外文翻译--人力资源管理流程
人力资源工作流程手册双语版
人力资源工作流程手册双语版Human Resources Workflow Manual人力资源工作流程手册Introduction介绍This Human Resources Workflow Manual provides a comprehensive guide to the processes and procedures followed by the HR department of our organization. The manual is designed to ensure consistency and efficiency in all HR-related activities. By adhering to these guidelines, we can maximize the effectiveness of our HR department and ultimately contribute to the success of our organization.本人力资源工作流程手册提供了公司人力资源部门所遵循的流程和程序的全面指南。
本手册旨在确保所有人力资源相关活动的一致性和效率。
通过遵守这些指南，我们可以最大程度地提高人力资源部门的效果，最终为公司的成功做出贡献。
Recruitment and Selection招聘和选拔Recruitment is a critical function of the HR department. The process starts with identifying the need for a new position, followed by job analysis, job description and job advertisement. The HR department is responsible for sourcing and screening candidates, conducting interviews, and carrying out reference checks. Selection is done based on the candidate's qualificationsand compatibility with the job requirements. All recruitment decisions are documented for reference.招聘是人力资源部门的重要职能。
人力资源管理系统中英文对照外文翻译文献
人力资源管理系统中英文对照外文翻译文献Human resource management systems (HRMS) have e essential tools for businesses of all sizes。
including small offices with just 20 XXX using HRMS。
firms can improve their efficiency and ce the time and money XXX。
HRMS XXX。
XXX difficult economic times。
XXX of their business。
including human resources.HRIS are packages are designed to address HR needs。
including planning。
employee n access。
XXX the company's current and future HR needs。
businesses can determine which HRMS features will be most useful for their specific needs。
For example。
HRMS can help with recruitment。
training。
performance management。
XXX.Once the planning stage is complete。
businesses XXX This includes automating tasks such as employee data management。
benefits n。
XXX employees。
providing them with access toimportant n such as company policies。
人力资源SOP管理流程
人力资源SOP管理流程人力资源SOP（Standard Operating Procedure）是指一套规范化的操作流程，用于指导和管理人力资源工作。
它包括各项人力资源管理活动的具体流程、操作要求、责任分工等，可有效提高人力资源管理的效率和准确性。
以下是人力资源SOP的管理流程。
第一步：招聘与选拔1.定期分析岗位需求，制定招聘计划。
2.编写招聘需求及职位描述。
3.在多个招聘渠道发布招聘信息，如招聘网站、校园招聘会等。
4.收集求职者简历，初步筛选符合职位要求的候选人。
5.安排面试并通过面试评估候选人的能力和适应性。
6.对通过面试的候选人进行背景调查和参考人调查。
7.确定最终录用人选，并发出录用通知书。
第二步：员工入职1.准备员工入职所需的各种材料，如合同、员工手册等。
2.安排新员工的培训计划，并为其提供必要的培训。
3.完成员工合同签署和相关手续办理。
4.分配员工的工作岗位和工作职责。
5.提供员工所需的各种办公设备和资源。
6.进行员工介绍和团队融合，使员工快速融入工作环境。
第三步：员工绩效管理1.设定明确的员工绩效目标和评估标准。
2.定期进行员工绩效评估和反馈。
3.根据绩效评估结果，制定奖惩措施和个人发展计划。
4.提供绩效改进和培训机会，提高员工的绩效水平。
第四步：员工福利管理1.确定公司的福利政策和待遇标准。
2.根据员工需求和公司财务状况，确定具体的福利项目。
3.提供员工的各项福利待遇，并对其进行有效管理和维护。
4.定期评估和调整福利政策，以确保其与市场水平的一致性。
第五步：员工培训与发展1.制定完善的员工培训计划，包括新员工培训和职业发展培训等。
2.提供各类培训机会，如内部培训、外部培训、专业资格认证等。
3.定期评估员工培训效果，对培训计划进行改进和调整。
4.管理员工的职业发展，为员工提供晋升机会和职业规划。
第六步：员工离职管理1.确定离职流程和相关手续要求。
2.向员工提供面谈机会，了解其离职原因和意见建议。
外文翻译---人力资源管理系统
附录Ⅰ英文原文Human resource management systemOperators have especially exigent demands of persons with ability. Under the condition that qualified persons with ability cannot completely be obtained outside enterprise, the problem of upgrading enterprise internal staff’s working capacity and the ultim ate improvement of enterprise’s rapid responding capacity and well execution need to be solved as soon as possible. Therefore, operators need to establish staff certification system so as to implement comprehensive post capacity certification of each post staff within the enterprise and sufficiently coordinate the system with training management system to confirm training effects. Simultaneously, training management system pertinent to the existing staff within the enterprise is required to be established and organization, duty, process