hr英文(求HR人力資源管理英文材料)

1.求HR（人力資源管理）英文材料

.; (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. Features Its features include..Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management&quot.those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352). Academic theory The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989). The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management. One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6] Strategic business partner Change agent Employee champion Administration However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7] Critical Academic Theory Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism). Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management. Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship. Business practice Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR 。

2.有關(guān)HR英文的介紹 我們的presentation要做啊 急用

Key functions of HR

Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations:

Maintaining awareness of and compliance with local, state and federal labor laws

Recruitment, selection, and on boarding (resourcing)

Employee record-keeping and confidentiality

Organizational design and development

Business transformation and change management

Performance, conduct and behavior management

Industrial and employee relations

Human resources (workforce) analysis and workforce personnel data management

Compensation and employee benefit management

Training and development (learning management)

Employee motivation and morale-building (employee retention and loyalty)

3.最近在做事業(yè)部人事支持,想具體了解HR BP的工作職責(zé),找到一篇

工作目標(biāo)：

一般監(jiān)督下開展工作，并按照有關(guān)政策和程序，活動(dòng)的過(guò)程和實(shí)施相關(guān)政策，如薪酬和福利，人員編制和終端，員工培訓(xùn)與發(fā)展，組織發(fā)展，委托管理，員工在指定的作業(yè)面積（S）關(guān)系，支持服務(wù)交付，標(biāo)準(zhǔn)，時(shí)間表和遵守法律的單位目標(biāo)的成就。跟蹤政府勞工需求的發(fā)展和向上級(jí)報(bào)告的變化，可能會(huì)影響現(xiàn)有的政策/程序。

主要職責(zé)：

1.Organization發(fā)展：監(jiān)督的過(guò)程中不斷更新的數(shù)據(jù)庫(kù)，包括組織/員工運(yùn)動(dòng)公布的組織結(jié)構(gòu)和員工型材。評(píng)估現(xiàn)有的就業(yè)崗位，初級(jí)水平和EW的立場(chǎng)，以確保在適當(dāng)?shù)慕M織水平的內(nèi)部公平。鞏固總?cè)藬?shù)的發(fā)展數(shù)據(jù)，以確保商定的人數(shù)規(guī)劃是堅(jiān)持和警報(bào)管理的任何偏差。

2.Staffing和終止：協(xié)調(diào)與有關(guān)管理人員，并按照商定的程序，以填補(bǔ)初級(jí)/臨時(shí)空缺。最初來(lái)源的就業(yè)/獵頭機(jī)構(gòu)，根據(jù)商定的標(biāo)準(zhǔn)。準(zhǔn)備和協(xié)調(diào)招新的定居活動(dòng)，包括起草到達(dá)通知，員工培訓(xùn)方案，以促進(jìn)新入職的解決和工作啟動(dòng)。繼續(xù)終止程序，以確保順利分離，包括鞏固員工流失率統(tǒng)計(jì)，以支持員工保留政策/計(jì)劃的準(zhǔn)備。

3.Compensation和優(yōu)點(diǎn)：源和屏幕福利服務(wù)提供商和分析檢討其服務(wù)，以支持對(duì)他們的服務(wù)交付反饋。員工福利計(jì)劃的解釋。準(zhǔn)備參加在選定的C&B調(diào)查和對(duì)調(diào)查結(jié)果進(jìn)行初步分析，以支持對(duì)薪酬調(diào)整的建議，確定公司在市場(chǎng)競(jìng)爭(zhēng)力的薪酬數(shù)據(jù)。跟蹤和更新的重要的經(jīng)濟(jì)預(yù)測(cè)，如消費(fèi)物價(jià)指數(shù)，失業(yè)率，GDP，支持的C&B方案的修改和每年的薪酬調(diào)整的建議。流程的準(zhǔn)確薪金，并及時(shí)登記銀行，以滿足界定薪金發(fā)行日期。

4.Employee培訓(xùn)和發(fā)展：組織培訓(xùn)計(jì)劃的時(shí)間表，以確保交付和出席，其中包括改變/修改/改進(jìn)程序，時(shí)間表的建議，以確保在組織培訓(xùn)活動(dòng)的有效性和效率。整合培訓(xùn)評(píng)估數(shù)據(jù)，以備培訓(xùn)供應(yīng)商的選擇和培訓(xùn)需求分析。

