工商管理外文翻譯 ----現(xiàn)代企業(yè)人力資源管理

1、<p>　　Modern Human Resources Management</p><p>　　1. The general situation of human resource management</p><p>　　Modern human resources management of enterprise roughly can divide into three

2、 levels, tactics plan, and carry out plan. Three levels represent human resources management advance, can embody the transition from traditional personnel management to modern human resources management. We will welcome

3、E era in the 21st century. In the face of the brand-new challenge, enterprises to obtain the competition advantage, human resources development and management can't be ignored. Through adapt to E era vio</p>&

4、lt;p>　　Among the course of enterprise management developing, it is not difficult to find that enterprise management have gone through production period and market period ,then enter the human resources leading period.

5、 We can say, at E era human resources will become direction of enterprises management. As we know, production period have kept quite a long stage, then we paid attention to products. Ford Motor was a vivid case of that p

6、eriod: Do you need the automobile which other colors? We only produce </p><p>　　Market leading is the trend of recent ten years domestic enterprises also pay attention to it. Its character is to pay attentio

7、n to market trend, market require, and customer satisfaction. Products quality and service are the foundation of customer satisfaction. Product quality and service promoted, enterprise could keep the occupation rate of m

8、arket. </p><p>　　Enterprise will adopt human resources to E era main characters globalization, world net and knowledge. Enterprises must know the function of human resources in the development.</p>&l

9、t;p>　　First of all, knowledge and technology have changed the measure of enterprise’s wealth and competition rule. Knowledge is strategic assets of enterprise, enterprise is the organization which can combine, create,

10、 transmit and use knowledge. So whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in c

11、ompetition. As knowledge and technology’s medium (human resources) on</p><p>　　In era of knowledge-driven economy, the fundamental change takes place in enterprises’ competition. E-era is knowledge-driven ec

12、onomy era, the competition based on key ability of enterprise. According to McKinsey advisory company’s view so-called key ability mean organization’s a series of complementary technical ability and knowledge, it have m

13、ade one or many aspects of business reach competition field first-class level. The cultivation of enterprise’s key ability will be based on information </p><p>　　Secondly, networked development change tradit

14、ional space-time conception, create one no demarcation and global working environment and vision. So, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expens

15、es greatly, but also made an impact to enterprise’s management. For example, application of computer and network technology, redistribute the power of enterprises. The development of communication means and network techn

16、ology enable cu</p><p>　　Moreover, globalization has already changed the border of the competition. Enterprises will face unprecedented challenge. Global economy integration under trade liberalization will m

17、ake multinational enterprises become important strength in international market competition. To obtain competition advantage under globalization background, enterprises’ administrators and human resources department must

18、 take human resources to program. They will set up new mode and procedure, train global sensitive </p><p>　　2. E era: Deep change of human resources management</p><p>　　E era, knowledge and tech

19、nology, network and globalization are the main character. New market, new product and new concept contain new thinking of enterprise’s key ability and management style. Human resources management in enterprise will take

20、deep change:</p><p>　　In the face of knowledge economy society, it demanding knowledge and information shared. Network make institutional framework do away with hierarchical system. On one hand, network tiss

21、ue group replace regular working office or position. Inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. In this case, gr

22、oup depends on members’ ability (not post) and tusk. Performance of group is the standard to ge</p><p>　　In future, the steady, machinery, repeated work will be replaced by the machine. There only left ment

23、al work, creative work. The “knowledge worker” will utilize his knowledge and innovation ability, offer products and additional value of service. People no longer regard pursuing the senior managerial position as the mai

24、n goal of job development. What they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. Thus, as the administrator, must </p><p>　　As to above-mention

25、ed changes, organization system redesigned should on background of human resources management of E era. E era, organization system will change produce, market, sale and research, development and financial departments. Bu

26、t implement a hierarchical system and network framework. In traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staff’s task clearly, so the expectation to th

