人力资源管理(中英文经典概述)课件

1、人力资源管理 HRMHuman Resource Management 第1页，共42页。管理部主要负责人力资源管理、行政管理、后勤管理，是公司的综合管理部门，主要围绕“人”来开展工作。管理我们的员工，协调外部关系、迎接宾客、服务我们的员工都是管理部的职责。管理部主要做什么？What does the AD mainly do?The Administrative Department is mainly responsible for human resource management, administrative management and logistics management.

2、It is the comprehensive management department of the company and mainly focuses on people.It is the responsibility of the Administrative Department to manage our staff, coordinate external relations, meet guests and serve our staff.第2页，共42页。WHAT IS HRM？PART 1人力资源管理简介第3页，共42页。人力资源管理就是预测组织人力资源需求并作出人力需

3、求计划、招聘选择人员并进行有效组织、考核绩效支付报酬并进行有效激励、结合组织与个人需要进行有效开发以便实现最优组织绩效的全过程 什么是人力资源管理Human resource management is to predict the organization human resources demand and to make human demand plan, choice of recruiting staff and pay the remuneration for effective organization, performance appraisal and effective

4、incentive, to meet the needs of organizations and individuals to develop effectively in order to realize the whole process of the optimal organizational performance第4页，共42页。人力资源管理六大模块：人力资源规划、招聘与配置、培训与开发、绩效管理、薪酬福利管理、劳动关系管理。人力资源管理六大模块Six modules of human resource management: human resource planning, r

5、ecruitment and allocation, training and development, performance management, salary and welfare management, and labor relations management.第5页，共42页。WHAT IS HRM Planning？PART 2人力资源管理规划第6页，共42页。人力资源管理规划就像航行出海的船，在出行前要找到适合的、明确的目标与方向，即最适合本部门公司的制度，这就需要确定HR工作目标定位和实现途径。人力资源规划Human resource management planni

6、ng, like a boat sailing out to sea before the trip to find the right and clear goal and direction, which is most suitable for the system of the company, the department that need to be sure HR work target and implementation approach.第7页，共42页。人力资源规划的目的在于结合企业发展战略，通过对企业资源状况以及人力资源管理现状的分析，找到未来人力资源工作的重点和方向

7、，并制定具体的工作方案和计划，以保证企业目标的顺利实现。人力资源规划Human resource planning is combined with the purpose of enterprise development strategy, through to the enterprise resources and human resources management present situation analysis, find the focus and direction of the future human resources work, and formulate con

8、crete work schemes and plans, to ensure the smooth realization of the goal of enterprise.第8页，共42页。人力资源规划的重点在于对企业人力资源管理现状信息进行收集、分析和统计，依据这些数据和结果，结合企业战略，制定未来人力资源工作的方案。正如航行出海的船只的航标的导航仪，人力资源规划在HR工作中起到一个定位目标和把握路线的作用。人力资源规划Human resource planning is focused on the enterprise human resources management pres

9、ent situation of information collection, analysis and statistics, on the basis of these data and results, combined with the enterprise strategy, formulate the future human resources work plan.Like the navigation AIDS of ships sailing out to sea, human resource planning plays a role in HR work in loc

10、ating objectives and grasping routes.第9页，共42页。战略规划人力资源规划预测人力资源需求对比需求和供给预测人力资源供给需求=供给劳动力过剩劳动力短缺NoAction限制招募减少工时提前退休解雇裁员招募HRP:对人力资源需要的系统规划过程，以确保组织在有需要时，有足够的员工和足够的技能人力资源规划过程第10页，共42页。WHAT IS HRM Recruitment and allotment？PART 3招聘与配置第11页，共42页。你可以教会一只火鸡爬上树，但最好是找来一只松鼠。you can teach a Turkey to climb a tre

11、e,But its best to find a squirrel.松鼠和火鸡Squirrels and turkeys招聘与配置第12页，共42页。人岗匹配：Person-job fit，即 P-J fit。定义为一个人能力与职位的需求之间，或者人的愿望与工作的属性之间的匹配。It is defined as a match between ones abilities and the needs of the position, or between ones desires and the attributes of the job.招聘与配置人岗匹配Person-job fit第13页

12、，共42页。人岗匹配Person-job fit组织（岗位）Organization (position)个人personal要求require能力ability供给supply需要need价值观、文化氛围Valuecultural atmosphere价值观、个性特征Valuepersonality 招聘与配置人组织匹配模型第14页，共42页。招聘与配置内招还是外招？内部招聘：Internal Recruitment外部招聘：external Recruitment When to recruit internally and when to recruit externally？ 第15页