and system which training management involves should be made clear to guarantee that the internal resources can be sufficiently and reasonably utilized to upgrade the internal staff’s working capacity. So,the Human Resource Management System comes out.A Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HR modules, or simply "Payroll", refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makesthis software application both rigid and flexible.The function of Human Resources departments is generally administrative and not common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "Human Capital" has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the client–server architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the low capital investment necessary to buy or program proprietary software, these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital. The advent of client–server, Application Service Provider, and Software as a Service or SaaS Human Resource Management Systems enabled increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass:1.Payroll1.Work Time2.Benefits Administration3.HR management Information system4.Recruiting5.Training/Learning Management System6.Performance Record7.Employee Self-ServiceThe payroll module automates the pay process by gathering data on employeetime and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. This module can encompass all employee-related transactions as well as integrate with existing financial management systems.The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features was outdated. Cost analysis and efficiency metrics are the primary functions.The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement.The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control not in use. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information systems to: ☆produce pay checks and payroll reports;☆maintain personnel records;☆pursueTalent Management.Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. Talent Management systems typically encompass:☆analyzing personnel usage within an organization;☆identifying potential applicants;☆recruiting through company-facing listings;☆recruiting through online recruiting sites or publications that market to both recruiters and applicants.The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated Applicant Tracking System, or 'ATS', module.The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a Learning Management System if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated LMS allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics.The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel. The module also lets supervisors approve O.T. requests from their subordinates through the system without overloading the task on HR department.Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, selection, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced Applicant Tracking System that encompasses a subset of the above.译文人力资源管理系统操作人员随着能力的要求来增加容量。
人力资源管理程序-中英文版
人力资源部 HR
培训计划 Training Plan
建立年度培训计划 Set up training plan
培训计划 Training Plan
管理层 Related Manager
批准需求 Request Approve
批准培训需求 Approve personnel requistion
第2页
REV02
人力资源控制程序 Human Resource Control Procedure
HR-P001 共8页
人力资源部 HR
培训开展和记录 Training
组织培训的开展 Training implementation and record
内部培训 Internal Training
人力资源部 HR
人力资源控制程序 Human Resource Control Procedure
1 目的Purpose：
HR-P001 共8页
规定了人力资源管理计划的制定、实施、和管理的步骤和要求。确保公司的人力资源管理工 作保持针对性和有效性。 This procedure regulates the establishment, implement, management steps and requirement for human resource management plan, to make sure the effectiveness and pertinence for HR management.
