My HRP Assigment

1、Executive summary在知識(shí)經(jīng)濟(jì)時(shí)代 人力資源作為企業(yè)的首要資源 在企業(yè)中的地位越來(lái)越重要 關(guān)系到企業(yè)的未來(lái)發(fā)展 企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn) 人力資源管理已成為企業(yè)一項(xiàng)戰(zhàn)略性管理工作 不但要根據(jù)企業(yè)戰(zhàn)略來(lái)制定人力資源管理戰(zhàn)略 而且反過(guò)來(lái)影響到企業(yè)戰(zhàn)略的執(zhí)行 而人力資源規(guī)劃作為人力資源管理的基礎(chǔ)性工作 是企業(yè)戰(zhàn)略與人力資源管理之間的承接口 更為顯得重要 目前國(guó)內(nèi)外雖然對(duì)人力資源規(guī)劃也有不少的研究 但大都忽視了其與外部經(jīng)濟(jì)環(huán)境的密切相關(guān)性。In the knowledge economy era, human resource, as the first important resource

2、of enterprises, has become more and more important. It relates to enterprise future development and the accomplishment of strategic goals. Human resource management (HRM) has become a strategic management work. The HRM strategy is made according to enterprise strategy, and it influences enterprise s

3、trategy execution in turn. As the base of HRM, human resource planning is the interface between enterprise strategy and HRM, which makes it more important. There are many researches on human resource planning, however, seldom of them emphasize the close relationships between human resource planning

4、and its external environment. 本文首先對(duì)人力資源規(guī)劃的經(jīng)濟(jì)環(huán)境進(jìn)行了綜述 結(jié)合了環(huán)境尤其是外部環(huán)境和人力資源規(guī)劃的相互影響關(guān)系 提出了研究“人力資源規(guī)劃在變化的環(huán)境中”的總體思路。在此基礎(chǔ)上，分析人力資源規(guī)劃的優(yōu)點(diǎn)和不足， 從管理理念 管理方式 管理內(nèi)容等方面對(duì)傳統(tǒng)人力資源規(guī)劃和現(xiàn)代人力資源規(guī)劃進(jìn)行了比較分析。 最后， 論文系統(tǒng)地分析了在變化的環(huán)境中的人力資源規(guī)劃。 First, the economic environment of human resource planning is summarized in this paper. Human resour

5、ce planning and environment, especially the external economic environment, are systematically analyzed. On this basis, main study thought of the human resource planning in a changing environment is put forward. Differences between traditional human resource planning and contemporary human resource p

6、lanning are compared on follow points, such as management thoughts, management methods, and management contents. At last, linking to the cases, human resource planning in changing dynamic environment is systematically analyzed.I Introduction現(xiàn)代 企 業(yè) 的 發(fā) 展 ， 從 根 本 上 依 賴 于 人 力 資 源 及 其 積 極 性 、 自覺(jué)性、創(chuàng)造性的充分

7、發(fā)揮。企業(yè)進(jìn)入了以人力資源為核心的現(xiàn)代企業(yè)管理新時(shí)期。人力資源規(guī)劃作為人力資源管理的核心內(nèi)容之一，不僅保證了企業(yè)業(yè)務(wù)戰(zhàn)略的實(shí)施完成，更為企業(yè)的長(zhǎng)期發(fā)展提供了動(dòng)力支持。 人力資源規(guī)劃作為人力資源管理的核心內(nèi)容之一，不僅保證了企業(yè)業(yè)務(wù)戰(zhàn)略的實(shí)施完成，更為企業(yè)的長(zhǎng)期發(fā)展提供了動(dòng)力支持。The development of modern enterprises depends basically on human resource and the full play of its activity, consciousness and creativity. Enterprises have ente

8、red a new era of modern business management with human resource as the core. Human resource planning, as one of the prominent parts of human resource management, not only ensures the operation of business strategy, but also provides impetus for the long-term development of enterprises. 許多相關(guān)的因素影響著人力資