13、，共42页。招聘工作流程 1、招聘需求调查 2、需求信息筛选、汇总、确认 3、拟定招聘计划（含渠道、预算） 4、发布招聘信息（内部、外部） 5、收集、筛选、预约面试 6、面试选拔 7、员工录用 8、跟进、评价第16页，共42页。WHAT IS HRM Training and Development？PART 4 培训与开发Training and Development第17页，共42页。人力资源的培训与开发都是指为了满足企业不断发展的需要，为了提高员工的知识和技能，改善员工的工作态度，使员工能胜任本职工作并不断有所创新，在综合考虑组织的发展目标和员工的个人发展目标的基础上，对员工进行的一系

14、列有计划、有组织的学习与训练活动。培训与开发定义 definition Human resources training and development is to point to in order to meet the needs of enterprise development, in order to improve the employees knowledge and skills, improve the staffs working attitude, make staff qualified for the job and constantly innovate, in

15、consideration of the organizations development goals and employees personal development goals, on the basis of a series of planned and organized the employees learning and training activities.第18页，共42页。培训Training 开发Development提供给学习者目前工作所需要的知识、技能、观念、规则和态度Provide learners with the knowledge, skills, i

16、deas, rules and attitudes they need for their current job学习超过目前工作所需要的知识、技能、观念、规则和态度，以应对组织的改变和成长Learn more than the knowledge, skills, ideas, rules and attitudes needed for your current job to cope with organizational change and growth培训与开发定义 definition 第19页，共42页。提高工作业绩Improve performance为今后可能的提升做准备P

17、repare for possible future promotions调动员工的积极性Motivate employees响应环境的变化Respond to changes in the environment建立优秀企业文化Build an excellent corporate culture培训的作用The role of training第20页，共42页。培训需求分析training demand analysis培训计划制定Training planning培训实施training implementation培训效果评估evaluation of the training e

18、ffectiveness 课程体系、教材体系、 师资队伍、教学设备等培训管理制度（课程开发、教材管理、师资管理、经费管理等）培训与开发的四个方面Four aspects第21页，共42页。现状current situation目标target培训什么？Training what?第22页，共42页。培训需求分析与计划制定培训实施与过程控制培训评估与反馈培训需求分析为什么培训(why)培训什么(what)培训谁(whom)确定培训目标制定培训计划确定评估标准培训准备谁培训(Who)在哪里培训(Where)培训的时间(When)培训实施过程控制根据培训标准衡量和比较培训效果结果反馈培训与开发培训管

19、理三环节第23页，共42页。培训评估的四个领域反应：受训者对培训的感觉怎么样？学习：在培训中学到了什么原理、事实和概念？行为：受训者的工作行为因培训改变了吗？结果：培训的结果是什么，如成本或离职人数等因素是否降低？培训与开发培训评估第24页，共42页。WHAT IS HRM Performance Management？PART 5 绩效管理Performance Management第25页，共42页。是指各级管理者和员工为了达到组织目标共同参与的绩效计划制定、绩效辅导沟通、绩效考核评价、绩效结果应用、绩效目标提升的持续循环过程，绩效管理的目的是持续提升个人、部门和组织的绩效。绩效管理Per

20、formance ManagementIs to point to managers and employees at all levels in order to achieve organizational goals to participate in the performance planning, performance coaching communication, performance evaluation, performance result applied, performance goals continuous cycle of ascension, perform

21、ance management is the purpose of the individual, the department continued ascension and performance of the organization.第26页，共42页。绩效管理的过程通常被看做一个循环，这个循环分为四个环节，即：绩效计划、绩效辅导、绩效考核与绩效反馈。绩效管理Performance ManagementThe process of performance management is often seen as a cycle, which is divided into four pa

22、rts: performance planning, performance tutoring, performance appraisal and performance feedback.第27页，共42页。绩效计划1.制定工作计划 结果应用7. 薪酬激励8. 学习与发展绩效评估（考核）4.绩效评定含自评和上级评定5.绩效反馈含绩效面谈和隔级面谈6个人能力发展计划绩效执行2.计划跟进与调整3.过程辅导与激励绩效管理 一般流程第28页，共42页。具体项目评分排序绩效反馈Performance feedback薪酬管理salary administration 员工优点和缺点的确定The ad

23、vantages and disadvantages fixed人事决策依据Personnel decision不合格绩效的识别Unchecked performance recognition个人绩效Personal Performance员工发展Employee development晋升决策Promotion decision留用/解聘决策Retention/dismissal团队和部门工作成绩的评价Evaluation of achievement5.75.65.45.25.05.0 4.94.84.84.712345578810绩效管理10种最重要用途The 10 most impo

24、rtant USES第29页，共42页。是指由员工自己、上司、直接部属、同仁同事甚至顾客等从全方位、各个角度来评估人员的方法。360度评估反馈（360Feedback）Refers to the staff themselves, the boss, direct departments, colleagues and even customers from all aspects of the evaluation of the staff from all angles.第30页，共42页。通过对关键参数进行设置、取样、计算、分析，衡量流程绩效的一种目标式量化管理指标，是把企业的战略目标分