管理层 Related Manager
批准招聘需求 Approve personnel requistion
招聘开展 Recruiting
人力资源部 HR
人力资源SOP管理流程
人力资源SOP管理流程人力资源(SOP)的全称是Standard Operating Procedure，即标准操作规范，是指一组规定和指导文件，旨在确保机构或组织的业务流程在整个执行过程中得到规范和统一的管理。
人力资源SOP管理流程是指在人力资源管理中，根据规范和标准操作指导文件进行人力资源工作的实施、监控和改进的过程。
本文将从人力资源SOP管理流程的定义、内容、执行和改进等方面进行详细介绍。
一、人力资源SOP管理流程的定义：人力资源SOP管理流程是指以标准操作规范为基础，通过明确的工作流程和标准化的操作方法，对人力资源工作进行规范、实施、监控和改进的管理过程。
通过人力资源SOP管理流程的执行，能够提高工作效率，减少工作风险，保障工作质量。
二、人力资源SOP管理流程的内容：1.制定SOP文件：首先，需要根据组织的工作特点和要求，制定一套完整的人力资源SOP文件，包括招聘、培训、绩效管理、薪酬管理、员工关系等各个领域的工作流程和操作指南。
2.培训与沟通：在SOP文件制定完成后，需要对人力资源团队进行培训，确保每个成员对SOP文件的内容和要求有清晰的理解和掌握。
同时，在执行过程中，要加强对员工的沟通和解释，确保员工对工作流程和规范操作的理解和接受。
3.工作执行：根据SOP文件中规定的工作流程和操作指南，执行各项人力资源工作。
在工作执行过程中，要注重实施的标准化和规范化，确保每个环节都能按照SOP文件中的规定进行。
4.监控与评估：通过对人力资源工作的监控和评估，检查各项工作是否按照SOP文件的规定执行，并及时发现和纠正偏差。
监控与评估可以通过定期抽查、数据分析、绩效评估等方式进行。
5.改进与优化：在监控与评估的基础上，及时总结上述工作的经验与教训，对不合理或不规范之处进行改进。
通过对SOP文件的修订和完善，提高工作流程的效率和质量。
三、人力资源SOP管理流程的执行：1.确定执行责任人：在制定人力资源SOP文件时，需要明确执行责任人，包括相关部门负责人、人力资源团队成员等。
人力资源管理外文文献翻译
人力资源外文翻译---人力资源管理的战略作用The Strategic Role of Human Resource ManagementTyson,S出处：/doc/cae47458a300a6c30c229fd4.html/PDFweb/215.htm1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include:Planning: Establishing goals and standards; developing rules and procedures; developing plans and forecasting—predicting or projecting some future occurrence. Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.Leading: Getting others to get the job done; maintaining morale; motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.In this book, we are going to focus on one of these functions: the staffing, personnel management, or (as it's usually called today) human resource (HR) management function. Human resource management refers to the practices and policies you need to carry out the people or personnel aspects of your management job. These include: Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhaps it's easier to answer this by listing some of the personnel mistakes you don't want to make while managing. For example, you don't want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your company taken to court because of your discriminatory actionsTo have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectivenessTo commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results —through others. Remember that you could do everything else right as a manager —lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:"For many years it has been said that capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it's the work force and the company's inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can't maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future---"At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In thisenvironment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Let’s answer this question, starling with a short definition of line versus staff authority.Line versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line authority and staff authority.Line managers are authorized to direct the work of subordinates —they're always someone's boss. In addition, line managers are in charge of accomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings: Placing the right person on the right jobStarting new employees in the organization (orientation)Training employees for jobs that are new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationships Interpreting the company s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff.Human Resource Department's HR Management ResponsibilitiesThe human resource department provides this specialized assistance. In doing so, the HR manager carries out three distinct functions:A line function.First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria). In other words, he or she exerts line authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers' "suggestions" are often viewed as "orders from topside". This implied authority carries even more weight with supervisors troubled with human resource/personnel problems.A coordinative function. HR managers also function as coordinators of personnelactivities, a duty often referred to as functional control. Here the HR manager and department act as "the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers.Staff (service) functions. Serving and assisting line managers is the "bread and butter" of the HR manager's job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an "innovator" role by providing 'up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs.Cooperative Line and Staff Human Resource Management:An ExampleExactly which HR management activities are carried out by line managers and staff managers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.For example, in the area of recruiting and hiring it's the line manager’s responsibil ity to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and techniques in this book.4. Tomorrow's HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change, globalize competition, deregulation, demographic changes, and trends toward a service society and the information age.These trends have changed the playing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technologicalchange.