9、源規(guī)劃。這些因素是公司外部環(huán)境或內(nèi)部環(huán)境的一部分, 這些因素在組織的外部影響組織。通常公司不能控制外部環(huán)境對(duì)人力資源規(guī)劃的影響。而且，公司內(nèi)部本身的重要因素也對(duì)公司如何制定并實(shí)施其人力資源規(guī)劃產(chǎn)生影響。當(dāng)今的企業(yè)的經(jīng)營(yíng)環(huán)境將是：市場(chǎng)變化更加迅速，產(chǎn)品生命周期越來(lái)越短，消費(fèi)者偏好的多元化趨勢(shì)更加明顯，競(jìng)爭(zhēng)環(huán)境日趨激烈。在整個(gè)的角逐中，自主知識(shí)產(chǎn)權(quán)或核心技術(shù)、管理與市場(chǎng)營(yíng)銷能力、創(chuàng)新構(gòu)成了企業(yè)的核心競(jìng)爭(zhēng)能力，優(yōu)秀的人力資源絕對(duì)是這場(chǎng)戰(zhàn)爭(zhēng)中致勝的關(guān)鍵。這就對(duì)企業(yè)的人力資源規(guī)劃與管理，尤其是處于基礎(chǔ)性的、計(jì)劃性的中長(zhǎng)期人力資源規(guī)劃提出了更高的挑戰(zhàn)。如何使企業(yè)的人力資源規(guī)劃適應(yīng)經(jīng)濟(jì)環(huán)境快速變化，則是企業(yè)

10、人力資源管理所面臨的核心問(wèn)題。Many relevant factors affect human resource planning. Those factors are a part of enterprises external environment, and affect organization in the outer area. Usually, enterprise can not control that the external environment on the impact of human resource planning. In addition, enter

11、prises internal main factors affect that how to develop and implement its human resource planning. Today's business environment of enterprises is that turn of the market is more quickly, product life cycle becomes shorter and shorter, and diversification trends in consumer preference are more ob

12、vious, so competitive environment is growing more intense. In the competition, efforts will be concentrated on tackling key technological problems to grasp core technology and attain independent intellectual property rights, business management and marketing capabilities constitute the core competit

13、iveness of enterprises, most of all, excellent human resources are absolutely the key to success. It poses a higher challenge that about enterprises human resource planning and management, especially the basic and planed medium-term and long-term human resource planning. Above all, the core problem

14、is faced by enterprise, is that how to enable enterprise that human resource planning adapt to the rapidly changing dynamic economic environment. II Human Resource Planning and Economic Environment 人力資源規(guī)劃是一項(xiàng)系統(tǒng)工程，是企業(yè)開(kāi)展人力資源管理必不可少的路線圖，也是目前很多企業(yè)人力資源管理中的薄弱環(huán)節(jié). Human resource management, a systematical proj

15、ect, is the essential blueprint of human resource management in organization or enterprise. At the same time, it is also a weak link for many enterprises. Human resource planning equips the management of an organization to assess the likely future conditions that will affect its human resource pract

16、ices, and to act to anticipate and prepare for them. According to Beardwell (2007), Human resource planning (HRP) is “the process for identifying an organizations current and further human resource requirements, developing and implementing plans to meet these requirements and monitoring their overal

17、l effectiveness”. 在知識(shí)經(jīng)濟(jì)時(shí)代,企業(yè)所處的經(jīng)濟(jì)環(huán)境發(fā)生了根本性的變化。企業(yè)的永續(xù)經(jīng)營(yíng)與所處的環(huán)境和社會(huì)的活力密切相關(guān)。企業(yè)所處的環(huán)境是不斷變化和發(fā)展的，尤其是經(jīng)濟(jì)環(huán)境是企業(yè)的最重要的生存和發(fā)展空間。經(jīng)濟(jì)環(huán)境可以分為外部經(jīng)濟(jì)環(huán)境和內(nèi)部經(jīng)濟(jì)環(huán)境。 In information economy era, the ecomomic environment of enterprise changed fundamentally. The long-term success of enterprises is intimately interconnected with the vit

