人力资源管理师(二、三级)-人力资源英语.ppt

English for Human Resources Management-By Jane Ma(Ma Xifang)Mentor IntroductionMentor IntroductionoEducation Background:nBachelor degree in International Economics&Trade,Zhejiang University of Science and TechnologynMBA Degree in Shanghai Jiaotong UniversitynWith 6 Sigma GB&BB certificateoProfessional Experience:nGeneral Manager,Shanghai Wisdom Training Co.,ltd nAccount Manager,Yanfeng Johnson ControlsnProject 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、2007、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 AgendaLecture AgendapA.M(9:00 12:00AM):nWarm up&Opening Speech:15 min.nHRM Theory Introduction:90 min.nBreak:15 min.nHRM Key Vocabulary&Terms Review:60 min.oP.M(1:00 4:00PM):nTest-Choice Section:40 min.nReading Section:60 Min.nBreak:15 min.nWritings:60 min.nSummary:15 min.oNameoServing company,position,serving years since graduation?oYour workshop expectations?oWhat is your expectation out of this course?Warm-up:Present YourselfOur GoalOur GoaloTo have good HRM problem solving capability in international environmentnBy increasing systematic human resource management theory nBy HRM term understandingnBy Case StudynBy improving Proficiency of English Reading,Writing,Listening&Speaking Certification in HRMCertification in HRMoA designation indicating that an individual has demonstrated a mastery of a defined body of knowledge required for success in the fieldoHuman Resource Certification InstitutenProfessional in Human Resources(PHR)nSenior Professional in Human Resources(SPHR)Test Requirement:Level IIITest Requirement:Level III三级要求三级要求p250 HRM Key TermspReading and Understanding Intensive Reading MaterialsnHRM Practice Graphs,Working Process,Reports&Documentation pBasic 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 IITest Requirement:Level II二级要求二级要求p300 HRM Key TermspReading and Understanding Intensive Reading MaterialsnHRM Practice Graphs,Working Process,Reports&Documentation pGood Communication in Daily HRM PracticespFluent Translation between Chinese&English HRM MaterialspEnglish 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 ConstitutionTest ConstitutionpLevel III:nTranslation 30 Points(2*15)nChoice I 20 Points(2*10)nChoice II 20 Points(2*10)nReading 30 Points(2 Passages or so)pLevel II:nTranslation 30 Points(2*15)nChoice 20 Points(2*10)nReading 30 Points(2 Passages or so)nWritings 20 PointsKnowledgeKnowledgeTechnologiesTechnologiesProcessesProcessesRelationshipsRelationshipsCRITERIA valuable unique extendable learning Benefits VALUE=-Costs UNIQUE=(social complexity+causal ambiguity)LEARNING=(experience x challenge)Competing Through 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 OrganizationResources of an OrganizationLandCapitalEquipmentLaborThe Employment CycleThe Employment CyclePre-SelectionPhaseSelectionPhasePost-SelectionPhasePre-Selection PhasePre-Selection PhaseHuman Resource PlanningJob AnalysisHuman Resource PlanningHuman Resource Planning“process of identifying and responding toorganizational needs andcharting new policies,systems,and programsthat will assure effective human resource management under changing conditions”Objectives of Human Resource PlanningObjectives of Human Resource PlanningoEnable organizations to anticipate their future HRM needsoTo identify practices that will help them meet those needsBenefits of HR PlanningBenefits of HR PlanningoAids in planning job assignmentsoHelps cope with fluctuations in staffingoIdentifies recruiting needsoProvides other useful informationStrategic PlanningStrategic PlanningoDetermine the organizational mission.oScan the organizational environment.oSet strategic goals.oFormulate a strategic plan.Human Resource PlanningHuman Resource PlanningGetting the right people At the right place At the right timeHuman Resource PlanningHuman Resource PlanningStrategicPlanNumber of EmployeesTypes of EmployeesDemandForecastingSupplyForecastingJob AnalysisJob AnalysisoGathering job informationoAnalyzing job informationoDocumenting job informationHuman Resource PlanningHuman Resource PlanningDemandSupplyGap?HR NeedsEmployee Flows in an Employee Flows in an OrganizationOrganizationExternal RecruitsRecallsQuitsRetirementsDeathsLayoffspromotionsdemotionsinternal 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 Tokoy for the past year have been greeted by American and British economists as signals that at last the famous Japanese practices of permanent employment is vanishing a profound transformation that they insist Japan needsDealing with an Oversupply of PersonnelDealing with an Oversupply of PersonneloFreeze