人力资源外包外文翻译
人力外包评估报告模板
人力外包评估报告模板英文回答：Human resources outsourcing (HRO) is a strategic approach that involves the delegation of certain HRfunctions to external service providers. As a business owner, I understand the importance of evaluating the effectiveness and efficiency of HR outsourcing. In this report, I will assess the benefits and drawbacks of HRO, provide examples, and offer recommendations for improvement.One of the main advantages of HR outsourcing is cost savings. By outsourcing HR functions such as payroll processing, benefits administration, and recruitment, businesses can reduce overhead costs associated with hiring and training in-house HR staff. For instance, my company decided to outsource payroll processing to a third-party provider, which not only saved us money but also ensured accurate and timely payment to our employees.Another benefit of HR outsourcing is access to specialized expertise. External service providers oftenhave a team of HR professionals with extensive knowledgeand experience in specific areas. This expertise can be particularly valuable when dealing with complex HR issues such as legal compliance or employee relations. For example, when we faced a legal issue related to employee termination, our outsourced HR consultant provided us with expert advice and guidance, which helped us navigate the situation effectively.Despite these advantages, there are also drawbacks to HR outsourcing. One major concern is the potential loss of control and confidentiality. When outsourcing HR functions, businesses must share sensitive employee information with external service providers. This raises concerns about data security and confidentiality. To mitigate this risk, it is important to carefully select a reputable and trustworthy outsourcing partner. Additionally, businesses should establish clear communication channels and protocols to ensure the confidentiality of employee data.Another challenge of HR outsourcing is the potentialfor a lack of alignment with the company's culture and values. External service providers may not fully understand the unique needs and dynamics of the business, which can lead to a disconnect between the outsourced HR functions and the company's overall goals. To address this issue, it is crucial to establish a strong partnership with the outsourcing provider and clearly communicate the company's culture, values, and objectives. Regular meetings and feedback sessions can help maintain alignment and ensure that the outsourced HR functions support the company's strategic direction.In conclusion, HR outsourcing can offer significant benefits such as cost savings and access to specialized expertise. However, businesses should be mindful of the potential drawbacks related to loss of control and alignment with company culture. By carefully selecting an outsourcing partner, establishing clear communication channels, and maintaining a strong partnership, businesses can maximize the benefits of HR outsourcing while minimizing the associated risks.中文回答：人力资源外包（HRO）是一种战略性的方法，涉及将某些人力资源职能委托给外部服务提供商。
法汉对照-人力资源外包
Sous-traitez vos ressources humainesPour un grand nombre de propriétaires de petites entreprises, le fait de s'occuper des responsabilitésd'employeur, de créer un ensemble d'avantages pour les employés, jusqu'à la conformité aux lois etrèglements qui changent en permanence, peut être un casse-tête considérable. Contrairement aux grandes sociétés, les entreprises plus petites ne peuvent pas se permettre d'avoir un département spécial ressources humaines pour s'occuper de ces problèmes. La responsabilité en incombe donc souvent au propriétaire, qui peut ne pas avoir ni le temps ni l'expérience pour s'occuper de ces tâches efficacement.Une option de plus en plus populaire pour des petites entreprises est de sous-traiter les ressources humaines à un centre de gestion. Ces centres sont essentiellement des spécialistes de ressources humaines pouvant fournir une large gamme de fonctions d'assistance, à un prix raisonnable. Ils offrent des services orientés vers les ressources humaines, comprenant les prestations chômage, la conformité, la gestion de la responsabilité employeur, la paye et l'administration du personnel, le recrutement, la formation et le