18、ality of the environment in which they operate. Environment is changing and developing constantly. Especially the economic environment is the most important survival and development space for enterprise. The economic environment can be divided into the external economic environment and internal econ

19、omic environment. 美國(guó)著名的管理學(xué)家錢(qián)德勒(Chandler,1962)闡述了外部環(huán)境、組織內(nèi)部環(huán)境（包括組織戰(zhàn)略和組織結(jié)構(gòu)）的關(guān)系，提出了“戰(zhàn)略決定結(jié)構(gòu)，結(jié)構(gòu)追隨戰(zhàn)略”的觀點(diǎn)。下文闡述外外部環(huán)境與人力資源規(guī)劃的關(guān)系，并以錢(qián)德勒“戰(zhàn)略決定結(jié)構(gòu)，結(jié)構(gòu)追隨戰(zhàn)略”的觀點(diǎn)在下文進(jìn)行分析，實(shí)現(xiàn)環(huán)境、戰(zhàn)略、結(jié)構(gòu)、人力資源規(guī)劃的有機(jī)結(jié)合。Alfred D. Chandler (1962) has expounded that the relationship between external environment and organizations internal environmen

20、t (includes organizations strategy and structure), and proposed that strategic decision to structure and strategy is implemented through organizational structure. Using Chandlers viewpoint, the external environment and human resource planning are expounded and analyzed in the following part, achievi

21、ng the organic integration of environment and human resource planning. （1）企業(yè)的外部環(huán)境。企業(yè)的外部環(huán)境是指存在于組織邊界之外并對(duì)組織整體或者某一部分具有潛在影響的因素。一般地將外部環(huán)境分為對(duì)組織有直接影響的任務(wù)環(huán)境和對(duì)組織日常經(jīng)營(yíng)沒(méi)有直接影響但有間接作用的一般環(huán)境，前者包括行業(yè)成熟度、市場(chǎng)競(jìng)爭(zhēng)、原材料、國(guó)際環(huán)境等，后者包括政府、社會(huì)文化、技術(shù)及財(cái)務(wù)資源等。本文只探討與人力資源規(guī)劃關(guān)系最密切的任務(wù)環(huán)境中的行業(yè)成熟度與競(jìng)爭(zhēng)層次分析，以說(shuō)明人力資源規(guī)劃中的外部環(huán)境分析方法。（1） The enterprises extern

22、al environment Enterprises external environment refers to potential factors affecting whole or a part of the organization which is existence out of the organization. In general, the external environment is divided into task environment and general environment. The enterprise is affected directly by

23、task environment that includes industry maturity level, competition, raw or unprocessed materials and international environment. General environment affects the enterprise indirectly, and it contains government, social culture, technology and so on. The paper will concentrate on industry maturity le

24、vel and competition. 1.行業(yè)成熟度將決定該行業(yè)中的企業(yè)獲得人力資源的可能性。如果企業(yè)所處的行業(yè)是傳統(tǒng)行業(yè)，如機(jī)械加工業(yè)，由于多年的積淀，無(wú)論是技術(shù)還是人才相對(duì)都比較豐富，它所面對(duì)的人才供給是充足的。但對(duì)于全新的行業(yè)，如手機(jī)增值服務(wù)業(yè)，僅有不到十年的歷史，該行業(yè)的從業(yè)人員總體上比較少，具有該行業(yè)經(jīng)驗(yàn)的技術(shù)人員、管理人員就更少，對(duì)于該行業(yè)中的每一個(gè)企業(yè)來(lái)講都必須留住核心員工，否則一旦出現(xiàn)核心員工離職，要想再招聘到合適的人員往往比較困難。Industry maturity level can decide possibility which enterprise obtains