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged.For example:The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications.There is a corresponding de-emphasis on "sticking to the chain of command" to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done.Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today's organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower itsfront-line employees—the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer's needs. The main purpose of managers in this "upside down" organization is to serve the front-line employees, to see that they have what they need to do their jobs — and thus to serve the customers.Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or more layers of management, flat organizations with just three or fourlevels will prevail. Many companies (including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.Work itself—on the factory floor, in the office, even in the hotel —is increasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to a multifunction team, one that manages its own budget and controls the quality of own work.The bases of power are changing. "In the new organization, " says management theorist Rosabeth Moss Kanter, "position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done.Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose collaboration is needed to act on those ideas, and on working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power."Managers will not "manage". Yesterday's manager knew that the president and owners of the firm gave him or her authority to command and control subordinates. Today most managers realize that reliance on formal authority is increasingly a thing of the past. Peter Drucker says that managers have to learn to manage ip situations where they do not have command authority, where " you are neither controlled norcontrolling".Yesterday's manager thinks of himself or herself as a "manager" or "boss"; the new manager increasingly thinks of himself or herself as a "sponsor", "teamleader", or "internal consultant".Managers today must build commitment Building adaptive, customer-responsive orga nizations means that eliciting employee’s commitme nt and self-control is more important than it has ever been. GE's Jack Welch put it this way: The only way I see to get more productivity is by getting people involved and excited about their jobs. You can't afford to have anyone walk through a gate of a factory or into an office who is not giving 120%".人力资源管理的战略作用泰森，S1. 人力资源管理工作什么是人力资源管理了解人力资源管理，首先要审查管理人员。
人力资源管理流程设计与服务工作标准
人力资源管理流程设计与服务工作标准1.人力资源管理流程设计需要充分了解公司的业务需求和人才需求。
The process design of human resource management needs to fully understand the business needs and talent demands of the company.2.人力资源管理流程设计要充分考虑员工的福利和发展。
The process design of human resource management should fully consider the welfare and development of employees.3.人力资源管理流程设计必须符合相关法律法规和公司政策。
The process design of human resource management must comply with relevant laws and regulations and company policies.4.人力资源管理流程设计应该以提高员工工作效率和满意度为目标。
The process design of human resource management should aim to improve employee productivity and satisfaction.5.服务工作标准包括员工招聘、培训、绩效评估等方面。
Service work standards include employee recruitment, training, performance evaluation, and other aspects.6.员工招聘的工作标准要求严格执行公平、公正、公开的原则。
The work standard for employee recruitment requiresstrict adherence to the principles of fairness, justice, and openness.7.培训工作标准需要根据员工的岗位和能力进行定制化安排。
人力资源工作流程手册双语版
人力资源工作流程手册双语版Human Resource Management ManualChapter One General/总则1.1 To achieve the following objectives in HR Management:公司在人力资源管理方面致力于达成以下目标：·To build an advanced human resource management system, reflects the development of human resources is the core of the company's management philosophy, in the use of training and staff development, staff development with the enterprise.修建先进合理的人力资源管理系统，表现人力资源是公司发展中心的管理理念，在使用中培育和开发职工，使职工与公司共同成长。
·Keep all departments in the uniformity on HR systems and procedures. Maintain the professional standards and ethical standards in HR systems.保持公司内部各部门在人事制度和程序的一致性和一致性。
保持人力资源系统的专业水平易道德标准。
