English for HRM
人力资源各岗位的英文缩写
人力资源各岗位的英文缩写English: In the field of human resources, there are various positions that play vital roles in managing an organization's workforce effectively. Some common abbreviations used for these positions include HR Manager (HRM), HR Generalist (HRG), HR Business Partner (HRBP), Talent Acquisition Specialist (TAS), Compensation and Benefits Manager (CBM), Training and Development Manager (TDM), Employee Relations Specialist (ERS), and HR Information Systems Analyst (HRISA). The HR Manager oversees all aspects of an organization's HR functions and ensures compliance with labor laws and regulations. The HR Generalist supports HR initiatives and handles a wide range of HR tasks, including recruitment, employee relations, and performance management. The HR Business Partner serves as a strategic partner to business leaders and helps align HR practices with organizational goals. The Talent Acquisition Specialist focuses on attracting, sourcing, and selecting qualified candidates for job vacancies. The Compensation and Benefits Manager is responsible for designing and administering competitive salary and benefit programs. The Training and Development Manager coordinates the development and implementation of trainingprograms to enhance employees' skills and capabilities. The Employee Relations Specialist handles employee grievances and resolves conflicts within the organization. The HR Information Systems Analyst manages the HRIS and ensures its accuracy and effectiveness in processing HR data. These positions are critical in promoting a positive work environment, attracting and retaining top talent, and aligning HR strategies with organizational objectives.中文翻译: 在人力资源领域中，有各种不同的岗位在有效管理组织的员工力量方面发挥着至关重要的作用。
人力资源HRM英文对应
人力资源HRM英文对应Introduction人力资源HRM 英文对应in the field of management is the process of managing employees in an organization, with the aim of enhancing their performance and productivity. It involves implementing policies and practices that are directed towards ensuring that employees' skills, knowledge, and abilities are utilized to achieve company goals. HRM plays a critical role in the success of any organization, as it is responsible for recruiting, training, and managing employees. This paper will explore the different aspects of HRM and their English equivalents.Recruitment and SelectionRecruitment and selection are crucial parts of the HRM process. Recruitment involves attracting and sourcing potential employees, while selection involves assessing and choosing the right candidate for a job. Some of the English terms used in this phase of HRM include:1. Job posting - This refers to the process of advertising a job vacancy within an organization.2. Applicant tracking system (ATS) - This refers to software used to track and manage job applicants.3. Interview - This refers to the process of assessing and evaluating job applicants to determine their suitability.4. Selection criteria - This refers to the qualifications, experience, and other requirements that a candidate must possess to be considered for a job.Training and DevelopmentThe process of training and developing employees is essential for ensuring they have the necessary skills and knowledge to perform their jobs effectively. The following are some English terms used in this phase of HRM:1. On-the-job training - This refers to training an employee receives while performing their job.2. E-learning - This refers to training that is delivered online through a learning management system (LMS).3. Soft skills - These are interpersonal skills required for a job, such as communication, teamwork, and time management.4. Performance appraisal - This refers to the process of evaluating an employee's performance against pre-determined objectives and targets.CompensationCompensation is one of the critical aspects of HRM, as it involves the determination of salaries, bonuses, and benefits thatemployees receive for their services. The following are some English terms used in this phase of HRM:1. Wage - This refers to the hourly or daily rate that an employee earns.2. Salary - This refers to the amount of money an employee earns on an annual basis.3. Allowances - These are additional payments or perks that employees receive for their services, such as housing allowance, travel allowance, and medical insurance.4. Bonus - This refers to a special payment made to employees in addition to their regular salary or wage.Human Resource PlanningHuman resource planning involves forecasting the number and types of employees that an organization needs to achieve its objectives. The following are some English terms used in this phase of HRM:1. Workforce analysis - This refers to the process of analyzing an organization's current workforce to identify the skills and knowledge gaps that need to be filled.2. Talent management - This refers to the process of identifying, developing, and retaining key employees in an organization.3. Succession planning - This refers to the process of identifying potential successors for senior-level positions in an organization.4. Diversity and inclusion - These are policies and practices aimed at ensuring that employees from diverse backgrounds are treated fairly and equitably.ConclusionIn conclusion, the human resource management (HRM) process involves various aspects, including recruitment and selection, training and development, compensation, and human resource planning. These aspects are all critical to the success of an organization, and they require various English terms and concepts to convey their meaning effectively. Therefore, it is essential for HR professionals and managers to have a good understanding of the English equivalents of these concepts to operate effectively in increasingly globalized work environments.。
English for HRM
Part B Extensive ReadingRelease from the organizationGeneral considerationsThe employment relationship may be ended voluntarily by some moving elsewhere.Or it may finish at the end of a career by retirement. Increasingly,however, people are having to go involuntarily. Organizations are becoming mean as well as lean. They are terminating the relationship through redundancy and they are tightening up disciplinary procedures to handle not only cases of misconduct but also those of incapability-as judged by the employer. Tesourcing policies and practices concerning release from the organization have also to cover voluntary turnover and retirement.Causes of redundancyRedundancy,like the poor which it helps to create,has always been with us .At one time,however, it was mainly a result of adverse trading conditions,especially during times of recession. This is ,of course,still a major cause of redundancy, exacerbated by the pressures of global competition and international recession. But the drive for competitive advantage has forced organizations to ‘take cost out of the business’–a euphemism for getting rid of people, employment costs being the ones on which companies focus, as they are usually the largest element in their cost structures.Result has been delayering(elimmating what are deemed to be unnecessary layers of management and supervision) and ‘downsizing’(another euphemism)or even ‘right-sizing’(a yet more egregious euphemism).The introduction of new technology has contributed hugely to the redution in the number of semi-skilled or unskilled people in offices and on the shop floor. But the thrust for productivity(more from less) and added value(increasing the income derived from the expenditure on people) has led to more use of such indices as added v alue per £ of employment costs to measure business performance with regard to the utilization of its ‘human resources’(the use of human resources in this connection implies a measure of exploitation).Business process re-engineering techniques are deployed as instruments for downsizing. Benchmarking to establish which organizations are in fact doing more with less(and if so how they do it) is another popular way of preparing the case for ‘downsizing’. Setting higher performance standardThe pressure for improved performance to meet more intense global competition explains why many organizations are seeing higher standards for employees and are not retaining those who do not meet those standards. This may be done through disciplinary procedures, but performance management processes are being used to identify under-performers.Properly administered, such processes will emphasize positive improvement and development plans but they will inevitably highlight weaknesses and, if these are not overcome,disciplinary proceedings may be invoked.Voluntary releaseOf course,people also leave organizations voluntarily to further their careers,get more money,move away from the district or because they are fed up with the way they feel they have been treated. They may also take early retirement (although this is sometimes involuntary) or volunteer for redundancy (under pressure or because they are being rewarded rinancially for doing so).Managing organizational release – the role of the HR functionThe HR function is usually given the task of managing organizational release and,in its involuntary form, this is perhaps the most distasteful, onerous and stressful of all the activities with which HR people get involved. In effect,the function is being asked to go into reverse. Having spent a lot of positive effort on employees’resourcing and development,it is now being placed in what appears to be an entirely negative position. HR people are indeed acting, however unwillingly, as the agents of the management who made the ‘downsizing’decisions or want to ‘let someone go’(there are more euphemisms in this area of management than the rest of the areas put together). Being placed in this often invidious position means that there are ethical and professional considerations to be taken into account, as discussed below.A more positive aspect of the function’s involvement in organizational release in the part HR people can play in easing retirement and analyzing the reasons given by employees for leaving the organization so that action can be taken to correct organizational shortcomings.Ethical and professional considerationsHR professional may have no choice about taking part in a ‘downsizing’exercise-that is ,if they wish to remain with the organization. But they can and should make an important contribution to managing the process in order to minimize the ditress and trauma that badly handled redundancies can create, or the distress and bad feeling that unfair or uncouth disciplinary practices can engender. They can press for policies and actions that will minimize,even if they cannot eliminate,involuntary redundancy. They can emphasize the need to handle redundancies sentitively,advising line managers on the approach they adopt, helping them to communicate the decision to employees, advising generally on communication within and outside the organization and laying on consultation and outplacement services. Professionally, they should ensure that there are proper redundancy procedures(including those relating to consultation)which are in line with codes of practice and legal requirement, and they must see that these practices are followed.Similarly,a professional approach to discipline means that HR specialists Should ensure that there are disciplinary procedures which conform to codes of practice and take into account legal implications. They have to communicate these procedures to line managers, provide thaining in how they are applied and advise on their use. Ethically, personnel professionals should do their best to see that people are treated fairly in accordance with the principles of natural justice.Career dynamicsCareer dynamice is the term used to describe how careers progress within organizations or over a working life. As long ago as 1984 Charles Handy forecast that many more people would not be working in organizations. Instead there would be an increase in the number of outworkers and subcontractors facilitated by informations for specialists and professionals (knowledge workers) within organizations. In later books(e.g.the empty raincoat,1994) he developed his concept of a portfolio career-people changing their careers several times during their working lives, either because they have been forced to leave their jobs or because they have seized new opportunities.The national culture has changed too.High levels of unemployment seem set to continue,more people are working for themselves(often because they have to) and short-term contracts are becoming more common,especially in the public sector. Some commentators believe that organization are no longer in the business of providing’life-long careers’asthey slim down, delayer and rely on a small core of workers. Clearly this is taking place in some companies,but employees do not all necessarily see it this way. The IPD 1995 survey established that 46percent of intended to stay. However, 16percent saw their present job as part of a career or profession that would probably take them to different companies and 15percent saw their job as one they would leave as it was not part of their career. Organizational release activitiesAgainst this background, organizational release activities as described in this chapter deal with redundancy, outplacement, dismissal,voluntary turnover and retirement.Redundancy‘Downsizing’is one of the most demanding areas of people management with which HR professionals can become involved. Their responsibilities,as discussed below, are to:●.plan ahead to achieve downsizing without involuntary redundancy;●.advise on and emplement other methods of reducing numbers or avoidingredundancy;●.encourage voluntary redundancy if other methods fail;●.develop and apply a proper redundancy procedure;●.deal with payment arrangements for releasing employees;●.advise on methods of handling redundancies and take part in necessaryto ensure that they are well managed.HR specialists should also be involved in organizing outplacement services as described in the next section of this chapter.Plan aheadPlanning ahead means anticipating future reductions in people needs and allowing natural wastage to take effect. A forecast is needed of the amount by which the workforce has to be reduced and the likely losses through employee turnover.Recruitment can then be frozen at the right moment to allow the surplus to be absorbed by wastages.The problem is that forecasts are often difficult to make, and in periods of high unemployment, natural wastage rates are likely to be reduced. It is possible therefore to overestimate the extent to which they will achieve the required reduction in numbers. It is best to be pessimistic about the time it will take to absorb future losses and apply the freeze earlier rather than later.Ideally,steps should be taken to transfer people to other, more secure jobs and retrain them where possible.Use other methods to avoid redundancyThe other methods that can be used to avoid or at least minimize redundancy include, in order or severity:●.calling in outside work;●.withdrawing all subcontracted labor;●.reducing or preferably eliminating overtime;●.developing worksharing:two people doing one job on alternate daysof splitting the day between them;●.reducing the number of part-times,remembering that they also haveemployment rights;●.temporary lay-offs.Voluntary redundancyAsking for volunteers-with a suitable pay-off-is one way of relieving the number of compulsory redundancies. The amount needed to persuade people to go is a matter of judgement. It clearly has to be more than the statutory minimum,although one inducement for employees to leave early may be the belief that they will get another job more easily than if they hang on until the last moment. Help can be provided to place them elsewhere.One of the disadvantages of voluntary redundancy is that the wrong people might go,i.e.good worker who are best able to find other work. It is sometimes necessary to go into reverse and offer them a special loyalty bonus if they agree to stay on.OutplacementOutplacement is the process of helping redundant employees to find other work or start new careers. It may involve counseling, which can be provided by firms who specialize in this area.Redundancy procedureIf you are forced to resort to redundancy,the problems will be reduced if there is an established procedure to follow. This procedure should have three aims:●.to treat employees as fairly as possible;●.to reduce hardship as much as possible;●.to protect management’s ability to run the business effectively. These aims are not always compatible. Management will want to retain its key and more effective workers. Trade unions, on the other hand, may want to adopt the principle of last in, first out, irrespective of the value of each employee to the company.Handling redundancyThe first step is to ensure that the redundancy selection policy has been applied fairly. It is also necessary to make certain that the legal requirements for consultation have been met. The information to be presented at any consultative meetings will need to cover the reasons for the redundancy, what steps the company has taken or will take to minimize the problem and the redundancy pay arrangements. An indiction should also be given of the time scale. The basis for selecting people for redundancy as set out in the redundancy policy should be confirmed.It will then be necessary to make a general announcement if it is a large-scale redundancy or inform a unit or department if it is on a smaller scale. It is best if the annoucement is made in person by an executive or manager who is known to the individuals concerned. It should let everyone know about the difficulties the organization has been facing and the steps that have been taken to overcome them.The announcement should also indicate in general how the redundancy will take place, including arrangements for individuals to be informed(as soon as possible after the general announcement),payment arrangements and, importantly,help to those affected in finding work through outplacement counseling or a ‘job shop’.If it is a fairly large redundancy,the media will have to be informed, but only after the internal announcement.A press release will need to be prepared, again indicating why the redundancy is taking place and how the company intends to tackle it.The nest step is to inform those affected. It is very important to ensure that everything possible is done to ensure that the interviews with those who are to be made redundant are handled sensitively. Managers should be given guidance and, possibly, training on how to deal with what is sometimes called(another euphemism) a ‘release interview’. It may well be advisable for a menber of the personnel function。
人力资源管理(双语)课程HRM(8)(双语)
Factors Affecting the Wage Mix
Establishing Pay Rates
Step 1. The salary survey
A survey that seeks information on pay rates offered by a firm’s competitors.