27、e staff of the organization is clear. To </p><p>　　As the wide application of Internet technology, the competition and development will under the background “E-Business” times. It is obvious, management reco

28、nstruction and procedure recombination will become important means to break traditional rule and to obtain new competitive power. The rule of industrial economy can’t adapt to the growth and development of E-era. Human R

29、esource Department is layman or servant of technology no longer, information technology will be got application in human res</p><p>　　Internet technology can help enterprises organize and realize fictitiousl

30、y management. Internet technology will help enterprises to set up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. One organizat

31、ion must have ability on “how to study”, study ability will become competition advantage than rival.</p><p>　　3. E era: Existence of the human resources manager</p><p>　　In E era competitive env

32、ironment changing fast, it makes the managers face the change of human resources management field, play a role in transformation. More and more enterprises realize that set up competition advantage, the key is to make hu

33、man resources management effective. The administrator on the senior level of enterprises places much hope on this. Enterprise’s human resources manager would meet the challenge of E era. </p><p>　　First of a

34、ll, enterprise's human resources administrator's duty will be liberated from homework, administrative affairs gradually, will engage in strategic human resources management more. So, enterprise manpower resources

35、 by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. Among the 1994, American human resources management association meeting, coun

36、cil chairman Gale Parker point out, “Enterprise rebuild, s</p><p>　　As we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another s

37、trategic. So-called homework project mean attendance, personnel file administration, performance check and rate, wage and welfare administration and general affairs. And strategic project include manpower resources formu

38、lation, execution of policy, help on the middle and senior level selection of executive, education, training, career of staff plan, organizat</p><p>　　So, Enterprise’s human resources manager will be from th

39、at kind of administration of the past gradually. Role of general affairs and welfare committee would be changed. And become learning type organization, training pusher, senior advisor agent, strategic business partner, a

40、dministration’s expert and improvement advocator. </p><p>　　Secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understand and grasp the sui

41、table professional knowledge. He required speak the same “l(fā)anguage” to the business segments. Human resources administration is very important in the chain of enterprises day by day. It includes not only outside customer

42、 but also departments of enterprise. Human resource department should move towards “the service center” from the status “power center</p><p>　　Finally, human resources manager should locate a new role. Michi

43、gan University Reich professor said, as helper of enterprise to get competitiveness, human resources management should pay attention to output of work. According to strategic policy, administration’s efficiency, the staf

44、f’s contribution and changing, these four kinds outputs of human resources management, Reich sum up 4 basic roles of human resources management. They are strategic human resources, mechanism structure, of staff manag<

45、/p><p>　　In order to realize the above-mentioned roles, enterprise’s human resources manager need master four major key technical skills.</p><p>　　First, they should master the business procedure.

46、</p><p>　　Human resources employee becomes a part of core managing and management. They participate in the basic operational activity, have strategic business directions. </p><p>　　Second, they

47、grasp the manpower resources.</p><p>　　It means that human resources management should guarantee basic managements and coordinate each other, and should bear the responsibility the executive function.</p&

48、gt;<p>　　Third, personal reputation</p><p>　　It means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability.</p><p>　　Fourth,

49、grasp transformation</p><p>　　It requires human resources manager to understand how to lead enterprises’ improvement and recombination.</p><p>　　現(xiàn)代企業(yè)人力資源管理</p><p>　　一、現(xiàn)代企業(yè)人力資源管理概況&l