développement.Pour pouvoir offrir ces services, le centre de gestion doit entrer en partenariat avec l'entreprise et ses employés. Cette relation contractuelle permet au centre d'assumer ou de partager maintes responsabilités et risques d'un employeur. Le Centre prend en charge toute la partie administrative, laissant aupropriétaire de l'entreprise la liberté de se concentrer, de façon constructive, sur l'amélioration de son chiffre d'affaires.Centre de GestionLe Centre de Gestion prend en charge un certain nombre de fonctions RH, telles que : ∙Gestion des avantages - le Centre de Gestion utilise l'économie d'échelle pour fournir des avantages solides à des prix compétitifs, un 'plus' significatif pour attirer et retenir des employés clés. Ce qui permet à une petite entreprise d'offrir des avantages qu'elle ne pourrait peut-être pas offrirautrement, au niveau médical, dentaire, optique, handicap, assurance-vie, formation et assistance.∙Conformité : un centre de gestion peut vous aider à maintenir votre entreprise à jour avec les lois et règlements en perpétuel changement.∙Gestion de la Responsabilité Employeur -- Un Centre de Gestion peut gérer efficacement vos obligations d'employeur, ce qui permet une diminution du risque et de la responsabilité de votre entreprise. Un Centre de Gestion peut vous aider dans la résolution des réclamations salariales et litiges des travailleurs, des contrôles de sécurité, du développement d'une politique de sécurité, des réclamations chômage, du guide de l'employé, du personnel, de l'assistance licenciement etbeaucoup plus encore.∙Administration de la Paie et du Personnel : les Centres de Gestion peuvent légalement prendre la responsabilité de la paie, des taxes, saisies, rapports trimestriels, vérifications et rapports degestion des ressources humaines. En utilisant un centre de gestion pour ces responsabilités, vous aurez plus de temps à consacrer à votre entreprise.∙Recrutement et Sélection : Beaucoup de Centres peuvent rédiger des descriptions de poste, écrire et placer des petites annonces, trier les CV, passer des interviews et tests aux candidats et faire les vérifications des antécédents.∙Formation & Développement : Un bon Centre peut analyser vos besoins en formation, puis vous fournir les bons cours pour améliorer la performance et la productivité du personnel.Choisir le bon Centre pour Votre EntrepriseComme dans tout contrat, il est toujours payant de comparer différents centres pour trouver celui quirépond aux besoins de votre entreprise. Certains facteurs à prendre en considération sont : ∙Combien cela coûtera-t-il ? Découvrez les services qu'offre le Centre, et si tous les services sont compris dans le prix de base ou si certains sont une option payante ?∙Le Centre est-il financièrement solide ? Vérifiez les références des Centres concernés. Leurs finances sont-elles en ordre ? Choisissez un Centre de Gestion comme vous choisiriez un banquier.Vous recherchez une société bien gérée, avec qui vous vous sentez rassuré.∙Établissez sa crédibilité. Existe-t-il depuis longtemps ? A-t-il bonne réputation ? Comment est-il considéré dans son propre secteur ?∙Posez des questions sur le service clients. Comment mettent-ils leurs services en œuvre ? Qui vous aidera si vous avez des questions ? S'ils ont des questionnaires clients, essayez d'en obtenir lesrésultats.∙Quelle capacité technologique possèdent-ils ? Aujourd'hui, la technologie est devenue un des aspects les plus importants dans les affaires aux États-Unis. Sont-ils à jour avec les technologiesrécentes? Ont-ils des capacités enligne qui vous permettront d'interagir avec eux à votreconvenance ?∙Demandez des références de clients actuels et anciens. Découvrez le bon et le moins bon de chaque Centre de Gestion.人力资源外包对于许多小企业主而言，从制定具有竞争力的福利计划到遵守不断变化的政府规定，大量繁琐的雇主职责令人应不暇接。
关于人力资源外包基础理论的研讨
关于人力资源外包基础理论的研讨一、人力资源外包的概念（一）人力资源外包的定义在谈人力资源外包之前,我们有必要先了解一下“人力资源”和“外包”这两个词语,这样更有助我们清楚认识人力资源外包的含义。
“人力资源”一词，英文名为“human resource”，是 1954 年处理大师彼得·德鲁克在《处理的实践》一书中提出来的，是指人的知识、技能、体力等各种才干的总和。
“外包”一词，英文名为“outsourcing”，直译意思为“外部寻源”，是指在组织外部寻找资源来完结组织内部作业。
“外包”初步是运用于信息系统技能工作，后来打开扩展到出产、出售、研发、物流、人力资源等工作，这样“外包”一词才独自独立出来成为专业术语。
人力资源外包不是简略地人力资源含义与外包括义的组合，它有其特定的丰厚含义。
它是指运用组织外部的资源，更经济、更有用地解决组织内部人力资源活动所触及的作业。
“人力资源”在“人力资源外包”中含义扩展为“人力资源活动所触及的作业”。