Aimed at determining prevailing wage rates.
Formal written questionnaire surveys are the most comprehensive, but telephone surveys and newspaper ads are also sources of information.
Linking Compensation
Practices to Competitive
Advantage Improve
Cost
Effective
Efficiency
Compensation Practices
Achieve Legal
Compliance
Competitive Advantage
包括各种福利、保险等。
The Structure of Compensation
Non-financial Compensation(非经济 性薪酬)：Satisfaction that a person receives from the job itself or from the work environment. 指个人对工作或工作环境在心理上的或物 质环境上的满足感。
the same, more or less
HRM英文词汇
收集的HRM英文词汇人力资源规划、招聘与人员配置、绩效管理、薪酬管理、培训与开发、劳动关系管理1.人力资源管理:(HumanResourceManagement,HRM)人力资源经理:(humanresourcemanager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operativeemployees)operator专家:(specialist)人力资源认证协会:(theHumanResourceCertificationInstitute,HRCI) 2.外部环境:(externalenvironment)内部环境:(internalenvironment)政策:(policy)企业文化:(corporateculture)目标:(mission)objective股东:(shareholders)非正式组织:(informalorganization)跨国公司:(multinationalcorporation,MNC)管理多样性:(managingdiversity)3.工作:(job)职位:(posting)工作分析:(jobanalysis)工作说明:(jobdescription)工作规范:(jobspecification)工作分析计划表:(jobanalysisschedule,JAS)职位分析问卷调查法:(ManagementPositionDescriptionQuestionnaire,MPDQ) 行政秘书:(executivesecretary)地区服务经理助理:(assistantdistrictservicemanager)4.人力资源计划:(HumanResourcePlanning,HRP)战略规划:(strategicplanning)长期趋势:(longtermtrend)要求预测:(requirementforecast)供给预测:(availabilityforecast)管理人力储备:(managementinventory)裁减:(downsizing)人力资源信息系统:(HumanResourceInformationSystem,HRIS) 5.招聘:(recruitment)培训training薪资福利compensationbenefits员工关系employeerelation保险insurance员工申请表:(employeerequisition)招聘方法:(recruitmentmethods)内部提升:(PromotionFromWithin,PFW)工作公告:(jobposting)广告:(advertising)职业介绍所:(employmentagency)特殊事件:(specialevents)实习:(internship)6.选择:(selection)选择率:(selectionrate)简历:(resume)关键业绩指标KeyPerformanceIndicators 标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoffscore)准确度:(aiming)业务知识测试:(jobknowledgetests)求职面试:(employmentinterview)非结构化面试:(unstructuredinterview) 结构化面试:(structuredinterview)小组面试:(groupinterview)职业兴趣测试:(vocationalinteresttests) 会议型面试:(boardinterview)7.组织变化与人力资源开发人力资源开发:(HumanResourceDevelopment,HRD) 培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(businessgames)案例研究:(casestudy)会议方法:(conferencemethod)角色扮演:(roleplaying)工作轮换:(jobrotating)在职培训:(on-the-jobtraining,OJT)媒介:(media)8.企业文化与组织发展企业文化:(corporateculture)组织发展:(organizationdevelopment,OD)调查反馈:(surveyfeedback)质量圈:(qualitycircles)目标管理:(managementbyobjective,MBO)全面质量管理:(TotalQualityManagement,TQM)团队建设:(teambuilding)9.职业计划与发展职业:(career)职业计划:(careerplanning)职业道路:(careerpath)职业发展:(careerdevelopment)自我评价:(self-assessment)职业动机:(careeranchors)10.绩效评价绩效评价:(PerformanceAppraisal,PA) 小组评价:(groupappraisal)业绩评定表:(ratingscalesmethod)关键事件法:(criticalincidentmethod)排列法:(rankingmethod)平行比较法:(pairedcomparison)硬性分布法:(forceddistributionmethod) 晕圈错误:(haloerror)宽松:(leniency)严格:(strictness)3600反馈:(360-degreefeedback)叙述法:(essaymethod)集中趋势:(centraltendency)11.报酬与福利报酬:(compensation)benefit C&B直接经济报酬:(directfinancialcompensation)间接经济报酬:(indirectfinancialcompensation)非经济报酬:(nofinancialcompensation)公平:(equity)外部公平:(externalequity)内部公平:(internalequity)员工公平:(employeeequity)小组公平:(teamequity)工资水平领先者:(payleaders)现行工资率:(goingrate)工资水平居后者:(payfollowers)劳动力市场:(labormarket)工作评价:(jobevaluation)排列法:(rankingmethod)分类法:(classificationmethod)因素比较法:(factorcomparisonmethod)评分法:(pointmethod)海氏指示图表个人能力分析法:(HayGuideChart-profileMethod) 工作定价:(jobpricing)工资等级:(paygrade)工资曲线:(wagecurve)工资幅度:(payrange)12.福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employeestockownershipplan,ESOP) 值班津贴:(shiftdifferential)奖金:(incentivecompensation)分红制:(profitsharing)13.安全与健康的工作环境安全:(safety)健康:(health)频率:(frequencyrate)紧张:(stress)角色冲突:(roleconflict)催眠法:(hypnosis)酗酒:(alcoholism)14.员工和劳动关系工会:(union)地方工会:(localunion)行业工会:(craftunion)产业工会:(industrialunion)全国工会:(nationalunion)谈判组:(bargainingunion)劳资谈判:(collectivebargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internalemployeerelations)纪律:(discipline)纪律处分:(disciplinaryaction)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)Laborlaw劳动法laborrelation劳动关系socialinsuranceprotectionandwelfare社会保险和福利labordiscipline劳动纪律professionalethics职业道德. tradeunions工会collectivecontract集体合同theconclusionandrevisionoflaborcontract订立和变更劳动合同invalidlaborcontracts无效劳动合同termofthelaborcontract劳动合同期限remuneration劳动报酬terminatethelaborcontract终止劳动合同responsibilitiesforviolatingthelaborcontract.违反劳动合同的责任trialexecution/theperiodoftrialuse试用期contractuallaborrelationship劳动合同关系dissolvealaborcontract解除劳动合同economiccompensation经济补偿occupationaldiseases职业病jobinjuries工伤extendtheworkinghours延长工作时间statutoryholidays法定假日minimumwage最低工资maternityleave产假vocationaltraining职业培训thesocialinsurance社会保险labordisputes劳动争议legitimaterightsandinterests法定权益thelabordisputesarbitration劳动争议仲裁Annualbonus：年终分红Businesssecrets商业秘密Collectivebargaining：集体谈判CompensationLiability:赔偿责任Confidentialclauses:保密条款Day-to-daycollectivebargaining：日常集体谈判Definedbenefit：固定福利Discipline：纪律Dismissal：解雇；开除Downsizing：精简Employeestockownershipplan：雇员持股计划Economiccompensations经济补偿Exitinterviews：离职面谈Flexiblebenefitsprograms：弹性福利计划Individualretirementaccount：个人退休账户JointLiability:连带责任Laborprotectionbenefit:劳动保障待遇On-the-jobtraining(OJT)：在职培训Paygrade：工资等级Pensionbenefits：退休金福利Pensionplans：退休金计划PerformanceAppraisal:工作绩效评价Pregnancydiscrimination：怀孕歧视Retirementbenefits：退休福利Retirementcounseling：退休前咨询Specialawards：特殊奖励Standardhourplan：标准工时工资Supplementalunemploymentbenefits：补充失业福利Severancepay：离职金Sickleave：病假Termination：解雇；终止Terminationatwill：随意终止Trainingexpenses:培训费用Unemploymentinsurance：失业保险Variablecompensation：可变报酬Voluntarytimeoff：自愿减少时间Worksamples：工作样本Worker'sbenefits：雇员福利。
人力资源管理的英语
人力资源管理的英语英文回答：Human resource management (HRM) is the process of managing people in an organization to achieve its goals. It involves a wide range of activities, including:Recruitment and selection: Identifying and hiring the best candidates for open positions.Compensation and benefits: Determining and managing employees' pay and benefits.Training and development: Providing employees with the skills and knowledge they need to perform their jobs effectively.Performance management: Assessing and evaluating employees' performance.Employee relations: Managing relationships between employees and the organization.HRM is an essential function in any organization. It helps to ensure that the organization has the right people in place to achieve its goals, and that those people are motivated and engaged.中文回答：人力资源管理是为达到组织目标而管理组织中员工的过程。
人力资源管理专业词汇英文版
人力资源管理专业词汇英文版Introduction:Human Resource Management, or HRM, is the strategic approach to managing the employees in an organization effectively and efficiently. HRM is a vital field in modern business organizations, and understanding the HRM vocabulary and terminology is crucial. In this article, we will discuss some of the essential HRM terminologies in English.HRM Terminology:1. Human Resources: Human Resources refer to the employees of an organization. The employees in the organization are considered as the essential asset.2. Recruitment: Recruitment is the process of attracting, screening, and selecting potential candidates for a job vacancy in an organization.3. Selection: Selection is the process of assessing the eligible candidates and selecting the best candidate eligible for the position.4. Performance Management: Performance Management is a process used to assess and improve performance levels of an employee.5. Training and Development: The process of providing employees with the necessary skills, knowledge, and experience to perform their job successfully.6. Rewards and Benefits: Rewards and benefits are the incentives offered to the employees for their skills, hard work, and dedication towards the job.7. Employee Engagement: Employee engagement is the involvement of the employees in the organizational goals, objectives, and vision.8. Job Analysis: Job Analysis is the process of analyzing the nature, duties, and responsibilities of a job.9. Job Description: Job Description is a document summarizing the duties, responsibilities, and requirements of a job.10. Job Specification: Job Specification defines the necessary qualifications, skills, and experiences required to perform a particular job.11. Human Capital: Human Capital refers to the skills, knowledge, and experience of the employees in the organization.12. Succession Planning: Succession Planning is the process of identifying and developing employees with potential to fill the key positions in the organization.13. Conflict Resolution: Conflict Resolution is the process of resolving conflicts between employees, managers, or teams within an organization.14. Diversity and Inclusion: The process of valuing, respecting, and including people of diverse backgrounds in an organization.15. Compensation and Benefits: Compensation and Benefits refer to the financial and non-financial rewards offered to employees in exchange for their skills, knowledge, and services to the organization.Conclusion:Human Resource Management encompasses a wide range of responsibilities that require comprehensive knowledge and understanding. The terminologies listed above can help develop a basic understanding of the HRM field and its importance in businesses. With the proper use of the language in HRM, employers, managers, and employees can communicate accurately, effectively, and efficiently.。
人力资源术语中英对照
人力资源术语英汉对照人力资源管理： (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： (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)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： (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)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 method)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)360°反馈： (360-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)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)12. 福利和其它报酬问题福利(间接经济补偿)员工股权计划： (employee stock ownership plan， ESOP)值班津贴： (shift differential)奖金： (incentive compensation)利润分享(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)产业工会： (industrial union)全国工会： (national union)谈判组： (bargaining union)劳资谈判： (labor 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)目标 mission/ objective集体目标 group objective内部环境 internal environment外部环境 external environment计划planning组织 organizing人事 staffing领导 leading控制controlling步骤 process原理 principle方法 technique经理 manager总经理 general manager 行政人员 administrator 主管人员 supervisor企业 enterprise商业 business产业 industry公司 company效果 effectiveness效率 efficiency企业家entrepreneur权利 power职权authority职责 responsibility科学管理 scientific management现代经营管理 modern operational management 行为科学behavior science生产率 productivity激励motivate动机motive法律 law法规 regulation经济体系economic system管理职能managerial function产品 product服务 service利润 profit满意 satisfaction归属 affiliation尊敬 esteem自我实现self-actualization人力投入 human input盈余 surplus收入 income成本 cost资本货物 capital goods机器 machinery设备 equipment建筑building存货 inventory经验法 the empirical approach人际行为法 the interpersonal behavior approach集体行为法 the group behavior approach协作社会系统法 the cooperative social systems approach 社会技术系统法 the social-technical systems approach 决策理论法 the decision theory approach数学法 the mathematical approach系统法 the systems approach随机制宜法 the contingency approach管理任务法 the managerial roles approach 经营法 the operational approach人际关系 human relation心理学 psychology态度 attitude压力 pressure冲突 conflict招聘 recruit鉴定 appraisal选拔 select培训 train报酬 compensation授权 delegation of authority协调 coordinate业绩 performance考绩制度 merit system表现 behavior下级 subordinate偏差 deviation检验记录 inspection record误工记录 record of labor-hours lost销售量 sales volume产品质量 quality of products先进技术 advanced technology顾客服务customer service策略 strategy结构 structure领先性 primacy普遍性 pervasiveness忧虑 fear忿恨 resentment士气 morale解雇layoff批发 wholesale零售 retail程序 procedure规则 rule规划 program预算 budget共同作用 synergy大型联合企业 conglomerate 资源 resource购买 acquisition增长目标 growth goal专利产品 