hiringoRestrict overtimeoRetrain/redeployoSwitch to part-time employeesoUse unpaid vacationsoUse a shorter workweekoUse pay reductionsoUse sabbaticals公休假oEncourage early retirementsDealing with an Undersupply of PersonnelDealing with an Undersupply of PersonneloHire additional workersoImprove productivity through trainingoUse overtimeoAdd additional shiftsoReassign jobsoUse temporary workersoImprove retentionJob AnalysisJob AnalysisUses of Job AnalysisJob QualificationsSelection TechniquesTraining ProgramsPerformance AppraisalPay RatesProductivity ImprovementProgramsSelection PhaseSelection PhaseoRecruitmentoSelectionRecruiting Program GoalsRecruiting Program GoalsoAchieve cost efficiencyoAttract highly qualified candidatesoHelp ensure employee retentionoComply with nondiscrimination lawsoCreate a more diverse workforceAchieve Cost EfficiencyAchieve Cost EfficiencyoLimit recruitment costs without lowering productivityRecruitment CostsRecruitment Costs+advertising+recruiter travel+candidate travel+sign-on bonuses+agency/search firm fees+recruiters salaries and benefits+managers time=typically 1/3 of new hires annual salaryAttract Highly Qualified ApplicantsAttract Highly Qualified ApplicantsoCapture candidates attention.oStimulate candidates interest.Factors Influencing Applicant DecisionsFactors Influencing Applicant DecisionsAlternative Job OpportunitiesAttractiveness of CompanyAttractiveness of the JobRecruitmentActivitiesRecruiting StrategiesRecruiting StrategiesInternalExternalAll(except entry-level)Only High PotentialAllCertain TypesRecruitment Planning StepsRecruitment Planning Steps1.Identify the job opening2.Decide how to fill the job opening3.Identify the target population4.Notify the target population5.Meet with the candidatesDisadvantages of Internal RecruitmentDisadvantages of Internal RecruitmentoRejected candidates may become resentful.oSupervisory promotions may cause problems when friends become subordinates.When to Use External RecruitmentWhen to Use External RecruitmentoNeed an outsider with new ideas and innovationsoNo qualified internal applicantsoNeed to increase representation of under-utilized groupsMethods of External RecruitmentMethods of External RecruitmentEmployee referralsApplicant-initiatedrecruitmentHelp-wantedadvertisementsPublic employmentagenciesPrivate employmentagenciesExecutive search firmsCampusrecruitingorganizationOn-LineExecutive Search FirmsExecutive Search FirmsStrengthsStrengthsoSpecialize in mid-and senior-level managersoCan locate applicants not actively seeking jobsWeaknessesWeaknessesoExpensiveoAbout half of searches dont result in candidates with desired qualificationsFactors Affecting the Choice of Recruitment Factors Affecting the Choice of Recruitment MethodsMethodsType of job being filledHow quickly the job needs to be filledGeographic region of recruitmentCost of implementing recruitment methodEEO consequences of using recruitment method Line Managers and RecruitmentLine Managers and RecruitmentIdentify recruitment needs.Communicate recruitment needs to the HRM department.Interact with applicants.The HRM Department and RecruitingThe HRM Department and RecruitingPlan the recruitment process.Implement the recruitment process.Evaluate the recruitment process.Background InvestigationsBackground InvestigationsBackground InvestigationsBackground InvestigationsoPrimarily used for screening applicants for positions of trust or for“special duty of care”positionsoMust avoid violating legal rights of applicants(Federal Credit Reporting Act)Reference ChecksReference ChecksoVerify information provided by applicantsoGet additional information about applicants which may be predictive of future job performanceAssessing Applicant HonestyAssessing Applicant HonestyoPolygraph tests 测谎仪测试oPaper-and-pencil honesty tests 传统的试卷诚实度测试nOvert testsnPersonality-based measuresLine Managers and Employee Line Managers and Employee SelectionSelectionDetermine needed competenciesAssess job candidatesProvide input into selection decisionsMake job offersHelp ensure validityHRM Department and Employee HRM Department and Employee SelectionSelectionProvide technical supportAssist the managerTechnical Support Provided by Technical Support Provided by HRM DepartmentHRM DepartmentoConduct job analysesoSet minimum qualificationsoDetermine selection methodsoDevelop application blanksoAdminister testsoScreen applicantsoCheck referencesoApprove selection decisionsoMonitor hiring practicesSelection MethodsSelection MethodsoApplication blanksoBiodata inventoriesoBackground investigationsoReference checksoEmployment interviewsoEmployment