（二）人力资源外包的内容人力资源外包包括有哪些内容呢？“人力资源活动所触及的作业”首要包括了人力资源及其载体——人，其次也包括了环绕人力资源载体所产生的各种事务——人事，还包括了针对人力资源打开的各种处理活动——人力资源处理功用。
现在我们可以看到在一个大的人力资源外包概念下，分了三个模块：人力资源及人的外包、人事事务外包、人力资源处理功用外包。
工作为有用区别大概念的人力资源外包和小概念的人力资源（及人）的外包，将小概念的人力资源（及人）的外包用专业术语“人力资源派遣”来称谓。
那么准确的讲，人力资源外包包括了人力资源派遣、人事事务外包和人力资源处理功用外包。
二、人力资源外包内容具体介绍1、称谓由来人力资源派遣起源来美国，打开于欧洲、日本和我国台湾。
人力资源派遣在欧美叫“雇员租赁”；在日本和我国台湾，由于儒家文化的影响，改“租赁”为“派遣”。
现在在我国，人力资源派遣在国家劳动保障部分叫“劳务派遣”，在国家人事部分叫“人才派遣”和“人才租赁”，在外事服务部分叫“供应中方雇员”；但工作在实践操作和理论研讨上，称谓趋势统一于“人力资源派遣”。
HR Outsourcing人力资源外包-外文文献
HR OutsourcingOutsourcing is the practice of contracting with vendors to perform. HR services and activities. There are three types of HR outsourcing are: discrete, multi-process, and total process HR outsourcing.Firstly, discrete outsourcing means organization only outsourcing a particular function. (e.g. Recruitment). Discrete HRO can reduce company hiring requirement for highly specialized HR professionals or HRIS expertise associated with such infrequent function, in addition, it can reduce HR administration costs associated with frequent, high volume transactions (such as payroll). Although HRO has existed for many years, it remains a popular HR administration approach for achieving strategic goal.Further, HR managers may also pursue multi-process HR outsourcing. This approach involves outsourcing all of one or more related HR functions (e.g., recruitment and selection; learning& development) to niche third-party providers. It also known as comprehensive or blended services outsourcing, this approach has become more popular with the increase in the number of specialized vendors providing such services and the spread of enabling Internet portal capabilities. Such an HR administration approach can provide significant cost-reduction, while maintaining or enhancing service levels.Finally, Total HR outsourcing is the third type of outsourcing approach and involves having all, or nearly all, HR functions handled by one or more external vendors. All of the traditional HR administrative and functional activities (e.g., recruitment, selection, compensation and benefits, training) would be managed through third-party vendors.Advantages of HR OutsourcingThe advantages of HR administration outsourcing can be both financial and strategic. For example, organizations seeking to increase financial profitability and enhance shareowner value might reduce ongoing expenses (e.g., employees, software) and forestall capital expenditures (e.g., new buildings, equipment) through HR outsourcing. This would entail a careful “make-buy” assessment of the total costs and benefits of continuing internal operations versus contracting for them in the external market. Benefits of such an approach might include redesigned processes, improved quality, centralized or consolidated operations, access to technology, and enhanced employee satisfaction.Strategic advantages to HR outsourcing might include the ability to better focus on a firm’s core business through HR transformation, moving from an historical administrative activities focus to a strategic business partner perspective.Organizations recognize that, more than ever, effective talent management may be the source of sustainable strategic advantage in a knowledge-based, global economy. However, many HR professionals are mired in day-to-day administrative tasks that preclude the value-added consulting, planning, and visioning activities required from them to achieve strategic goals. HR outsourcing could free HR professionals to focus on strategic issues (e.g., talent management, merger and acquisition due-diligence) while providing the firm with skilled professionals services in HR functional (e.g., recruitment, compensation) and administrative (e.g., government compliance and regulations) areas, powered by up-to-date technology (e.g., hardware, software). Disadvantages of HR Outsourcing.Although there are a number of financial and strategic reasons for considering HR administration outsourcing, there are also serious potential problems for firms who use the approach without fully understanding how to manage it to achieve desired goals. For example, firms who used HRO to achieve HR transformation and cost savings rated their success an average of 3 on a 5-point (1 = benefits not at