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外文翻译--中小企业招聘中的技能短缺

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外文翻译--中小企业招聘中的技能短缺外文翻译--中小企业招聘中的技能短缺 2012届本科毕业论文外文翻译 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...
外文翻译--中小企业招聘中的技能短缺
外文翻译--中小企业招聘中的技能短缺 2012届本科毕业论文外文翻译 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 sector Author(s): Gerald Vinten, (Southampton 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 - 242 Keywords: Human resource management, Job evaluation, Recruitment, Remuneration, Small-to-medium-sized enterprises, Training Article Research paper type: DOI: 10.1108/13620439810234491 (Permanent URL) Publisher: MCB UP Ltd Skills shortage and recruitment is an area of undeniable importance to the SME Abstract: sector and a challenge for human resource management. This article reports on the findings from a study of people management 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 large 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 abilities or skills of the new employee. Most respondents to this survey felt that they had no skills shortage problem. Introduction The Institute of Personnel and Development (IPD) launched a major initiative "Managing People: The Changing Frontiers", to investigate the key issues facing personnel management. 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 the "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 shortage and recruitment. Skills shortage and recruitment This 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 labor 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 the 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 influences 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 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 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 considered 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 recommendations 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 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 cent 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 regular 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 contrast 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 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 specialist 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 stayed 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 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. (Personnel 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 those 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 actively 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, 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 viable 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 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 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 with 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 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 current national approach to training. Recruitment Recruitment 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 needed, 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 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 is 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 entrepreneurial 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 full-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 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 is 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 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 methods 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 organization. 