50、t;/p><p>　　現(xiàn)代企業(yè)的人力資源管理大致可分為三個(gè)層次，及策略規(guī)劃、制度規(guī)劃和作業(yè)執(zhí)行。這三個(gè)層次其實(shí)也代表了人力資源管理的不同發(fā)展階段，可以體現(xiàn)出從傳統(tǒng)的人事管理到現(xiàn)代人力資源管理的過(guò)渡。二十一世紀(jì)我們?nèi)嬗瓉?lái)了E時(shí)代。面對(duì)全新挑戰(zhàn)，企業(yè)要獲取競(jìng)爭(zhēng)優(yōu)勢(shì)，人力資源開(kāi)發(fā)與管理不可忽視。通過(guò)適應(yīng)E時(shí)代劇烈的企業(yè)變化和動(dòng)蕩的新挑戰(zhàn)，促進(jìn)企業(yè)組織開(kāi)發(fā)、流程重組和管理變革，發(fā)揮并提升人力資源的潛能，成為企業(yè)人力資源管理

51、工作者當(dāng)仁不讓的職責(zé)。</p><p>　　從近一個(gè)世紀(jì)企業(yè)經(jīng)營(yíng)的發(fā)展過(guò)程中，我們不難發(fā)現(xiàn)企業(yè)經(jīng)營(yíng)歷經(jīng)了從生產(chǎn)導(dǎo)向到市場(chǎng)導(dǎo)向的演進(jìn)過(guò)程，目前正在進(jìn)入人力資源導(dǎo)向時(shí)代?？梢哉f(shuō)，在E時(shí)代，人力資源導(dǎo)向?qū)⒊蔀槠髽I(yè)獲取成功的基本導(dǎo)向。</p><p>　　眾所周知，生產(chǎn)導(dǎo)向的階段維持了相當(dāng)久，當(dāng)時(shí)重視的是產(chǎn)品。福特汽車(chē)就曾是那個(gè)時(shí)代一個(gè)生動(dòng)的典型：你們需要其他顏色的汽車(chē)嗎？我們只生產(chǎn)黑色。<

52、/p><p>　　市場(chǎng)導(dǎo)向是近十幾年來(lái)的趨勢(shì)，國(guó)內(nèi)企業(yè)也相當(dāng)重視。其特點(diǎn)是重視市場(chǎng)趨勢(shì)、市場(chǎng)要求、以及顧客滿意度；尤其，以產(chǎn)品或服務(wù)的品質(zhì)、質(zhì)量，作為顧客滿意度的基礎(chǔ)。只有提升產(chǎn)品與服務(wù)的質(zhì)量與品質(zhì)，才能享有市場(chǎng)占有率。而"品質(zhì)、質(zhì)量"的貢獻(xiàn)者、達(dá)成者、實(shí)現(xiàn)者是誰(shuí)呢？</p><p>　　企業(yè)采用人力資源導(dǎo)向是由知識(shí)化、網(wǎng)絡(luò)化及全球化的E時(shí)代根本特征和企業(yè)競(jìng)爭(zhēng)格局所決定的。

53、企業(yè)須以全新的視角來(lái)認(rèn)識(shí)人力資源在企業(yè)發(fā)展中的作用。</p><p>　　首先，知識(shí)化改變了衡量企業(yè)財(cái)富的標(biāo)準(zhǔn)和競(jìng)爭(zhēng)規(guī)則。知識(shí)是企業(yè)的戰(zhàn)略資產(chǎn)，企業(yè)是一種知識(shí)整合系統(tǒng)或是創(chuàng)造、傳遞和運(yùn)用知識(shí)的組織。所以企業(yè)是否擁有創(chuàng)新知識(shí)，或異質(zhì)性未編碼知識(shí)，就成為連續(xù)推動(dòng)企業(yè)提高生產(chǎn)率，提升并創(chuàng)造連續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)的源泉。作為知識(shí)和技能“承載者”的人力資源，代表了企業(yè)所擁有的專門(mén)知識(shí)、技能和能力的總和，是企業(yè)創(chuàng)造獨(dú)占性的異質(zhì)知識(shí)和壟