all achieved and 5 = benefits fully achieved) scale. Thus, one big disadvantage of HRO is the likelihood that the organization will not achieve its strategic goals. Such a failure could have significant, negative impact on the organization’s ability to survive. Steps to minimize such a failure include realistic cost-benefit analyses, successful project planning and implementation, unambiguous goals and measures of HR outsourcing success, rigorous vendor assessment and selection processes, and skilled vendor contract negotiation, management, and auditing. Indeed, one of the primary responsibilities of HR administration managers in an outsourcing environment is to ensure that the contract terms and fulfilled on a daily basis and that corrective actions are immediately taken when failures occur.Another disadvantage of HR outsourcing includes the loss of institutional expertise in the outsourced functions, making an HR outsourcing decision reversal difficult or impossible. Frequently, when outsourcing is undertaken, subject matter experts (e.g., selection) are reassigned or released. This can be a serious strategic error if the vendor is unable to fulfill its contractual obligations. As noted above, an organization would be unwise to outsource core or strategic HR planning functions because of the possibility that competitors may learn its plans from vendors. In addition, loss of internal strategic HR expertise may be devastating to an organization over time. Moreover, HR organizations may lack the contract management expertise to oversee the vendor and hold it accountable for contract terms, compounding its problems. Other potential problems include security risks in multi-vendor outsourcing, internal employee and manager resistance, compliance failures (e.g., Sarbanes-Oxley), and cultural clashes between the organization and its vendors.In summary, HR outsourcing is another approach to HR administration that offers potential for cost reduction, process improvement, and employee satisfaction. However, managers of HR administrative functions must be highly skilled at usingHRO strategically to achieve organizational goals.出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。
人力资源外包
人力资源外包HR外包的定义所谓外包(outsourcing)，英文直译为“外部资源”，指企业整合利用其外部最优秀的专业化资源，从而达到降低成本、提高效率、充分发挥自身核心竞争力和增强企业对环境的迅速应变能力的一种管理模式。
人力资源外包就是企业根据需要将能某一项或几项人力资源管理工作或职能外包出去，交由其他企业或组织进行管理，以降低人力成本，实现效率最大化。
总体而言，人力资源管理外包将渗透到企业内部的所有人事业务，包括人力资源规划、制度设计与创新、流程整合、员工满意度调查、薪资调查及方案设计、培训工作、劳动仲裁、员工关系、企业文化设计等方方面面。
HR外包的好处：近年来，人力资源业务外包在世界范围内是一种管理趋势，主要优势：降低成本、提高效率。
在国内由于劳工权利意识的高涨、就业安全体系和劳动合同法的普及，人事直接间接费用〈包含遣散费、补偿金等〉及外围招聘成本不断地爬升，人力资源管理业务外包则可以降低成本，提高工作效率；控制劳资风险，提高企业形象，提升企业人力资源管理品牌价值；帮助人力资源部门从繁重的重复性事务中解脱，专注于核心的战略性工作，从而提升人力资源管理的高度和核心竞争力；人力资源管理的新理念，新技术帮助企业了解新知识，提高企业内部人力资源管理水平，更好的帮助企业实现其经营目标；建立科学的人力资源管理管理体系，适合企业发展的人力资源规章制度、操作规范、工作流程，帮助企业经营目标的实现；建立公平公正的进行员工关系；科学化的工作流程，节省时间，提高效率，提高员工满意度。
(见下图)目前企业HR面临的挑战与HR外包具体优势分析目前，人力资源外包已成为当今国际的一种流行趋势，适用于各个不同类型的企业。
不论是对新成立的公司、处于高速发展阶段的公司还是对大中型的成熟企业，它都有其自身的独特优势：企业所面临的挑战人力资源外包的优势新成立的公司“麻雀虽小，五脏俱全”人事工作的项目和难度依旧，需要及时圆满地运行HR工作资金、人手和精力有限，且人事事务量相对较少，短期内企业无法考虑在人事上过多地投入只需要少量的费用，在最短的时间内，由熟练的人事操作人员专业而圆满地完成人事业务操作快速发展的公司公司新发展地区的人事政策和操作方式与总公司的有不少差异一时无法在各地增加人事方面的人手；总部人事主管，不得不奔波在旅途，费时费力费钱可选择在当地有分支机构的人才机构，方便人事管理对应一名服务专员，办理全国的企业人事工作；免除差旅之苦大中型成熟公司现代企业和社会的发展对人事提出新的要求现代HR需要专注于企业策略发展和变革，凸提供全球最先进的人事运作经验、模式和技术人事社区为专业显人事的重要性HR工作范围和胜任力出现新的变化，以适应日益激烈的竞争人事提供交流、学习和进步的平台帮助人事跨越自我，为企业更多增值正因为人力资源外包可以使企业实现优势互补，专注于自身具有核心竞争力的项目和事务上，进一步赢得竞争优势，因而，大多数企业对人力资源外包是持肯定态度的。
人力资源管理外包英译汉
人力资源管理外包英译汉1.引言1.1 概述概述：人力资源管理外包是指将企业的人力资源管理职责委托给专业的外部服务提供商的一种管理模式。
随着全球化和市场竞争的加剧，许多企业开始认识到人力资源管理对于提高企业竞争力的重要性。
然而，由于人力资源管理涉及到众多繁琐的工作和专业知识，对于一些中小型企业来说，建立完善的人力资源管理体系往往是一项巨大的挑战。
在这种情况下，人力资源管理外包成为了许多企业的一种选择。
通过与专业的外部服务提供商合作，企业可以将人力资源管理相关的工作交给专业人士来完成，从而节省人力和时间，并确保人力资源管理的专业化和高效性。
人力资源管理外包的应用范围非常广泛，包括但不限于员工招聘、薪酬福利管理、绩效评估、培训发展等方面。
通过外包人力资源管理，企业不仅可以获取专业的人力资源支持和咨询，还可以降低人力资源管理的成本和风险。
然而，人力资源管理外包也存在一定的挑战。
首先，企业需要选择合适的外部服务提供商，并建立起良好的合作关系。
同时，企业还需要对外部服务提供商的工作进行监管，确保其按照企业的需求和要求进行工作。
此外，人力资源管理外包也可能面临信息泄露、数据安全等风险，因此企业需要加强对外部服务提供商的安全管理。
总之，人力资源管理外包是一种在现代商业环境中越来越受到重视的管理模式。
通过与专业的外部服务提供商合作，企业可以更好地实现人力资源管理的专业化和高效性，为企业的发展提供有力的支持。
然而，企业在选择和管理外部服务提供商的过程中也需要注意相关的风险和挑战，以确保人力资源管理外包能够为企业带来最大的价值。
1.2 文章结构本文主要分为引言、正文和结论三个部分。
在引言部分，将对人力资源管理外包的概述进行介绍，包括该领域的定义、背景和目的。
这将为读者带来对人力资源管理外包的整体了解，并为后续的内容提供一个引入和背景介绍。
