毕业论文外文翻译-中小企业招聘中的技能短缺.doc

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1、题目名称 Skills shortage and recruitment in the SME sector中文题目 中小企业招聘中的技能短缺来源 Gerald Vinten, (1998) Skills shortage and recruitment in the SME sector, Career Development International, Vol. 3 Iss: 6, pp.238 - 242英文原文：Title:Skills shortage and recruitment in the SME sectorAuthor(s):Gerald Vinten, (Southa

2、mpton Business School, Southampton, UK)Citation:Gerald Vinten, (1998) Skills shortage and recruitment in the SME sector, Career Development International, Vol. 3 Iss: 6, pp.238 - 242Keywords:Human resource management, Job evaluation, Recruitment, Remuneration, Small-to-medium-sized enterprises, Trai

3、ningArticle type:Research paperDOI:10.1108/13620439810234491 (Permanent URL)Publisher:MCB UP LtdAbstract:Skills shortage and recruitment is an area of undeniable importance to the SME sector and a challenge for human resource management. This article reports on the findings from a study of people ma

4、nagement in over 300 organizations employing typically between 20 and 200 people. It aims to provide a clear understanding of how both larger and smaller SMEs recruit and select staff. It finds that the SMEs may have some advantages in the extent to which they can use flexible working patterns: a la

5、rge number of companies use part-time workers, job-sharing and contracting out. However, full-time working is still the most common form of employment. The article reports that the most popular method for establishing pay levels within SMEs is the value of the job to the organization, and the abilit

6、ies or skills of the new employee. Most respondents to this survey felt that they had no skills shortage problem.窗体顶端Introduction The Institute of Personnel and Development (IPD) launched a major initiative Managing People: The Changing Frontiers, to investigate the key issues facing personnel manag

7、ement. The IPD has recognized the importance of small and medium-sized enterprises (SMEs) in terms of their contribution to the economy and as a source of innovation in people management. It is in the tradition of recognition that may conveniently be dated from the Bolton (1971) Report. As part of t

8、he Changing Frontiers initiative, they commissioned from the Professional Development Foundation a study of people management in organizations employing between 20 and 200 people. Over 300 companies co-operated in the research. In this article we concentrate on those findings which relate to skills

9、shortage and recruitment. Skills shortage and recruitmentThis is an area of fundamental importance to the SME sector, and is a key area for human resource management (Vinten, 1996). There are two distinctions which affect human resource management in SMEs; first, that between internal and external l

10、abor markets and secondly between local and national labor markets (Mahoney and Decktop, 1986). In larger firms there is a greater possibility of development and emphasis on an internal labor market to ll training needs. Such firms can also draw on national labor markets. It is often claimed that th

11、e SME employer is less likely to have the clearly articulated promotional prospects to attract equivalent talent. The assumption of a high degree of dependency in SMEs on outside factors for their human resource supply ignores the extent to which this can be moderated by the effect of local influenc

12、es or fresh initiatives. A region may harbor a tradition of inter-firm collaboration, say through subcontracting, which could moderate the external labor movement. There remains considerable disagreement on the employment opportunities offered by SMEs compared to larger firms. Some authors refer to

13、the less formal and more personal forms of relationships in SMEs as being critical to increased efficiency through improved employee relations (Schumacher, 1989). However, others have questioned the view that interpersonal relationships are necessarily better in SMEs (Rainnie, 1989). It is apparent

14、that a clear understanding of how SMEs recruit and select staff is needed. The SMEs in fact may have some advantages in the extent to which they can use flexible working patterns. The patterns of working, methods used to recruit and factors taken into account to fix pay levels when recruiting were c

15、onsidered in the questionnaire. A large number of companies now use part-time workers, job-sharing and a considerable number use contracting out. However, fulltime working was still the most common form of employment. Smaller organizations tend to rely on local advertisements and personal recommenda

16、tions to recruit new staff. Some use is also made of recruitment agencies. Not surprisingly little use was reported of national advertisements. Among respondents with dedicated personnel staff, 46 per cent said they would not consult a personnel specialist for the recruitment of staff. Virtually all

17、 organizations used personal references when selecting staff. However, while application forms are a popular selection tool, they are not used by all organizations 11 per cent of organizations reported not using them at all. Psychometric tests were used by 17 per cent of organizations and 29 per cen

18、t used personality assessments. On at least some occasions job samples or aptitude tests were used by 35 per cent of organizations surveyed. Those respondents with personnel training were noticeably more likely to use psychometric tests or personality assessments. However, they were used as a regula

19、r part of selection only in about 1 in 10 cases. The most popular method for establishing pay levels was shown to be the value of the job to the organization, and the abilities or skills of the new person. Comparison with salaries paid to others in the industry was also used, but less often. In cont

20、rast with practice in larger organizations, previous pay levels of the new person and the previous incumbent were considered unimportant in smaller organizations. The majority of respondents to the interviews felt that they had no skills shortage problem. Reasons given for this varied from retaining

21、 and retraining existing staff, to the existence of a large skills pool due in many cases to the last few years of recession: No problem after the recession there are plenty of people with the skills we need looking for work. (Personnel Manager construction based business) Companies operating in spe

22、cialist areas and particularly newly emerging industries did report problems in some parts of their operation. The minority that was suffering a skills shortage were dealing with it by attempting to retain and retrain existing staff and by recruiting from wider areas. Attempts to ensure that staff s

23、tayed with the company were stressed by some. More creative approaches based on job design methods were also utilized. One approach was to remove unskilled tasks from skilled workers already in the company, thus allowing them to concentrate on their skilled tasks. A further trend seemed to emerge in