54、斷技術(shù)優(yōu)勢(shì)的基礎(chǔ)。雖然企業(yè)的科技和知識(shí)是無(wú)形的，但代表企業(yè)知識(shí)、技能和能力水平的人力資源卻是真實(shí)存在，并能加以管理、培訓(xùn)和開(kāi)發(fā)的。至此，企業(yè)的人力資源就成為決定企業(yè)市場(chǎng)價(jià)值的關(guān)鍵因素。如從一定程度上講，Microsoft的市場(chǎng)價(jià)值是超出GE的。</p><p>　　知識(shí)經(jīng)濟(jì)時(shí)代，企業(yè)競(jìng)爭(zhēng)方式發(fā)生根本性變革。E時(shí)代是知識(shí)經(jīng)濟(jì)的時(shí)代，企業(yè)的競(jìng)爭(zhēng)將基于核心能力的競(jìng)爭(zhēng)。根據(jù)麥肯錫（McKinsey）咨詢公司的觀點(diǎn)，所謂核

55、心能力是指某一組織內(nèi)部一系列互補(bǔ)的技能和知識(shí)的結(jié)合，它具有使一項(xiàng)或多項(xiàng)業(yè)務(wù)達(dá)到競(jìng)爭(zhēng)領(lǐng)域一流水平的能力。企業(yè)核心能力的培育將基于知識(shí)管理。在國(guó)外出現(xiàn)一個(gè)類(lèi)似CEO、CIO職位的CKO（Chief Knowledge Officer）職位，中文應(yīng)該稱為首席知識(shí)官或知識(shí)總監(jiān)，其責(zé)任是促進(jìn)員工知識(shí)與技能水平的不斷提升，確保組織在高科技時(shí)代的競(jìng)爭(zhēng)力。</p><p>　　其次，網(wǎng)絡(luò)化的發(fā)展改變了傳統(tǒng)的時(shí)空觀念，創(chuàng)造了一個(gè)不

56、受地理邊界限制與束縛的全球工作環(huán)境和視野。因此，新技術(shù)的飛速發(fā)展，不僅提高了企業(yè)的經(jīng)營(yíng)生產(chǎn)效率，大大降低了交易費(fèi)用，而且對(duì)企業(yè)管理方式產(chǎn)生巨大沖擊。例如，計(jì)算機(jī)網(wǎng)絡(luò)和技術(shù)的運(yùn)用，客觀上重新分配了企業(yè)的內(nèi)部權(quán)力；通訊手段和網(wǎng)絡(luò)技術(shù)的發(fā)展，使顧客和員工能在獲得更多相關(guān)信息基礎(chǔ)上，提高反應(yīng)速度和靈活性，創(chuàng)造更多的機(jī)會(huì)。技術(shù)的發(fā)展將不斷地重新定義工作時(shí)間和工作的方式。信息技術(shù)的飛速發(fā)展，使得企業(yè)越發(fā)認(rèn)識(shí)到能夠創(chuàng)造技術(shù)的人才的重要作用。越來(lái)越多的

57、企業(yè)將會(huì)把人力資源管理工作提高到相當(dāng)重要的程度。</p><p>　　再次，全球化已徹底改變了競(jìng)爭(zhēng)的邊界，使企業(yè)面臨前所未有的強(qiáng)度挑戰(zhàn)。經(jīng)濟(jì)全球化與貿(mào)易自由化帶動(dòng)下的全球經(jīng)濟(jì)一體化，將使多國(guó)企業(yè)成為國(guó)際市場(chǎng)競(jìng)爭(zhēng)中的重要力量。為在全球化背景下獲取競(jìng)爭(zhēng)優(yōu)勢(shì)，企業(yè)各部門(mén)的管理者和人力資源從業(yè)人士，必須以一種新的全球思維方式重新思考企業(yè)人力資源的角色與價(jià)值增值問(wèn)題，建立新的模式和流程來(lái)培養(yǎng)全球性的靈敏嗅覺(jué)、核心能力。如許