proprietary product竞争对手rival晋升 promotion管理决策 managerial decision商业道德business ethics有竞争力的价格 competitive price 供货商 supplier小贩 vendor利益冲突 conflict of interests派生政策 derivative policy开支帐户 expense account批准程序 approval procedure病假 sick leave休假 vacation工时 labor-hour机时 machine-hour资本支出 capital outlay现金流量cash flow工资率wage rate税收率 tax rate股息dividend现金状况 cash position资金短缺 capital shortage总预算overall budget资产负债表balance sheet可行性 feasibility投入原则 the commitment principle 投资回报 return on investment生产能力capacity to produce实际工作者 practitioner最终结果 end result业绩 performance个人利益 personal interest福利welfare市场占有率 market share创新 innovation生产率 productivity利润率 profitability社会责任 public responsibility董事会 board of director组织规模size of the organization组织文化 organizational culture目标管理 management by objectives 评价工具 appraisal tool激励方法 motivational techniques控制手段 control device个人价值 personal worth优势 strength弱点 weakness机会 opportunity威胁 threat个人责任 personal responsibility顾问 counselor定量目标 quantitative objective定性目标 qualitative objective可考核目标 verifiable objective优先 priority工资表 payroll策略 strategy政策 policy灵活性 discretion多种经营diversification评估 assessment一致性 consistency应变策略 consistency strategy公共关系 public relation价值 value抱负 aspiration偏见 prejudice审查 review批准 approval主要决定 major decision分公司总经理 division general manager 资产组合距阵 portfolio matrix明星 star问号 question mark现金牛cash cow赖狗 dog采购 procurement人口因素 demographic factor 地理因素 geographic factor公司形象 company image产品系列 product line合资企业 joint venture破产政策 liquidation strategy 紧缩政策 retrenchment strategy 战术 tactics追随 followership个性individuality性格personality安全 safety自主权 latitude悲观的 pessimistic静止的 static乐观的 optimistic动态的 dynamic灵活的 flexible抵制 resistance敌对 antagonism折中 eclectic激励 motivation潜意识 subconscious地位 status情感 affection欲望 desire压力 pressure满足 satisfaction自我实现的需要 needs for self-actualization 尊敬的需要 esteem needs归属的需要 affiliation needs安全的需要 security needs生理的需要 physiological needs维持 maintenance保健 hygiene激励因素 motivator概率 probability强化理论 reinforcement theory反馈 feedback奖金 bonus股票期权 stock option 劳资纠纷labor dispute 缺勤率absenteeism 人员流动turnover奖励 reward特许经营franchise热诚 zeal信心 confidence鼓舞 inspire要素 ingredient忠诚 loyalty奉献 devotion作风 style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadershipAction 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 forecas ： 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 Early 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Expect ancychart ：期望图表Experi mentation ：实验Explora tionstage ：探索阶段Fact-finder ：调查Fair day'swork ：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Flexplace ：弹性工作地点Flextime ： 弹性工作时间Forced distribut ionmethod ：强制分布法Four-day workweek ：每周 4 天工作制 Frederick Taylor ：弗雷德里克．泰罗 Functional control ：职能控制Functional job analysis ：功能性工作分析法 Gain sharing ： 收益分享 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 Halo effect ： 晕轮效应 Health maintenance organization (HMO) ：健康维持组织 Illegal 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 Job analysis ：工作分析 Job description ：工作描述Job evaluation ：职位评价Job instructi on training (JIT) ： 工作指导培训Jobposting ：工作公告Jobrotation ：工作轮换Jobsharing ：工作分组Job specifications ：工作说明书JohnHolland ：约翰．霍兰德Juniorboard ：初级董事会Layoff ：临时解雇Leader attach training ：领导者匹配训练Lifetime employ ment 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Maintenance 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 Nondirective interview ：非定向面试 Occupational 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 Paired 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Person nel (or human resourc e) manag ement ：人事(或人力资源)管理Person nel replace mentcharts ：人事调配图Piecework ：计件Plant Closinglaw ：工厂关闭法Point method Policies：政策Position Analysi s Questio nnaire(PAQ) ：职位分析问卷Position replace mentcards ：职位调配卡Pregna ncy discrimi nationact ：怀孕歧视法案Profit-sharingplan ：利润分享计划Programmed learning ： 程序化教学 Qualifications inventories ： 资格数据库Quality circle ： 质量圈 Ranking 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 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 Skip-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StrategiSystem I：组织体系c plan：战略规划Stressinterview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structuredinterview：结构化面试Successionplanning：接班计划Supplementpaybenefits：补充报酬福利Supplementalunemploymentbenefits：补充失业福利Surveyfeedback：调查反馈Sympathystrike：同情罢工SystemⅣ：组织体系ⅣTask 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 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 Unsafe conditions ：不安全环境 Validity ： 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Wage 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Adaptability 适应性Aligning Performance for Success 协调工作以求成功业绩Applied Learning 应用的知识Building a Successful Team 建立成功团队Building Customer Loyalty 对客户忠诚Building Partnerships 建立合作关系Building Strategic Working Relationships 建立战略性工作关系 Building Trust 建立互信关系Coaching 辅导Communication 沟通Continuous Learning 不断学习Contributing to Team Success 对团队成功的贡献Customer Focus 以客户为中心Decision Making 决策Delegating Responsibility 授权Developing Others 发展他人Drive for Results 注重实效Energy 精力充沛Facilitation Change 推动变革Follow-up 跟进Formal Presentation 专业演讲技巧Gaining Commitment 具有使命感Impact 影响力Information Monitoring 采集信息Initiating Action 主动采取行动Innovation 创新Job Fit 胜任工作Leading Through Mission and Values 在使命与价值的认同中的领导才能 Managing Conflict 解决冲突Managing Work (Includes Time Management) 管理工作(时间管理)Meeting Leadership 会议组织能力Meeting Participation 分享Negotiation 谈判Planning and Organizing 编制计划与组织能力Quality Orientation 质量定位Risk Taking 勇于冒险Safety Awareness 安全意识Sales Ability / Persuasiveness 销售能力/说服能力Strategic Leadership / Decision Making 战略性领导/决策制定Stress Tolerance 压力忍受能力Technical / Professional Knowledge and Skills 技术专业知识和技能Tenacity 坚忍不拔Work Standards 操作规范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Early 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Fact-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：每周天工作制Frederick Taylor：弗雷德里克•泰罗Functional control：职能控制Functional job analysis ：功能性工作分析法沟通 Communication个人发展 Personal Development电子学习e-Learning项目管理 Project Management领导艺术Leadership团队建设 Team Building管理 Management商务管理类行政管理 Administrative Support人力资源 Human Resources商法 Business Law行业 Industry客户服务Customer Service知识管理Knowledge Management电子商务 e-Business市场 Marketing金融/财会 Finance & Accounting企业运营 Operations财务服务 Financial Services销售 Salesable 有才干的，能干的 adaptable 适应性强的active 主动的，活跃的 aggressive 有进取心的ambitious 有雄心壮志的 amiable 和蔼可亲的amicable 友好的 analytical 善于分析的apprehensive 有理解力的 aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的 capable 有能力的，有才能的 careful 办理仔细的 candid 正直的competent 能胜任的 constructive 建设性的cooperative 有合作精神的 creative 富创造力的dedicated 有奉献精神的 dependable 可靠的diplomatic 老练的，有策略的 disciplined 守纪律的dutiful 尽职的 well--educated 受过良好教育的efficient 有效率的 energetic 精力充沛的expressivity 善于表达 faithful 守信的，忠诚的frank 直率的，真诚的 generous 宽宏大量的genteel 有教养的 gentle 有礼貌的humorous 有幽默 impartial 公正的independent 有主见的 industrious 勤奋的ingenious 有独创性的 motivated 目的明确的intelligent 理解力强的 learned 精通某门学问的logical 条理分明的 methodical 有方法的modest 谦虚的 objective 客观的precise 一丝不苟的 punctual 严守时刻的realistic 实事求是的 responsible 负责的sensible 明白事理的 sporting 光明正大的steady 踏实的 systematic 有系统的purposeful 意志坚强的 sweet-tempered 性情温和的 temperate 稳健的 tireless 孜孜不倦的name 姓名 in. 英寸pen name 笔名 ft. 英尺alias 别名 street 街Mr. 先生 road 路Miss 小姐 district 区Ms (小姐或太太) house number 门牌Mrs. 太太 lane 胡同，巷age 年龄 height 身高bloodtype 血型 weight 体重address 地址 born 生于permanent address 永久住址 birthday 生日province 省 birthdate 出生日期city 市 birthplace 出生地点county 县 home phone 住宅电话prefecture 专区 office phone 办公电话autonomous region 自治区 business phone 办公电话 nationality 民族；国籍 current address 目前住址citizenship 国籍 date of birth 出生日期native place 籍贯 postal code 邮政编码duel citizenship 双重国籍 marital status 婚姻状况family status 家庭状况 married 已婚single 未婚 divorced 离异separated 分居 number of children 子女人数health condition 健康状况 health 健康状况excellent (身体)极佳 short-sighted 近视far-sighted 远视 ID card 身份证date of availability 可到职时间 membership 会员、资格president 会长 vice-president 副会长director 理事 standing director 常务理事society 学会 association 协会secretary-general 秘书长 research society 研究会work experience 工作经历occupational history 工作经历 professionalhistory 职业经历 specific experience 具体经历 responsibilities 职责 second job 第二职业achievements 工作成就，业绩 administer 管理assist 辅助 adapted to 适应于accomplish 完成(任务等) appointed 被认命的adept in 善于 analyze 分析authorized 委任的；核准的 behave 表现break the record 打破纪录 breakthrough 关键问题的解决 control 控制 conduct 经营，处理cost 成本；费用 create 创造demonstrate 证明，示范 decrease 减少design 设计 develop 开发，发挥devise 设计，发明 direct 指导double 加倍，翻一番 earn 获得，赚取effect 效果，作用 eliminate 消除enlarge 扩大 enrich 使丰富exploit 开发(资源，产品) enliven 搞活establish 设立(公司等)；使开业 evaluation 估价，评价 execute 实行，实施 expedite 加快；促进generate 产生 good at 擅长于guide 指导；操纵 improve 改进，提高initiate 创始，开创 innovate 改革，革新invest 投资 integrate 使结合；使一体化justified 经证明的；合法化的 launch 开办(新企业)maintain 保持；维修 modernize 使现代化negotiate 谈判 nominated 被提名；被认命的overcome 克服 perfect 使完善；改善perform 执行，履行 profit 利润be promoted to 被提升为 be proposed as 被提名(推荐)为 realize 实现(目标)获得(利润) reconstruct 重建recorded 记载的 refine 精练，精制registered 已注册的 regenerate 更新，使再生replace 接替，替换 retrieve 挽回revenue 收益，收入 scientific 科学的，系统的self-dependence 自力更生 serve 服务，供职settle 解决(问题等) shorten 减低… …效能simplify 简化，精简 spread 传播，扩大standard 标准，规格 supervises 监督，管理supply 供给，满足 systematize 使系统化test 试验，检验 well-trained 训练有素的valuable 有价值的 target 目标，指标working model 劳动模范 advanced worker 先进工作者education 学历 educational history 学历educational background 教育程度 curriculum 课程major 主修 minor 副修educational highlights 课程重点部分 curriculum included 课程包括 specialized courses 专门课程 courses taken 所学课程special training 特别训练 social practice 社会实践part-time jobs 业余工作 summer jobs 暑期工作vacation jobs 假期工作 refresher course 进修课程extracurricularactivities 课外活动 physical activities 体育活动recreational activities 娱乐活动 academic activities 学术活动social activities 社会活动 rewards 奖励scholarship 奖学金 excellent League member 优秀团员excellent leader 优秀干部 student council 学生会off-job training 脱产培训in-job training 在职培训educational system 学制 cademic year 学年semester 学期(美) term 学期(英)supervisor 论文导师 pass 及格fail 不及格 marks 分数examination 考试 degree 学位post doctorate 博士后doctor(Ph.D) 博士master 硕士 bachelor 学士graduate student 研究生 abroad student 留学生abroad student 留学生 undergraduate 大学肆业生government-supportedstudent 公费生commoner 自费生extern 走读生 intern 实习生prize fellow 奖学金生 boarder 寄宿生graduate 毕业生 guest student 旁听生(英)auditor 旁听生(美) day-student 走读生objective 目标 position desired 希望职位job objective 工作目标 employment objective 工作目标 career objective 职业目标 position sought 谋求职位position wanted 希望职位 position appliedfor 申请职位 for more specializedwork 为更专门的工作for prospectsof promotion 为晋升的前途for higher responsibility 为更高层次的工作责任for wider experience 为扩大工作经验due to close-downof company 由于公司倒闭due to expiryof employment 由于雇用期满sought a betterjob 找到了更好的工作to seek a betterjob 找一份更好的工作hobbies 业余爱好 play the guitar 弹吉他reading 阅读 play chess 下棋play 话剧 long distance running 长跑play bridge 打桥牌 collecting stamps 集邮play tennis 打网球 jogging 慢跑sewing 缝纫 travelling 旅游listening to symphony 听交响乐 do some clay scultures 搞泥塑。
面向hr的英语自我介绍