·Ensure all the HR regulations are according with the China laws and rules of local government.保证各项人事规章制度切合国家和地方的有关规定。
·The manual will be edit and improvement continuously in the future.本手册将依据实践的发展不停充分和订正。
Human Resource Management人力资源管理程序(中英文)
1.0 PURPOSE 目的1.1 Fulfill the company,s maximum demands for the human resource;满足公司对人力资源的需求；1.2 Manage and develop the human resource in order to promoting the company,s continuingdevelopment.最大限度地开发与管理公司内外的人力资源，促进公司的持续发展；1.3 Maintain and motivate the human resource to make the most use of it so that we can enlarge theuse of human resource.维护与激励公司人力资源，使其潜能得到最大限度的发挥，使其人力资本得到应有的提升与扩充。
2.0 SCOPE 范围2.1 Apply to all the employees in MAMK.适用于公司全体员工。
3.0 DEFINITIONS 定义3.1 The human resource management is forecasting and planning for the company,s humanresource, trough the training, performance appraisal and motivation to achieve the companypurpose according to the demands of the company and individuals.人力资源管理就是预测公司人力资源需求并做出人力需求计划、招聘选择人员并进行绩效考核、培训，对员工进行有效激励，结合公司与个人需要进行开发以便实现最优公司绩效的全过程。
4.0 REFERENCE DOCUMENTS 参考文件4.1 ISO/TS 16949 Clause 6.2 -Human resource 人力资源4.2 Job description 岗位说明书4.3 WD-HR-025 Gear management合理化建议实施规范4.4 WD-HR-002 Employee Motivation and Empowerment 员工激励及满意度调查实施规范5.0 RECORDS 记录5.1 FN-HR-003 Recruitment Application Form 招聘需求表5.2 FN-HR-002 Job Application Form 职位申请表5.3 FN-HR-004 Interview record 面试表5.4 FN-HR-039 Offer Letter 录用通知书5.5 FN-HR-007 Probationary Report 试用期考核表5.6 FN-HR-013 Salary and Work Post Adjust Form 薪资职务异动表5.7 FN-HR-018 Training application form 培训申请表5.8 FN-HR-024 Training Signature Form 培训签到表5.9 FN-HR-032 Training Flexibility Chart 培训柔性图表5.10 FN-HR-001 Annual Training Plan 年度培训计划5.11 FN-HR-040 Performance appraisal form 员工绩效考核表5.12 FN-HR-026 Employee Suggestion Form - Gear 改进提案员工建议表5.13 FN-HR-037 Employee satisfaction survey form 员工满意度调查表6.0 RESPONSIBILITY 职责6.1 HR department makes the human resource planning based on the company strategy.人力资源部依据公司发展战略进行人力资源规划。
人力资源管理流程及报告
人力资源管理流程及报告Effective human resource management plays a crucial role in the success of any organization. It involves various processes and reports that are aimed at ensuring the proper utilization of human capital to achieve organizational goals. 有效的人力资源管理在任何组织的成功中起着至关重要的作用。
它涉及各种流程和报告，旨在确保充分利用人力资本以实现组织目标。
One of the key processes in human resource management is recruitment and selection. This process involves identifying the staffing needs of the organization, attracting qualified candidates, and selecting the best fit for the positions available. Successful recruitment and selection can lead to improved organizational performance and employee satisfaction. 人力资源管理中的一个关键流程是招聘和选拔。
这个过程涉及识别组织的人员需求，吸引合格的候选人，并为可用职位选择最合适的人选。
成功的招聘和选拔可以提高组织绩效和员工满意度。
Another important aspect of human resource management is performance management. This process involves setting clearperformance expectations, providing regular feedback, and assessing employee performance. By effectively managing performance, organizations can identify areas for improvement and motivate employees to achieve their full potential. 人力资源管理的另一个重要方面是绩效管理。
人力资源管理工艺流程
人力资源管理工艺流程Human resource management is a critical process for any organization, as it involves the management of the most important asset: its people. 人力资源管理对于任何组织都是一个关键的流程，因为它涉及对最重要的资产进行管理：人。
From the recruitment and hiring process to performance evaluations and career development, human resource management encompasses a wide range of responsibilities. 从招聘和雇佣过程到绩效评估和职业发展，人力资源管理涵盖了广泛的责任范围。
One of the main challenges in human resource management is effectively balancing the needs of the organization with the needs of its employees. 人力资源管理中的一个主要挑战是有效地平衡组织的需求与员工的需求。
On one hand, the organization needs to ensure that it has the right talent in place to drive success and achieve its objectives. 另一方面，组织需要确保拥有适当的人才来推动成功并实现其目标。
On the other hand, it is essential to create a work environment that fosters employee satisfaction, motivation, and engagement. 另一方面，创建一个能够促进员工满意、动力和投入的工作环境是至关重要的。
人力资源行业的工作流程
人力资源行业的工作流程The human resources industry is a crucial component of organizations, encompassing a wide range of processes that are essential for managing, developing, and maximizing the potential of the workforce. 人力资源行业是组织的一个重要组成部分，涵盖了管理、开发和发挥员工潜力的一系列流程。
One of the key aspects of the human resources industry is the recruitment and selection process. This involves attracting, assessing, and hiring the most suitable candidates for various job positions within an organization. 人力资源行业的一个关键方面是招聘和选拔流程。
这涉及吸引、评估和聘用组织内各种工作职位最合适的候选人。