58、多跨國(guó)公司堅(jiān)持的"思維全球化，行動(dòng)當(dāng)?shù)鼗?quot;原則就是全球化給企業(yè)帶來(lái)的挑戰(zhàn)。國(guó)際競(jìng)爭(zhēng)的深化必然推動(dòng)企業(yè)在全球內(nèi)配置資源，更包括人力資源的全球配置。管理人力資源的難度、培訓(xùn)的難度、不同文化的沖突、跨文化管理，都將成為企業(yè)人力資源管理的重要問(wèn)題。</p><p>　　二、E時(shí)代：人力資源管理的深刻變化</p><p>　　在知識(shí)化、網(wǎng)絡(luò)化與全球化的E時(shí)代，新市場(chǎng)、新產(chǎn)品、新觀

59、念，也蘊(yùn)含著對(duì)企業(yè)核心能力和經(jīng)營(yíng)方式的新思考。對(duì)于企業(yè)的人力資源管理，也會(huì)形成深刻的變化：</p><p>　　面對(duì)E時(shí)代的知識(shí)經(jīng)濟(jì)社會(huì)，知識(shí)化要求知識(shí)與信息共享，網(wǎng)絡(luò)化使組織結(jié)構(gòu)扁平化成為可能。一方面，網(wǎng)絡(luò)狀分布的組織團(tuán)隊(duì)代替了固定的工作部門(mén)或職位，出現(xiàn)了跨職能、跨部門(mén)的團(tuán)隊(duì)。在企業(yè)內(nèi)部，團(tuán)隊(duì)與團(tuán)隊(duì)之間是獨(dú)立的，又是互補(bǔ)的，從而產(chǎn)生整體大于部分之和的綜合效果。在這種情況下，團(tuán)隊(duì)是由成員依其專長(zhǎng)（而非職務(wù)）和任務(wù)

60、的需要而自主構(gòu)成，團(tuán)隊(duì)的績(jī)效可以由其任務(wù)的完成狀況獲得評(píng)價(jià)后得到相應(yīng)的報(bào)酬。另一方面，網(wǎng)絡(luò)使主要承擔(dān)上下之間信息溝通的中間管理層失去應(yīng)用的作用而遭到精簡(jiǎn)。結(jié)果，企業(yè)中的較高職位減少了，使得傳統(tǒng)的升遷途徑減少了，導(dǎo)致職業(yè)發(fā)展中沿著組織層級(jí)向上攀升的機(jī)會(huì)也大大減少了。在適應(yīng)未來(lái)發(fā)展的企業(yè)人力資源發(fā)展系統(tǒng)中，工作并非職位而是任務(wù)，同時(shí)任務(wù)又是在不斷變化的。</p><p>　　未來(lái)，穩(wěn)定的、機(jī)械性的、重復(fù)性的工作，基本

61、上被機(jī)器所取代，或者將被“外包”，最終只剩下腦力的、創(chuàng)造性的工作。“知識(shí)工作者”利用自己的知識(shí)和創(chuàng)新能力，提供產(chǎn)品和服務(wù)的附加價(jià)值。人們不再把追求高級(jí)管理職位作為職業(yè)發(fā)展的主要目標(biāo)，他們需要的是較大的自主權(quán)和工作彈性，以便發(fā)揮他們較高的生產(chǎn)能力。從而，作為管理者，必須擅長(zhǎng)于溝通和營(yíng)造輕松的工作氛圍。隨著技術(shù)水平的不斷提高，員工在企業(yè)中的地位越來(lái)越重要，滿足員工工作生活質(zhì)量的要求將成為E時(shí)代人力資源管理的核心目標(biāo)之一。員工不僅要得到公平合