面向hr的英语自我介绍English Self-Introduction for HR.Good day, esteemed members of the recruitment team.It's an honor to have the opportunity to introduce myself as a candidate for the position at your esteemed company. My name is [Your Name], and I am excited and motivated by the challenge of working in a dynamic and innovative environment like yours.I hold a degree in [Your Degree Field], which has provided me with a solid foundation of theoretical knowledge and practical skills. Throughout my academic journey, I have developed a strong ability to analyze complex problems and devise effective solutions. This, coupled with my passion for continuous learning, has enabled me to keep pace with the rapidly evolving trends in my field.Professionally, I have accumulated several years ofexperience working in [Relevant Industry or Field]. My most recent role at [Previous Company] saw me responsible for [Your Responsibilities at Previous Company], which not only honed my technical skills but also enhanced my ability to work effectively under pressure and manage multiple tasks simultaneously.Communication is paramount in any organization, and I pride myself on my ability to communicate clearly and effectively. Whether it's presenting ideas to senior management or collaborating with cross-functional teams, I have always striven to ensure that my messages are concise, relevant, and impactful. This skill has been instrumentalin building strong relationships with colleagues and stakeholders, which has ultimately translated into improved team performance and increased productivity.Moreover, I am highly organized and detail-oriented. I understand that attention to detail is crucial in ensuring the smooth running of operations and the delivery of high-quality outputs. Whether it's managing project deadlines or proofreading documents, I always ensure that everything isin its right place and ready for review.In terms of leadership, I believe in a hands-on approach. I am not just a manager, but also a mentor and a coach. I strive to create an environment where team members feel valued and motivated to perform their best. My leadership style has been recognized and appreciated by my peers and superiors, and I am confident that it will serve me well in my future role.I am also a strong advocate of professional development and continuous improvement. I regularly seek opportunities to enhance my skills and knowledge, whether it's through attending workshops, participating in online courses, or reading industry-related materials. This commitment to personal growth ensures that I am always at the forefront of my field and ready to contribute to the success of any organization.Finally, I am excited about the opportunity to bring my skills and experience to your team. I am confident that my addition will not only enhance the overall performance ofthe team but also contribute to the continued success and growth of your company. Thank you for considering my application, and I look forward to the possibility of discussing my qualifications further.In conclusion, I am a driven and dedicated professional with a passion for excellence. I am ready to contribute my skills and talents to your team and help achieve its goals. Thank you for considering my application, and I look forward to the opportunity to discuss how I can make a positive impact at your company.。
人力资源管理专业英文介绍
人力资源管理专业英文介绍Human Resource Management: A Dynamic Field of Expertise.Human Resource Management (HRM) is a crucial aspect of any organization, encompassing a wide range of activities and strategies designed to maximize the effectiveness and efficiency of its workforce. It involves the recruitment, selection, training, development, and retention of employees, ensuring that they contribute positively to the organization's overall objectives and goals.The field of HRM is constantly evolving, driven by changes in technology, globalization, and the evolving nature of work itself. HR professionals must stay abreastof these developments to ensure that their organizations remain competitive in today's rapidly changing business environment.One of the key responsibilities of HR professionals is talent acquisition. This involves identifying andattracting individuals who possess the skills, knowledge, and abilities necessary to contribute to the organization's success. This process often begins with job analysis, where HR professionals determine the specific requirements of a role and use this information to create job descriptions and qualifications criteria.Once potential candidates are identified, the recruitment process begins. This typically involves advertising job opportunities, screening resumes, and conducting interviews to assess candidates' fit for the role. HR professionals must also ensure that the recruitment process is fair and compliant with all relevant laws and regulations.Once employees are hired, HR professionals are responsible for their development and growth. This includes providing training and development opportunities that help employees enhance their skills and knowledge, as well as career planning and advancement opportunities that encourage long-term engagement. By investing in employee development, organizations can foster a culture ofcontinuous learning and innovation.In addition to talent management, HR professionals also play a crucial role in employee relations. They are responsible for resolving conflicts and addressing grievances, ensuring that employees are treated fairly and with respect. By fostering positive employee relations, organizations can create a culture of trust and engagement that drives employee satisfaction and performance.HRM also involves the management of compensation and benefits, which are critical to attracting and retaining top talent. HR professionals must ensure that compensation packages are competitive and aligned with theorganization's strategic goals. They also design and administer employee benefit programs that meet the needs of a diverse workforce while remaining cost-effective for the organization.In today's global business environment, HRM also involves managing a multicultural workforce. HR professionals must have a deep understanding of culturaldifferences and their impact on the workplace, enabling them to create inclusive work environments that leverage the diverse talents and perspectives of their employees.Moreover, with the advent of technology, HR professionals are increasingly leveraging data andanalytics to make informed decisions about talent management, employee development, and compensation strategies. By analyzing employee data, they can identify trends and patterns that inform more strategic andeffective HR practices.In conclusion, Human Resource Management is a dynamic and diverse field that plays a crucial role in organizations of all sizes and industries. It involves the strategic management of people and processes to ensure that organizations are able to attract, develop, and retain the talent they need to achieve their goals. As the business environment continues to evolve, so must the practices and strategies of HR professionals, who are key players in shaping the success of their organizations.。
公司各部门的英语大全
公司各部门的英语大全 English Answer:Human Resources Department.Human Resources Department (HR)。
Human Resources Manager (HRM)。
Human Resources Officer (HRO)。
Human Resources Specialist (HRS)。
Human Resources Assistant (HRA)。
Finance Department.Finance Department.Chief Financial Officer (CFO)。
Finance Manager.Accountant.Accounts Payable Clerk.Accounts Receivable Clerk.Sales Department.Sales Department.Sales Manager.Sales Representative (SR)。
Sales Associate (SA)。
Business Development Manager (BDM)。
Marketing Department.Marketing Department.Marketing Director (MD)。
Marketing Manager (MM)。
Marketing Specialist (MS)。
Digital Marketing Specialist (DMS)。
Customer Service Department.Customer Service Department.Customer Service Manager (CSM)。
Customer Service Representative (CSR)。
Customer Service Advisor (CSA)。
Technical Support Representative (TSR)。
中级人力资源管理师 英语
中级人力资源管理师英语English Requirement for Intermediate Human Resource Management Professional.The field of human resource management (HRM) is constantly evolving, and the ability to communicate effectively in English has become a crucial skill for professionals in this domain. For those aiming to achieve the certification of an Intermediate Human Resource Management Professional, proficiency in English is not just a requirement but a key to success.English is the language of global business, and HRM professionals are often required to interact with colleagues, stakeholders, and candidates from diverse cultural backgrounds. The ability to communicate clearly and professionally in English facilitates effective collaboration, enhances understanding, and builds trust among parties involved.Here are some key aspects of English proficiency that are essential for Intermediate Human Resource Management Professionals:1. Clear and Concise Communication: HRM professionals must be able to communicate clearly and concisely in English, whether it's through emails, reports, presentations, or face-to-face meetings. They should be able to express complex ideas and strategies in a way that is easy to understand for a wide range of audiences.2. Cultural Sensitivity: Understanding and respecting cultural differences is crucial in HRM. Professionals need to be aware of how their language use might be interpreted in different cultures and adjust their communication style accordingly. This helps avoid misunderstandings and ensures that messages are received positively.3. Professional Terminology: Familiarity with professional terminology related to HRM is essential. Using the right words and phrases can enhance credibility and establish the professional as an expert in their field.4. Writing Skills: Well-written documents and reports are critical in HRM. Professionals need to have strong writing skills in English to produce clear, structured, and grammatically correct documents that convey their ideas effectively.5. Listening Skills: In addition to speaking and writing, listening skills are also crucial. HRM professionals need to actively listen to understand the needs and concerns of their stakeholders, colleagues, and candidates. This helps them make informed decisions and build strong relationships.6. Presentation Skills: Giving presentations and delivering speeches are common tasks for HRM professionals. They need to be confident in their ability to present information in English, using effective visual aids and engaging delivery styles.To develop these skills, Intermediate Human Resource Management Professionals can consider the followingstrategies:Regular Practice: Consistent practice is key to improving English proficiency. Professionals can engage in daily activities like reading English newspapers, listening to English podcasts, or watching English-speaking programs to improve their listening and reading skills.Participate in Conversations: Joining English-speaking clubs, attending seminars, or participating in online forums can provide opportunities to engage in conversations with native speakers and improve their speaking and writing skills.Seek Feedback: Seeking feedback from colleagues, mentors, or language teachers can help professionals identify areas where they need to improve and work on their English proficiency.Use English as a Working Language: In the workplace, professionals can encourage the use of English as the primary language of communication. This will help thempractice their skills and build confidence in using English in professional settings.In conclusion, proficiency in English is an essential requirement for Intermediate Human Resource Management Professionals. It is not just a matter of passing a test or meeting a minimum requirement; it is about developing a level of comfort and fluency that allows them to communicate effectively and build strong relationships with stakeholders, colleagues, and candidates from diverse backgrounds. By investing in their English proficiency, HRM professionals can enhance their career opportunities and make a significant impact in the field of human resource management.。
hr-specialized-English---人力资源-专业英语-培训课件-薪酬福利
measured perform
result in lack
Six Modules
promotions
Organizations
Performance Appraisal
Performance Appraisal or Performance M a n a g e m e n t .O_r_g_a_n_i_z_a_t _i o_n_ s u s e p e r f o r m a n c e management processes for four basic purpose:1、Human resource decision,such a s p a y i n c r e a s e s , _p_r_o_m_ o_ t_i_o_n,s a n d terminations.2、Feedback to and development of employees.3、Design and evaluation of various human resource system, such as company training programs and human resource planning.4、 Dcumentation of personnel decisions.