25、解为可操作的工作目标的工具。关键业绩指标（KPI: Key Performance Indicator）By setting, sampling, calculating, analyzing key parameters, and measuring the target quantification management index of process performance, it is the tool to decompose the enterprises strategic target into a workable target.第31页，共42页。WHAT IS HRM

26、Compensation Management？PART 6薪酬管理Compensation Management第32页，共42页。薪酬管理，是在组织发展战略指导下，对员工薪酬支付原则、薪酬策略、薪酬水平、薪酬结构、薪酬构成进行确定、分配和调整的动态管理过程薪酬管理（Compensation Management）Compensation management, in organization development strategy under the guidance, the employees compensation principles, compensation strateg

27、y, compensation level, compensation structure, pay structure determination, distribution and adjustment of dynamic management process第33页，共42页。薪酬（Compensation）：雇主向雇员提供的所有物质性的报酬(Rewards)，以交换雇员的服务。工资：根据雇员所提供的劳动的数量和质量，按事先规定的标准付给雇员的劳动报酬。也可以说工资是劳动的价格。Salary：从事管理工作和负责经营等的人员按年或月领取的固定薪金。Wages：工人按件、小时、日、周或月领

28、取的工资。奖金：对雇员超额劳动的报酬。（作奖励用的钱）津贴与补贴：对雇员在特殊劳动条件、工作环境中的额外劳动消耗和生活费用的额外支出的补偿。通常把与生产（工作）相联系的补偿称为津贴，把与生活相联系的补偿称为补贴。福利（welfare）：现代汉语辞典“对职工生活的照顾”。是劳动的间接回报。薪酬福利基本概念第34页，共42页。AB 外部公平性External equity公平性 内部公平性Internal equity 个人公平性Personal equity薪酬福利薪酬公平性compensation equity Inequality rather than want is the cause

29、of trouble.第35页，共42页。WHAT IS HRM Labor Relations Management？PART 7 劳动关系管理Labor Relations Management第36页，共42页。现代的、积极的员工关系管理主要包含：劳动关系管理（指传统的签合同、解决劳动纠纷等内容）、法律问题及投诉。员工的活动和协调、心理咨询服务、员工的冲突管理、员工的内部沟通管理、工作丰富化、晋升、员工的信息管理、员工的奖惩管理、员工的纪律管理、辞退、裁员及临时解聘、合并及收购、工作扩大化、岗位轮换等。劳动关系管理（Labor Relations Management）Modern an

30、d active employee relationship management mainly includes: labor relationship management (referring to the traditional contract signing, solving labor disputes, etc.), legal problems and complaints.Employee activity and coordination, counseling, the staff of conflict management, staffs internal comm

31、unication management, job enrichment, promotion, employee information management, employee management, employee discipline, dismissal, rewards and punishments and temporary layoffs discharge, mergers and acquisitions, job enlargement, job rotation, etc.第37页，共42页。如何成为一个合格的人力资源管理者？How to become a qual

32、ified human resource manager一个好的心态 A good attitude一颗积极向上、主动学习的心A positive, active learning heart保密意识 Secrecy consciousness责任意识 responsibility consciousness服务意识 Service Consciousness三个意识 Three consciousness第38页，共42页。 谢谢聆听！ 第39页，共42页。爱是什么？一个精灵坐在碧绿的枝叶间沉思。风儿若有若无。一只鸟儿飞过来，停在枝上，望着远处将要成熟的稻田。精灵取出一束黄澄澄的稻谷问道：“

33、你爱这稻谷吗？”“爱。”“为什么？”“它驱赶我的饥饿。”鸟儿啄完稻谷，轻轻梳理着光润的羽毛。“现在你爱这稻谷吗？”精灵又取出一束黄澄澄的稻谷。鸟儿抬头望着远处的一湾泉水回答：“现在我爱那一湾泉水，我有点渴了。”精灵摘下一片树叶，里面盛了一汪泉水。鸟儿喝完泉水，准备振翅飞去。“请再回答我一个问题，”精灵伸出指尖，鸟儿停在上面。“你要去做什么更重要的事吗？我这里又稻谷也有泉水。”“我要去那片开着风信子的山谷，去看那朵风信子。”“为什么？它能驱赶你的饥饿？”“不能。”“它能滋润你的干渴？”“不能。”爱是什么？一个精灵坐在碧绿的枝叶间沉思。风儿若有若无。一只鸟儿飞过来，停在枝上，望着远处将要成熟的稻田。精灵取出一束黄澄澄的稻谷问道：“你爱这稻谷吗？”“爱。”“为什么？”“它驱赶我的饥饿。”鸟儿啄完稻谷，轻轻梳理着光润的羽毛。“现在你爱这稻谷吗？”精灵又取