62、理的充足報(bào)酬，不僅要得到發(fā)展自我的機(jī)會(huì)和條件，而且還要得到職業(yè)安全保障。換言之，企業(yè)終將意識(shí)到員工需要的不是工作，而是職業(yè)。</p><p>　　基于上述變化，組織的重新設(shè)計(jì)將成為E時(shí)代人力資源管理重要的制度背景。E時(shí)代的組織設(shè)計(jì)將改變傳統(tǒng)的依據(jù)功能來(lái)組織生產(chǎn)、市場(chǎng)與銷(xiāo)售、研究與開(kāi)發(fā)、財(cái)務(wù)等業(yè)務(wù)部門(mén)的做法，而是實(shí)行組織結(jié)構(gòu)方面的扁平化和網(wǎng)絡(luò)化。在傳統(tǒng)的金字塔式組織結(jié)構(gòu)中，強(qiáng)調(diào)的是命令與控制，重視清晰地描述員工的任

63、務(wù)，因此組織對(duì)員工的期望是明確的；員工的晉升路線也是垂直晉升，晉升意味著責(zé)任的增大、地位的提高與更高的報(bào)酬；人力資源管理的全部信息都集中在組織的最高管理層。相比之下，在扁平式組織結(jié)構(gòu)中，強(qiáng)調(diào)對(duì)員工的授權(quán)，并把被授權(quán)的員工組成工作小組；組織鼓勵(lì)員工擴(kuò)大自己的工作內(nèi)容，提高員工的通用性和靈活性；培訓(xùn)系統(tǒng)和報(bào)酬系統(tǒng)都支持水平的晉升。在網(wǎng)絡(luò)化組織中，多個(gè)公司根據(jù)各自員工的專長(zhǎng)組成各種工作小組，完成特定的任務(wù)，這種工作小組通常包括各個(gè)方面的專家。

64、在網(wǎng)絡(luò)化組織中，一般更加強(qiáng)調(diào)員工的參與管理，重新構(gòu)造組織的邊界。在過(guò)去的5－10年中，工業(yè)經(jīng)濟(jì)時(shí)代占據(jù)支配地位的以命令和控制為主的決策和資源分配集中制的管理方式已經(jīng)讓位給更加靈活的組織機(jī)制。GE的CEO杰克.韋爾奇所謂的：“確保組織在未來(lái)的成功關(guān)鍵在于有合適的人去解決最重要的業(yè)務(wù)問(wèn)題，無(wú)論</p><p>　　隨著Internet技術(shù)的廣泛應(yīng)用，企業(yè)將在“電子商務(wù)”時(shí)代背景下競(jìng)爭(zhēng)與發(fā)展?？梢?jiàn)，管理再造和流程重組將

65、成為企業(yè)打破傳統(tǒng)規(guī)則，獲取新競(jìng)爭(zhēng)能力的重要手段。工業(yè)經(jīng)濟(jì)時(shí)代的商業(yè)規(guī)則“科層制”管理模式已不適應(yīng)E時(shí)代企業(yè)的成長(zhǎng)與發(fā)展，甚至成為企業(yè)生存與發(fā)展的嚴(yán)重桎梏。而且，人力資源部門(mén)不再是技術(shù)的門(mén)外漢或奴仆，信息技術(shù)將更加廣泛地在人力資源工作領(lǐng)域中得到應(yīng)用。企業(yè)的人力資源管理充分建立在企業(yè)網(wǎng)絡(luò)化的組織結(jié)構(gòu)之上，并突破企業(yè)邊界的局限。企業(yè)內(nèi)外的研究與交流、溝通等將更加快捷。在人力資源和雇員關(guān)系中，職位空缺公布、專家搜尋、雇員培訓(xùn)與支持、遠(yuǎn)距離學(xué)習(xí)等

66、，將有效應(yīng)用互聯(lián)網(wǎng)。</p><p>　　運(yùn)用Internet技術(shù)幫助企業(yè)建立虛擬組織并實(shí)現(xiàn)虛擬化管理，以有效利用整個(gè)社會(huì)一切可利用的資源。運(yùn)用Internet技術(shù)幫助企業(yè)建立知識(shí)管理系統(tǒng)，建立學(xué)習(xí)型組織，以幫助企業(yè)獲得長(zhǎng)期發(fā)展的競(jìng)爭(zhēng)力。一個(gè)組織必須擁有“如何去學(xué)習(xí)”的能力，并且比對(duì)手學(xué)得更快的能力成為企業(yè)唯一持久的競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　三、E時(shí)代：人力資源經(jīng)理人的生存</