C&B
benefits
KEY TERMS
Social insurance 社会保险 / social security 社会保障 Health care benefits 医疗保健福利 Health insurance 安康保险 / life insurance 人寿保险 Child care 儿童保育 Paid holiday 带薪假期 Paid vocation 带薪休假 Sick leave 病假 / Maternity leave 产假 Flexible (cafeteria) benefits plan 自选福利准备 Private pension plan 私人退休金准备 Salary deferral agreements 延付工资协议 Housing allowance 住房补贴 Cellphone subsidies 话费补贴 Employee stock ownership plans (ESOPs) 员工入股准备
人力专业英语对话ENGLISH FOR HRM
ENGLISH FOR HRMName ___________ Student No.____________公平薪酬Fair PayDialogue 1A: Have you heard anything about Markheed Inc.? They have called me back for an interview, and I am considering taking a job with them.B: Well, to start with, Markheed Inc. has a reputation for being one of the best employers in the field.A: The best, huh? With so many companies out there, how did they establish themselves in such a solid position on top?B: First of all, they have an excellent benefits package for all employees, even the maintenance staff have health and dental coverage.A: Really? What about the pay rate? Are the wages pretty high?B: From what I hear, they are very reasonable. A lot of the prestige the company has built is because they have attracted some high-profile employees with their incentives.A: Well, what about the work environment? Not everyone is motivated solely by money?B: It's a great place to work. They give you fair pay and benefits, and a lot of room to grow. I think if they offer you a job, you should definitely take it.Dialogue 2A: Are you working overtime again? Over the last two weeks, you have worked overtime every day without a break! Your company is draining the life out of you!B：I know, but I don't have a choice. My boss has complete control over our work schedules. I haven't made it out of the office before 9 pm a single day this week!A: Well, I hope they're paying you the big bucks for all this work. . . .B: No, not exactly. ... I am working for minimum wage. And they don't give extra pay for overtime. Overtime is our own time.A: What?! Isn't there a law against that? I think there is some legislation that requires employers to give their employees a fair rate of wages. You should know your rights \ If you are putting in so many hours, they should give you some kind of compensation.B: They do give bonuses at the end of the year for the employees with the highest productivity numbers . . . but frankly, it's not much of an incentive. They give us a bonus of $ 10.A: That's just wrong! Why don't you just quit?B: I would, but I am afraid maybe I wouldn't be able to find another job. I don't have very many job marketable skills . . . there aren't so many jobs I am qualified for.A: It sounds like any job would be better than the one you have now!人员招聘Recuiting PeronnelDialogue 1A: Did you meet the new girl in our sales department? She is taking the place of Maggie during her maternity leave.B: Did they finally fill that post? How come I haven't seen her? She must have not been inducted just yet.A: I guess not, they haven't officially introduced her to the whole staff yet. She barely started yesterday. B: Is she just working temporarily? What are they going to do when Maggie comes back from leave?A: If the new girl is competent, maybe they'll promote her when that time comes.B: That would be a nice little reward, now wouldn't it?If that happened, Maggie would just fume ！A: You're right. If they promoted her for working in Maggie's spot a few months, it would probably affect everyone's morale.B: It's the management's decision, I guess. Anyway, she's new. She'll probably need someone to show her the ropes. Let's go to talk to her now'！Dialogue 2A: I wish our competition would quit poaching our people! When Susan resigned last week to work for Sunburst, she was our fourth employee to leave us for them'B: Have you ever considered that perhaps we have a morale problem among our employees? If everyone is discontent with their work, of course they won't stick around.A: Well, those who do leave will soon find out the grass isn't as green on the other side of the fence as they thought it was. I know Sunburst is suffering from inbreeding.B: Inbreeding is a big drawback from snitching most of their employees from only one or two companies.A: With Susan leaving, we should probably look to take someone new on board.B: Our human resources department is working on it. It's not easy to recruit new employees every few months I It's hard to find qualified people.A: Maybe we should start shopping around the competitor's people ！退休RetirementDialogue 1A: Are you free next Thursday?B: Yeah, why? Is there something going on Thursday?A: A bunch of us at the office are planning a retirement party for Bob. He's been with the company for ages, so everyone was really surprised to hear that he took early retirement.B: Bob is retiring? Wow, that's news to me. ... I had no idea Bob was that old. Retirement's still 65 , right? A: Retirement age is still 65, but I think more and more people are retiring earlier. I think Bob's in his upper 50s already. He just looks pretty young.B : Wow. I thought he was early 40s, tops. Why would he want to retire so soon?A: Well, I think if you've prepared well and kept good savings, retiring early can give you a lot more time for travel and other activities. You should get out and enjoy life while you still can, don't you think?B: I guess if you have a healthy 401 K plan, why not retire a few years early? So what plans does Bob have for his new life after retirement?A: He's been bringing in travel brochures to the office and talking about all theseexotic places like Fiji and Hawaii. ... I have a hunch he'll take a secondhoneymoon with his wife to some sunny paradise. . . .Dialogue 2A: How are the benefits for your new job?B: It's the standard package, dental and health, but the best thing is the retirement plan. Our company has amatching contribution program, which means my monthly deposit into my 401 K plan is matched by the company, dollar for dollar.A: Really? That's quite a substantial assistance from your company for your future planning. After thirty or so years in the work force, you'll have a hefty sum left over for your retirement.B: Yeah, I'll have a sweet little nest egg waiting for me. My 401 K isn't my only savings plan, though. My wife and I also got a stock portfolio that is earmarked for our retirement.A: You certainly are well prepared I Your golden years will be quite golden if the stock market keeps doing well. . . .B: We hope to have a little money laid away. That way, we can really enjoy our retirement. Maybe I might even be able to take an early retirement: we might do a little traveling if we want to : and , heaven forbid , if we do have some health problems , at least we'll be financially secure to be able to pay for medical treatment.合作关系PartnershipDialogue 1A: Mr. Hughes? Do you have a minute? I would like to discuss something with you.B: What can I do for you?A: I was wondering, I have heard from many of my co-workers that your knowledge and experience in international markets is phenomenal. Also, I've heard the rumor that you speak fluent Japanese. Is that right?B: Yes, that's right. I do speak decent Japanese.A: Right now I'm working on a product launch project to open up our Asian market. We have several upcoming events to take place in four Japanese cities. We'll be heading to Tokyo next month to get things started. What I'd like to talk to you about is joining our team to help bring this project to completion.B: Exactly what kind of help did you have in mind?A: We are looking for someone who is familiar with the market and cultural issues to act as an advisor to our marketing staff. We'd like to set up a partnership, where we can help each other.B: So if I help you as a consultant, what's in it for me?A: We could give you an onsite office, as well as potential to develop your own contacts in Japan. At the same time, after helping with our project, we'd be willing to split our profit with you.B: What kind of an arrangement are you thinking about?A: You would have a share of 30% of our profits from the launch events. So, what do you say, are you willing to work with us?B: It sounds like a great offer. Give me a little time to think it over, and I'll get back to you by the end of the week.Dialogue 2A: I heard that you're now working hand in hand with Michalsen Labs. How is the marriage of your firms working out?B: It's not a match made in heaven, but we're trying to make it work. In the beginning, everyone was really gung-ho about our two teams working together. After all, Michalsen's got a lot of resources that we don't normally have access to. But I think our honeymoon period was over after they started making some very unfair demands of our staff.A: What kind of demands?B: They aren't willing to shoulder the burden equally. Partnership should mean both of our teams contribute equally, but they are not willing to give 100% . For example, they expect our team to put in overtime nearly every day, but they're out the door at 5:30 every day.A: That doesn't seem very fair. . . . Did you discuss how the workload was going to be divvied up before you agreed on partnership?B: See, that's one of the problems. We jumped into this relationship too soon, so there are a lot of things that haven't been clearly spelled out. Like responsibilities and profit sharing. . . .A: That's a dangerous situation. You've got to put everything in writing up front, or else later on, you could have some bad feelings between the two companies if expectations are different. It's no good to have bad blood between you afterwards .B: You're right.简历ResumesDialogue 1A: Could you do me a favor and proofread my resume before I send it out to the human resources department? B: Sure, let me take a look. . . . Personal Information, Education, Experience, Training. ... I think you should add another section for Language. You speak three languages, so you might as well put that on your resume.A: But languages don't have anything to do with engineering. Shouldn't everything I put on my resume have something to do with my field?B: Not necessarily. I think people would be impressed by your language abilities. It says something about your level of intellect and experience. Also, I think human resources directors want to see more of a well-rounded person in a resume.A: It's just a piece of paper, you think that they can tell if I am a well-rounded person by looking at it?B: Well, you're right, the resume is limited in how much it can tell someone about a person. That's why job interviews are important to let people know the real you that they can't see from a piece of paper. But resumes can be helpful in explaining things and giving a good impression to a potential employer.Dialogue 2A: Let's review the CVs we received last week for our vacancy in the financial department. What have you got? B: Take a look at this one. . . . Experience, three years in accounting for a large marketing firm, before that she worked entry level in banking management. Looks pretty impressive. What do you think?A: Her education background is also quite outstanding. She graduated with her Bachelor's degree from Harvard in Finance, later got a master's degree from Stanford. Looking just at that, I'd say she's qualified.B: Maybe a little overqualified. . . . She might have higher salary expectations. Also , she hasn't listed any personal information. We don't know her marital status, whether or not she has children. Why, she didn't even put her birth date on the CV! No picture either. . . .A: Oh, didn't you know? She's an American. Generally Americans will not put those types of personal statistics on their CVs. That's the difference between a CV and a resume.B: Why don't they put those vital statistics on their resumes?A: Because America has many laws to ensure equality and prevent discrimination ,Americans are not required or even expected to put information of such a personal nature on their resumes. The purpose is to prevent discrimination in hiring based on age, gender, or marital status.B: Oh, I didn't know that.A: An American employer would never even ask for a photo on a resume.求职面试Job InterviewsDialogue 1A: Hello Mr. Jones, please have a seat. Thank you for coming in today. I have read your resume. You completed University in England?B: Yes, I went to Cambridge. After graduation, I started right away into the advertising industry. Later, I made a bit of a switch to focus on marketing research.A: So, what experience do you have?B: I have ten years marketing experience. This includes both entry level and management positions. In my last position, I worked my way up to being director of the marketing department.A: I can see that from your resume. Your last position was marketing director for a pharmaceutical company, is that right? Later, why did you decide to leave your former post?B: I felt after five years in one place, I was ready for something new. I would like to have a job that is challenging, something that I can see and do new things every day. I loved many things about my former job, and I left with amiable feelings on both sides. I was just ready for something new.A: I see. Do you want to work full-time or part-time?B: I would rather work full-time.A: I'll make note of that. Now, what are your salary expectations?B: I am willing to negotiate, but I expect at least $ 40, 000 a year.Dialogue 2A: Thanks for coming in on such short notice. Did you find our studio okay?B: Oh, yes, it was very easy to find with the directions you gave me.A: Good. Well, let's get right into your interview. We're looking for someone who will be able to work on a part-time basis only.B: That's no problem. I can work either part-time or full-time, but I actually prefer something part-time.A: Tell me a little bit about your qualifications. We've already had over fifty applicants for this position. What sets you apart from all the other candidates?B: I think something I can offer that is different from everyone else is that I can speak several languages fluently. I have experience in intercultural communication, and I can help your station to reach a wider audience.A: Have you ever worked in broadcasting before?B : I have done some work in print media , but this will be the first time to do broadcast media. Even though it is new for me, I learn really quickly. I have confidence I can get the hang of things in no time at all.A : Would you mind giving us a demo right now?B: No problem! I'd be happy to.