接下来，在正文部分，将以两个主要方面来探讨人力资源管理外包，包括定义和背景以及其优势和挑战。
企业人力资源外包的意义
企业人力资源外包的意义企业人力资源外包的意义随着20世纪80年代后期外包(outsourcing)在美国的产生，以及随后在欧美、日本的推广流行，人力资源也被逐渐的外包出去。
人力资源外包(humanresourceoutsourcing，HRO)，也称人力资源管理外包，是指企业策略地利用外界资源，将企业内部与人力资源相关的工作与管理责任部分或全部转由专业服务机构承担。
在市场竞争日益加剧的现在，人力资源外包越来越显示出其重要性和必要性，它给激烈竞争中的企业带来的收益是显而易见的。
一、有效降低企业的成本人力资源的外包服务可以有效地降低人力资源成本，这是企业进行人力资源外包最基本的要求，也是人力资源外包最直接的作用，索尼电子曾经为了降低企业的成本与翰威特通力合作，两年后，索尼电子的人力资源部门节省15%左右的年度成本，而预计到五年之后，节省幅度将高达40%左右，平均而言，五年期间的平均节资额度可达25%左右，因此，可以清楚地看到，人力资源的外包对企业有着很大的帮助。
另外，由于人存在于企业的各个领域，换句话说，企业的任何活动都离不开人，所以通过人力资源的外包也可以降低其他成本和一些费用。
首先，企业通过人力资源外包将一些琐碎的工作外包出去后，可以随时解雇相对剩余的职员，以减少人力资源成本;其次，外包商都是一些专门从事人力资源管理工作的专家，经验丰富，能更合理地对人力资源进行管理，这样就可以减少由于管理不当使人力资源管理走上弯路而造成的浪费成本，同时也减少了其他有关的费用，如专家咨询费、企业诊断费用等等;另外，人力资源外包还可以将企业内部的人力资源管理人员进行分流，使一些有其他技能的人充实到企业的其他部门，也可以将由人力资源外包节省下来的其他资源分派到其他部门，如市场营销部、物流运输部、资本运营部等等，以提高其他部门的工作效率，从而在节省企业成本的同时促进企业的发展;另外，如果和其他企业合作，即与外包公司合作，形成战略联盟，自然还会在企业运营的市场中取得规模效益，这样也会使其他相关成本降低。
人力资源外包外文翻译
人力资源外包外文翻译外文文献及翻译材料Human Resource OutsourcingThe innovation of technology and economic globalization change the economic environment of enterprises. To conquer the uncertainty in the environment and keep the competitive advantage，human resource outsourcing，one of HR service delivery models，hasbecome more and more enterprises choice，which can reduce cost，improve efficiency and gaincompetitive advantage.Human resources outsourcing means that the enterprise in order to better carry out human resources management activities，part of the business of outsourcing，using outside outstandingprofessional skills to be integrated in order to achieve lower costs，improving the quality ofservice and more focus on human resources to the core business objectives。
The domestic humanresources outsourcing are relatively concentrated in the cause、advantages、select、a risk model、enterprises from the angle of view of human resources outsourcing more，and the choice ofoutsourcing service providers research is relatively small。
人力资源管理理论分析—外包
人力资源管理外包的理论分析“外包”源于英文outsouring，最早应用该战略手法的是世界最大的IT承包公司——EDS的创始人罗斯.佩罗，其在20世纪70年代后半期到80年代初因外包其他公司的信息系统，而使公司迅速崛起。
同时其有效地代替客户，完成客户的原内部职能的经营手法，也在信息产业内迅速流行起来。
此后，外包战略逐渐在生产、物流、营销等众多领域内被广泛使用。
如今，人力资源外包风靡了整个世界，这一当前国际流行的思潮也已经到达中国。
国内研究人力资源外包已经炙手可热，但是对于人力资源外包的理论根源却是很少人问津。
笔者在借鉴众多文献的基础上，提炼出了几种人力资源管理外包的理论，并加以简单分析，这可以使人力资源外包的本质更好的展现出来。
（一）交易成本经济学理论交易成本经济学为理解人力资源外包在何种情况下能够为企业带来利益提供了一个很好的分析框架。
交易费用理论认为企业在获得资源投入时，必须对治理结构进行选择。
当企业依赖外部服务商时，则把市场合约作为治理结构形式。
当依赖内部员工时，则把组织等级制度作为治理结构的形式。
当获得投入的质量相同时，企业将选择总的交易成本最小的治理结构。
上述交易成本包括：单位价格、与形成和维持合约及雇佣关系有关的预期成本、与监督质量以及绩效相关的成本。
交易成本还包括服务商的机会主义行为所带来的成本。
交易成本经济学理论认为，治理结构不同，产生的交易成本也不同。
例如，市场合约容易产生与服务商机会主义行为相关的成本，而组织等级制度更容易产生与官僚主义的低效相关的成本。
交易成本经济学理论通常作为预测组织关于治理结构选择的一种描述性的理论。
它认为企业试图使交易成本最小化，所以当市场交易变得更经济时，企业就会选择基于市场的治理结构。
市场治理结构与组织治理结构的不同在于交易成本的产生方式不同。
通过外包获得人力资源服务所产生的交易成本与企业自身履行人力资源职能产生的交易成本是不同的。
当市场治理结构能够更有效的降低交易成本，而且给组织带来的不利影响更小时，通过人力资源外包就更有可能达到期望的结果。
人力资源服务外包协议英文
HR Outsourcing Services Contract[Company Name], a company established and existing with its registered address at________________________________ Tel at____________ ____(hereinafter referred to as the “Party A”)and人力资源有限公司 [Company Name], a company established and existing with its registered address at Tel at(herein after referred to as the “Party B”)In accordance with stipulation of the " Contract Law of the People''s Republic of China ", the " Labor Law of the People's Republic of China ", the " Labor Contract Law of People's Republic of China Labor Contract Law" and other relevant laws and regulations, through friendly negotiation, have signed this Co ntract (hereinafter referred to as This Contract) on a basis of equal and mutua l benefit and agreed to the terms and conditions stipulated below for HR Out sourcing Services.ARTICLE 1 GENERAL TERMS AND CONDITIONS1. Either party shall provide the other party legitimate and effective copi es of documents for registration and approval of government authorities that ca n show it is a company duly organized and existing under the laws of Chines e government. Unless otherwise provided herein, "Party B" includes B Compan y and its affiliates or authorized companies. The obligations concerning its perf ormance of the Contract shall be at Party B’s side. “Affiliate” means any com pany directly or indirectly controlled by, controlling by Party B, including com pany under direct