Once the recruitment and selection process is complete, the next step in the human resources workflow is onboarding and orientation. This is a critical process as it sets the foundation for the new employee's integration into the organization and ensures they have the necessary knowledge and understanding of their roles and responsibilities. 一旦招聘和选拔流程完成，人力资源工作流程的下一个步骤是入职和迎新。
人力资源流程范文
人力资源流程范文人力资源（Human Resource）是指一个组织中负责管理、开发和维护人力资源的部门或职能。
人力资源流程（Human Resource Process）是指根据组织的需求，通过一系列的步骤和活动，从招聘到离职全面管理和开发组织的人力资源。
一个完善的人力资源流程可以有效地保障组织的人力资源战略与业务目标的一致性，提高员工的绩效和满意度，从而增强组织的竞争力。
下面将详细介绍一个典型的人力资源流程。
一、招聘与选聘（Recruitment and Selection）招聘与选聘是人力资源流程的第一步，其目的是根据组织的需求寻找并吸引合适的候选人填补岗位空缺。
这一步通常包括以下活动：1.需求分析：明确招聘的岗位、职责和要求，制定招聘计划和目标。
2.制定招聘策略：确定合适的招聘渠道、手段和推广方式，吸引目标人群。
3.发布招聘信息：将招聘信息发布在合适的渠道，如招聘网站、社交媒体、校园招聘等。
4.筛选简历：评估候选人的简历，筛选出符合要求的候选人。
5.面试与评估：与候选人进行面试并评估其能力、背景和适应性。
6.背景调查：对候选人进行背景调查，确保其提供的信息真实可靠。
7.终面与录用：对通过面试和背景调查的候选人进行最终的面试，并决定是否录用。
二、培训与发展（Training and Development）培训与发展是人力资源流程的第二步，其目的是提高员工的能力、知识和技能，使其适应组织的工作要求并实现个人职业发展。
这一步通常包括以下活动：1.培训需求评估：根据员工和组织的需求，评估员工的培训需求。
2.制定培训计划：根据评估结果，制定员工的培训计划和目标。
3.实施培训活动：根据培训计划，进行各种形式的培训活动，如内部培训、外部培训、培训课程等。
4.跟踪和评估：培训结束后，跟踪员工的学习效果，并评估培训的效果和成果。
5.发展计划：根据员工的表现和潜力，制定个人的发展计划，提供发展机会和资源。
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外文文献翻译译文一、外文原文原文：Human Resource Management ProcessesChapter SummaryThis chapter examines:●Human Resource Management must be addressed to ensure successful ProjectManagement. It starts with planning, proceeds to team acquisition, developing the team into an effective working group, and then managing the team, where the actual work is done.●The Develop Human Resource Plan process reminds us to start from thecompetence needs of the project. We then identify the best way to bring the people with these competence and skills into our project.●The next stage is to assign the staff to the project, using a process called AcquireProject Team. Either traditional methods or virtual teams can be used. Either way, role definitions are very important. It is easier to find consensus and execute the project smoothly when participants understand and act their assigned roles, such as Project Manager or Sponsor.●The last process, Manage Project Team, is presented in terms of peoplemanagement, since it is the team that actually does the project work. Active team management is necessary, to set objectives, maintain morale and sometimes resolve conflicts.Project Human Resource ManagementIt is clear that project success depends totally on the motivation and competence of the people involved. It therefore makes good sense to build human resource management into our project, where it is essential, just like other more technical aspects.I once had a colleague who described projects as “human eco-systems with someadded technica l activities”. This is almost the opposite of what many people think: technical activities with some added people.To succeed, a project must have the people issues under control; this also applies to general management. This knowledge area provides a simple structure of four processes for addressing HR matters in projects. The structure is as follows:1.Develop Human Resource Plan: We develop a plan of how the people are goingto be selected and brought into the project, based on the project requirements. 2.Acquire Project Team: This means finding out where the people with thenecessary skills can be found and recruiting them.3.Develop Project Team: Once they have been recruited, we have to take consciousmeasures to help the team form. Teams do not just happen.4.Manage Project Team: We then manage the team, including conflict resolution,which is unavoidable in project situations because different stakeholders often have conflicting demands.Despite this presentation of HR management as a set of processes, it is not a one off activity but is continuous. For instance, at the beginning of a project there are usually less people involved than later, and also having different skills from those who will later execute the project. In addition, there are workload variations throughout the project. This is a challenge because it is crucial for the project success to get the right people at the right time. With the wrong resources, it is almost impossible to be successful.9.1 Develop Human Resource PlanAnalogy: Once the project manager has determined what resources are needed to install a sink, he has to define the required skills and experience that the plumber should have.Pitfalls: Roles and responsibilities not properly defined, organizational hierarchy too broad or too narrow.It is logical that the skills required by a project are determined directly by the detailed work description and timing of the project plan. The project manager is naturally responsible for making sure that the project team members have the rightcombination of