67、p><p>　　不適應(yīng)，則死亡。E時(shí)代的快速變化的競(jìng)爭(zhēng)環(huán)境，使得企業(yè)人力資源經(jīng)理人必須正視人力資源管理領(lǐng)域的變革，積極地進(jìn)行職能轉(zhuǎn)變與角色定位。已經(jīng)有越來(lái)越多的企業(yè)在認(rèn)識(shí)到建立自身的競(jìng)爭(zhēng)優(yōu)勢(shì)關(guān)鍵是如何去建立并運(yùn)行有效的人力資源管理，企業(yè)高層管理者對(duì)此寄予很大希望。企業(yè)人力資源經(jīng)理人只有全面迎接E時(shí)代的挑戰(zhàn)，才能在企業(yè)發(fā)展中發(fā)揮應(yīng)有的作用。 </p><p>　　首先，企業(yè)人力資源管理者的職責(zé)將

68、逐漸從作業(yè)性、行政性事務(wù)中解放出來(lái)，更多地從事戰(zhàn)略性人力資源管理工作。因此，企業(yè)人力資源管理部門(mén)已逐漸由原來(lái)的非主流的功能性部門(mén)，轉(zhuǎn)而成為企業(yè)經(jīng)營(yíng)業(yè)務(wù)部門(mén)的戰(zhàn)略伙伴。在1994年美國(guó)人力資源管理協(xié)會(huì)會(huì)議中，理事會(huì)主席Gale Parker指出：企業(yè)再造、結(jié)構(gòu)重組、規(guī)模精簡(jiǎn)的變革大潮都要求人力資源經(jīng)理成為首席執(zhí)行官的戰(zhàn)略伙伴，幫助計(jì)劃、實(shí)施組織變革。人力資源經(jīng)理人越來(lái)越多地參與企業(yè)戰(zhàn)略、組織業(yè)務(wù)活動(dòng)，領(lǐng)導(dǎo)企業(yè)變革，建立競(jìng)爭(zhēng)優(yōu)勢(shì)，傳播職能技

69、術(shù)并擔(dān)當(dāng)起員工宣傳者和倡議者的角色，并對(duì)員工績(jī)效和生產(chǎn)率負(fù)責(zé)等。許多國(guó)外企業(yè)，由一位副總直接負(fù)責(zé)人力資源管理，以此提高人力資源在公司中的戰(zhàn)略價(jià)值，保證公司的人力資源政策與公司的發(fā)展戰(zhàn)略匹配。</p><p>　　我們都知道傳統(tǒng)的企業(yè)人力資源管理工作大致可分為兩方面，一種是作業(yè)性的，另一種是戰(zhàn)略性的。所謂作業(yè)性項(xiàng)目指的是考勤、人事檔案管理、績(jī)效考評(píng)、薪資福利等行政性和總務(wù)性的工作。而戰(zhàn)略性項(xiàng)目包括人力資源政策的制定

70、、執(zhí)行，幫助中高層主管的甄選，員工的教育、培訓(xùn)、生涯規(guī)劃，組織發(fā)展規(guī)劃和為業(yè)務(wù)發(fā)展開(kāi)發(fā)、留住人才等等，具有相當(dāng)?shù)那罢靶?。把一些非核心的、過(guò)于細(xì)節(jié)化的傳統(tǒng)性人事管理業(yè)務(wù)外包出去，也將成為企業(yè)提升人力資源競(jìng)爭(zhēng)力的選擇，因?yàn)檫@種作業(yè)附加值很低，使人分心并偏離重要的戰(zhàn)略性事務(wù)，不利于提升人力資源管理的形象和重要性。把這些傳統(tǒng)事務(wù)分離出去，由其他部門(mén)或“員工事務(wù)部”之類(lèi)的機(jī)構(gòu)去管理，而人力資源部專注于系統(tǒng)性全局性的戰(zhàn)略事務(wù)。</p>

