1、English for Human Resources Management-By Jane Ma (Ma Xifang)Mentor Introductiono Education Background:n Bachelor degree in International Economics & Trade, Zhejiang University of Science and Technologyn MBA Degree in Shanghai Jiaotong Universityn With 6 Sigma GB & BB certificateo Professional Exper
2、ience:n General Manager, Shanghai Wisdom Training Co., ltd n Account Manager, Yanfeng Johnson Controlsn Project Manager , Delphi Packard拥有丰富的管理培训经验 公开课程六期六期 “上海交通大学人上海交通大学人力资源高级研修班力资源高级研修班 ”二十七期二十七期“国家企业人国家企业人力资源管理师职业资格力资源管理师职业资格鉴定培训班鉴定培训班”“中国企业变革管中国企业变革管理论坛理论坛”上海交通大学上海交通大学总裁高级研修班总裁高级研修班“2005、2006、2
3、007、2008中国人力资源管理中国人力资源管理前沿论坛前沿论坛”东方领导艺术东方领导艺术职业经理人职业经理人 素质提升素质提升人力资源管理人力资源管理企业战略企业战略市场营销市场营销 与销售技巧与销售技巧心理咨询培训心理咨询培训EAP培训服务范围 企业内训某管理培训体系课程设计例举企企业业战战略略初级经理人课程初级经理人课程中层管理者课程中层管理者课程决策决策与领导者课程与领导者课程员工核心能力课程员工核心能力课程新员工入职培训课程新员工入职培训课程项项目目管管理理市市场场营营销销采采购购物物流流生生产产管管理理财财务务管管理理高高级级研研修修个个人人知知识识技技能能提提升升MBA终生学习o
4、 我将今天上课的内容, 献给那些真正具有终生学习的精神和意志的朋友！Lecture Agendap A.M(9:00 12:00AM):n Warm up & Opening Speech: 15 min. n HRM Theory Introduction : 90 min.n Break: 15 min.n HRM Key Vocabulary & Terms Review: 60 min.o P.M (1:00 4:00PM):n Test - Choice Section: 40 min.n Reading Section: 60 Min.n Break: 15 min.n Writi
5、ngs: 60 min.n Summary: 15 min.Warm-up: Present YourselfOur Goalo To have good HRM problem solving capability in international environmentn By increasing systematic human resource management theory n By HRM term understandingn By Case Studyn By improving Proficiency of English Reading, Writing, Liste
6、ning & Speaking Certification in HRMo A designation indicating that an individual has demonstrated a mastery of a defined body of knowledge required for success in the fieldo Human Resource Certification InstitutenProfessional in Human Resources (PHR)nSenior Professional in Human Resources (SPHR)Tes
7、t Requirement: Level III三级要求p 250 HRM Key Termsp Reading and Understanding Intensive Reading Materialsn HRM Practice Graphs, Working Process, Reports & Documentation p Basic Communication in Daily HRM Practicesp 认知人力资源管理专业基础词汇250（200）个；能够阅读并理解常用人力资源管理实践过程中所使用的英文图表、工作流程与书面陈述资料；企业人力资源管理日常英语阅读与表达p 能用英语
8、书面表达人力资源管理工作日常沟通用语；阅读常用人力资源管理工作书面资料Test Requirement: Level II二级要求p 300 HRM Key Termsp Reading and Understanding Intensive Reading Materialsn HRM Practice Graphs, Working Process, Reports & Documentation p Good Communication in Daily HRM Practicesp Fluent Translation between Chinese & English HRM Mat
9、erialsp English Writing p “企业人力资源管理日常英语沟通运用”n 认知人力资源管理相关词汇300（246）个；能够理解、设计常用人力资源管理实践过程中所使用的英文图表、工作流程；能翻译人力资源管理专业书面资料；用英语书面表达较复杂的人力资源管理工作实务。1967年以前考生本项目成绩为参考分数Test Constitutionp Level III:n Translation 30 Points (2*15)n Choice I 20 Points (2*10)n Choice II 20 Points (2*10)n Reading 30 Points (2 Pass
10、ages or so)p Level II:n Translation 30 Points (2*15)n Choice 20 Points (2*10)n Reading 30 Points ( 2 Passages or so )n Writings 20 PointsCRITERIA valuable unique extendable learning Benefits VALUE = -Costs UNIQUE = (social complexity + causal ambiguity) LEARNING = (experience x challenge)Competing T
11、hrough People Identify & develop core skills Integrate diverse activities Respond with agility & speed Empower action InnovateCore Competenceis a bundle of skills and technologies that enables a company to provide a particular benefit to customers. -Hamel and Prahalad Resources of an OrganizationLan
12、dCapitalEquipmentLaborThe Employment CyclePre-SelectionPhaseSelectionPhasePost-SelectionPhasePre-Selection PhaseHuman Resource PlanningJob AnalysisHuman Resource Planning“process of identifying and responding toorganizational needs andcharting new policies, systems, and programsthat will assure effe
13、ctive human resource management under changing conditions”Objectives of Human Resource PlanningoEnable organizations to anticipate their future HRM needsoTo identify practices that will help them meet those needsBenefits of HR Planningo Aids in planning job assignmentso Helps cope with fluctuations
14、in staffingo Identifies recruiting needso Provides other useful informationStrategic Planningo Determine the organizational mission.o Scan the organizational environment.o Set strategic goals.o Formulate a strategic plan.Human Resource PlanningGetting the right people At the right place At the right
15、 timeHuman Resource PlanningStrategicPlanNumber of EmployeesTypes of EmployeesDemandForecastingSupplyForecastingJob Analysiso Gathering job informationo Analyzing job informationo Documenting job informationHuman Resource PlanningDemandSupplyGap?HR NeedsEmployee Flows in an OrganizationExternal Recr
16、uitsRecallsQuitsRetirementsDeathsLayoffspromotionsdemotionsinternal transfersExtensive Readings - LayoffsoMitsubishi Motors just announced plan to cut 10,000 jobs. Last week Nissan, now owned by Renault and answering to its tough-minded foreign boss, pledged to slash 16,500. Similar reports from Tok