4.我想做一名hr的英語(yǔ)作文

In the initial days, my occupation planning and dream in life is to become a writer, and now the company, now work is my only the tools of the trade and collection of material springboard. In an instant, 10 years has passed, my writer's life dream has shriveled yellow like rotting apple more, but another dream as the stars in the sky shining: I want to be a good HR.I want to be a good HR. When I was in the executive office work, I found that completes the innumerable petty things can bring help and happiness to people, and the little things, the personnel involved of the need for more professional, attentive, patience and enthusiasm.I want to be a good HR. In the preparation of the human resources department, my initial understanding of several major modules of human resource, and salary, training, human resources information system module based combat exercises, it is my very busy and full years. Remember to cry and shed bitter tears once in huadengchushang night is unable to let the leadership satisfactory solutions, remember frequently shuttle in the social insurance bureau, bureau of unemployment, training center, for each employee to solve small but practical problems related to the vital interests of, look at colleagues to solve the problem or breathed sighs of relief, or be jubilant, or grateful eyes, heart warm, let me feel the meaning and value of HR.I want to be a good HR. When you really as a HR in the enterprise work, I also worked for what is suitable for their own development path, several modules which one should be their own efforts direction. Don't stop listening training, experience, and peer exchange, but for their own development path or ignorant, or hesitation, or hesitate.I want to be a good HR. Reality didn't leave me a choice. I left the HR position. Perhaps it is "I do not know the true face of Mount Lu, just because in the mountains", the new post view lets me have the opportunity to re observe the original human resources department colleagues, suddenly aware of many of the original human resources department was aware of the problem: the development of the system must be based on understanding of the working process of the system; the implementation of important is that executives to understand a system and the human resources department and the business department of communication; information and data of human resource based on the importance of improving the efficiency and value of the work of human resources. I also find that, the original HR is everywhere, although not in HR's work, but the work I is still part of the work involved HR (I now engaged in the party and the propaganda work, more HR is related to employee relations and training aspects of the business, including the staff management, let me first the real from the manager's point of view to re-examine the HR work).I want to be a good HR. Although I am not in the HR position. I will continue to study the various aspects of HR knowledge to enrich themselves, will explore the political work and employee relationship integration and combination, and training in the process of establishment of a system of political work can play the role and the practical work to do.I want to be a good HR. I'll try to do. Maybe one day, life of serendipity will take me back to the HR job, hope that one day I can play a real professional level and higher value, to help more people and let them work, happy life.。

5.人力資源部經(jīng)理的英文

英文：human resources manager 簡(jiǎn)稱：HR manager

人力資源經(jīng)理，人力資源部門工作的管理者。 原來(lái)叫人事經(jīng)理。他們之間最大的區(qū)別就在于人力資源經(jīng)理重在開發(fā)人力資源，而人事經(jīng)理重在使用人力資源。 人力資源與傳統(tǒng)的自然資源不同，屬于無(wú)限開發(fā)資源；當(dāng)然，光使用不開發(fā)，也會(huì)枯竭的——這正是當(dāng)今企業(yè)都將人事部的牌子拿下，換上人力資源部的原因所在。 人力資源經(jīng)理：計(jì)劃、指導(dǎo)和協(xié)調(diào)機(jī)構(gòu)的人事活動(dòng)，確保人力資源合理利用，管理理賠、人事策略和招聘等。

擴(kuò)展資料：

“人力資源部”的概念是在上世紀(jì)末從美國(guó)引入的，在此之前，我國(guó)企業(yè)中的人事管理部門叫人事部。 人力資源部是對(duì)企業(yè)中各類人員形成的資源（即把人作為資源）進(jìn)行管理的部門。

