Lec 5 Recruitment process
Recruitment Procedure
1．0目的PURPOSE:通过系统化的招聘管理保证公司招聘工作的质量，为公司选拔出合格、优秀的人才；规范招聘制度，建立公司“优良雇主”形象，采用严格的招聘程序。
The procedure is established to provide a complete recruitment system, to select qualified talent, to set up a standard criteria and procedure to develop good image of good employer.2．0范围SCOPE:适用于公司所有职位的招聘工作。
The procedure applies to3.0定义DEFINITIONS:无None4．0职责Responsibility4.1人力资源部：负责组织招聘工作的实施；HR: In charge of recruitment implement.4.2用人部门：采用适当方法甄选合适之人员；Department concerned: Using suitable method to select the qualified candidate4.3各部门主管/经理：对新进员工实行试用评核。
4.3 The department supervisors or managers must evaluate the performance of new comers.5．0程序Procedure5.1招聘流程图：见附页Recruitment Process: Appendix5.2招聘需求：Recruitment Requisition5.2.1缺员的补充：因员工异动，按规定编制需要补充，如因员工调动、晋升、离职等原因。
Replacement vacancy: thanks to employee transfer、promotion or resign and so on. 5.2.2突发的人员需求：因不可预料的业务、工作变化而急需特殊技能人员，如技术变革或引进新工艺等。
Lec.Chapter 5
Human Resource Planning.HR Information Systems.Lecture 5 relevant reading –Chapter 7Copyright 2007 McGraw-Hill Australia Pty LtdPPTs t/a Human Resource Management in Australia 3e by De Cieriet al.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Lecture outline•This lecture will be divided into two sections•Part 1 will cover Human Resource Planning•Part 2 will cover Human Resource Information Systems ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Human resource planning (HRP) ObjectivesDiscuss how to align a company’s humanresource planning with its strategic direction.Determine the labour demand of workers invarious job categories.Discuss the advantages and disadvantages ofvarious ways of eliminating a labour surplus andavoiding a labour shortage.Discuss the types of technologies that canimprove the efficiency and effectiveness of HR.Discuss human resource information systems and their various applications for HR activities.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________What is HRP?•Bridge between strategic HRM and HR functions•A move from STATIC (here, now) to DYNAMIC (predictions of future changes)•Attempt to match future human resources to future needs of organisation •Involves forecasting –risks ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________What is HRP? (contin.)•Incorporates knowledge, skills and abilities of human resources –i.e.not justaggregates•Assists several HR activities• A particular challenge in rapid-changeenvironment•Requires knowledge of org’s variousactivities and linkages b/w them•Local (supervisor?) input desirable as well as more strategic input ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRP☐The process through which organizational goals are translated into human resource goals, concerned with staffing levels and allocation.☐Human resource planning involves forecasting human resource needs for an organization, and planning the necessary steps to meet these needs.☐‘HRP systematically forecasts an organisation’s future demand for, and supply of, employees’(Werther & Davis, 1989)Strategic, long-term staffing plan covering all HR activities, closely linked to organisationalstrategies and objectives ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Figure 7.1 Overview of the HRP process_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________HRP and strategic organisational planning •Strategic planning involves settingorganisational objectives and plans toachieve them•Part of this involves definition oforganisation’s philosophy, ‘scanning’environment, SWOT analysis, formulation of strategies•HRP uses this to focus closely on labour demand and supply issues atdisaggregated level ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________How widely utilised?•Most (>90%) of Aus orgs develop formalcorporate plans (most with HR input)•Only around 50% develop HR plans•More common among large orgs, those undergoing rapid change, people-focused cultures, orgs indynamic environments•Used more in private sector than public•Most use basic techniques, few use formal supply demand and supply analysis, HRIS ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Some key features•HR plan is used to guide decisions on recruitment & selection, performance management, training, career structures etc •Linkages with strategy are being increasingly recognised•Integration with strategy is most important element ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Goal setting and strategic planning•Reducing an expected labor surplus, e.g.–Downsizing–Early retirement programsor•Avoiding an expected labor shortage,e.g.–Employing temporary workers–Outsourcing–Overtime and expanding worker hours ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Table 7.2 Options for reducing an expected labour surplusOption Speed Human suffering 1Downsizing Fast High2Pay reductions Fast High3Demotions Fast High4Transfers Fast Moderate5Work sharing Fast Moderate6Retirement Slow Low7Natural attrition Slow Low8Retraining Slow LowCopyright 2007 McGraw-Hill Australia Pty LtdPPTs t/a Human Resource Management in Australia 3e by De Cieri et al.7-12_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Table 7.3 Options for avoiding an expected labour shortageOption Speed Revocability 1Overtime Fast High2Temporary employees Fast High3Outsourcing Fast High4Retrained transfers Slow High5Turnover reductions Slow Moderate 6New external recruits Slow Low7Technological innovation Slow LowCopyright 2007 McGraw-Hill Australia Pty LtdPPTs t/a Human Resource Management in Australia 3e by De Cieri et al.7-13_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________HR planning process•Phase 1Assessing supply and demand for each type of labour•Start with current situation and forecast likely changes ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Forecasting•The attempt to determine the supply of and demand for various types of human resources, in order to predict future labor shortages or surpluses in areas within the organization.Labour supply comes from:•Internal•External ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Labour demand forecasting •Involves predicting numbers and types ofemployees needed in future –challenging!