skills, availability and assignments. If people with the necessary skills are not easily available, then sourcing will become a time-consuming task.Typically in matrix organizations, the HR teams are responsible for recruitment and the line managers of the project team members are responsible for authorizing holidays, salary levels etc. The project manager is then responsible only for the work done on the project.There is a recent trend towards “Total Project Managers”, meaning that the project manager also takes responsibility for HR issues. Actually this has always been necessary.Long ago I had an engineer in my project team who had a problem with his knee, following a sports injury. If project review meetings were called for a day when he had to go to the hospital for a check-up, he used to get very upset. This was very understandable, as it is simply not possible to separate the people from the project issues.The Inputs of this process have all been described already. They should be interpreted in the context of HR planning:●Activity Resource Requirements, as this tells us what skills we need to implementthe project.●Enterprise Environmental Factors, particularly those relating to people issues. Acommon example is a headcount limit. This means that the number of fixed employees is limited and will affect what contractual arrangements are permitted.●Organizational Process Assets. Here the process assets include those relevant topeople, whether documented or not.I once started a new project job to find a big bunch of flowers on my desk. That was a standard process for newcomers, but was not documented.There are three Tools and Techniques. The Organization Charts and Position Descriptions are normal HR tools and applied here to the project environment. In other words, we develop an organization chart for the project, regardless of usual affiliation of the team members. A project organization can sometimes have inadequate presence and visibility among those outside the team. In this respect, clearproject HR documentation can help support communicate on with other groups. This is critical so that the line managers of the project team members understand the plans and support them actively.One format that can be particularly good in project situations where work is shared between departments or individuals is the Responsibility Assignment Matrix, RAM (Fig. 9-5). This maps the responsibilities against the people. Remember that the description of project management can be used at different levels, for example the RAM can be used to show which department will take responsibility for each work package, alternatively it can show who in a team will work on which activity.A particular feature of the RAM is that the link between an assignment and the activity is more detailed than merely an asterisk or a tick mark. The basic version uses the following four categories of assignment:●R = Responsible: this is used to assign responsibility for an activity to a particularperson or organization.● A =Accountable: this category is used to ensure that accountability is clear. Forexample, the person accountable for a task could be the line manager of the person responsible.● C =Consult: this records that a particular person will be consulted, asked for theiropinion and Input in connection with an activity.●I =inform: this is like Consult, but less obligating. In general, stakeholdersimpacted by the project, either positively or negatively, may appreciate timely information.The reason for using a RAM with RACI Format is that it increases the chances of project success. For example, if the person mentioned as Responsible is unavailable, for whatever reason, then the person who is Accountable can act and take steps to resolve the situation. Nominating someone to consult is a commitment to tap into experience and again will improve the chance of project success. Even the discussion to fill out the RAM can result in better clarity and improve acceptance.Networking as a Tool and Technique is well known for individuals who wish to contact others with similar or complimentary interests. Professional organizationsoften have an important networking function, for example the PMI® itself. In this context, networking is recommended for use within the company or professional environment. Where companies have tens of thousands of employees, there is often somebody who is looking for new challenges that your new project might provide. Similarly there may be potential supporters for your project, if you could only find them.It is usually agreed that networking must be a continuous effort and that the payback is seldom immediate. If you, for