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 ongoing 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 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 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 achievement of the business strategy. Recruitment Recruitment 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 operators. 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 gaining experience of a wide variety of tasks. The company uses a range of selection procedures – all administered on an in-house basis. These include the use of: psychometric tools – verbal and numerical, letter writing and data inputting exercises; role plays; multi-skills group interview sessions; and personality questionnaires. The criteria for jobs are detailed in competency terms with skills broken down into component parts. Remuneration At the moment pay levels are set according to the existing skills of those recruited and their contribution to business goals. However, this is likely to change as the HR Manager has put a proposal forward for a job evaluation scheme to look at the value of core skills and how they are perceived as contributing to business success. The way in which contributions were set during the last pay round was for a team’s supervisor to assess the team by giving a rating on competencies and skills. This involved a process of looking at the hierarchy of competencies. This was then used to level out the differential in clerical positions. The Managing Director does hold ultimate authority for remuneration in the company but this is delegated to the Operations and Finance Director and last year no adjustments were made by the MD. Case study – a publishing company using specialist staff The company publishes a prestigious high quality ne objects magazine. It is a wholly owned subsidiary of a privately owned publication corporation. It provides a good example of a reactive style of people management. The company is treated like a subsidiary by the parent company, but it behaves like an independent unit. It has difficulty in staying within the parent company's administrative and organizational framework. These tend to stifle the initiative that an organization like Company X needs in order to produce a high quality, "top of the range" magazine with excellent international credentials. There is conflict of opinion as to how things should be done between the parent company and this one. There is strict control over costs and spending by the Directors of the company. Spending can not take place without the Directors' approval. As far as the product is concerned – the production of a high quality magazine – there is direct intervention from senior management in terms of the quality of the production. The management takes a "hands on" approach. There are systems in place to check for consistent quality and through the process of signing off proofs; staff are made accountable for their work. There are few management meetings. Organization of the work is fairly casual and informal. The organization is described as open and at with no middle management posts. This is seen to facilitate open and direct communication between members of staff and senior management. The organization is divided into two areas of responsibility between the Managing Director and the Sales Director. The former is responsible for the creative/production side of the business while the latter is responsible