71、<p>　　因此，企業(yè)人力資源經(jīng)理人將逐漸從過(guò)去那種行政、總務(wù)、福利委員會(huì)角色轉(zhuǎn)變成為學(xué)習(xí)型組織、教育的推動(dòng)者、高層主管的咨詢顧問(wèn)、戰(zhàn)略業(yè)務(wù)伙伴、管理職能專家和變革的倡導(dǎo)者等。 </p><p>　　其次，人力資源經(jīng)理人需要具備相應(yīng)的全球人力資源管理技能，能了解并掌握相當(dāng)?shù)臉I(yè)務(wù)知識(shí)，更要求能與業(yè)務(wù)部門(mén)說(shuō)一樣的“語(yǔ)言”。人力資源管理已日益突顯其在企業(yè)價(jià)值鏈中的重要作用，這種作用就在于能為“顧客”，既包括

72、企業(yè)外部顧客，又包括企業(yè)內(nèi)各個(gè)部門(mén)提供附加價(jià)值。這種內(nèi)部提供不僅可以實(shí)現(xiàn)為業(yè)務(wù)部門(mén)的定制服務(wù)，而且可以突顯人力資源管理的價(jià)值、鞏固人力資源部門(mén)的地位。人力資源部門(mén)應(yīng)該從“權(quán)力中心（Power Center）”的地位走向“服務(wù)中心（Service Center）”。人力資源經(jīng)理人必須具備一套全新的思維方式，去考慮“顧客”需要什么樣的人力資源服務(wù)并怎樣提供這些服務(wù)，籍此創(chuàng)造在企業(yè)中的權(quán)威。</p><p>　　最后，

73、人力資源經(jīng)理人應(yīng)進(jìn)行人力資源管理角色的再定位。密歇根大學(xué)的沃爾里奇（Ulrich）教授認(rèn)為，作為企業(yè)獲取競(jìng)爭(zhēng)力的幫手，人力資源管理應(yīng)更注重工作的產(chǎn)出，而不僅僅是把工作做好。根據(jù)人力資源管理的戰(zhàn)略決策、行政效率、員工的貢獻(xiàn)和變化能力這四種產(chǎn)出，沃爾里奇歸納了人力資源管理的四個(gè)基本角色。它們分別是戰(zhàn)略性人力資源、管理組織的機(jī)制結(jié)構(gòu)、管理員工的貢獻(xiàn)程度、管理轉(zhuǎn)型和變化。</p><p>　　為實(shí)現(xiàn)上述角色再定位，企業(yè)人

74、力資源經(jīng)理人需要掌握的四大核心技能：</p><p><b>　　1、掌握業(yè)務(wù)</b></p><p>　　要求人力資源從業(yè)人員成為企業(yè)核心經(jīng)營(yíng)、管理層的一部分，了解并參與基本的業(yè)務(wù)活動(dòng)，具有強(qiáng)烈的戰(zhàn)略業(yè)務(wù)導(dǎo)向。</p><p><b>　　2、掌握人力資源</b></p><p>　　是指人力資源

75、管理要確?；镜墓芾砗蛯?shí)踐相互協(xié)調(diào)，并擔(dān)當(dāng)起行政職能。</p><p><b>　　3、個(gè)人信譽(yù)</b></p><p>　　是指人力資源從業(yè)人員應(yīng)具備良好的人際影響能力、問(wèn)題解決能力和創(chuàng)新能力。</p><p><b>　　4、掌握變革</b></p><p>　　要求人力資源管理懂得如何領(lǐng)導(dǎo)企業(yè)