职业女性Women in the WorkforceDialogue 1A: Do you think discrimination against women in the work force is still prevalent even today?B: From my own experience as a career woman, I would have to say that while things are better now than they used to be, it is still a widespread problem. Society is changing, but there is still a glass ceiling for women in many career tracks.A: Do you think the glass ceiling phenomena is because of traditional social customs? Or are there more issues coming into play?B: I think it's a very complicated issue. A part of the difficulties women have advancing in the work force aredue to few opportunities and many male managers. Don't underestimate the good ole' boy system. Men have power, so it's easier for them to stay in power.A: What about affirmative action? Hasn't legislation changed a lot of the male hierarchy?B: Affirmative action has given us management quotas and bans sexual discrimination, but it's still a man's world. Dialogue 2A: I am totally fed up with my boss. He has crossed the line one too many times with his sexist comments. This time I am really going to report him for sexual harassment.B: What happened? Did your boss say something to offend you at work?A: He constantly lets inappropriate things slip out, referring to the women employees as "girls" or calling us "sweetheart" or "darling". I doubt any of my male colleagues would stand for such treatment.B: Don't you think you're overreacting a little? Calling you by nicknames shouldn't be so bad. . . .A: You're missing the point. It's about respect. He treats us with such a patronizing attitude, as if we are not equal or not as serious as our male co-workers. It's his attitude that needs to be changed, not just his words.B: That's what you get for working in a male-dominated field. I think you'll find that most male bosses in your industry are already conditioned to treat females in this way. You probably won't be able to change him.歧视DiscriminationDialogue 1A: Half of all the new executives hired in the next six months must come from minority backgrounds. New company policy is to eliminate any kind of discriminatory attitudes that may have been prevalent in the past.B: What is that? Some kind of new affirmative action? You know I am strictly against any kind of quota system. It just doesn't seem fair to hire someone for his race and not for his qualifications and experience. . . .A: That is the point exactly! If you look at our current mix of managerial level staff, 98% come from a majority background. We're just too homogeneous. How many qualified and experienced minorities were turned away because of the color of their skin or the sound of their accent? I believe that it's time for a change. If we need a quota system to help us put that change into effect, then so be it.B: Quotas may force us to be more heterogeneous, but they can't guarantee a high quality of staff. And diversity is not all it's cracked up to be, either. . . .A: What do you mean?B: For one thing, diversity usually brings contention. We'll suddenly be dealing with all kinds of issues and conflicts that were never a big deal before. One small example is bilingualism and multiple language printing of company materials. That's costly and inefficient, but sometimes necessary when you bring minorities into the picture. I've seen it happen to companies before.A: Diversity may not be the most efficient, you're right. But it brings other things to the table. You say conflict, I say creativity. You say inefficient, I say innovation. We need more than one way of doing things IDialogue 2A: How's the job search going? Any luck?B: I'm getting pretty fed up with how much discrimination there is in the workforce these days. . . .A: What do you mean?B: I mean that every time I send out a resume and get a call back for an interview, they immediately change their minds as soon as they see the color of my skin. I'm thinking that it just might save everybody's time if I sent a picture with my resume first to let them know I'm not a blonde haired, blue-eyed American. I'm 100% American, but it just so happens I come from Asian ancestry, so I don't look any different on the outside.A: So because of your heritage, people won't give you a chance to be an English teacher?B: Nope. ... I am perfectly qualified, English is my native language. Heck, I even went to University for four years to become an English teacher. But here, it's the outside appearance that is more important than any kind of ability.A: That's right. You can see any Joe Blow off the street with the right looks get a ton of jobs, but if you don't fit the stereotype, you're outta luck.福利WelfareDialogue 1A: The company that Chad works for really takes care of him.B: What do you mean?A: Well, not only does he have 2 weeks vacation every year, but he also has sick leave which includes 5 optional days off a year for mental health days.B: Mental health days? Jeeze, I wish my company had some plan like that. Sometimes the corporate world cares more about money than anything else. I think it's great to see some companies, like the one Chad works for, that are caring about the quality of life of their employees.A: No kidding. Chad's company also has a gym in their office building to encourage all employees to keep fit. They provide medical and dental insurance for all full-time workers, and they also organize company social gatherings.B: Like what kind of social gatherings?A: Once a year they'll have a company picnic, they also sponsor a company Christmas party and New Year's party. They focus on continuing education by having 8 company -wide training events every year, and encouraging staff to apply for conferences and training meetings outside the company.B: Wow, the welfare of the employees seems top priority to management. . . .A: Needless to say, company morale is very high. . . .Dialogue 2A: Thank you all for coming to our monthly staff correlation meeting. Today we have a lot of new things to introduce to you all, there will be a lot of changes in company policy to accommodate better employee welfare. . . .B: Employee welfare? What all does that include?A: In the past, our welfare program has consisted of benefits packages only, meaning partial health insurance coverage and retirement plan. But we hope to boost morale by increasing incentives and adding additional welfare considerations.B: What kind of considerations are we talking about?A: It is proposed that from now on, employees will be given 10 paid sick days, in addition to their 2 week vacation periods. They will also be encouraged to maintain proper physical health with a company sponsored aerobics class on Friday nights. We have also consulted with the human resource department and have hired a new liaison between management and employees. Let's all welcome Ms. Michelle Cain to our team as our company's ombudsman.B: Our company now has an ombudsman?A: Yes that's right. From now on , whenever you have a question or concern regarding anything that happens during the work day, Ms. Cain will be your advocate. If you believe there is anything inappropriate or unfair in the management practices, the ombudsman will be the first person you seek. She will maintain fairness, equality, and an orderly and efficient work place. Her job is to have your best interest at heart.工会Labor UnionsDialogue 1A: Labor relations have been getting heated over the last few days. There's even talk of a strike if contract negotiations don't go smoothly.B: I would hate to see the negotiations go sour, because the last thing we need is more trouble from the labor union. What do they want this time?A: They are demanding another raise for full-time employees and more vacation days. They claim there's an increase of work-related stress, so there ought to be some kind of compensation for higher pressure on the job. B: Hasn't it always been stressful? Why make demands now?A: With cutbacks after the recession, there is more workload per employee, so in actuality they do have more stress now than in the past. I just don't know if it warrants a pay raise for everyone.B: I guess the labor union seems to think so.Dialogue 2A: Did your company go union? I heard that many companies in our industry are being unionized, so it's getting harder and harder to compete on a level playing field.B: Yes, we're hopping on the bandwagon and signing up for the union. Mostly people are pretty happy about it. ...I guess it depends on if you are in management or in the labor force.A: Management isn't looking on the labor unions too favorably, I'd guess. I don't blame them. . . . Labor unions can really put the squeeze on the executives.B: Sure. . . . But it's probably better for the workers, because the union's whole purpose is to look out for the little guys. The only way that the little guys can take on the big bosses is if they unite. Labor unions are all about getting a voice for the underdog.罢工和示威游行Strikes and DemonstrationsDialogue 1A: Do you have the day off today? How come you're not at work now?B: I don't have the day off. Our labor union is staging a nationwide strike today, all of the workers in our department are supporting the labor union by participating and not going in to work this week.A: Are you serious? Why would they have to go to such extreme measures like a strike? Doesn't your company have a pretty good corporate image? I'll bet the folks at headquarters are going nuts over something as serious as a strike. . . .B: It happens quite often, actually. Whenever there arises a dispute between the union and the executive group, the first thing they do is to call a strike. Usually it only lasts a day or two before both sides can come to an agreement and we start work again. Anyhow, it's a nice, unanticipated holiday. . . .Dialogue 2A: Did you hear what's going on downtown today? All the workers from the factory are staging a demonstration in the streets. Not one of the two thousand employees showed up for work today, and they have gathered outside the city hall to demand better working conditions for all factory employees.B: Wow, sounds chaotic. . . . two thousand people in the streets carrying picket signs and shouting slogans. What gave them the motivation to finally organize and call management on the substandard working conditions?A: I think they gained courage after the mayor's speech last week on equality and opportunity for all town citizens.Anyway, the sentiments have been brewing for quite some time. I mean, we all know the working conditions at the factory are quite horrendous.B: So what kind of demands do they have? What are they asking for specifically?A: They want raises and medical insurance, and I think they want to clean up the factory's safety hazards. That's probably the most important issue.管理人员培训Management TrainingDialogue 1A: Here at Brookstone, we hire for attitude, but we train for ability. What that means is our employee base is made up of a team of hardworking go-getters, who have the right stuff to learn and develop their skills continually.B: What kinds of training programs are available to staff?A: Our training focuses on leadership development. We have one specific course that is called our Management Success System, or MSS. We don't just teach technical aptitude, but we also allow our managers and supervisors an in-depth learning experience that includes a three-month leadership course. The program's focus is to help our management team develop a global view of our company, so our future senior leaders will know the issues facing our industry and be prepared to be an effective leader of a worldwide organization.B: It sounds like a really rigorous program. It's not easy to cultivate globalized leadership. Which employees are eligible for the training course?A: There is a competitive selection process. Participant criteria includes a high performance record, positive feedback by peers and supervisors, and a desire to participate and advance in the company.Dialogue 2A: Welcome everyone to the first session of our leadership workshop. As you all know, you've all been hand-picked by senior staff management to participate, and from your performance reviews, I know you're the cream of the crop. I hope you all appreciate the opportunity to work on your management abilities, and become further indoctrinated in our company culture and business plans. To start with, do we have any questions?B: Excuse me, yes. ... I would like to know a little more about our schedule for the training. What days will we be meeting? How long will the training sessions take? How long will the course last? Is there homework?A: We will meet weekly on Thursday mornings. Each session will last three hours, and the course has a duration of three months. You will have assignments that will require out of class time to complete. This training course is a comprehend sive and intense preparation for you. The participants of this course are the future leaders of this corporation , with a great percentage of the graduates going on to promotions into the senior management circle. Our goal is to equip you with all the skills and understanding of a multinational company that will enable you to be an effective leader.研究会/研讨会Seminars/WorkshopsDialogue 1A: What did you learn at the workshop you went to yesterday? Do you think it was worth the investment to go? B: Yeah, I really got a lot out of the session. The workshop topic was resolving personnel problems. It was led by a professional human resources director. The teacher had a lot of expertise, and I think we were all given a really good base to start with.。
国外着名HR咨询公司HRM培训英文版
13、He who seize the right moment, is the right man.谁把握机遇，谁就心想事成 。21.6.1021.6.1007:52:3107:52:31June 10, 2021
14、谁要是自己还没有发展培养和教 育好， 他就不 能发展 培养和 教育别 人。2021年6月 10日星 期四上 午7时52分31秒07:52:3121.6.10
Began in the 1980’s in the USA UK followed quickly Concept is… ‘a strategic approach to
acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it’
One or both?