•Can use qualitative and/or qualitativeapproaches•Quantitative can be complex and expensive •Qualitative often less structured –intuition,‘rule of thumb’, Delphi technique (segmentproblem, usespecialists on each component), trend analysis •High costs of poor forecasting e.g.training,capital misallocations ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Downsizing•The planned elimination of large numbers of personnel designed to enhance organisational effectiveness.–Workforce reduction–Organisational redesign–Systemic change ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Major reasons for downsizing•Cost reduction•Introduction of new technology •Mergers and acquisitions leading to reduced need for bureaucracy •Globalization and changinglocation of business ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Major reasons for the failure of downsizing•Initial cost savings but long-term negative effects•Loss of people who are ‘irreplaceableassets’•‘Survivor syndrome’: loss of motivation,self-absorption, risk-aversion•‘Survivors’ seek new employment •Reputational damage ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Formulating human resource plans•Once labour demand and supply forecasts are made an integrated staffing plan needs to be developed•Aspects include –recruitment, training, development, succession planning, job design etc•Openness to change in dynamic environment•Role of culture ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HR planning process (contin.)•Phase 2Developing objectives–outcome of organisational strategy and goals. May be broad, far-reaching –e.g. improve morale•Phase 3Programming–develop and implement policies to help match supply and demand for each category of worker ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HR planning process (contin.)•Phase 4Control and evaluation.•HRIS used to regularly monitor progress. Permits control and evaluation •Prompt remedial action, if necessary •Programs must meet user needs ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Program implementation and evaluation•Accountability•Authority and resources available to accomplish the stated goals •Regular progress reports onimplementation•Evaluation of results ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Formal HRP is more likely in organisations that:–are larger–have greater overall business planningsophistication–have top management support for humanresource planning–have more involvement of human resource managers in the business planning process –have greater integration across humanresource activities ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Strategic approach to HRPincludes:top management and HR managers desiringproactive involvement of HRM in the achievement of organizational goalsintegration of employee needs and wishes forcareer development with organizational goalscoordination across HRM activities in light oforganizational strategies and goalsadherence to principles of equal opportunityfocus on planning at the organizational level, notonly at industry or regional level ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Negatives of HRP•Can be difficult, time-consuming •May have long lead times, lags during which environment may change •Culture can be extremely difficult to modify•Vested interest groups may not co-operate ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Benefits of HRP•Human resources better utilised •Less wastage, bottlenecks leading to improved productivity, profitability •Labour recruited at right time •Morale can be enhanced •Redundancies lessened throughaccurate planning ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Summary: HRP•When managed well, human resource planning can enhance the success of the organisation, while minimising difficulties resulting from poorly anticipated labour surpluses or shortages.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Human resource informationsystems (HRIS)•Objectives–Discuss the types of technologiesthat can improve the efficiency andeffectiveness of HR.–Discuss human resource information systems and their variousapplications for HR activities.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Human resource informationsystems(HRIS)•A system used to acquire, store, manipulate, analyze, retrieve and distribute information related to a company’s human resources.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS•Note: also known as HRIMS•For recording and processing data •Supports strategic, operational and administrative goals and objectives •Enhanced speed, efficiency, lower administrative costs•New capabilities –data manipulation, estimation etc ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Factors leading to use of moresophisticated HRIS •Development of increasingly complex and comprehensive IT systems •Economic pressures•Increasing demands by government for organizations to collect employee data ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Three broad functions for HRIS –Transaction processing, reportingand tracking–Decision support systems–Expert systems ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Technology: advantages or disadvantages?•Employees gain complete control over their training and benefits enrolments (self-service)• A paperless employment office can be created•Streamlining the HR department’s work•Technology can provide knowledge-based decision support•Employees and managers select the type of media they want to use to send and receive information•Work can be completed at any time, any place, day or night•Closer monitoring of employees’ work ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HR technologies •Interactive voice technology •Internet•Networks and client-server architecture •Relational databases•Imaging•Laser disc technology •Groupware, intranets and portals •Global positioning systems ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS role in HRP•Revolution in storage of data onemployees•Govt legislation has become morecomplex in data requirements –e.g.OH&S, FBT, EEO etc•Advances in computer technologylowered dramatically the costs of storage of complex data•Can be bought ‘off-the-shelf’___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Benefits of HRIS•Faster data processing enhanced communication across org., accuracy of data, decreased costs, improved planning possibilities•Can include data on employees, jobs and work conditions, positions, leave management•Employee self-service (ESS)___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS –Types of data•Individual–Name, Personal detail –Previous experience –Conditions of service ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS –Types of data (cont.)