or indirect common control by Company or natural individua l. “Control” means either the ownership of fifty percent (50%) or more of the ordinary share of capital of the company carrying the right to vote at general meetings.2. Scope of ServicesParty B be entrusted as agent of Party A and shall have obligation to provide the services listed hereinafter(Choose by mark √)□ 2.1 Social insurance enrollment and payment2.1.1 to exercise Social Insurance, such as Endowment Insurance, Medical Insurance, Unemployment Insurance, Employment Injury Insurance and Maternity Ins urance (hereinafter referred to as “FSI”), enrollment in Social Insurance Manag ement System (hereinafter referred to as “SIMS”).2.1.2 to remove insured staff from SIMS and exercise transfer procedures in accordance with state regulations.2.1.3 to make change to salary base of social insurance2.1.4 to reimburse medical expenses2.1.5 to claim for maternity allowance2.1.6 to claim for work injury compensation2.1.7 to provide social insurance policy consultation2.1.8 to handle disputes, unusual circumstances related to social insurance2.1.9 to deal with other matters related to social insurance□2.2 Housing fund services2.2.1 to conduct enrollment procedures concerning housing fund (hereinafter referred to as “HF”)2.2.2 to remove staff from the Housing fund Management System and exercisetransfer procedures2.2.3 to help to draw Housing fund2.2.4 to assist housing fund loans2.2.5 to handle disputes, unusual circumstances related to housing fund2.2.6 Other matters related to housing fund□2.3 Payroll agency services2.3.1 to handle and pay employee’s salary2.3.2 to apply for bank cards for salary payment2.3.3 to exercise individual income tax declaration and payment2.3.4 to provide private and confidential payslip2.3.5 to handle with other services in connection with payroll services□2.4 Welfare services2.4.1 to provide commercial insurance, medical insurance and employer liability ins urance services2.4.2 to claim for commercial insurance, medical insurance and employer liability insurance services2.4.3 The price shall be set forth as hereunder:RMB YUAN (SAY: ONLY).The reimbursement shall be.□2.5 Labor Policy Consultation2.5.1 to exchange and answer questions on labor policies.2.5.2 to provide consultation on laws and policies on human resource, labor and social security.2.5.3 to provide legal assistance for resolving labor disputes in a basis of fairnes s and justice.ARTICLE 2 TERMS3. This Contract come into effect upon duly signed by both parties and the duration is years from _ to .4. The renewal of this Contract should be negotiated by both parties thirty (30)days before its expiry. Both parties’ signatures are needed if they agree to re new the Contract. Should the parties fail to confirm the renewal of this Contra ct by signature, the Contract shall extend one year automatically, but in no case the extension exceeds three times.ARTICLE 3 RIGHTS AND OBLIGATIONS5. Rights and obligations of Party B5.1 Party A may decide the employees submitted to Party B for service at itssole decision.5.2 Party A shall decide the means of insurance payment according to policiesof contribution places through negotiation with Party A.5.3 Party A shall confirm the information on employee addition or deduction from the Social Insurance Management System without any delay.5.4 Party A shall be obligated to pay the payment to Party A’s designated bank account via bank transfer. “Payment” unless otherwise provided herein, shall means the total expenses Party A pay to Party B, and it shall include but not limited to social insurance fee and housing funds fees the company born, social insurance fee and housing funds fees individual born, salaries, welfare fees a nd management expenses.5.5 Party A shall guarantee the labor contract signing with its employees, and shall undertake the due obligations prescribed by law to the employee covered by the Services agreed herein5.6 Should employees covered by the Services injured in the duration of work or fall in serious illness, Party A shall undertake the due obligations prescribed by law.5.7 Retirement progress for employees covered by the Service shall be executed by Party A and expenses arising from therefrom shall be born