17、oy for the past year have been greeted by American and British economists as signals that at last the famous Japanese practices of permanent employment is vanishing a profound transformation that they insist Japan needsDealing with an Oversupply of Personnelo Freeze hiringo Restrict overtimeo Retrai
18、n/redeployo Switch to part-time employeeso Use unpaid vacationso Use a shorter workweeko Use pay reductionso Use sabbaticals公休假o Encourage early retirementsDealing with an Undersupply of Personnelo Hire additional workerso Improve productivity through trainingo Use overtimeo Add additional shiftso R
19、eassign jobso Use temporary workerso Improve retentionJob AnalysisUses of Job AnalysisJob QualificationsSelection TechniquesTraining ProgramsPerformance AppraisalPay RatesProductivity ImprovementProgramsSelection Phaseo Recruitmento SelectionRecruiting Program Goalso Achieve cost efficiencyo Attract
20、 highly qualified candidateso Help ensure employee retentiono Comply with nondiscrimination lawso Create a more diverse workforceAchieve Cost Efficiencyo Limit recruitment costs without lowering productivityRecruitment Costs+ advertising+ recruiter travel+ candidate travel+ sign-on bonuses+ agency/s
21、earch firm fees+ recruiters salaries and benefits+ managers time= typically 1/3 of new hires annual salaryAttract Highly Qualified Applicantso Capture candidates attention.o Stimulate candidates interest.Factors Influencing Applicant DecisionsAlternative Job OpportunitiesAttractiveness of CompanyAtt
22、ractiveness of the JobRecruitmentActivitiesRecruiting StrategiesInternalExternalAll (except entry-level)Only High PotentialAllCertain TypesRecruitment Planning Steps1. Identify the job opening2. Decide how to fill the job opening3. Identify the target population4. Notify the target population5. Meet
23、 with the candidatesDisadvantages of Internal Recruitmento Rejected candidates may become resentful.o Supervisory promotions may cause problems when friends become subordinates.When to Use External Recruitmento Need an outsider with new ideas and innovationso No qualified internal applicantso Need t
24、o increase representation of under-utilized groupsMethods of External RecruitmentEmployee referralsApplicant-initiatedrecruitmentHelp-wantedadvertisementsPublic employmentagenciesPrivate employmentagenciesExecutive search firmsCampusrecruitingorganizationOn-LineExecutive Search Firmso Specialize in
25、mid-and senior-level managerso Can locate applicants not actively seeking jobso Expensiveo About half of searches dont result in candidates with desired qualificationsFactors Affecting the Choice of Recruitment MethodsType of job being filledHow quickly the job needs to be filledGeographic region of
26、 recruitmentCost of implementing recruitment methodEEO consequences of using recruitment method Line Managers and RecruitmentIdentify recruitment needs.Communicate recruitment needs to the HRM department.Interact with applicants.The HRM Department and Recruiting Plan the recruitment process. Impleme
27、nt the recruitment process. Evaluate the recruitment process.Background InvestigationsBackground Investigationso Primarily used for screening applicants for positions of trust or for “special duty of care” positionso Must avoid violating legal rights of applicants (Federal Credit Reporting Act)Refer
28、ence Checkso Verify information provided by applicantso Get additional information about applicants which may be predictive of future job performanceAssessing Applicant Honestyo Polygraph tests 测谎仪测试o Paper-and-pencil honesty tests 传统的试卷诚实度测试n Overt testsn Personality-based measuresLine Managers and
29、 Employee Selection Determine needed competencies Assess job candidates Provide input into selection decisions Make job offers Help ensure validityHRM Department and Employee Selection Provide technical support Assist the managerTechnical Support Provided by HRM Departmento Conduct job analyseso Set
30、 minimum qualificationso Determine selection methodso Develop application blankso Administer testso Screen applicantso Check referenceso Approve selection decisionso Monitor hiring practicesSelection Methodso Application blankso Biodata inventorieso Background investigationso Reference checkso Emplo
31、yment interviewso Employment testso Assessment centersApplication BlanksName:_Education:_Work Experience:_Work Skills:_References:_Uses of Application Blankso Determine whether minimum qualifications for job are meto Judge the presence or absence of certain job-related attributeso “Red flag” potenti
32、al problem areas concerning the applicantDont Ask Questions on an Application Blank regarding an applicants health that reveal an applicants protected group membership that are not directly job-related, yet affect protected groups disproportionately that seek information to screen out protected grou
33、p membersPost-Selection Phaseo Training and developmento Performance appraisalo Compensationo Productivity improvement programsTraining and DevelopmentTraining current jobsDevelopment future jobsTraining That Increases the Competence of New Employeeso Orientationo Technicalo LiteracyAssessing Traini