•Collective–Enterprise agreements, contractemployees, skills inventory,vacancies–Recruitment and selection–Career paths and succession plans ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Linkages with other activities •Benchmarking –within and outside org•Enables tracking of performance data •Aids analysis•Identify patterns…___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS: examples of applications for HRM•HR planning•Staffing•Performance management •Learning and career development •Compensation and benefits ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Some relevant issues•Confidentiality, privacy, access •Safeguards needed to avoid abuse and offer assurance•‘Big brother' perception •Transparency –inform those monitored •Qualitative and quantitative ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Successful HRIS•Contain accurate employee and job data •Flexibility –adapt to present and future requirements•Dynamic and comprehensive•Clear link with and contribution to HR plans•Modular and integrated•Clear control of HR costs ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Looking ahead…•Increased involvement of employees in design•Easy soft and hardware updates•‘Off-the-shelf’ needs to beflexible/modifies easily for individualorganisation’s needs•Regular review involving all stakeholders ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Summary: HRIS •Increasingly, organizations depend on more sophisticated HRIS in order to support human resource activities. ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________。
Recruitment process
Recruitment processThe recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:Identifying the vacancy:The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: • Posts to be filled• Number of persons• Duties to be performed• Qualifications required•Preparing the job description and person specification.•Locating and developing the sources of required number and type of employees (Advertising etc).•Short-listing and identifying the prospective employee with required characteristics.•Arranging the interviews with the selected candidates.•Conducting the interview and decision makingAdvertising the vacancyAdvertisements to recruit personnel are ubiquitous, even thought, they typically generates less desirable recruits than direct applications or referrals—and do so at greater expense. However, because few employers can fill all their vacancies with direct applications and referrals, some form of advertising is usually needed.Moreover, an employer can take many steps to increase the effectiveness of this recruitment method. The two most important questions to ask in designing a job advertisement are, What do we need to say? And to whom do we need to say it?Perhaps the biggest problem with most advertisements is that they are oftenwritten to be overdemanding in terms of the actual skill requirements that areneeded for the work, decreasing the number of legitimate applicant more thannecessary. Some have estimated that roughly half of the labor shortage in certain engineering fields can be traced to this problem.Conducting interview and decision makingEvaluating the quality of a source is most important in decision making, because there are few rules about the quality of a given source for a given vacancy, it is generally a good idea for employers to monitor the quality of all their recruitment sources. One means of accomplishing this is to develop and compare yield ratios for source. Yield ratios express the percentage of applicants who successfully move from one stage of the recruitments and selection process to the next. Comparing yield ratios for different sources help determine which is best or most efficient for the type of vacancy being investigated. Data on cost per hire are also useful in establishing the efficiency of a given source.1.Identify vacancy2.Prepare job description and person specification3.Advertising the vacancy4.Managing the response5.Short-listing6.Arrange interviews7.Conducting interview and decision makingSources of recruitmentThe recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment .In general ,relying on internal sources offers a company several advantages .First ,it generates a sample of applicants who are well known to a firm. Second, these applicants are relatively knowledgeable about the company’s vacancies, which minimizes the possibilities of inflated expectation about the job. Third, it is generally cheaper and faster to fill vacancies internally. With all these advantages, you might ask why any organization would ever employ external recruiting methods. There are several good reasons why organizations might decide to recruit externally. First, for entry-level positions and perhaps even for some specialized upper-level positions, there ever not be any internal recruits from which to draw. Second, bringing outsides may expose the organization to new ideas or new of doing business. Using only internal recruitment can result in a workforce whose members all think alike and who therefore may be poorly suited to innovation. Finally, recruiting from outsides source is good way to strengthen one’s own company and weaken one’s competitors at the same time.SOURCES OF RECRUITMENTFactors affecting recruitmentThe recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:FACTORS AFFECTING RECRUITMENTRecruitment policy of an organizationIn today’s rapidly changing business environment, a well defined recruit ment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process.It specifies the objectives of recruitment and provides a framework for implementation of recruitment program. It may involve organizational system to be developed for implementing recruitment programs and procedures by filling up vacancies with best qualified people.COMPONENTS OF THE RECRUITMENT POLICY•The general recruitment policies and terms of the organization•Recruitment services of consultants•Recruitment of temporary employees•Unique recruitment situations•The selection process•The job descriptions•The terms and conditions of the employmentFACTORS AFFECTING RECRUITMENT POLICY•Organizational objectives•Personnel policies of the organization and its competitors.