Levels of Influence
Strategic Functional Systems Individual
Implications at Strategic Level
The identification of core competencies of the organisation which confer sustained competitive advantage
11、一个好的教师，是一个懂得心理 学和教 育学的 人。21.6.1007:52:3107:52Jun-2110-J un-21
12、要记住，你不仅是教课的教师， 也是学 生的教 育者， 生活的 导师和 道德的 引路人 。07:52:3107:52:3107:52Thur sday, June 10, 2021
HR系列-HR专业术语中英文对照
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Manager/Supervisor项目工程师Project Engineer营运经理Operations Manager营运主管Operations Supervisor生产经理/车间主任Production Manager/Workshop Supervisor生产计划协调员Production Planning Executive/Officer生产主管/督导/领班Production Supervisor/Team Leader技术/工艺设计经理/主管Technical/Industrial Design Mgr./Spvr.技术/工艺设计工程师Technical/Industrial Design Engineer实验室负责人/工程师Lab Manager/Engineer工程/设备经理Engineering/Facility Manager工程/设备主管Engineering/Facility Supervisor工程/设备工程师Engineering/Facility Engineer电气/电子工程师Electrical/Electronics Engineer机械工程师Mechanical Engineer机电工程师Electrical & Mechanical Engineer维修工程师Maintenance Engineer质量经理QA Manager质量主管QA Supervisor质量工程师QA Engineer质量检验员/测试员QA Inspector认证工程师Certification Engineer安全/健康/环境经理/主管Safety/Health/Environment Manager/Supervisor 安全/健康/环境工程师Safety/Health/Environment Engineer工程绘图员Project Drafting Specialist机械制图员Drafting Specialist化验员Laboratory Technician技工Technician / Engineer Trainee电工Electrician服装打样/制版Clothing/Apparel Sample Production行政/人事/后勤Admin./HR/Support Services行政/人事总监Admin/Human Resources Director人事经理Human Resources Manager人事主管Human Resources Supervisor人事专员Human Resources Specialist人事助理Human Resources Assistant招聘经理/主管Recruiting Manager/Supervisor薪资福利经理/主管Compensation & Benefits Mgr./Supervisor薪资福利专员/助理Compensation & Benefits Specialist/Assistant培训经理/主管Training Manager/Supervisor培训专员/助理Training Specialist/Assistant行政经理/主管/办公室主任Admin Manager/Supervisor/Office Manager 行政专员/助理Admin Staff/Assistant经理助理/秘书Executive Assistant/Secretary前台接待/总机Receptionist后勤Office Support资料管理员Information / Data Management Specialist电脑操作员/打字员Computer Operator/Typist高级管理Senior Management首席执行官/总经理CEO/GM/President副总经理Deputy GM/VP/Management Trainee总监Director合伙人Partner总裁/总经理助理CEO/GM/President物流/贸易/采购Logis./Trading/Merchand./Purch.物流经理Logistics Manager物流主管Logistics Supervisor物流专员/助理Logistics Specialist/Assistant物料经理Materials Manager物料主管Materials Supervisor采购经理Purchasing Manager采购主管Purchasing Supervisor采购员Purchasing Specialist/Staff外贸/贸易经理/主管Trading Manager/Supervisor外贸/贸易专员/助理Trading Specialist/Assistant业务跟单经理Merchandiser Manager高级业务跟单Senior Merchandiser业务跟单Merchandiser助理业务跟单Assistant Merchandiser仓库经理/主管Warehouse Manager仓库管理员Warehouse Specialist运输经理/主管Distribution Manager/Supervisor报关员Customs Specialist单证员Documentation Specialist船务人员Shipping Specialist快递员Courier理货员Warehouse Stock Management文字/艺术/设计Writer/Editor/Creative Artist/Designer 编辑/作家/撰稿人Editor/Writer记者Journalist / Reporter校对/录入Proofreader/Data Entry Staff排版设计Layout Designer艺术/设计总监Creative/Design Director影视策划/制作人员Entertainment Planning / Production 导演Director摄影师Photographer音效师Recording / Sounds Specialist演员/模特/主持人Actor/Actress/Model/MC平面设计/美术设计Graphic Artist/Designer纺织/服装设计Clothing / Apparel Designer工业/产品设计Industrial Designer工艺品/珠宝设计Artwork/Jewelry Designer科研人员Research Specialist Staff科研管理人员Research Management科研人员Research Specialist Staff律师/法务Legal律师Lawyer法务人员Legal Personnel律师助理Paralegal/Legal Assistant书记员Court Clerk教师Professor/Teacher教师ProfessorTeacher教学/教务管理人员Education/School Administrator助教Teaching Assistant讲师Lecturer家教Tutor医疗/护理Medicine / Nursing医生（中、西医）Medical Doctor医学管理人员Healthcare / Medical Management 医药技术人员Medical Technician药库主任/药剂师Pharmacist护士/护理人员Nurse / Nursing Personnel临床协调员Clinical Coodinator临床研究员Clinical Researcher麻醉师Anesthesiologist心理医生Psychologist/Psychiatrist医药学检验Clinical Laboratory咨询/顾问Consultant专业顾问Senior Consultant咨询总监Consulting Director / Partner咨询经理Consulting Manager咨询员Consultant公务员Official在校学生Student应届毕业生Graduating Student实习生Intern/Trainee培训生Trainee服务Service美容/健身顾问Exercise Coach/Fitness Trainer餐饮/娱乐经理Banquet Services Manager宾馆/酒店经理Reception Manager领班Supervisor服务员Service Staff营业员/收银员/理货员Shop Clerk/Salesperson厨师Chief/Cook导游Tour Guide司机Chauffeur/Driver保安Security寻呼员/话务员Paging Operator建筑/房地产Construction/Real Estate建筑工程师Architect结构/土建工程师Structural Engineer电气工程师Electrical Engineer给排水/暖通工程师Drainage/HVAC Engineer工程造价师/预结算Budgeting Specialist建筑工程管理Construction Management工程监理Engineering Project Supervisor室内外装潢设计Decorator城市规划与设计Urban Design/Planning建筑制图CAD Drafter施工员Construction Crew房地产开发/策划Real Estate Development/Planning 房地产评估Real Estate Appraisal房地产中介/交易Real Estate Agent/Broker物业管理Property Management翻译Translator英语翻译English Translation日语翻译Japanese Translator德语翻译German Translator法语翻译French Translator俄语翻译Russian Translator西班牙语翻译Spanish Translator朝鲜语翻译Korean Translator其他语种翻译Other Language Translator兼职Part Time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)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)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)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)晕圈错误halo error)宽松leniency)严格strictness)3600反馈360-degree feedback)叙述法essay method)集中趋势central tendency)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)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)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)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)1 Acceptability 可接受性2 Achievement tests 成就测试3 Action plan 行动计划4 Action steps 行动步骤5 Adventure learning 探险学习法6 Adverse impact 负面影响7 Agency shop 工会代理制8 Alternative dispute resolution (ADR) 建设性争议解决方法9 Analytic approach 分析法10 Appraisal politics 评价政治学11 Apprenticeship 学徒制12 Arbitrary 仲裁13 Assessment 评价14 Assessment center 评价中心15 Attitude awareness and change program 态度认知与改变计划16 Attitudinal structuring 态度构建17 Audiovisual instruction 视听教学18 Audit approach 审计法19 Balanced scorecard 综合评价卡20 Basic skills 基本技能21 Behavior-based program 行为改变计划22 Behavior modeling 行为模拟23 Benchmarks 基准24 Benchmarking 评判25 Benefits 收益26 Bonus 奖金27 Boycott 联合抵制28 Career 职业29 Career counseling 职业咨询30 Career curves (maturity curves) 职业曲线（成熟曲线）31 Career management system 职业管理系统32 Career support 职业支持33 Centralization 集权化34 Coach 教练35 Cognitive ability 认知能力36 Cognitive outcomes 认知性结果37 Collective bargaining process 劳资谈判过程38 Community of practice 演练小组39 Compa-ratio 比较比率40 Compensable factors 报酬要素41 Competency assessment 能力评估42 Competitive advantage 竞争优势43 Concentration strategy 集中战略44 Concurrent validation 同时效度45 Consumer price index, CPI 消费者价格指数46 Content validation 内容效度47 Continuous learning 持续学习48 Contributory plan 投入计划49 Coordination training 合作培训50 Core competencies 核心竞争力51 Criterion-related validity 效标关联效度52 Critical incident 关键事件53 Critical incident method 关键事件法54 Cross-cultural preparation 跨文化准备55 Cross-training 交叉培训56 Cultural environment 文化环境57 Cultural shock 文化冲击58 Customer appraisal 顾客评估59 Data flow diagram 数据流程图60 Database 数据库61 Decentralization 分散化62 Decision support systems 决策支持系统63 Defined-benefit plan 养老金福利计划64 Defined-contribution plan 资方养老金投入计划65 Delayering 扁平化66 Depression 沮丧67 Development planning system 开发规划系统68 Differential piece rate 差额计件工资69 Direct costs 直接成本70 Discipline 纪律71 Disparate impact 差别性影响72 Disparate treatment 差别性对待73 Diversity training 多元化培训74 Downsizing 精简75 Downward move 降级76 Efficiency wage theory 效率工资理论77 Electronic performance support system (EPSS) 电子绩效支持系统78 Employee empowerment 员工授权79 Employee leasing 员工租借80 Employee survey research 雇员调查与研究81 Employee wellness programs (EWPs) 雇员健康修炼计划82 Entrepreneur 企业家83 Equal employment opportunity (EEO) 公平就业机会84 Essay method 书面方式85 Ethics 道德86 Expatriate 外派雇员87 Expert systems 专家系统88 External analysis 外部分析89 External growth strategy 外边成长战略90 External labor market 外部劳动力市场91 Factor comparison system 因素比较法92 Feedback 反馈93 Flexible benefits plans (cafeteria plans) 灵活的福利计划（自助福利方案）94 Flextime 灵活的时间95 Forecasting （劳动力供求）预测96 Formal education programs 正规教育计划97 Frame of reference 参照系98 Functional job analysis, FJA 职能工作分析99 Gain sharing plans 收益分享计划100 Globalization 全球化101 Goals 目标102 Goals and timetables 目标和时间表103 Graphic rating-scale method 图式评估法104 Group-building methods 团队建设法105 Group mentoring program 群体指导计划106 Hay profile method 海氏剖析法107 High-leverage training 高层次培训108 High-performance work systems 高绩效工作系统109 Hourly work 计时工资制110 Human capital 人力资本111 Human resource information system (HRIS) 人力资源信息系统112 Human resource management 人力资源管理113 Human resources planning, HRP 人力资源计划114 Indirect costs 间接成本115 Individualism/collectivism 个人主义/集体主义116 Input 投入117 Instructional design process 指导性设计过程118 Internal analysis 内部分析119 Internal growth strategy 内部成长战略120 Internal labor force 内部劳动力121 Internet 互联网122 Internship programs 实习计划123 Interview 面试124 Intraorganizational bargaining 组织内谈判125 Job analysis 工作分析126 Job classification system 工作分类法127 Job description 工作描述128 Job design 工作设计129 Job enlargement 工作扩大化130 Job enrichment 工作丰富化131 Job evaluation 工作评价132 Job experiences 工作经验133 Job involvement 工作认同134 Job posting and bidding 工作张贴和申请135 Job progressions 工作提升136 Job ranking system 工作重要性排序法137 Job rotation 工作轮换138 Job satisfaction 工作满意度139 Job specification 工作规范140 Job structure 工作结构141 Key jobs 关键工作142 Labor market 劳动力市场143 Labor relations process 劳动关系进程144 Leaderless group discussion 无领导小组讨论法145 Learning organization 学习型组织146 Long-term-short-term orientation 长期-短期导向147 Maintenance of membership 会员资格维持148 Management by objectives, MBO 目标管理149 Management forecasts 管理预测150 Management prerogatives 管理特权151 Manager and / or supervisor appraisal 经理和/或上司评估152 Managing diversity 管理多元化153 Markov analysis 马克夫分析法154 Mediation 调解155 Mentor 导师156 Merit guideline 绩效指南157 Minimum wage 最低工资158 Motivation to learn 学习的动机159 Needs assessment （培训）需要评价160 Negligence 疏忽161 Nepotism 裙带关系162 Ombudsman 调查专员163 On-the-job training, OJT 在职培训164 Opportunity to perform 实践的机会165 Organizational analysis 组织分析166 Organizational capability 组织能力167 Orientation 导向培训168 Outplacement counseling 重新谋职咨询169 Output 产出170 Outsourcing 外包171 Panel interview 小组面试172 Pay-for-performance standard 按绩效的报酬标准173 Pay grade 工资等级174 Pay level 工资水平175 Pay-policy line 工资政策线176 Pay structure 工资结构177 Peer appraisal 同事评估178 Performance appraisal 绩效评价179 Performance feedback 绩效反馈180 Performance management 绩效管理181 Performance planning and evaluation (PPE) 绩效规划与评价系统182 Perquisites 津贴183 Person analysis 个人分析184 Person characteristics 个人特征185 Personnel selection 人员甄选186 Point system 积分法187 Position analysis questionnaire, PAQ 职位分析问卷调查188 Power distance 权力差距189 Predictive validation 预测效度190 Profit sharing 利润分享191 Promotion 晋升192 Protean career 多变的职业193 Psychological contract 心理契约194 Psychological support 心理支持195 Range spread 工资范围跨度196 Readability 易读性197 Readiness for training 培训准备198 Reasoning ability 推理能力199 Recruitment 招募200 Reengineering 流程再造201 Relational database 关联数据库202 Reliability 信度203 Repatriation 归国准备204 Replacement charts 替换表205 Request for proposal (REP) （培训）招标书206 Return on investment (ROI) 投资回报207 Role ambiguity 角色模糊208 Role analysis technique 角色分析技术209 Role play 角色扮演210 School-to-work 从学校到工作211 Selection 甄选212 Self-appraisal 自我评估213 Self-efficacy 自信心214 Situational interview 情景面试215 Skill-based pay 技能工资216 Skill inventories 技能量表217 Specificity 明确性218 Spot bonus 即时奖金219 Staffing tables 人员配置表220 Strategic choice 战略选择221 Strategic congruence 战略一致性222 Strategic human resource management (SHRM) 战略性人力资源管理223 Strategy formulation 战略形成224 Strategy implementation 战略执行225 Task analysis 任务分析226 Team leader training 团队领导培训227 360-degree feedback process 360度反馈过程228 Total quality management (TQM) 全面质量管理229 Training 培训230 Training administration 培训管理231 Training outcomes 培训结果232 Transaction processing 事务处理233 Trend analysis 趋势分析234 Utility 效用235 Utility analysis 效用分析236 Validity 效度237 Verbal comprehension 语言理解能力238 Vesting 既得利益239 Virtual reality 现实虚拟240 V oicing 发言241 Wage and salary survey 薪资调查242 Wage-rate compression 工资压缩243 Web-based training 网上培训244 Work permit/ work certificate 就业许可证245 World Wide Web 万维网246 Yield ratio 成功率1.