34、ng Needso Number of employees experiencing skill deficiencyo Severity of skill deficiencyo Importance of skillo Extent to which skill can be improved with trainingLectureo Most appropriate for situations where simple acquisition of knowledge is the goaln Must be meaningfuln Must promote questions an
35、d discussionsLecture: Disadvantageso One-way communicationo Less opportunity to clarifyCase Methodo Analyze cases depicting realistic job situationso Teach trainees how to identify potential problems and recommend realistic actionsn “Guided discovery”o Trainer role: guide/facilitatorCase Method: Dis
36、advantageso Lack of directiono Lack of opportunity to practiceRole Playingo Presents some problem involving human interactiono Issues addressed during feedbackn What was correct?n What was incorrect?n How did it make others feel?n How could it have been handled better?Role Playingo Uses: human relat
37、ions skills; sales techniqueso Opportunity to practiceo Disadvantages:n Little guidancen Embarrassment; loss of self-confidencen Lack of opportunity to do correctlyBehavior Modeling Steps1. Present an overview of the material2. Describe the procedural steps3. Model or demonstrate the procedural step
38、s4. Allow guided practice5. Provide on-the-job reinforcementEnsure That Training is Used on the Job Overlearning Matching course content to the job Action plans Multiphase programming Performance aids Post-training follow-up resources Building a supportive work environmentDetermining Whether Trainin
39、g Programs are Effectiveo What to evaluateo Evaluation designWhat to Evaluate Trainee reactions Testing Performance appraisal Records of organizational performanceEvaluation DesignTrainee GroupPretestPost-testControlGroupPretestPost-testTiming and Content of Instructional ProgramOldJobNewJobbridge g
40、apBeforeselectedandplacedAfterselectedandplacedLine Managers and Training and Development Provide employee orientation training Assess training needs and plan developmental strategies Provide on-the-job training Ensure transfer of trainingThe HRM Department and Training and Development Provide emplo
41、yee orientation training Contribute to management development programs Provide training and development Evaluate trainingPerformance Appraisalo Job performance measuremento CommunicationJob Evaluation vs. Performance AppraisalJob EvaluationPerformance AppraisalFocus on jobrequirementsFocus on perfor
42、manceof individual job holderPerformance Appraisal Goalso Continue appropriate behaviorso Correct inappropriate behaviorso Make HRM-related decisionsPay Grades$Points1234PointGradeMin MaxRange $ $100-200 115 20201-300 2 18 23301-400 321 26401-500 424 29Compensation Goalso Establish competent and loy
43、al workforceo Maintain competent and loyal workforceo Control costsConditions Necessary for Perceptions of Pay Fairnesso Internal consistencyo External competitivenesso Employee contributionsDifferent Perspectives on Pay FairnessPay FairnessRelevant ComparisonExternalSame jobs-differentorganizations
44、InternalSame organization-different jobsEmployeeSame job, sameorganization-differentpeopleEmployee Responses to Over-Rewardo As satisfying as equityo Somewhat dissatisfyingo Not nearly as dissatisfying as underpayment!Life Insuranceo Premiums usually paid by employero Employee contributions, if requ
45、ired, typically a set amount per $1,000 coverage based on ageo Employees can expand their coveragePension Planso Defined benefitn Specifies the amount worker will receive upon retiremento Defined contributionn Specifies the rate of employer and employee monthly contributionso ERISAn Law requiring em
46、ployers to follow certain rulesExtensive Reading Rewards P154Our knowledge of motivation tells us that people do what they satisfy needs. Before they do anything, they look for payoff or rewards.Many of these rewards-salary increases,employee benefits,preferred job assignment are organizationally co
47、ntrolled.The types of rewards that an organization can allocate are more complex than that what is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Each of these types of rewards can be distributed on an individual,group,
48、or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the workers satisfication with his or her job.Techniques like job enrichment or any efforts to redesign or restructure work to increase personal worth to the employee may make
49、 his or her work more intrinsically rewarding.Extrinsic rewards include direct compensation,indirect compensation,and nonfinancial rewards. Of course, an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premium pay,bonus based on performance, profit sh
50、aring, and /or possibly opportunities to purchase stock optionFlexible Benefit Planso Employee choiceo Increases awareness of costso Can lower total compensation costso Can lower employer and employee taxeso Administrative burdeno Can lead to increased insurance premiumsWho is Responsible for HRM?HR