•Government policies on reservations.•Preferred sources of recruitment.•Need of the organization.•Recruitment costs and financial implications.A recruitment policy of an organization should be such that:•It should focus on recruiting the best potential people.•To ensure that every applicant and employee is treated equally with dignity and respect.•Unbiased policy.•To aid and encourage employees in realizing their full potential.•Transparent, task oriented and merit based selection.•Weight age during selection given to factors that suit organization needs.•Optimization of manpower at the time of selection process.•Defining the competent authority to approve each selection.•Abides by relevant public policy and legislation on hiring and employment relationship.Integrates employee needs with the organizational needs.Recent trends in recruitmentThe following trends are being seen in recruitment:OUTSOURCINGIn India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services.Advantages of outsourcing are:pany need not plan for human resources much in advance.2.Value creation, operational flexibility and competitive advantage3.turning the management's focus to strategic level processes of HRMpany is free from salary negotiations, weeding the unsuitableresumes/candidates.pany can save a lot of its resources and time•POACHING/RAIDING“Buying talent” (rather than developing it) is the latest mantra beingfollowed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in theindustry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talkedabout. Indian software and the retail sector are the sectors facing the mostsevere brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strengthof the firm.•E-RECRUITMENTMany big organizations use Internet as a source of recruitment. E- recruitment is the use of technology to assist the recruitment process. They advertise jobvacancies through worldwide web. The job seekers send their applications orcurriculum vitae i.e. CV through e mail using the Internet. Alternatively jobseekers place their CV’s in worldwide web, which can be drawn byprospective employees depending upon their requirements.Advantages of recruitment are:o Low cost.o No intermediarieso Reduction in time for recruitment.o Recruitment of right type of people.o Efficiency of recruitment process.Recruitment vs. selectionBoth recruitment and selection are the two phases of the employment process. The differences between the two are:1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.。
人员招聘审核重点流程节点清单
人员招聘审核重点流程节点清单The recruitment process is a critical aspect of any organization's operations. 人员招聘流程是任何组织运营中至关重要的一个方面。
It involves several key stages that are crucial for identifying and hiring the most suitable candidates. 它涉及几个关键阶段，对于确定并聘用最合适的候选人至关重要。
These stages include application screening, interviewing, and final selection. 这些阶段包括申请筛选、面试和最终选拔。
Each stage plays a vital role in ensuring that the right individuals are brought into the organization. 每个阶段在确保引入合适的人才到组织中上起着至关重要的作用。
The initial stage of application screening involves reviewing resumes and cover letters to identify candidates who meet the basic job requirements. 申请筛选的初始阶段涉及审阅简历和求职信，以识别符合基本职位要求的候选人。
This step requires attention to detail and a thorough understanding of the job description to ensure that only qualified individuals are considered for the next stage. 这一步骤需要注重细节，并对工作描述有全面的理解，以确保只有合格的人才被考虑进入下一个阶段。
某咨询国际的中英文双语作品国际职位评估系统
Diverse activities within different functions/units 在不同功能组别内,担任不同的工作
Position holder decides what-, why-,when-,where- and how to do for the organization 任职人为机构制定作什么,为何作, 何时作,那里作和如何作
Position holder sets overall targets and policies for the corporation in consultation with the Corporate Board 谘询集团董事会后, 任职人为集团制定全面的目标和政策
解决问题难度Problem solving
环境条件Environmental conditions
JOB COMPLEXITY 工作复杂程度
职位评估系统七个因素的比重
The Weighting of IPE Factors
解决问题难度
任职资格
沟通技巧
环镜条件
对企业的影响
监督管理
责任范围
总分数Total Points:65-1193
Headcount of subordinates : 43下属人数 : 43
下属人数 (直接和间接的)
Number of Subordinates (direct and indirect)
gives an indication of the management qualifications required 明确管理者所具备的资格consider the total number of employees for which the postion is responsible, both directly reporting and those reporting through subordinates 包括所有监督的职员,直接报告的和通过下属间接报告的人也计算在内when subordinates clearly have two reporting lines, then the number of such subordinates should be divided by two 当下属清楚地向两方上级报告, 将这类下属的人数除二
和工作岗位、企业有关的英语名词
HR名词解释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)2. AAction learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权BBehavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭CCandidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法DDavis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简EEarly retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加?施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段FFact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick 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GGeneral economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金计划Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Gain sharing：收益分享HHalo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织IIllegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈JJob analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰?霍兰德Junior board：初级董事会LLayoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂MMaintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO) ：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判项目Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段NNondirective interview：非定向面试OOccupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA) ：职业安全与健康管理局Occupational skills：职业技能On-the-job training (OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD) ：组织发展Outplacement counseling：向外安置顾问PPaired comparison method：配对比较法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金计划People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview:工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method/Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan利润分享计划Programmed learning：程序化教学QQualifications inventories：资格数据库Quality circle：质量圈RRanking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击 Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演SSkip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班计划Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Salary surveys：薪资调查Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ组织体系ⅣSystem I：组织体系ⅠTTask analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段UUnsafe conditions：不安全环境Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为VValidity：效度value-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬Vestibule or simulated training：新雇员培训或模拟Vesting：特别保护权Voluntary bargaining：自愿谈判项目Voluntary pay cut：自愿减少工资方案Voluntary time off：自愿减少时间WWage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与计划Worker's benefits：雇员福利3. 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（2）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(3)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[url][/url] 海一角营销人网个人责任 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（4）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(5)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(6)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(7)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 persistenceK1+478～K1+568段左侧片石混凝土挡土墙人际交往能力 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 leadership精品文档word文档可以编辑！谢谢下载！31页脚内容。
人力资源六大模块的英文
人力资源六大模块的英文1. Recruitment (招聘)Recruitment is the process of finding and hiring suitable candidates for job openings within an organization. It involves sourcing, screening, interviewing, and selecting qualified individuals to fill the vacant positions.Recruitment Strategies•Internal Recruitment: Hiring candidates from within the organization.•External Recruitment: Seeking candidates externally, through job portals, advertisements, etc.•Campus Recruitment: Visiting educational institutions to hire fresh graduates.•Employee Referrals: Encouraging current employees to refer potential candidates.•Social Media Recruitment: Utilizing social media platforms to attract talent.2. Training and Development (培训与发展)Training and development is a crucial aspect of human resource management. It involves providing employees with the necessary skills, knowledge, and competencies to perform their job effectively.Training and Development Methods•On-the-job Training: Learning through hands-on experience and job shadowing.•Classroom Training: Conducting workshops, seminars, and lectures.•E-learning: Utilizing online platforms for self-paced learning.•Mentoring and Coaching: Pairing employees with experienced mentors or coaches.•Cross-Training: Offering employees opportunities to learn skills beyond their current job role.3. Performance Management (绩效管理)Performance management aims to ensure that employees’ work aligns with the organization’s goals and objectives. It involves setting performance expectations, providing feedback, and evaluating employee performance.Performance Management Processes•Goal Setting: Collaboratively setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals.•Ongoing Feedback: Regularly providing constructive feedback and performance updates.•Performance Appraisals: Conducting formal assessments of employees’ performance.•Rewards and Recognition: Recognizing and rewarding exceptional performance.•Performance Improvement Plans: Addressing underperformance and providing support for improvement.4. Compensation and Benefits (薪酬与福利)Compensation and benefits refer to the financial and non-financial rewards that employees receive in exchange for their work. It includes salary, incentives, bonuses, insurance coverage, retirement plans, and other perks.Compensation and Benefits Components•Base Salary: Fixed monetary compensation for the job role.•Performance-based Incentives: Bonuses and rewards based on individual or team performance.•Employee Benefits: Insurance, healthcare, retirement plans, vacation days, etc.•Stock Options: Offering employees the opportunity to purchase company shares.•Flexible Work Arrangements: Providing options like remote work, flexible hours, etc.5. Employee Relations (员工关系)Employee relations focus on maintaining a positive and productive work environment. It involves managing employee grievances, conflicts, and fostering healthy communication channels.Employee Relations Strategies•Communication and Feedback Mechanisms: Establishing open lines of communication.•Conflict Resolution: Addressing conflicts impartially and facilitating resolutions.•Employee Engagement: Creating opportunities for employee involvement and participation.•Policy and Procedure Development: Ensuring clear and fair policies and procedures are in place.•Team Building Activities: Promoting teamwork and collaboration.6. HR Analytics and Reporting (人力资源分析与报告)HR analytics involves applying data analysis techniques to gain insights into human resource management. It helps in making informed decisions and predicting future trends.HR Analytics Applications•Workforce Planning: Analyzing current and future staffing needs.•Talent Acquisition: Identifying effective recruitment sources and strategies.•Employee Performance: Analyzing performance data to improve productivity.•Employee Engagement: Using data to enhance employee satisfaction and retention.•HR Metrics and Reporting: Tracking key HR performance indicators.以上是人力资源六大模块的英文介绍。
美世国际职位评估法IEP四因素维度法
美世国际职位评估法IEP四因素维度法1. 简介美世国际职位评估法（International Position Evaluation, IEP）是一种用于评估职位的方法。