testsoAssessment centersApplication BlanksApplication BlanksName:_Education:_Work Experience:_Work Skills:_References:_Uses of Application BlanksUses of Application BlanksoDetermine whether minimum qualifications for job are metoJudge the presence or absence of certain job-related attributeso“Red flag”potential problem areas concerning the applicantDonDon t Ask Questions on an t Ask Questions on an Application BlankApplication 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 group membersPost-Selection PhasePost-Selection PhaseoTraining and developmentoPerformance appraisaloCompensationoProductivity improvement programsTraining and DevelopmentTraining and DevelopmentTraining current jobsDevelopment future jobsTraining That Increases the Competence of Training That Increases the Competence of New EmployeesNew EmployeesoOrientationoTechnicaloLiteracyAssessing Training NeedsAssessing Training NeedsoNumber of employees experiencing skill deficiencyoSeverity of skill deficiencyoImportance of skilloExtent to which skill can be improved with trainingLectureLectureoMost appropriate for situations where simple acquisition of knowledge is the goalnMust be meaningfulnMust promote questions and discussionsLecture:DisadvantagesLecture:DisadvantagesoOne-way communicationoLess opportunity to clarifyCase MethodCase MethodoAnalyze cases depicting realistic job situationsoTeach trainees how to identify potential problems and recommend realistic actionsn“Guided discovery”oTrainer role:guide/facilitatorCase Method:DisadvantagesCase Method:DisadvantagesoLack of directionoLack of opportunity to practiceRole PlayingRole PlayingoPresents some problem involving human interactionoIssues addressed during feedbacknWhat was correct?nWhat was incorrect?nHow did it make others feel?nHow could it have been handled better?Role PlayingRole PlayingoUses:human relations skills;sales techniquesoOpportunity to practiceoDisadvantages:nLittle guidancenEmbarrassment;loss of self-confidencenLack of opportunity to do correctlyBehavior Modeling StepsBehavior Modeling Steps1.Present an overview of the material2.Describe the procedural steps3.Model or demonstrate the procedural steps4.Allow guided practice5.Provide on-the-job reinforcementEnsure That Training is Used Ensure That Training is Used on the Jobon the JobOverlearningMatching course content to the jobAction plansMultiphase programmingPerformance aidsPost-training follow-up resourcesBuilding a supportive work environmentDetermining Whether Training Determining Whether Training Programs are EffectivePrograms are EffectiveoWhat to evaluateoEvaluation designWhat to EvaluateWhat to EvaluateTrainee reactionsTestingPerformance appraisalRecords of organizational performanceEvaluation DesignEvaluation DesignTrainee GroupPretestPost-testControlGroupPretestPost-testTiming and Content of Instructional Timing and Content of Instructional ProgramProgramOldJobNewJobbridge gapBeforeselectedandplacedAfterselectedandplacedLine Managers and Training and Line Managers and Training and DevelopmentDevelopmentProvide employee orientation trainingAssess training needs and plan developmental strategiesProvide on-the-job trainingEnsure transfer of trainingThe HRM Department and Training and The HRM Department and Training and DevelopmentDevelopmentProvide employee orientation trainingContribute to management development programsProvide training and developmentEvaluate trainingPerformance AppraisalPerformance AppraisaloJob performance measurementoCommunicationJob Evaluation vs.Performance Job Evaluation vs.Performance AppraisalAppraisalJob EvaluationPerformance AppraisalFocus on jobrequirementsFocus on performanceof individual job holderPerformance Appraisal GoalsPerformance Appraisal GoalsoContinue appropriate behaviorsoCorrect inappropriate behaviorsoMake HRM-related decisionsPay GradesPay Grades$Points1234PointGradeMin MaxRange$100-200 115 20201-300 2 18 23301-400 321 26401-500 424 29Compensation GoalsCompensation GoalsoEstablish competent and loyal workforceoMaintain competent and loyal workforceoControl costsConditions Necessary for Conditions Necessary for Perceptions of Pay FairnessPerceptions of Pay FairnessoInternal consistencyoExternal competitivenessoEmployee contributionsDifferent Perspectives on Pay Different Perspectives on Pay FairnessFairnessEmployee Responses to Over-Employee Responses to Over-RewardRewardoAs satisfying as equityoSomewhat dissatisfyingoNot nearly as dissatisfying as underpayment!Life InsuranceLife InsuranceoPremiums usually paid by employeroEmployee contributions,if required,typically a set amo