25、 the human resource. If the enterprise in which the industry is traditional industry, technology and human resources are abundant. On the contrary, for the new and high-technology industry, such as computer and mobile value-added service, its practitioners are in short supply; technicist and adminis

26、trator who have experienced are even fewer. In 2004, IBM announced that it was getting out of the personal computer business, and would sell its PC business to Lenovo, a fast-growing Chinese manufacturer of PC, for $1.75 billion. Facing the changing and dynamic economic environment, top executives o

27、f Lenovo were smart enough to realize that the acquisition would have little value if IBMs managers, engineers, and salespeople left the new company, in order to retain talent in the organization, Lenovo has notification for all of employees that their compensation and benefits would remain identica

28、l or fully comparable to IBM package. All employees are at Lenovo or leave, with no any penalty. The most important, the top executives moved Lenovos global headquarters to New York. The strategic role of HRP is to make sure that hires the best and suitable people for job. The HRP supposed to adjust

29、 and improve with the changing and dynamic economic environment. Lenovo made a clear signal of its approach when the new company appointed an American as its CEO and moved its headquarters to the US. 2. 在進(jìn)行人力資源規(guī)劃時(shí)，首先要清楚自己的產(chǎn)品處在或?qū)⑻幵谀囊粋€(gè)競(jìng)爭(zhēng)層次上，這樣才能有效地進(jìn)行人力資源規(guī)劃。如果公司是一家生產(chǎn)可樂(lè)產(chǎn)品的企業(yè)，而市場(chǎng)上也只有可樂(lè)產(chǎn)品，那么此時(shí)行業(yè)就處于產(chǎn)品形式競(jìng)爭(zhēng)的

30、階段，而在這個(gè)階段，各個(gè)公司最需要的是外觀設(shè)計(jì)人員，以保證產(chǎn)品的外觀設(shè)計(jì)符合目標(biāo)消費(fèi)者的審美觀念，因此工業(yè)設(shè)計(jì)方面的人員供應(yīng)將出現(xiàn)緊張。相反，如果市場(chǎng)上的產(chǎn)品競(jìng)爭(zhēng)處于層次較高的階段，企業(yè)應(yīng)重視對(duì)廣告人員和研發(fā)人員的人力資源規(guī)劃，以適應(yīng)不斷變化的經(jīng)濟(jì)環(huán)境。The enterprise must be ware of their products in which a competition level while carrying out the HRP, so as to implement the human resources planning effectively. If the co

31、mpany produces cola, and only has the cola products in the market, so this industry is in the competition period of product appearance. In this period, all of the companies HRP should focus on the planning of designer to ensure that product designs meet the objectives of the aesthetic ideas of consu

32、mers. Therefore, the supply of designer staff will be strained. In contrast, if the market at the higher competition level stage, the companys HRP should concentrate on the planning of advertising and R&D staff to adapt to the changing and dynamic economic environment. （2） 企業(yè)內(nèi)部環(huán)境。內(nèi)部環(huán)境也給人力資源管理施加了

33、相當(dāng)大的壓力。那些從內(nèi)部影響人力資源管理的因素構(gòu)成了內(nèi)部環(huán)境（internal environment）。公司的戰(zhàn)略、結(jié)構(gòu)、公司文化、管理方式、員工、非正式組織、其他組織機(jī)構(gòu)和工會(huì)等都是重要的內(nèi)部因素。這些因素對(duì)決定人力資源管理和組織內(nèi)部其他部門(mén)間的相互作用有重要的影響。這種相互作用對(duì)組織的整體生產(chǎn)效率有很大的影響，因此使這種相互作用成為實(shí)現(xiàn)公司目標(biāo)的積極有利因素對(duì)公司來(lái)說(shuō)，是至關(guān)重要的。Enterprises internal environment has imposed considerable pressure on HRP as well. The internal environm

34、ent consists of factors that affect human resource management. Strategy, stricture, culture, informal organization, trade union and other organizations of the enterprise are the important internal factors. The paper will discuss the strategy and structure of enterprise is affected by the changing an