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) 2. 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)3. 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)4. 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)5. 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)6. 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)7. 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)8. 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)9. 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)10. 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)晕圈错误：(halo error)宽松：(leniency)严格：(strictness)3600反馈：(360-degree feedback)叙述法：(essay method)集中趋势：(central tendency)11. 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)12. 福利和其它报酬问题福利(间接经济补偿)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)13. 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)14. 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)。
人事制度培训英文地道表达
人事制度培训英文地道表达Human Resource Management Training:Introduction:Human resource management (HRM) plays a pivotal role in any organization, as it is responsible for managing the employees and ensuring their well-being and productivity. To enhance the efficiency of HRM, it is important to provide training on various aspects of human resource management system. In this training, we will be focusing on key areas such as recruitment, performance management, training and development, and employee welfare. 1. Recruitment:Recruitment is the process of attracting, selecting, and appointing suitable candidates for job openings in an organization. To ensure a robust recruitment process, it is essential to follow these best practices:- Job analysis: Identifying the key responsibilities and requirements of a role.- Attracting candidates: Through effective job postings, career fairs, or online platforms.- Interview techniques: Conducting structured interviews to assess candidate skills and cultural fit.- Onboarding: Proper orientation and integration of new employees into the organization.2. Performance Management:Performance management aims to improve employee performance and align it with organizational goals. To foster an effective performance management system, consider the following:- Goal setting: Clear and specific goals that are aligned with the organization's objectives.- Regular feedback: Providing constructive feedback on employee performance.- Performance appraisal: Conducting periodic assessments to measure progress and identify areas for improvement.- Performance recognition: Recognizing and rewarding employees for their achievements.3. Training and Development:Training and development programs are essential for enhancing employee skills and knowledge. Consider the following strategies: - Training needs analysis: Identifying the skills gaps in the workforce.- Training delivery methods: Utilizing various techniques such as workshops, online courses, or on-the-job training.- Leadership development: Fostering leadership skills among employees to prepare them for future roles.- Continuous learning: Encouraging employees to engage in lifelong learning through self-directed learning or mentorship programs.4. Employee Welfare:Employee welfare focuses on creating a work environment that promotes well-being and enhances employee satisfaction. Here are some key aspects to consider:- Work-life balance: Encouraging employees to maintain a healthy balance between work and personal life.- Health and safety: Implementing measures to ensure a safe and healthy work environment.- Employee engagement: Promoting employee involvement, motivation, and satisfaction.- Workforce diversity and inclusion: Encouraging diversity and creating an inclusive workplace culture.Conclusion:Human Resource Management training is crucial for organizations to effectively manage their workforce and optimize employee performance. By focusing on recruitment, performance management, training and development, and employee welfare, organizations can create a productive and positive work environment. Continuous investment in HRM training will not only benefit the employees but also contribute to the overall success of the organization.。
人力资源管理英文名称是什么
人力资源管理英文名称是什么1. 引言人力资源管理（Human Resource Management）是一个重要的管理领域，负责管理和发展组织内的人力资源。
在全球范围内，不同国家和地区对人力资源管理的名称有所差异。
本文将介绍人力资源管理的英文名称以及其在不同国家和地区的使用情况。
2. 人力资源管理的英文名称人力资源管理在英语中的常见名称有以下几种：•Human Resource Management (HRM)•Personnel Management (PM)•Employee Management (EM)•Staff Management (SM)3. 不同国家和地区的使用情况3.1 美国在美国，人力资源管理通常被称为Human Resource Management (HRM)。
这个术语在美国的企业界和学术界广泛使用。
HRM主要关注员工招聘、员工培训、员工福利、绩效管理等方面。
3.2 英国英国在过去一般使用Personnel Management (PM)这一术语来称呼人力资源管理。
然而，随着时间的推移，这个术语逐渐被人力资源管理（HRM）所取代。
目前，英国企业界和学术界都普遍使用HRM这一名称。
3.3 中国在中国，人力资源管理通常被称为人力资源管理（HRM）或人事管理。
在大多数中国企业中，人力资源管理主要涉及员工招聘、培训与发展、绩效管理、薪酬福利等方面。
3.4 其他国家和地区在其他国家和地区，人力资源管理的英文名称可能会有一些差异。
例如，加拿大和澳大利亚一般也使用Human Resource Management (HRM)这一术语。
4. 总结人力资源管理在全球范围内是一个重要的管理领域。
在不同国家和地区，人力资源管理的英文名称可能存在差异。
然而，无论名称如何，其核心目标都是有效地管理和发展组织内的人力资源。
通过不断学习和实践，我们可以不断提升人力资源管理的能力，为企业的发展做出贡献。
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Warm-up: Present Yourself
Name Serving company, position, serving years since graduation? Your workshop expectations?
Objectives of Human Resource Planning Enable organizations to anticipate their future HRM needs To identify practices that will help them meet those needs
Gap? HR Needs
Employee Flows in an Organization
External Recruits Recalls promotions demotions internal transfers Quits Retirements Deaths Layoffs
Extensive Readings - Layoffs
• Identify & develop core skills • Integrate diverse activities • Respond with agility & speed • Empower action • Innovate
Resources of an Organization
Supply Forecasting
Job nformation
Analyzing job information
Documenting job information
Human Resource Planning
Demand
Supply
Dealing with an Oversupply of Personnel
Freeze hiring Restrict overtime Retrain/redeploy Switch to part-time employees Use unpaid vacations
Use a shorter workweek Use pay reductions Use sabbaticals Encourage early retirements
Benefits of HR Planning
Aids in planning job assignments Helps cope with fluctuations in staffing Identifies recruiting needs Provides other useful information
Good Communication in Daily HRM Practices Fluent Translation between Chinese & English HRM Materials English Writing
“企业人力资源管理日常英语沟通运用”
认知人力资源管理相关词汇300（246）个；能够理解、设计常用人力资源管理实 践过程中所使用的英文图表、工作流程；能翻译人力资源管理专业书面资料；用 英语书面表达较复杂的人力资源管理工作实务。1967年以前考生本项目成绩为参 考分数
Mitsubishi Motors just announced plan to cut 10,000 jobs. Last week Nissan, now owned by Renault and answering to its tough-minded foreign boss, pledged to slash 16,500. Similar reports from Tokoy for the past year have been greeted by American and British economists as signals that at last the famous Japanese practices of permanent employment is vanishing – a profound transformation that they insist Japan needs
• valuable • unique • extendable • learning
Processes
Benefits VALUE = --------Costs
Knowledge
Competing Through People
Relationships Technologies
UNIQUE = (social complexity + causal ambiguity)
Land
Capital
Equipment
Labor
The Employment Cycle
Pre-Selection Phase
Selection Phase
Post-Selection Phase
Pre-Selection Phase
Human Resource Planning
Job Analysis
What is your expectation out of this course?
Our Goal
To have good HRM problem solving capability in international environment
By increasing systematic human resource management
Human Resource Planning
Getting the right people At the right place At the right time
Human Resource Planning
Demand Forecasting Strategic Plan
Number of Employees Types of Employees
Dealing with an Undersupply of Personnel
Hire additional workers Improve productivity through training Use overtime Add additional shifts
Reassign jobs Use temporary workers Improve retention
HRM Practice Graphs, Working Process, Reports & Documentation
Basic Communication in Daily HRM Practices
认知人力资源管理专业基础词汇250（200）个；能够阅读并理解常用 人力资源管理实践过程中所使用的英文图表、工作流程与书面陈述资料； 企业人力资源管理日常英语阅读与表达 能用英语书面表达人力资源管理工作日常沟通用语；阅读常用人力资源 管理工作书面资料
Selection Phase
Recruitment
Selection
Recruiting Program Goals
Achieve cost efficiency Attract highly qualified candidates Help ensure employee retention Comply with nondiscrimination laws Create a more diverse workforce
Core Competence…
…is a bundle of skills and technologies that enables a company to provide a particular benefit to customers. --Hamel and Prahalad
CRITERIA
demonstrated a mastery of a defined body of knowledge required for success in the field
Human Resource Certification Institute
Professional in Human Resources (PHR)
Job Analysis
Productivity Improvement Programs Job Qualifications
Pay Rates
Uses of Job Analysis
Selection Techniques
Performance Appraisal
Training Programs
theory
By HRM term understanding By Case Study
By improving Proficiency of English Reading, Writing,
Listening & Speaking
Certification in HRM
A designation indicating that an individual has
Achieve Cost Efficiency
Limit recruitment costs without lowering productivity
Recruitment Costs
+ advertising + recruiter travel + candidate travel + sign-on bonuses + agency/search firm fees + recruiters’ salaries and benefits + managers’ time = typically 1/3 of new hire’s annual salary