for the financial side. Recruitment The main criterion for recruitment is the ability to do the job. Whether the individual is local or not is not of importance. Individuals are recruited in order to help expand the business or maintain the quality of the product. For example, the company is interested in developing additional products based on the current product. In order to evaluate the resources necessary for this the company is in the process of appointing a specialist Information Technology (IT) consultant to research this area. If successful this person would be brought on to the staff to head up the new division. Recruitment is considered in order to grow the business. Methods of recruitment for this company will not change in the near future. The company looks inside its own industry for staff because of the specialist nature of the business. Recruitment generally tends to be low. This is because it is company philosophy to try and keep staff happy and motivated in their work. There are currently five people with five years' service in the company and another five people with ten years' service. Remuneration Pay levels are set by Head Office and do not relate to the existing skills of those recruited. It is felt in the company that there are individuals who should be paid significantly more than they are being paid. This leads people in the company to feel that they are not valued for the contribution they make. This attitude is felt at all levels from the top down. Initial contributions are set by Head Office and measured on an annual basis by the Managing Director and the Financial Director. These are linked to management accounts and also by looking at cost expectations against budget. The financial/expenditure side of the company is tied very closely to their management accounts. 中文翻译: 中小企业招聘中的技能短缺 关键词:人力资源管理、工作绩效、招聘、报酬、中小型企业、培训 摘要:技能短缺和招聘是不可否认的重要领域,也是对中小企业人力资源管理的一次挑 战。本文报导的调查单位是在一个通常雇佣20到200不超过300的管理结构。它旨在 提供一个关于较大和较小的中小企业怎样招募和选择员工的清晰认识。实证结果发现, 中小企业在他们使用弹性工作模式上也许有一定程度的优势。大量的公司使用兼职工 人、工作承担和承包出去。然而,全职的工作仍然是最常见的就业形式。本文阐述了再 中小型企业中创建薪酬水平的常用方法是在组织工作的价值和新雇员工的能力或技能。 本次调查的大多数受访者认为自己已经没有技能短缺的问题。 介绍 人事和发展协会(IPD)推出了一项重大举措:“管理,变化中的前沿”,调查了人事管 理面临的关键问题。IPD已认识到中小型企业在对经济的贡献和在人的管理创新方面的 重要性。它在传统的认可上可以追溯到博尔顿(1971年)的报告。 作为的“前言”倡议的一部分,他们委托的专业发展基金会在雇用20至200人的组织 中做以人为本的管理研究。300多家公司参与了这次的共同研究。我们将集中研究那些 涉及到技能短缺和招聘的结果。 技能短缺和招聘 对于中小企业部门来说,这是一个具有根本重要性的领域,并且对于人力资源管理 也是一个关键性领域(云顿,1996年)。有两个影响中小型企业的人力资源管理的区别; 第一,在内部和外部劳动力市场之间。第二,在地方和国家劳动力市场之间(Mahoney and Decktop, 1986)。在规模较大的公司,有一个更大的关于在内部劳动力市场上11个培训 需求的发展和强调的可能性。这些公司还可以利用国家劳动市场。它往往是中小企业雇主声称是不太可能有明确规定的推广前景以吸引相当的人才的。 一个高度依赖外界因素的中小企业为他们由于人力资源供给的假设被忽略了,这可以通过当地的影响或新倡议的效果来减轻其程度。一个企业可能有企业间合作的传统,通过外包可以减轻外部的劳工运动。与大企业相比,中小企业提供的就业机会仍然存在较大分歧。有些作者指出在中小企业中,不那么正式,更多的是个人关系,所以通过改善员工关系是提高效率的关键(舒马赫,1989)。不过,也有质疑认为,人际关系在中小企业必定更好(瑞妮,1989)。很明显,中小企业如何招聘和选择员工需要一个清醒的认识。事实上,中小型企业可能在他们可以利用灵活的工作模式程度上有一些优势。灵活的工作模式,方法被用于招聘,当招聘被考虑在问卷中,调整薪酬水平时各种因素也被考虑内。 现在大量的公司使用兼职人员,轮班制和相当数量的外包。然而,全职工作就业仍是最常见的形式。规模较小的组织往往依靠本地广告和个人推荐招聘新员工。一些使用了招聘机构。毫不奇怪,只有很少的被报道使用国家广告。在受访的专职人员中,46,的受访者表示,他们不会作为招聘工作人员的人事专家做咨询。几乎所有的组织在挑选员工时都使用个人参考。然而,当工作申请表是一种很受欢迎的选择工具时,他们不被所有的企业使用—11,的组织不使用他们。17,的组织使用心理测试,29%的组织则使用个性评估。至少在一些场合智力测试的工作样本被35%的组织用来调查。使用个人训练的受访者明显更可能使用心理测验,人格评估。然而,他们被用来作为一个经常的选择,只有约110例。 组织工作的价值和新员工的能力或技能被证明是建立薪酬水平最常用的方法。在行业中,与支付给他人的工资相比也会使用,但不经常。与大型组织中的实践相比,新员工与以往在位者以前的薪酬水平在规模较小的组织中被认为是不重要的。在这次访谈中,大多数的受访者认为他们没有技能短缺的问题。他们给出的理由与保留和再培训现有员工不同,由于在最近几年经济不景气的很多情况下存在大量的技能池:没有问题—经济衰退后,有很多我们需要寻找来工作的有技能的员工(人事经理—建设基础业务)。 在专业领域和行业,尤其是新出现的公司,在他们运作的一些部分中的报告里存在问题。少数遭受技能短缺的企业正试图从更广泛的领域通过招聘保留和再培训现有员工。