35、d dynamic economic environment. 1. 公司的人力資源規(guī)劃必須與公司的戰(zhàn)略規(guī)劃相結(jié)合。如果經(jīng)過(guò)分析后發(fā)現(xiàn)，外部環(huán)境變化迅速，市場(chǎng)競(jìng)爭(zhēng)激烈導(dǎo)致產(chǎn)品的利潤(rùn)越來(lái)越薄，公司在進(jìn)行人力資源規(guī)劃時(shí)就應(yīng)當(dāng)根據(jù)公司戰(zhàn)略所確定的新的行業(yè)，及時(shí)培養(yǎng)、吸引有相關(guān)經(jīng)驗(yàn)的員工，使得新的企業(yè)戰(zhàn)略能夠得到充足的人才供應(yīng)。The company's HRP must be combined with the strategy planning. If the external environment is changing rapidly, and the spirited compet

36、ition leads to lower profits of the product, the HRP should be according to the new strategy to set new objectives. And then the company chooses, appoints and trains the proper staff timely, as thus make the new strategy can be an adequate supply of proper staff. MTV Networks is a symbol of globaliz

37、ation. However, in the 1980s it broadcasts the programming in Europe almost entirely composed of American telecasting with American English-speaking. But it seems as a false start. The very popular host or singer might not to be popular UK. MTV Networks changed its strategy in the 1990s. Based on th

38、e changing environment, MTV Networks adjusted to the HRP, employed local new staffs, and trained the employees who were from America. For example, in Asia, MTV Networks has an English-Hindi channel for India, and some programs are hosted by local staffs who speak “Hinglish”, and most music videos cr

39、eated by local popular performers who are employed by MTV Networks. It has been found that enterprise success requires the HRP to be congruent with the enterprises strategy, at same time, the strategy vary with the changing and dynamic environment. 2. 企業(yè)的人力資源規(guī)劃必須與組織結(jié)構(gòu)相適應(yīng)。 大體上可劃分為職能式functional struct

40、ure、事業(yè)部式divisional structure和矩陣式matrix structure四大類。每一種組織結(jié)構(gòu)都有著獨(dú)特的優(yōu)勢(shì)與不足，企業(yè)具體應(yīng)當(dāng)采用哪一種結(jié)構(gòu)，要根據(jù)企業(yè)的戰(zhàn)略而定。如果公司決定未來(lái)幾年內(nèi)將進(jìn)行跨行業(yè)多元化發(fā)展，則極有可能采用事業(yè)部式的組織結(jié)構(gòu)。這樣將在管理人員、技術(shù)人員、營(yíng)銷人員、財(cái)務(wù)人員等等方面產(chǎn)生巨大的人才需求，從而在考慮人力資源規(guī)劃時(shí)，必須考慮公司將分為多少個(gè)事業(yè)部、每一個(gè)事業(yè)部的建制將怎樣，進(jìn)一步確定劃分多少個(gè)專業(yè)、每個(gè)專業(yè)需要人員的數(shù)量，然后采取有力的措施，為組織結(jié)構(gòu)的調(diào)整配備相應(yīng)的人員。The company's HRP must be comb

41、ined with the organizational structure. The enterprises organizational structure consists of functional structure, divisional structure, matrix structure and so on. Each of the organizational structure has its own advantages and disadvantages. The enterprise adopts what organizational structure, whi

42、ch should be determined in accordance with enterprises environment and strategies. For instance, if a company wants to develop into a multinational operation and open up diversified markets vigorously, which takes the company into different business areas, then the company should adopts divisional s

43、tructure. In divisional structure, each division is responsible for one business area, sets up as a self-contained, largely autonomous entity with its own functions, and holds accountable for its performance. In this way, it will generate enormous demand for people who are manager, technical staff, marketing staff and financial staff. So the enterprise must take into account the adjustment of th