參考資料：搜狗百科-人力資源經(jīng)理

6.如何開展企業(yè)英語(yǔ)培訓(xùn)計(jì)劃

M廣州黃明堅(jiān) 主題討論： 管理類、技術(shù)類、銷售類等學(xué)習(xí)是我們?cè)谄髽I(yè)中常見的學(xué)習(xí)課程和形式，現(xiàn)在隨著公司發(fā)展，經(jīng)常有需要與外籍人士交流，但是大家英語(yǔ)水平都不咋地，交流有困難，老板提出想開展一些關(guān)于英語(yǔ)學(xué)習(xí)或者英語(yǔ)學(xué)習(xí)的活動(dòng)。請(qǐng)問(wèn)，各位M：您所在的企業(yè)有沒(méi)有開展過(guò)英語(yǔ)學(xué)習(xí)的活動(dòng)？是怎么開展的？效果如何？各位T：作為講師，您對(duì)于企業(yè)開展英語(yǔ)學(xué)習(xí)或者學(xué)習(xí)有什么心得及建議？各位S：對(duì)于開展英語(yǔ)學(xué)習(xí)，您有什么想法？請(qǐng)1、、、順序發(fā)言，0字以上。謝謝！ST合肥陳培松 1、一般來(lái)說(shuō)，英語(yǔ)和計(jì)算機(jī)都屬于技能。多練練，并堅(jiān)持就容易上路了。如果有條件，找?guī)讉€(gè)老外舉辦一些沙龍，還是很不錯(cuò)的。我以前參加過(guò)，氛圍很好。S鄭州崔穎穎 、可以安排定期的英語(yǔ)角，比如晚上-10點(diǎn)，在某個(gè)地方，大家都用英語(yǔ)互相交流。噢 對(duì)了 我現(xiàn)在學(xué)的ABC夫下英語(yǔ)的助教說(shuō)過(guò) 如果要學(xué)好英語(yǔ)是很容易的 必須要有一個(gè)好的學(xué)習(xí)空間與實(shí)習(xí)口語(yǔ)對(duì)象 重點(diǎn)就是老師教學(xué)經(jīng)驗(yàn) 標(biāo)準(zhǔn)口音非常重要，保持逐日口語(yǔ)學(xué)習(xí)，1&1家教式教學(xué)就有非常.好.的學(xué)習(xí)成果..完成課堂后記得重復(fù)溫習(xí)課程錄音音頻 把所學(xué)知識(shí)融會(huì)貫通 不過(guò)實(shí)在沒(méi)有人可以指導(dǎo)，最好能上 VOA或滬江拿到課余學(xué)習(xí)材料閱讀，多說(shuō)、多練、多問(wèn)、多聽、多讀，不知不覺(jué)的語(yǔ)境就提升起來(lái) 學(xué)習(xí)效益是必定最佳的；M深圳劉國(guó)鋒 、有舉辦過(guò)，當(dāng)時(shí)是一位意大利的設(shè)計(jì)師過(guò)來(lái)，當(dāng)時(shí)是一種交流的方式，要求有一個(gè)場(chǎng)景對(duì)話，如果英語(yǔ)表達(dá)不對(duì)的話，要求學(xué)員教老師一句成語(yǔ)并解釋意思，學(xué)習(xí)效率、實(shí)用性高，氛圍很好！S廣州毛斌紅 、現(xiàn)在有很多針對(duì)基礎(chǔ)的英語(yǔ)訓(xùn)練營(yíng)，既然可以有新員工訓(xùn)練營(yíng)，我覺(jué)得也可以考慮這樣的英語(yǔ)訓(xùn)練營(yíng)。M深圳蘆娟娟 、深圳廣州一帶有TOSMAST（頭馬）演講英文俱樂(lè)部，有標(biāo)準(zhǔn)的科學(xué)的流程，每周一次聚會(huì)，旨在提高溝通力及領(lǐng)導(dǎo)力，英語(yǔ)能力。偶旁觀過(guò)一次。有興趣的朋友可以去了解觀摩學(xué)習(xí)。上網(wǎng)就可以找到 在上家單位時(shí)，有臺(tái)灣籍同事每周給英語(yǔ)愛(ài)好者進(jìn)行英語(yǔ)角學(xué)習(xí)，還有作業(yè)布置，英語(yǔ)演講比賽等。近三年沒(méi)有參加了。M深圳方思琪 、補(bǔ)充娟娟的建議，Toastmasters（頭馬）演講俱樂(lè)部，遍布世界各地，旨在提高演講技巧及領(lǐng)導(dǎo)力，通用的是英語(yǔ)演講及點(diǎn)評(píng)方式進(jìn)行。