by Party A while Party B has obligations to provide necessary assistance.6. Rights and obligations of Party B6.1 Party B shall have obligations to provide services agreed herein timely and accurately.6.2 Party B shall have obligations to provide Party B advises and coordination services on relevant policies and regulations in connection with the Services ag reed herein. Any trouble arising from the performance of this Agreement may acquire assistance from Party B.ARTICLE 4 PRICE7. Service fees shall be set forth according to the actual number of employees and months covered by the Services.The price shall be:1-5 person ： RMB Yuan (SAY ONLY) /person/month;5-20 person： RMB Yuan (SAY ONLY) /person/month;20-300 person： RMB Yuan (SAY ONLY) ()/person/month; Above 300 person： RMB Yuan (SAY ONLY) ()/person/month.8. Party A shall alter the contribution base following the annual alteration of minimum average social salary. The expenses arising therefrom shall be paid w ithin one month. In the case of the invoice value exceeds two (2) times the a ctual social insurance expenses, party A shall pay 6% the amount by which the invoice value exceeds that of the actual expenses.9. The expenses of disability insurance or worker union fee shall be collected according to relevant government regulations. Party A may pay the amount to Party B while Party B provide invoice indicating the real expenses.10. Means of Payment10.1 Party A shall provide Party B information of employees to be added or d educted from The Social Insurance Management System by mail prior to th e day of each month. Any delay shall be considered as no alteration to the System.10.2 Party B shall submit Expense Sheet to Party A for confirmation prior to the day of each month after receipt of the employee alteration information. “Expense Sheet” shall include all payment in connection with the Services stip ulated herein.10.3 Party A shall pay to Party B all the payment to the designated bank acc ount of Party B prior to the day of each month after confirmation of the Ex pense Sheet. Party B shall exercise the execution of the Service in connection with social insurance upon payment received and provide Party A invoice withi n seven (7) business days.10.4 Should the employee number of Party A covered by the Service herein n o less than five (5) people, payment shall be paid monthly otherwise quarterly. Bank account information of Party B:Depositary bank: 中国农业银行东营区支行Bank accounts: 15312001040005887Company Name: 东营邦芒人力资源有限公司ARTICLE 5 MISCEELLANEOUS PROVISIONS11. Party A shall provide Party B documents and information such as copy of ID card, photo and bank account etc. of employees covered by the Services w hich shall be filed by Party B. Any trouble arising from service delay or data deviation caused by any faulty in the information Party A provided shall be b orn by Party A..12. Party B shall complete the Service Stipulated herein without any delay and shall assume corresponding responsibility in case of its sole failure.13. Party B shall submit Employee added/deducted Sheet to Party A for backu p and service progress notice.ARTICLE 6 DEFAULT AND DISPUTE14. Should either party fails to implement the terms and conditions herein or make any changes and amendments to this Contract without prior consent of t he other party, the loss resulting therefrom shall be born by the party in breac h.15. In case of late payment of any amount payable thereunder, Party A will p ay Party B penalty equal to 2‰ of the amount payable for every delayed day. Party B’s contractual obligations shall be suspended, without penalty or liabilit y.16. All disputes arising from or in connection with this Contract or any execut ion documents signed in accordance with this Contract shall be settled through amicable consultation. Upon failure of negotiation, disputes shall be submitted t o local court having jurisdiction. Notwithstanding any reference to arbitration, b oth parties hereto shall continue to exercise their remaining respective rights and fulfill their remaining respective obligations under the Contract unless otherw ise agreed.ARTICLE 7 APPENDIX17. All notices and other communications issued pursuant to this contract shall be in writing and shall be deemed equally authentic。