试图确保留在公司的工作人员被一些公司强调。更多基于作业的设计方法还是被利用了。一种方法是从已经在公司中的技术工人移除非技术任务,从而使他们能够专注于他们的技能任务。进一步的趋势似乎出现在企业里,正在从发现的技能以适应工作中改变他们的重点。以现有的技能来与工作相符。 我们照顾我们的工作人员,他们与我们在一起。做了很多我们自己的培训,显然,这使我们回到反应的形式。 适应工作的人而不是工作适应人。 当被问及在技能短缺上什么将会是有用的,大多数的企业再次反应要解决是没有问题的。然而,在那些中正面临着一个问题,有一种感觉,个人都应该离开教育这样才能更好地理解并且为工业界做出贡献,然后对工作的世界有一个实际的认识。一个强烈的 关注领域是教育系统仍然出现积极劝阻学生进入工业/制造业,怀有这样的态度,这样做是不得已而为之,如果考试成绩不为其他别的什么。 需要强调的是职业功能的变化,而不是把人们推入有太多人的银行,应该把他们推向行业工作。 我们需要一个在英国制造的形象改变。 许多公司认为学徒训练计划的逐步拆除在以前的学术路径的是一个可行的和受人尊敬的替代。当前职业培训计划的设置是不视为提供同等质量的学徒制培训。 我们正在生产一代无人管理的经理。所有行业的学徒制的取消是灾难性的,像我们这样的,需要熟练的体力劳动。 这些意见对英国公众有限公司有重要的反响,因为Keep和Mayhew(1994)曾指出政府对中小企业特别重视,并把企业文化作为一种方法来振兴英国。 不幸的是,对于那些信奉高科技希望的人来说,高科技英国经济在世界市场上竞争的成功,有迹象表明,振兴后小企业部门的重要部分,不是特别擅长附和这种设想。 Keep 和 Mayhew指出,许多小企业是建立在非流通领域,英国以外的只有1,的销售额。这些地区不建议在更高的技能或资格上大量增加需求量。几个行业已经表示,国民教育和培训目标成就的机会不大乐观。 在这项研究中的许多公司正在高技能领域经营并且分别增长源于强劲的出口市场或潜在的公司。很少有什么积极的来谈谈目前全国的培训方式。 有效公司的案例研究 已经选择了有效公司的案例来有关招聘和薪酬研究的关键主题。 招聘 招聘是一个公司的问题,因为它是一个新的行业,有技能短缺,它提供了一个24小时服务。当地居民是首选,但都是进口的专业技能。目前如果需要的话外籍人士是用来填补关键职位,但地方发展和不断增长的内部人才的政策是在适当的地方。继任规划系统是正在开发中的要进一步加强这方面的。持续改进是核心价值观之一,正在引入模型,以协助该公司以外的公司未来的职业生涯规划。招聘方法覆盖了大范围的工具,虽然心理测验只是正在试行来看看他们在更高层次过程中的增值。 薪酬 薪酬是非常市场的主导。在行业市场的变化非常迅速,最新的薪酬调查是需要的,以确保市场的利率。等级和级别的薪酬在职业范围内的尝试是到位的。奖金制度是基于团队并且与特定目标有联系。薪酬福利是试图招聘员工的一部分,作为核心价值体系的一部分是一样的。 经典创业公司:案例研究—物业公司 Y公司是一个完全私人拥有独立的属性数据库和属性数据库培训机构。公司五年前作为一个人的组织开始交易。它是从一个全职员工30人,和几个兼职大小的基础上成长起来的。这是在英国的前100强之一报价规模较小的公司。大公司跟小公司的区别在于他们更重视人员管理系统。公司拥有员工使企业的成功和失败之间的差异的哲学,因此这是一个高公司优先考虑的问题,公平和平等的人是到位的。它提供了一个对 人的管理的新兴风格的很好例子。 招聘 招聘的主要: 1.技术人员是以他们拥有的技能来做应做的工作 2.文秘人员的经验是所做的工作类型 3.数据录入员—是能力的类型,这种类型的工作经验已经不能获得在其他工作经验—该公司提供了进一步的培训。 个人是否是本地的已经无关紧要。 本公司已经使用机构并且当地的和全国性的广告。从一个当地的报纸最近广告他们有最成功的,公司的目标是吸引了更广泛年龄范围的工作人员,来把数据输入数据库。目前招聘的方法将继续留在以后的使用程序,协助业务到位的增长。 薪酬 公司倾向于根据受聘人现有的技能试图设定薪酬水平。然而,他们也强调,这已涉及到什么样的人已经在该组织支付。当组织中已经有只要12英镑在做相同工作的人,这对于想要赚取14英镑的人是很难招聘的。为了设置初始水平,公司着眼于市场利率和涉及这些组织中的水平。贡献是在正在进行的年度考核基础上计量的。这是补充他们的经理人员的连续评估。虽然该公司的董事总经理确实保留最终决策权的报酬,但这是很少得到执行。所采取的流程是:总经理告知经理可供发行的数量,由经理根据各自水平确定. 案例研究—卡保障计划 卡保障计划是一家私营公司。对于发卡机构其核心业务是为卡持有人提供挂失服务。该公司引用了前100名在英国执行的私人公司之一。自从在1980年形成,它的成功已如雨后春笋般。公司现有员工180人左右。该公司提供了一个积极管理风格的一个很好的例子,旨在实现的经营策略,以配合人力资源问题的管理。 招聘 招聘工作技能的带动下,既没有行业也没有地区带动。以前在该行业工作的经验并非是必不可少的;然而,工作技能是重要的并且有望的。关键人员就是电话客户服务的经营者。招募个别类型正在发生变化。该公司已经开始招聘多技能的个人,而不是单一的技能群体。这个想法是能够拥有在各种工作环境运行的个人。这将有利于该公司,因为它会在需要的地区循环时间技能,以及个人在职业发展和获得的各种任务的经验。 该公司使用筛选程序的范围—所有在内部管理的基础上。这些措施包括:心理测量工具的使用—言语和数值,写信和数据输入演习;角色扮演;多技能的集体采访会和人格问卷调查。作业的标准是详细的在能力方面用技能分解成各组成部分。 薪酬 目前的薪酬水平是根据受聘人现有的技能和其业务目标的贡献来设置的。然而,这很有可能会改变因为人力资源经理已经提出了一个工作评估,这个方案用于评估核心技能的价值以及这些价值对事业成功的贡献。 在其中的方式之一是在最后一轮的薪酬的贡献,是一个团队的主管,以评估给人一 种能力和技能等级的团队。这就涉及到一个过程的能力层次。然后这个被用于平衡个办事员的职位的差别 该公司总经理持有公司薪酬的最终权威但这是委派的运作和财务总监,去年没有由MD进行调整。 案例研究—一家使用专门工作人员的出版公司 该公司出版一个久负盛名的高品质杂志。它是一家私人拥有的出版公司的全资子公司。 它提供了一个反应一个人管理风格很好的例子。该公司就像是被母公司当做的子公司一样,但它的行为就像一个独立的单元。它留在母公司的行政和组织框架内是困难的。这些往往会扼杀像X公司的组织以生产高品质需要的倡议,“范围顶部”杂志与良好的国际认证。有冲突的意见关于在母公司和这间公司事情该怎样做。有严格控制成本和由公司董事开支。支出不能采取不经董事会批准的地方。至于有关产品—生产高品质的杂志—有在生产质量方面的高级管理人员的直接干预。管理需要“动手”的方法。 有系统一致的质量检查,并通过签署证明的过程;员工都对自己的工作负责。有一些管理会议。组织工作是相当休闲和非正式的。该组织被描述成是开放和没有中层管理职位。这被看作是促进工作人员和高级管理人员之间的开放和直接的沟通。 该组织分为两个责任区董事总经理和销售总监。前者负责创意/生产业务方面,而后者则是负责财务方面。 招聘 招聘的主要标准是有能力做这份工作。个人是否是本地的不是很重要。个人招募是为了帮助拓展业务或维护产品质量。例如,该公司对正在开发的基于当前产品的附加产品感兴趣。为了评价这家公司,任命一个专门的信息技术(IT)顾问研究这方面的进程所必需的资源。如果成功的话,这个人将带来工作人员来领导新的分工。招聘被认为是为了发展业务。 这家公司的招聘方法在不久的将来不会改变。该公司由于业务的专家性质在自己的行业内寻找工作人员。 招聘一般往往要低。这是因为它是公司的经营理念,尝试保持员工愉快和在工作中积极进取。目前有五人,五年服务公司和另外十年服务的五人。 薪酬 薪酬水平是由总办事处设置的并且不涉及受聘人现有的技能。有人认为在公司应该支付给他们的要明显比现在支付的多。这导致公司的人认为他们与他们作出的贡献不是等值的。这种态度是觉得在各级从上往下。 初步捐款设立总办事处,由总经理和财务总监在年度基础上测量。这些都是与管理账目有关,并通过对预算成本的期望。该公司的财务/支出方面与他们的管理账目联系非常密切。
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