example, want to network within the company as a way of finding possible staff for your project, then you need to start networking actively well before you seek concrete results.The last Tool and Technique is Organizational Theory. Being aware of how organizations work can save a lot of time and energy during recruitment. Movement of staff into your project can be facilitated or hindered by a variety of reasons, whether based on business or personal motivation. In addition, familiarity with how organizations work should be applied when defining the project structures. Projects can succeed or fail because of the organization, regardless of the energy and motivation of the project team.There is only one Output: the Human Resource Plan. This will include matters such as Roles and Responsibilities, Project Organization Charts, Staffing Management Plan etc.This plan should identify where the people will generally come from, where they are going to work (both geographically and organizationally) and what happens to them when the project is finished. Sometimes, in operations-oriented companies, nobody wants to join a project. This is because when they finish a project it may be difficult to get back into operations.I have seen extreme situations, including one where the project manager never got back into operational work and had to leave the company. In these cases, personal competence and experience are not enough to save successful project managers from losing their job.Specifically, the plan should consider topics such as authority, competence,suitability and responsibilities for the planned project team. Later we will look for people to match this profile, based on the required role profiles.It is also a good idea to think in terms of achieving an appropriate skill balance among the members of the steering committee, although project managers do not usually have much freedom to influence this. A supportive sponsor can, however, make a big difference here. Some stakeholders may be more or less supportive than you might wish, for whatever reason. Similarly, they may not automatically bring a balance of competences and availability needed for the project.The Staffing Management Plan will explain where we plan to get the people from. Are they existing employees? Are they in another part of the organization? Will we have to take on new staff from outside? Of course the project manager should work closely with the HR department of the company and provide the project viewpoint.When the skilled staffs are actually needed is also important, otherwise we might get the right people at the wrong time. A Resource Calendar or at least a graphical summary (Fig. 9-6) makes this visible. Related to this is the Release Plan, in other words, the plan for project staff to leave the project at the appropriate time. Just stopping the project and abandoning the team would not be a good technique.Unless the assigned staffs are fully up to date on the project, their training needs have to be identified and addressed. This will include issues such as the project business case, Enterprise Environmental Factors, project objectives, the current status and so on. They may also need technical training, either about recently completed work packages or tools they will need to use. You may also have to work out how they are going to be paid and if any bonuses will be payable, for example if the staff are moving internationally. If the employment conditions are different from those in other similar departments, this may create an HR issue, which should not be overlooked.When the HR plan is consistent, clear and complete, then it must be authorized. If the plan includes staff from other departments, then their managers become stakeholders and should be represented appropriately in the steering committee (orequivalent) to facilitate acceptance, or buy-in.9.2 Acquire Project TeamAnalogy: The next step is to find the right plumbers that fit the role description. Pitfalls: Underestimating resource availability, acquisition started too late.Acquire is another word for “get”. From the project manager’s point of view, this means doing whatever is needed to move the people into the project organization. This may also involve physical moving of desk, office or even country. Until the people are formally in the project, they will be pulled in other directions by the demands of their normal work. If the necessary people are not brought into the team at the right time, the project will not be able to meet the expectations of the stakeholders.Human Resource Management Processes ,June 14, 2010：P129-145.二、翻译文章译文：第九章人力资源管理流程本章小结：本章检测内容：●人力资源管理的目的在于确保工程的顺利管理。