人力资源服务外包协议英文
人力资源服务外包协议英文Personnel Outsourcing AgreementWHEREAS, Client is in need of certain personnel services to enhance its human resources capabilities; andNOW, THEREFORE, the parties hereto agree as follows:1. Personnel Services2. Responsibilities of the Client4. ConfidentialityBoth parties agree to maintain the confidentiality of any proprietary or confidential information disclosed during the course of this Agreement. This obligation shall survive the termination of this Agreement.5. Term and Termination5.1 Term: This Agreement shall be effective as of the date first written above and shall continue for a period of [number] years, unless terminated earlier pursuant to this Agreement.5.3 Termination for Breach: In the event of a material breach of this Agreement by either party, the non-breaching party may terminate this Agreement by providing written notice specifying the breach and allowing a reasonable period for cure, which shall not exceed [number] days.6. Governing LawThis Agreement shall be governed by and construed in accordance with the laws of [Country]. Any disputes arising out of or in connection with this Agreement shall be submitted to the exclusive jurisdiction of the courts of [Country].IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the date first written above.By:_______________________Name:Title:By:_______________________Name:。
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外文文献及翻译材料
Human Resource Outsourcing
The innovation of technology and economic globalization change the economic environment of enterprises. To conquer the uncertainty in the environment and keep the competitive advantage，human resource outsourcing，one of HR service delivery models，has become more and more enterprises choice，which can reduce cost，improve efficiency and gain competitive advantage.
Human resources outsourcing means that the enterprise in order to better carry out human resources management activities，part of the business of outsourcing，using outside outstanding professional skills to be integrated in order to achieve lower costs，improving the quality of service and more focus on human resources to the core business objectives。
The domestic human resources outsourcing are relatively concentrated in the cause、advantages、select、a risk model、enterprises from the angle of view of human resources outsourcing more，and the choice of outsourcing service providers research is relatively small。
Comprehensive exposition of human resources outsourcing decision-making、risk analysis、decision-making processes，Thus the choice of outsourcing service providers to provide some advice。
This thesis concludes the main content of HR0 based on the relevant theory and literature of HRO; then using the method of data analysis and comparison，and collecting the data of HR0 from The West countries，Asia area and China. In this thesis we mainly compare about the HRO function，HR0 reason and Perspective risk between these countries，and come out some valuable information，which is foundation of improve the level of Chinese HRO.
Then we analyze Chinese HR0 further to find out the Problem in Chinese HRO，and come out the framework in Chinese HR0 from
different angles covering HR0 market，HRO enterprise and HRO service provider and HRO process. Then we give the suggestions for Chinese HR0 from these four levels.
Finally, the thesis has a case analysis on one HRO service provider，and discusses its history，HR0 content and process. Then we conclude its developing
stage，main characteristics，problems and improvement.
译文：
人力资源外包
技术革命和经济全球化迅速改变着企业的经营环境。
为了克服环境中的不确定性因素，继续保持企业的竞争优势，人力资源外包(HR Outsourcing)作为众多人力资源服务提供模式之一，成为越来越多企业的选择，以达到降低成本、提高效率、赢得竞争优势的人力资源战略管理的目的。
人力资源外包是指，企业为更好地开展人力资源管理活动，把部分业务外包出去，借助于外界优秀的专业技能加以整合，以达到降低成本、提高服务质量和更专注于人力资源核心业务的目的。
国内对于人力资源外包的研究相对集中在动因、优势、选择、风险、模式等方面，站在企业角度上看待人力资源外包比较多，而在选择外包服务商研究上比较少。
综合人力资源外包决策、风险分析、决策流程，从而在选择外包服务商方面有章可循。
本研究在回顾人力资源外包的相关理论和文献的基础上，归纳总结了人力资源外包涉及的主要内容;然后采用数据分析方法和比较分析方法，整理了大量的关于西方各国及亚太地区各国和中国的人力资源外包数据，并进行了国际间对比，着重比较了各国人力资源外包职能选择、人力资源外包原因和感知风险的异同点，从中提炼了有价值的信息，为完善中国人力资源外包提供依据。
进一步，本文对中国人力资源外包的主要问题进行了深入分析.在问题分析基础之上，从市场层面、外包企业、外包服务提供商、外包流程四个层面的互动关系中提出中国人力资源外包的总体架构。
进而，分别从这四个层面对中国人力资源外包提出了对策建议.
最后，针对中国某人力资源外包提供企业展开案例分析，从企业提供人力资源外包服务的内容、服务流程等方面归纳出其人力资源外包的发展阶段、主要特征、出现的问题和应对对策。