24、 that companies were changing their emphasis from finding the skills to fit the job, towards fitting the job to the available skills: We look after our staff and they stay with us. (Director marketing company) does a lot of our own training. Obviously this sets us back in terms of responsiveness. (P

25、ersonnel Officer software House) Adapt the job to the person rather than the person to the job. (Finance Director engineering based manufacturer) When asked what would be useful in dealing with the skills shortage the majority response again was that there was no issue to tackle. However, among thos

26、e who were facing a problem there was a feeling that individuals should leave education better equipped to understand and make a contribution to the industrial sector, and have a practical understanding of the world of work. A strong area of concern was that the education system still appears to act

27、ively discourage students from entering the industrial/ manufacturing sector, with the attitude that to do so is a last resort if exam results are not good enough for anything else: need a change of emphasis in the careers function. Rather than pushing people into Banking which has too many people,

28、push them towards industry which is where the jobs are. (Personnel Director engineering company) We need a change of image for manufacturing in the UK. (Managing Director technical products manufacturer)Many firms felt that the phasing out of the apprenticeship scheme removed what was previously a v

29、iable and respectable alternative to the academic path. The current set of vocational training initiatives was not viewed as providing the equivalent quality of training as the apprenticeship system: We are producing a generation of managers with no-one to manage. The abolition of the apprenticeship

30、 system has been disastrous for all industries, like ours, with a need for skilled manual labor. (Managing Director technical services company)These views have important echoes for the UK Plc. As Keep and Mayhew (1994) have pointed out, the Government has placed particular emphasis on the SME sector

31、 and the enterprise culture as a way to revitalize Britain: Unfortunately, for those who embrace hopes of a high-skill, high-tech UK economy competing successfully in world markets, there are indications that significant sections of the revitalized small firms sector do not chime particularly well w

32、ith this vision. Keep and Mayhew (1994) point out that many small firms are established in non-tradable areas, with only 1 per cent of sales made outside of the UK. These areas do not suggest a massive increase in demand for higher skills or qualifications. Several industries have already indicated

33、that the National Education and Training Targets are wildly optimistic with little chance of achievement. Many of the companies in this study were operating in high skills areas and were growth originated firms with strong export markets or potential. Few had anything positive to say about the curre

34、nt national approach to training. RecruitmentRecruitment is an issue for the company since it is a new industry there are skill shortages, and it provides a 24 hour service. Local people are preferred, but specialist skills are imported. At present expatriates are used to fill key positions if neede

35、d, but a policy of developing and growing talent in-house is in place. A succession planning system is now in development to further enhance this. Continuous improvement is one of the core values, and models to assist career planning in the company and in future careers outside the company are being

36、 introduced. Recruitment methods cover a wide range of tools, although psychometrics is only just being piloted to see if they add value to the process at a senior level.Remuneration Remuneration is very much market led. The market in the industry changes very rapidly, and an updated salary survey i

37、s needed to ensure the rates are in line with the market. Attempts to grade and band pay within jobs are in place. The bonus system is team based and linked to specific targets. The benefits package is part of the attempt to recruit staff as well as being part of the core value system. Classic entre

38、preneurial companies: case study Property Company Company Y is a wholly privately owned independent property database and property database training organization. The company started trading five years ago as a one-person organization. It has since grown to the size where it employs 30 people on a f

39、ull-time basis and several on a part-time basis. It is quoted as one of the top 100 of smaller companies in the UK. It is distinguished from other smaller companies by the similarities to larger organizations with respect to people management systems. The company has a philosophy that employees make

40、 the difference between business success and failure and consequently it is a high company priority that fair and equal people management systems are in place. It provides a good example of an emergent style of people management.Recruitment The main criteria for the Recruitment of: technical staff i

41、s the skills they possess in order to do the job; secretarial staff is the experience of doing the type of work; inputers, is the ability to type experience of this type of work could not have been gained in other work experience the company provides further training. Whether the individual is local

42、 or not is not of little relevance. The company has used agencies and also local and national advertising. They have had the most success recently from a local paper advertisement where the company is aiming to attract a broader age range of staff to input data on the database. Present recruitment m

43、ethods will remain in use in the future as the procedure in place has assisted in growing the business. Remuneration The company tends to set pay levels according to the existing skills of those recruited. However, they also stress that it has to relate to what people are already paid in the organiz

44、ation. It is difficult to recruit someone who is looking to earn 14K when there is already someone in the organization doing the same work for 12K. In order to set initial levels, the company looks at market rates and relates these to levels in the organization. Contributions are measured on an ongo

45、ing basis with the use of annual appraisals. This is supplemented by the continuous assessment of staff by their managers. While the Managing Director of the company does retain the ultimate decision-making authority for remuneration, it is rarely enforced. The process adopted is that the MD informs

46、 managers of the amount available for distribution and they then decide on levels to be set. Case study Card Protection Plan Card Protection Plan is a privately owned company. Its core business is providing a loss reporting service to card issuers for their card holders. The company is quoted as one

47、 of the top 100 performing private companies in the UK. Its success has mushroomed since formation in 1980. The company currently employs around 180 people. The company provides a good example of a proactive management style which seeks to align the management of human resource issues with the achie

48、vement of the business strategy.RecruitmentRecruitment is skills driven, neither industry nor locality driven. Previous experience of working in the industry is not essential; however, the skills for the job are important and would be expected. The key personnel are the telephone customer care opera

49、tors. The type of individual recruited is changing. The company has started to recruit groups of multi-skilled individuals as opposed to single skill. The idea is to have individuals who are able to function in a variety of work settings. This will be of benefit to the company as it will rotate skills to the areas in need at the time, and to the individual in terms of career development and