它通过对职位的工作内容、责任和条件进行评估，以确定职位的相对价值和等级。
IEP方法采用四因素维度法，分析工作的知识和技能要求、思维要求、体力要求和工作环境要求，给予每个要求不同的权重，从而得出综合评估结果。
2. IEP四因素维度法的要素IEP四因素维度法将职位的要求分为四个维度，分别是知识和技能要求、思维要求、体力要求和工作环境要求。
2.1 知识和技能要求知识和技能要求是指职位对员工所需的专业知识和技能的要求。
这些知识和技能可能包括学术背景、专业技能、行业经验等。
在评估职位时，需要考虑职位对员工的学历要求、专业要求以及相关的工作经验和培训经历。
评估时还需要考虑员工在该职位上所需的特定技能，例如编程能力、沟通能力、领导能力等。
2.2 思维要求思维要求是指职位对员工的思维能力和解决问题能力的要求。
这些要求可能包括分析能力、创造力、决策能力等。
在评估职位时，需要考虑职位对员工的思维方式和解决问题的能力的要求。
评估时还需要考虑员工在该职位上所需的分析能力、创新能力和决策能力，并给予这些要求相应的权重。
2.3 体力要求体力要求是指职位对员工体能的要求。
这些要求可能包括工作强度、动作灵活性、体力耐力等。
在评估职位时，需要考虑职位对员工身体健康状况和体力要求的要求。
评估时还需要考虑员工在该职位上所需的体力耐力、工作强度，并给予这些要求相应的权重。
2.4 工作环境要求工作环境要求是指职位对员工工作环境的要求。
这些要求可能包括工作地点、工作时间、工作条件等。
在评估职位时，需要考虑职位对员工工作环境的要求。
评估时还需要考虑员工在工作环境中所需的适应能力、工作灵活性等要求，并给予这些要求相应的权重。
3. IEP四因素维度法的评估过程IEP四因素维度法的评估过程包括以下步骤：3.1 收集职位信息首先，需要收集职位的相关信息，包括职位描述、工作内容、责任和条件等。
RECRUITMENT
RecruitingRecruiting is the process of hiring, inducting and training new employees to fit into the employer organization. Recruiting is a crucial process that plays a large role in employee morale and retention. The articles presented below explain recruiting better.Disadvantages of Online RecruitingOnline recruitment or e-recruitment is the new buzzword in business organizations these days and has helped organizations with their recruiting strategies. Online recruiting helps a company to save time and capital, apart from helping them to widen their reach. Online recruiting has taken off in a big way and there are some organizations that totally rely on e-recruitment to hire new employees. However, there are some challenges associated with e-recruitment, one of the prime challenges being the lack of communication.IT Recruiter SalaryTechnical recruiters have come to be known as a different breed of recruiters altogether. Read all about IT recruiter salary, job description and eligibility in the following article.So, you're a qualified IT professional who is enthusiastic about talent acquisition more than project development and business intelligence analysis. Well, no wonder you're combing through the World Wide Web looking for details on IT recruiter salary, job description and responsibilities. Also, if you've never previously had a brush with technical talent acquisition, you're probably also wondering if your technical qualifications suffice to make you eligible for this particular job profile. Okay, so let's a step by step look at all aspects of an IT recruitment career starting with academic and professional eligibility, discussing the job description along the way and concluding with the scope of average annual remuneration.Recruitment PlanA well designed recruitment plan sample can help you to complete the recruitment process in your organization, successfully. This article has a typical recruitment plan for HR manager for your reference and complete understanding. So continue reading, to know more...The process of recruitment has to be completed in a very organized and systematic manner for taking in the right kind of candidates. A sample recruitment plan template shall help you in knowing the steps involved in the recruitment process one after the other. By recruiting the right candidates, the HR managers can create a good work environment which will lay the foundation of fast and future growth of the company. Any confusion in the recruitment process steps can lead to the selection of wrong candidates affecting the efficiency and profitability of the organization. The recruiting tips and recruitingstrategies given below will help you to draft a perfect recruitment plan for your company.Recruiter Job DescriptionUnderstanding the corporate recruiter job description is imperative for all those who wish to take up courses in the field of human resource management. This article will also give you information about the recruiter salary range. So, keep reading to know more... The main task before recruiters in a company is to hire deserving candidates to meet the manpower needs of his company. The recruiters have to take into consideration many factors before selecting candidates. In the next few paragraphs, we shall discuss the campus recruiter job description in detail.Recruiting TipsKeeping some recruiting tips up one's sleeve will definitely help one to get the job of getting the right employee for the company in the least amount of time. These tips will help avoid wasting time on unsuitable candidates. Read on...Recruitment is an important function of the company, because its effectiveness will affect the final output of the company and indirectly the profit ratios. Recruitment is the process of getting the right people for the right jobs. Even though the market is full of human resource, it is not an easy task to zero in on the right people for the vacancy in hand. As and when vacancies arise, recruiters begin their search for the right employee to fill that space. Recruiters have their own set of recruiting tips that they keep in mind while recruiting people. They conduct telephonic interviews, online tests and a series of interviews to narrow down their search. Read more on how to find and hire the right employee.The aim is to select the best at optimum cost. Recruiting can be a very tricky process and loopholes in the recruitment system can conduce to unnecessary expenses for the employer. One abort (when a person gets selected and fails to join) or if an employee leaves shortly after joining, calls forconduction of the entire recruitment cycle for that one vacancy. This is a waste of money, time and energy. The best thing to do is get the right employee by being sharp and witty. Below are some recruiting tips for employers and recruiters. Read more on recruitment process steps.Recruiting StrategiesRecruitment is an expensive business, hence you cannot afford to hire wrong people. Sound HR recruiting strategies help you to hire the right people for the right job. Read on to know more on job recruiting strategies.All of us are worried about getting good employment. But did you know that employers are equally worried about hiring good employees, if not more? Although, more often than not, job seeking candidates themselves approach the employers, the strategy 'you find us' does not work always. A single mistake during the recruitment process might end up in hiring a wrong employee. This mistake may not always cost you in terms of financial losses, but in cases where your company's reputation is at stake, this mistake can prove to be quite expensive. Hence, every organization must formulate some recruiting strategies that will enable the HR personnel to employ right candidates。