有標(biāo)準(zhǔn)的科學(xué)的流程和競(jìng)爭(zhēng)激勵(lì)機(jī)制，在輕松的環(huán)境下學(xué)習(xí)英語(yǔ)。有興趣的朋友可以去了解觀摩學(xué)習(xí)。T廣州侯熙儒 、做英語(yǔ)學(xué)習(xí)和英語(yǔ)角并不難，關(guān)鍵是吸取經(jīng)驗(yàn)，并且要有管理。我把自己之前在企業(yè)組織英語(yǔ)學(xué)習(xí)的經(jīng)驗(yàn)用PDCA的理論簡(jiǎn)單總結(jié)如下：①、P環(huán)節(jié)： 有要精心的準(zhǔn)備，比如提前要確定好主題、組織者、檢查者、如何反饋、下雨了怎么轉(zhuǎn)移等細(xì)節(jié)。用林書豪的話說(shuō)，要有‘系統(tǒng)’。舉個(gè)例子。例1：主題策劃 如果做英語(yǔ)角，主題必須提前計(jì)劃，否則學(xué)員及老師都無(wú)法進(jìn)行精心準(zhǔn)備。這個(gè)主題必須要能體現(xiàn)學(xué)員的需求，如果主題太遠(yuǎn)，對(duì)業(yè)務(wù)幫助不大，大家的興趣也不大 常見一個(gè)現(xiàn)象是，主題沒(méi)有很好地規(guī)劃，在前幾次，大家因?yàn)閷?duì)老外有新鮮感都來(lái)了，但等新鮮感過(guò)去就不來(lái)了，所以主題要提前明確、學(xué)員可以提前準(zhǔn)備，后來(lái)規(guī)定本月初要做好下月討論的主題。同時(shí)規(guī)定，組織者必須為大家準(zhǔn)備和討論主題相關(guān)的單詞甚至道具。例：誰(shuí)負(fù)責(zé) 有些公司搞英語(yǔ)角是業(yè)余活動(dòng)，HR叫某位熱心同事負(fù)責(zé)，結(jié)果呢，這位下屬有時(shí)去，有時(shí)不去，結(jié)果自然而知。后來(lái)確定管理英語(yǔ)角是她的一項(xiàng)職責(zé)，要求她必須提前準(zhǔn)備詞匯、統(tǒng)計(jì)人數(shù)、之后收集反饋，效果自然不同。例：參加者如何反饋 參加者如何表達(dá)自己的需求及想法？是發(fā)郵件給HR老大，還是在公司內(nèi)部上建立一個(gè)英語(yǔ)學(xué)習(xí)BBS？不管哪一種途經(jīng)，只要有準(zhǔn)備，效果都會(huì)不錯(cuò)。②、DO環(huán)節(jié)：要按計(jì)劃執(zhí)行，不要隨意變更，這個(gè)就不多說(shuō)了。③、C環(huán)節(jié)： 在進(jìn)行過(guò)程中，一定要檢查到位。因?yàn)橹v英語(yǔ)不是一件容易的事情，尤其是對(duì)于基礎(chǔ)不好的人?，F(xiàn)場(chǎng)如果沒(méi)有管理，通常會(huì)變成露天的中文聊天廣場(chǎng)，甚至?xí)霈F(xiàn)完全不懂英語(yǔ)的男士到現(xiàn)場(chǎng)泡MM的現(xiàn)象。檢查的要項(xiàng)有很多，比如如果有老外來(lái)，要看看新來(lái)的老外有沒(méi)有人氣，口音是否純正等。④、A環(huán)節(jié)。活動(dòng)出現(xiàn)問(wèn)題怎么辦？一定要按準(zhǔn)備的方案及時(shí)糾正。如果是沒(méi)有預(yù)料到的問(wèn)題，一定要和大家共同討論，決定下一步怎么做。另外，如果進(jìn)行得不錯(cuò)，對(duì)于表現(xiàn)突出的要有獎(jiǎng)勵(lì)，也要讓領(lǐng)導(dǎo)知道。畢竟，這是經(jīng)過(guò)努力管理出來(lái)的業(yè)績(jī)?？偠灾?，學(xué)英語(yǔ)是一項(xiàng)常見的行為，既可以是個(gè)體行為，也可以成為組織行為 如果是公司行為，就不能表現(xiàn)為群眾自發(fā)的一種行為，一定要體現(xiàn)出團(tuán)隊(duì)學(xué)習(xí)的特征，有系統(tǒng)、有組織、有管理，和其他項(xiàng)目管理的原理一樣，重在內(nèi)部管理，不能指望任何外來(lái)的公司或譏構(gòu)，因?yàn)樗麄儾恢滥阋獙W(xué)習(xí)什么。只要堅(jiān)持，就一定能取得所期望的績(jī)效。