的一套方案上而不是看上去似乎符合逻辑的单一的“魔法妙方”项目上，广泛的认识到雇员的绩效是一个激励和能力的函数。
因此，为了增加雇员的绩效，HR的项目要增加所需要的激励（即奖酬系统）和能力（即解雇和培训系统）。
在构型观的方法中，不清楚是否有对于增加雇员对于公司成功贡献的普遍有效的“一套魔力方案”HR实践。
例如，Ichinowski 和他的同学发现，培养高水平的雇员参与和做出分权决策以及增加雇员授权的其他形式的HR系统，导致了普遍的高生产水平，不论公司详细的经营战略。
换句话说，在最近对62个制造公司所进行的一项调查研究中，Jhon Macduffie发现基于团队的，高承诺的HR实践增加了使用柔性生产系统的制造商公司的绩效但并没有必然增加使用更多传统大批量生产系统的公司的绩效。
构型观最主要的贡献之一就是研究与SHRM观点相一致的能够发现大量不同套的内部与另外一个保持一致的并且包含个体HR要素的HR实践。
Augustine Lado和Mary Wilson讨论了对于理解HR活动对竞争优势有什么贡献的资源/能力基础模型。
这个模型建立在“在公司持久竞争优势的基础上，组织的资源和能力是稀缺的，有价值的，不能被取代的并且是难以被模仿的。
”这个观点的基础上。
Lado和Wilson认为HR系统，可以以大量方式最大化一个公司人力资源的“稀有，有价值，不可替代的和难以模仿的”特性。
首先，HR实践可以增加清晰地表达组织愿景和高效处理复杂的经营环境等管理者的能力。
第二，HR通过从内部资源或外部劳动力市场中获得高质量的雇员来增加竞争优势。
第三，HR可以帮助一个组织开发（例如创新和企业家精神）变革能力。
第四，HR可以培养学习和促进有效组织文化发展的一个组织环境。
Ken Kamoche 还建议HR可以采取的用来增加竞争优势的其他的办法，即通过“能力扩张”。
这指的是技能和知识在整个组织中的扩散，和有效利用公司里的所有技能，不用管这些技能属于公司的哪个部门。
例如，大学就存在相当严重的缺乏内部扩张能力的问题。
即使大学老师按照专长区分了谁在哪个系，例如金融、人力资源、市场或公共关系，大学的金融、人力资源、市场或公共关系的管理者很少充分利用这些系里面的成员所拥有的技巧。
不管是对还是错，前面所讨论到的每一个理论观点，都是发展一个有效的战略HR功能过程的不同部分。
结合起来考虑，这些观点似乎发现了在一个公司内部开发SHRM所需要的6个关键的要素。
·HR员工和结构的内部改造·增加管理的效率·把一体化HR放在战略计划过程中去·把HR实践和经营战略以及另外的人力实践联系起来·用直线管理发展一个合作伙伴·关注HR的最终影响并且测量各种影响转变HR的员工和结构为了在一个公司内创造一个战略性HRM管理的哲学。
注意力必须放在转变HR的员工并且执行他们HR活动的组织结构中去。
这个转变有两个部门：转变人和转变结构。
转变HR的人因为传统的人事在大多数的组织中仍然是占优势的观点，创造一个SHRM观点的第一个成分，就是从事HR职责和他们所运作的结构中的现有员工的内部改变。
这是必须支持和执行SHRM变革的个体。
因此，通常需要新的技巧，正像关于HRM结构和过程的新观点。
在传统和战略导向的HRM中，HR员工所需要运行的高度的技巧是非常不同的。
在创痛的角色中，员工需要在确定的人事领域中成为专家，并且磨练例如培训和招聘面试等传统人事活动所需要的技巧。
对比例子看，Warren Wilhelm 引述了一个HR人事派出员工承担一个战略HRM角色就是所需要的最大的技巧成分就是变革管理的最行的调查。
Drake Beam Morin公司所进行的一个高级HR经理的调查表明回答的人中82%的人。
感觉他们未来的角色的注意力将会放在战略计划。
团队构建，质量提高，和多样性的管理和训练上。
在这些技巧中这些HR经理表明他们需要在未来有效行使的HR角色有团队的领导技巧，有一个全球视角的能力，金融和市场读写能力，和好的咨询和介绍技巧。
表2.1总结了在传统和战略观点下员工进行HRM所需要的技巧的不同之处。
公司尝试把HR的员工从传统的专家转变为战略通才的过程是非常不同的。