招聘焊工的步骤及流程详细介绍,助您顺利找到理想候选者
招聘焊工的步骤及流程详细介绍，助您顺利找到理想候选者The process of hiring a welder typically involves several steps. Here is a general outline of the recruitment process for hiring welders:1. Job Posting: The first step is to create a job posting that clearly outlines the qualifications and requirements for the position. This includes the necessary skills, experience, and certifications needed to be a welder.2. Advertising: Once the job posting is created, it needs to be advertised to attract potential candidates. This can be done through various channels such as online job boards, social media platforms, industry-specific websites, and local newspapers.3. Application Review: After receiving applications, the next step is to review them carefully. This involves assessing the candidates' qualifications, experience, and relevant skills to determine if they meet the requirements for the position.4. Interview: The shortlisted candidates are then invited foran interview. The interview can be conducted in person, over the phone, or through video conferencing. During the interview, the candidates' technical skills, knowledge, and fit for the company culture are assessed.5. Skill Assessment: Depending on the nature of the welding job,a practical skill assessment may be conducted. This can involve performing welding tasks or demonstrating proficiency in specific welding techniques.6. Reference Check: Before making a final decision, it is important to conduct reference checks. This involves contacting the candidate's previous employers or supervisors to verify their work history, performance, and reliability.7. Job Offer: Once a suitable candidate is identified, a job offer is extended. This includes discussing the terms of employment, such as salary, benefits, work schedule, and any additional requirements.8. Onboarding: After accepting the job offer, the new welder goes through the onboarding process. This includes completing necessarypaperwork, attending orientation sessions, and receiving training on company policies, safety procedures, and job-specific requirements.中文回答：招聘焊工通常涉及多个步骤。
健合社招流程
健合社招流程下载温馨提示:该文档是我店铺精心编制而成，希望大家下载以后，能够帮助大家解决实际的问题。
文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copy excerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!健合社招流程一、招聘计划制定阶段。
在开启社招之前，需要明确招聘的岗位、人数、职责要求等。
科思创社招流程
科思创社招流程下载温馨提示:该文档是我店铺精心编制而成，希望大家下载以后，能够帮助大家解决实际的问题。
文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copy excerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!科思创社招流程一、准备工作阶段。
在开启科思创社招流程之前，需要做好充分的准备工作。
requirement; qualification; -回复
requirement; qualification; -回复什么是职位要求和资格？职位要求和资格是指雇主为特定的职位而设定的一系列条件和要求。
这些条件和要求通常涉及到个人技能、经验、教育背景等因素。
雇主会根据职位的特性和需求制定不同的要求和资格标准，以筛选出最符合职位需求的候选人。
职位要求和资格的重要性职位要求和资格的制定对于雇主来说非常重要。
首先，它可以帮助雇主缩小招聘范围，减少不合适的候选人。
其次，它可以确保所招聘的候选人具备完成工作任务所必需的技能和能力。
最后，它可以提供一种公平和客观的标准，避免主观性判断导致歧视和不公平。
制定职位要求和资格的步骤1. 确定职位的需求和特点：首先，雇主需要明确职位所涉及的工作内容、目标、责任等。
通过这些信息，可以确定所需技能和经验。
2. 制定基本要求：根据职位的需求，制定一系列基本要求，例如学历、工作经验、专业技能等。
这些要求是候选人必须具备的最低标准。
3. 制定优先要求：除了基本要求外，雇主可以制定一些优先要求，即在招聘过程中会更加重视的条件。
这些要求可以是某个特定领域的专业知识、外语能力等。
4. 编写职位要求和资格描述：将制定的要求和资格转化为一份清晰的职位描述，包括基本要求和优先要求。
这份描述将作为招聘广告和招聘流程中的参考依据。
5. 征集候选人信息：在招聘过程中，候选人会通过简历、申请表等方式提供个人信息。
通过对比候选人所提供的信息和职位要求和资格描述，雇主可以初步筛选出符合条件的候选人。
6. 进行面试和评估：初步筛选后，雇主会与候选人进行面试和评估，以进一步了解候选人的能力和适应能力。
面试和评估的内容通常与职位要求和资格相关。
7. 最终选择：根据候选人的面试表现和评估结果，雇主可以做出最终决定并选择最合适的候选人。
在这个过程中，职位要求和资格将起到决策的依据和指导作用。
总结职位要求和资格是雇主为特定职位而设定的一系列条件和要求。
它的制定可以帮助雇主缩小招聘范围、确保候选人具备所需的技能和能力，并提供公平和客观的招聘标准。
recruiting reviewer
recruiting reviewerRecruiting Reviewer通常指的是招聘评审人或招聘审核员。
这个角色通常在招聘过程中担任重要的角色，负责评估和审核应聘者的资格、能力和适应性，以确保他们符合公司的要求和标准。
评审人通常会根据公司的招聘标准和职位要求，对应聘者的简历、申请表、作品集或其他相关材料进行仔细的审查和评估，以确保他们具备所需的技能、经验和能力。
同时，评审人还会与人力资源部门或其他相关部门密切合作，以确保招聘过程的公正、公平和透明。
作为招聘评审人，以下是一些关键职责和要求：评估候选人：评审人需要仔细评估每个应聘者的资格、能力和适应性，以确保他们符合公司的招聘标准和职位要求。
这包括审查应聘者的教育背景、工作经历、技能和成就，以及评估他们的性格、态度和价值观是否与公司文化相匹配。
制定评估标准：评审人需要根据公司的招聘标准和职位要求，制定明确的评估标准。
这些标准应该包括所需的技能、经验和能力，以及对应聘者的期望和要求。
通过制定明确的评估标准，评审人可以确保评估过程的公正、公平和透明。
审查应聘者的材料：评审人需要仔细审查应聘者的简历、申请表、作品集或其他相关材料，以了解他们的背景、经历和能力。
在审查过程中，评审人需要关注细节，并询问关键问题，以评估应聘者的真实能力和适应性。
与相关部门合作：评审人需要与人力资源部门或其他相关部门密切合作，以确保招聘过程的顺利进行。
他们需要与人力资源部门共同制定招聘计划和流程，确保评估标准的公正、公平和透明，并及时向相关部门提供反馈和建议。
保持公正和客观：作为招聘评审人，保持公正和客观是非常重要的。
评审人应该避免任何形式的偏见或歧视，并确保评估过程是公正、公平和透明的。
同时，评审人还需要遵守公司的招聘政策和法规，确保招聘过程的合法性和合规性。
总之，作为招聘评审人，你需要具备评估和审查候选人的能力，制定明确的评估标准，与相关部门合作，保持公正和客观的态度，以及遵守公司的招聘政策和法规。
人力资源管理英语_04The Recruiting Process
• The recruitment industry has four main types of agencies: employment agencies（ 职业代理）, recruitment websites （招聘网 站） and job search engines （工作搜索引 擎）, “headhunters” （猎头公司） for executive and professional recruitment, and niche （璧龛） agencies which specialize in a particular area of staffing. • Some organizations use employer branding strategy and in-house recruitment instead of agencies.
• 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)
• The stages in recruitment include sourcing candidates by advertising or other methods, screening potential candidates using tests and/or interviews, selecting candidates based the the results of the tests and/or interviews, and ensure the candidate is able to fulfill their new role effectively.
Recruitment Consultant岗位职责
Recruitment Consultant岗位职责招聘顾问是一个机构拥有和最值得信赖的一员。
他们的职责是帮助雇主招募及聘用优秀的员工，并且帮助职业发展者找到更好的职位。
以下是招聘顾问的常见职责：1.市场调研招聘顾问需要在市场上进行调研，以了解不同行业的招聘需求和趋势。
了解行业的薪资结构、人才流动情况和竞争力，可以帮助招聘顾问更好的为雇主和求职人提供服务。
2.雇主与求职者沟通招聘顾问根据雇主的需求和标准，筛选和匹配有潜力的求职者。
同时也需要和求职者沟通，了解他们的背景，技能和职业目标。
在雇主和求职者之间协调、中介和沟通。
3.候选人面试招聘顾问负责安排和处理候选人面试。
他们需要确保谈判，面试和合同的过程是公平和透明的。
同时需要给求职者提供面试准备和反馈，以帮助求职者不断进步。
4. 数据处理招聘顾问需要记录招聘过程中的各类数据以及理解其分析报告，例如分析招聘进度、问卷调查信息、招聘候选人周期等等，并给出相关的分析报告给雇主。
5. 招聘广告的书写和发布招聘顾问需要撰写和发布包括招聘广告、职位描述和其他相应的招聘文案。
这些招聘文案需要明确精准，包含必要的技能和背景要求，以便求职者可以清楚的了解职位详情。
总之，招聘顾问的职责不仅是帮助雇主和求职者相互匹配，而且也是在招聘流程中协调各方面工作。
他们需要有较好的沟通能力、市场分析能力、组织能力，以及处理数据和撰写招聘文案的能力。
招聘顾问需要能够处理复杂的情况、有大量的时间管理技巧、有强大的人际交往能力、并且能够在高压下保持灵活性和冷静。
卓聘RPO产品手册
高效、透明化 企业、求职者、候选人三方微招聘平台，全程线上交付，执行
。
实时进度跟踪
10
自成长式简历评语
在进行大数据分析之前，候选人对我们来说是空白的，而在职业生涯中候选人一定会“发展变化”并留下数据痕迹。
人工智能的出现，让用户的“变化”变得可被追踪。 通过智联大数据平台和深度学习算法，将会形成用户的行为规律，
智联进行了前期调研，
为我们提供了当地人才供需报告、 品牌定位调研报告等，
为雇主品牌宣传提供给了很好的参考。
执行人员专业度非常高， 现场面试到场率达到了 80%。
27
“
Recruitment Process Outsourcing
保到岗
关键岗位引进，安全最重要。
背景调查增值服务 背调内容
公民身份证核实 最近一份工作客观信息 最近一份工作表现评价 倒数第二份工作客观信息 倒数第二份工作表现评价
自动计算候选人的匹配评分，精准推送符合需求的候选人
12
C端捕获器机器人， 根据职位需求特点， 自动捕获适合的候 选人
产品介绍
企业招聘痛点
效率痛点
时间紧急 人手不够
质量痛点
雇主品牌弱 招不到人
三种产品服务 两大解决方案 多种组织方式
13
Recruitment Process Outsourcing
兴趣爱好行业偏好实践经历抗压性能力模型性格就业地点倾向11人工智能下b与c的精准匹配实现通路自动计算候选人的匹配评分精准推送符合需求的候选人b端职位c端候选人b端捕获器机器人自动捕获相类似的职位集合c端捕获器机器人根据职位需求特点自动捕获适合的候选人测评系统为rpo保驾护航recruitmentprocessoutsourcing12匹配混乱匹配混乱有序分类排序推荐企业招聘痛点13产品介绍效率痛点时间紧急人手不够质量痛点雇主品牌弱招不到人三种产品服务两大解决方案多种组织方式定制化方案私人订制式服务唯您尊享专业方案定制解决不同规模企业一站式招聘需求解决大型企业多元化个性化招聘需求简历推荐简历推荐提供优质派驻服务确保执行精度与效果全流程产品覆盖专业执行团队为您服务保面试recruitmentprocessoutsourcing1401三种产品服务02两大解决方案深耕行业it通讯互联网金融汽车地产消费品标准化方案自助下单高效快捷人工智能快速筛选解决中小型企业量小灵活高效快捷的招聘需求大数据算法精准匹配猎头式沟通双重保障智联币支付灵活使用以结果付费省事省心简历推荐保面试1503多种组织方式专属人才见面会专场招聘会行业职位专场定向人群宣传精准的目标人群优化的渠道贴切的宣传形式细节彰显招聘环节的设计it互联网通信销售软件工程师硬件工程师销售经理运营经理产品经理销售代表售前售后技术支持工程师财务经理财务主管总账主管会计出纳员人力资源经理人力资源主管人力资源专员助理行政经理行政专员设计师文案策划优势职位广告会展财务人力资源行政定制化包装与企业产品或文化贴合的活动形式定制的文案撰写统一的主题形象设计契合人才招聘环节的设计适用情景
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Job description
Written for different purposes e.g. grading posts & for recruitment purposes may include…
Training requirements Career opportunities Terms & conditions of employment Special requirements
A systematic process of collecting & analysing information on the content of jobs Provides the basis for job description & data for recruitment, training, job evaluation & performance management Focuses on what the job holder is expected to do
Do we still need the post & what does it contribute to the organisation? Has it changed; are new skills/attitudes/behaviours needed? What performance standard/s is required? Do we want someone to develop the role & do we have 4/7/2012 7 that person already?
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Person Specification
Essential requirements – provides the basis for rejection Desirable requirements – provides the basis for selection
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Information provided by job analysis
Overall purpose of the job Content - tasks / duties carried out Accountabilities – results or outputs expected Performance criteria Responsibilities – scope, complexity, discretion in the job 4/7/2012 11
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Person Specification
The jd sets out the requirements of a job, what must be ‘matched’ to that is the person who will do the job Defines the education, training, qualifications, experience, competencies required by the job holder It’s like an ‘identikit picture’ of the ideal person for the post Said to help eliminate discrimination or bias
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Main Stages of R&S
1. Defining requirements 2. Attracting candidates 3. Selecting candidates
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Defining the Requirements: Job analysis
Job description is the basic details of a
job and they define…
Reporting relationships The objective/s of the job The main activities or tasks Special requirements e.g. membership of a professional body, place of work
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How people obtained jobs Torrington et al 8thed pp 122-3
Hearing from someone who worked there 30% Replying to an ad Direct application Employment agency Job centre Other
Bratton & Gold, Human Resource Management: Theory and Practice 4th ed (2007) Chapter 7 (Italics in original) 4/7/2012
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Methods of Recruitment: a survey of 803 organisations in 2006
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R&S
“Recruitment is the process of generating a pool of capable people to apply for employment to an organisation… Selection is the process by which managers & others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals & legal requirements”
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Internal v. External
Organisations making decisions on internal / external act strategically if it connects business strategy with HR strategy & some questions here might be:
Competency Framework
An outline of competencies which are consistent across the organisation - helps identify the types of behaviour the organisation wishes to promote / develop A key element in linking the organisation’s management strategies / policies & it’s this that renders it part of strategic HRM
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Job description or performance contract?
PC seen as more ‘dynamic’ than jd as they evolve with role changes Set out what the job-holder will accomplish over a period of time Jds were thought to be restrictive, limited people & set rigid boundaries
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Generic Competences
Advertisement in local press Recruitment agencies Corporate website Specialist journals and trade press Job Centre Plus Word of mouth Employee referral schemes Apprentices/ work placements Commercial job boards (internet) Posters/billboards Radio / TV 4/7/2012 79% 76% 75% 66% 51% 49% 47% 36% 16% 10% 7%
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Person Specification- Armstrong (2001)
Competencies- what the individual needs to know & be able to do Qualifications & training Experience Specific demands e.g. ‘to increase sales’ Organisational fit – type of organisational culture person has to work in Special requirements e.g. mobility, shift working Meeting candidate expectations e.g. career 4/7/2012 18 opportunities
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25% 14% 10% 9% 12%
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R&S
Regardless of what & who employers are looking for there are only two sources of potential candidates: The internal labour market & The external labour market There are advantages / disadvantages with each